November 13, 2012
A set of informed and competent
management responses to environmental
(internal and external) demands that
continuously improve an agency’s capacity to
serve its customers.
Patti, R.J., (2009). The Handbook of
Human Services Management

Patti (1977)
◦ Empirical study
 90 managers
 Method: Participants were asked to prioritize 13
activities according to time devoted to each in a
typical work week

Cashman (1978)
◦ Conducted a study that found that human services
managers spent the greater part of their time
administering, communicating, planning, and
implementing

Files (1981)
◦ Identified and prioritized 14 management task
according to the proportion of time devoted by each of
50 human services managers

Secure and manage resources that are
consumed by services and activities
that penetrate outputs and achieves
outcomes
Leadership
Analytic
Interactional
Boundary Spanning
Policy Practice
Facilitating
Futuring
Managing
Resources
Communicating
Aligning
Leveraging
Resources
Supervision
Teaming
Advocating
Organizing
Integration of 2 previous models: Triangle of Practice Model +
Core Competencies Model

Communicator- Impact of Technology (voicemail,
email, Skype, Fax, telecommute)

Boundary Spanner- cluster of activities

Futurist- Forecast Trends; “Read the Environment”

Organizer- Aligning and Staffing


Resource Administrator-Cost accounting, pricing,
operations budgeting, financial reports
◦ Managing and Levering Resources
Evaluator- Needs Assessments (new trend)

Policy Practitioner- Read and INTERPRET federal, state,

Advocate- 1939 Hatch Act; Policy Advocacy v. Case

Teaming- Boss v. Coach; Stages of Development (Forming,

Supervisor- Pay attention to the small things (lunch,

Facilitator- “Instrument of Change”

Evaluator- Is it working? Does it align with the mission
and local policies
Advocacy
Storming, Norming, etc.)
parking, breaks); Legal
statement? Goals?
Organizational
Type
Primary Funding Source
Public
•Government (legislative) allocations
•Occasional private funds for special
purposes (such as Fannie Mae support for
computerization)
Non-profit
•Direct contributions (bequests, donations)
•Fees for services
•Government grants and contracts
•Foundations
•Campaigns (e.g. United Way, Combined
Federal Campaign)
•Medicaid/Medicare
For-Profit
•Fees for services
•Government grants and contracts
•Medicaid/Medicare
Incremental budgeting
•
Zero-based budgeting
•
•
Planning Programming Budgeting System
•
•
•
Line Item Budget
Functional Budget
Performance Budget

At any given time, administrators are
concerned with 3 different fiscal years:
◦ Prior, Current, and Next.

Standard fiscal years are typically:
◦ October to September (federal)
◦ July to June (state)
◦ January to December (calendar)
•
While administrators do not necessarily
do all budgeting personally, they must
oversee the following:
– Hire and supervise appropriate personnel
– Be able to talk the language and
communicate with fiscal staff
– Be able to select and work with external
auditors
•
While administrators do not necessarily do
all budgeting personally, they must oversee
the following:
– Associate fiscal issues with program matters and
client concerns
– Translate fiscal reports to appropriate auditors
– Insure quality control of financial systems
– Ask the right questions at the right times
•
•
Of the 12 core practice competencies
mentioned as part of the Core
Competencies Model for Management in
Human Services 2 relate to finance:
leveraging resources & managing
resources
Diversified Funding Sources
•
Be aware of recent federal legislation
•
Follow IRS requirements
•
Board members actively involved in all
stages of the budget cycle
•
Yearly Audit
•
Internal Controls
•Measures that might prevent embezzlement:
Thorough background checks of staff
Policies against nepotism
Personnel policies that require the reporting of
suspected fraudulent or unethical activity
Protection of whistleblowers
REQUIRING 2 SIGNATURES ON CHECKS—HealthReach
Regular backup of computers
Very strict policies on the use of agency credit
cards—UNC-CH DEVELOPMENT OFFICE

Planning and Development Stage


Implementation
Budget Assessment

Cost Analysis
Business
Administration
Functional
Communication
Leadership
Business
Administration
Functional
Communication
Leadership
Knowledgeable of
Laws
Understanding of
People
Critical Thinking
Cost Accounting
Negotiating/
Motivation
Flexibility/Adaptabil
ity
Financial Reporting
Share Info=give
advice
Problem Solving
Budgeting/Pricing
Emotional
Intelligence
Decision Making
Needs Assessments Boss v. Coaching
Detail-Oriented
Forecast Trends
Emphasize Human
Element
Delegation
Performance
Management
Knowledge v. Skills
Advocacy
(Organizational)

The U.S. economy is increasingly mixed
◦ Services occur through the participation of public,
nonprofit, and for-profit organizations

Increased competition between nonprofit
and for-profit organizations

Economic downturn

Embezzlement

Staff Diversity & Cultural Competence