Unraveling Evidence Based Practices and Social Capital: Role of Social Worke...Ruby Med Plus
1) Mission Kakatiya aims to restore 45,000 tanks in Telangana over 5 years. Social workers play an important role in ensuring the sustainability of the program.
2) Building social capital through bonding, bridging, and linking relationships can help social workers establish new connections between tank communities and resources.
3) Applying evidence-based practices, such as formulating questions and evaluating outcomes, allows social workers to create value, mobilize resources, and make effective decisions to support Mission Kakatiya.
Commissioned by the W.K. Kellogg Foundation and written by Matt Leighninger of the Deliberative Democracy Consortium, this paper reviews that conversation and extends an invitation to both deliberative democracy and dialogue practitioners and to community organizers to continue it. In doing so, it invites civic engagement practitioners from diverse schools of thought to raise and tackle tough, important questions; to deepen their mutual understanding of other practices and approaches, and of the values underlying and unifying their work; and to propose ideas for working together more effectively, and with greater impact.
The document discusses the disconnect between national leaders and local practitioners in the field of civic engagement. It explores how civic engagement has evolved from social movements of the past to become more diverse and localized today. While local practitioners focus pragmatically on issues in their communities, national leaders emphasize principles of democracy and deliberation but do not always represent the racial diversity of the field as a whole. Bridging the gaps between local and national efforts could help strengthen and support the growing work of civic engagement.
Navigating The Power Dynamics Between Institutions and Their CommunitiesSomos Tejanos
This document discusses the power dynamics between institutions and communities. It argues that while citizens have their own power to enact change, sustained transformation requires cooperation from institutions. When citizens and institutions negotiate interdependent relationships based on social influence rather than control, they can collaborate effectively. The author has experience facilitating such engagement through various career roles. Cross-sector collaboratives now aim to address social problems, but often exclude everyday community leaders from decision-making. True civic collaboration depends on investing citizens with real authority.
Developing a Progressive AdvocacyProgram Within a HumanS.docxhcheryl1
This document discusses developing a progressive advocacy program within a human services agency. It defines progressive advocacy as advocacy that seeks social change to address underlying structural inequities and meaningfully engages agency clients in the advocacy process.
The document provides a rationale for advocacy within human services agencies, noting their role in social change movements and expertise regarding social problems. It also discusses the policy cycle and need for dedicated advocacy efforts.
Core principles for developing an advocacy program include starting where the agency currently is, leveraging the knowledge of service staff and clients, working in coalitions, and only advocating within the agency's areas of expertise. The document concludes with a case study of developing advocacy in a homeless services agency.
2016 was another transformative year at the Jefferson Center. We’ve strengthened our existing partnerships and forged new relationships both in the United States and globally. We’re expanding our reach, deepening our impact in all our program areas, and advancing citizens and citizen power as the foundation of our democracy. In this report, you'll find our program highlights from this year and our outlooks for 2017.
The department of health in taiwan initiated community health developmentMaricris Santos
The document discusses community health development (CHD) in Taiwan and the appropriateness of using participatory action research (PAR) to evaluate CHD. It explores the theoretical concepts of CHD and finds that PAR is a flexible approach that can capture the complex social and health phenomena in the CHD framework. PAR is appropriate for both the methodological framework of CHD evaluation and enhancing the actualization of CHD.
Unraveling Evidence Based Practices and Social Capital: Role of Social Worke...Ruby Med Plus
1) Mission Kakatiya aims to restore 45,000 tanks in Telangana over 5 years. Social workers play an important role in ensuring the sustainability of the program.
2) Building social capital through bonding, bridging, and linking relationships can help social workers establish new connections between tank communities and resources.
3) Applying evidence-based practices, such as formulating questions and evaluating outcomes, allows social workers to create value, mobilize resources, and make effective decisions to support Mission Kakatiya.
Commissioned by the W.K. Kellogg Foundation and written by Matt Leighninger of the Deliberative Democracy Consortium, this paper reviews that conversation and extends an invitation to both deliberative democracy and dialogue practitioners and to community organizers to continue it. In doing so, it invites civic engagement practitioners from diverse schools of thought to raise and tackle tough, important questions; to deepen their mutual understanding of other practices and approaches, and of the values underlying and unifying their work; and to propose ideas for working together more effectively, and with greater impact.
The document discusses the disconnect between national leaders and local practitioners in the field of civic engagement. It explores how civic engagement has evolved from social movements of the past to become more diverse and localized today. While local practitioners focus pragmatically on issues in their communities, national leaders emphasize principles of democracy and deliberation but do not always represent the racial diversity of the field as a whole. Bridging the gaps between local and national efforts could help strengthen and support the growing work of civic engagement.
Navigating The Power Dynamics Between Institutions and Their CommunitiesSomos Tejanos
This document discusses the power dynamics between institutions and communities. It argues that while citizens have their own power to enact change, sustained transformation requires cooperation from institutions. When citizens and institutions negotiate interdependent relationships based on social influence rather than control, they can collaborate effectively. The author has experience facilitating such engagement through various career roles. Cross-sector collaboratives now aim to address social problems, but often exclude everyday community leaders from decision-making. True civic collaboration depends on investing citizens with real authority.
Developing a Progressive AdvocacyProgram Within a HumanS.docxhcheryl1
This document discusses developing a progressive advocacy program within a human services agency. It defines progressive advocacy as advocacy that seeks social change to address underlying structural inequities and meaningfully engages agency clients in the advocacy process.
The document provides a rationale for advocacy within human services agencies, noting their role in social change movements and expertise regarding social problems. It also discusses the policy cycle and need for dedicated advocacy efforts.
Core principles for developing an advocacy program include starting where the agency currently is, leveraging the knowledge of service staff and clients, working in coalitions, and only advocating within the agency's areas of expertise. The document concludes with a case study of developing advocacy in a homeless services agency.
2016 was another transformative year at the Jefferson Center. We’ve strengthened our existing partnerships and forged new relationships both in the United States and globally. We’re expanding our reach, deepening our impact in all our program areas, and advancing citizens and citizen power as the foundation of our democracy. In this report, you'll find our program highlights from this year and our outlooks for 2017.
The department of health in taiwan initiated community health developmentMaricris Santos
The document discusses community health development (CHD) in Taiwan and the appropriateness of using participatory action research (PAR) to evaluate CHD. It explores the theoretical concepts of CHD and finds that PAR is a flexible approach that can capture the complex social and health phenomena in the CHD framework. PAR is appropriate for both the methodological framework of CHD evaluation and enhancing the actualization of CHD.
This document summarizes a paper about state-NGO partnerships for improving social service delivery. It discusses how partnerships are seen as a way to leverage the scale of states and governance capacity of NGOs. The document analyzes three partnership cases in Pakistan involving healthcare, education, and sanitation. It finds that while all three improved services, only one formed an "embedded partnership" with sustainable cooperation. The key factor for this was the attributes of the NGO leadership - those less dependent on donors and more committed to community were most likely to form embedded partnerships through moral authority and long-term commitment. While donor-supported partnerships often transfer technical skills, they are less likely to introduce governance reforms without such ideal leadership.
This document summarizes challenges to social accountability and service delivery in Pakistan based on a perception survey and interviews. It finds that while respondents understand their entitlements to basic services, the lack of trust in government and need for improved grievance mechanisms are issues. Over half the population lacks formal education, so communities must be trained in social accountability. Civil society organizations face security threats that impact their work. While challenges exist, support from government and donors for local CSOs provides hope for mitigating threats to social accountability interventions.
Running head: ANNOTATED BIBLIOGRAPHY 1
ANNOTATED BIBLIOGRAPHY 9
Annotated Bibliography
08/31/2016
Topic: Challenges Facing Human Services Organizations
Almog-Bar, M., & Schmid, H. (2013). Advocacy activities of nonprofit human service organizations: A critical review. Nonprofit and Voluntary Sector Quarterly, 0899764013483212
The article begins by explaining that policy advocacy is a feature that is usually used by human services organizations in representation of their constituencies. The literature review in the article focusses on the research that has been done in the last ten years about policy advocacy in human services organizations particularly the non-profits. There is also an elaboration of the contributions and characteristics of policy advocacy in relevance to human services organizations. The major topics that are addressed in the review are; the definition and how the term policy advocacy originated, the current issues that have been studied on the topic, current prevalence and situation on advocacy activities of human services organizations, structural and organizational variables related to policy advocacy. The other aspect that is highlighted by the article and it affects most of human services organizations is that on policy advocacy and dependence on external funding. The article is important for my research topic as it gives a deep insight on one of the challenges facing human services agencies.
Brown, W. A., Andersson, F. O., & Jo, S. (2015). Dimensions of Capacity in Nonprofit Human Service Organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 1-24.
This is a quantitative study that was done by conducting interviews in order to identify the dimensions used in determining the capacity of human services agencies. The objective of this paper is to give a presentation and develop a better understanding on the capacity of human services organizations. The article adopts resource-based perspective on the organization which appreciates that capabilities and attributes of the organization determine and promotes performance. Data collection was done by conducting interviews among 66 executives in human services organizations that were moderate sized in which there was discussion of factors influencing performance. The finding elaborated in the article is that social, human and financial capital all contribute to the performance of the organization. From the executives who were interviewed, it was apparent that the quality of those people who are associated with the agency including board of directors impact on the performance. The article is a good source for the research paper as it identifies challenges affecting perfo ...
Plenary agnes meinhard_immigrant integration and inclusionocasiconference
This document discusses immigrant integration and inclusion in Canada from a complex systems perspective. It examines the many players that work together both formally and informally to help immigrants settle into Canadian society. This includes governments that design settlement programs, and organizations that implement these programs. The research aims to understand how these complex partnerships serve both new immigrants and Canadian society. A model is presented that depicts concentric circles representing different players and jurisdictions that must work together synergistically to help immigrants achieve full citizenship. The research will examine relationships between various players through six related research pods, in order to provide a holistic understanding of how partnerships can be improved to better serve immigrants through the integration process.
SYMPOSIUM CONCLUSION FUTURE RESEARCH ON THE DIMENSIONS OF.docxssuserf9c51d
SYMPOSIUM CONCLUSION: FUTURE RESEARCH
ON THE DIMENSIONS OF COLLABORATION
JOY A. CLAY
University of Memphis
As the research findings in this symposium
demonstrate, public and nonprofit managers in health and
human service agencies continue to collaborate with
multiple goals in mind. As would be anticipated, the
collaborations described in the symposium generally
addressed service gaps, enhanced services, improved
access, and expanded programs. A common underlying
expectation was that participation in the collaboration
would further an agency’s mission (Goodsell, 2011). As
cautioned by Word in her commentary, however, making
joint decisions and sharing power does not come easy when
agencies also must respond to countervailing pressures that
inherently flow from the agency’s political, social, and
economic contexts.
Overall, the symposium examines levels of
linkages, decision-making, hierarchy, autonomy, shared
administration, governance, outcomes, and more.
Reflecting their various research questions, the authors use
a variety of methods to examine the multiple dimensions of
collaboration. Clearly, the symposium’s researchers are
building on and adding to our knowledge about
cooperation, coordination, and collaboration (Keast,
Brown, & Mandell, 2007; Keast, Mandell, Brown, &
Woolcock, 2004) as well as how to assess the multiple
dimensions of collaboration. The authors effectively used
existing instruments and models to understand
collaboration dimensions but also propose new models and
test metrics/variables.
140 JHHSA SUMMER 2012
RESEARCH DIRECTIONS
The case authors and practitioner commentaries
respectively offer interesting suggestions for potentially
fruitful research directions. In reacting to the symposium,
key research directions appear to have some urgency.
Clearly, an important area of research should include a
fuller examination of collaboration impacts, beyond the
outcomes of a specific collaborative effort to community-
wide issues of equity, diversity, fairness, and
responsiveness. Mayhew’s research draws attention to the
need for more attention to how end users, not just the
collaboration participants, assess the effectiveness of the
collaboration and whether the resulting programming
actually yields innovation and effectiveness. Similarly,
Wrobel comments that assessing additional stakeholders,
especially parents, is needed to assess the impact on the
children and families served by a collaborative. These
researchers convincingly argue that there has been
insufficient attention to measure end user perceptions of
outcomes from collaborations.
Especially relevant to health and human services
sectors, research directed at improving our capacity to
identify specific indicators that pinpoint cultures of
competition vs. collaboration could enable participants and
policymakers to build more effective collaboration ...
The document provides background information on Social Impact Bonds (SIBs). It discusses SIBs as a form of public-private partnership that integrates philanthropy, venture capitalism, social program financing, and performance management. A SIB involves contracts between a government payer, private investors, social service providers, an intermediary, and an external evaluator. Private investors provide upfront capital for social programs, and the government pays investors back based on outcomes achieved. SIBs aim to incentivize effective social solutions by tying payment to results rather than inputs/outputs. However, literature on SIBs is still limited, with opportunities to better understand collaborative barriers and the role of intermediaries in facilitating multi-stakeholder partnerships
Collaborating for Equity and Justice: Moving Beyond Collective ImpactJim Bloyd, DrPH, MPH
By ARTHUR T. HIMMELMAN, BILL BERKOWITZ, BRIAN D. CHRISTENS, FRANCES DUNN BUTTERFOSS, KIEN S. LEE, LINDA BOWEN, MEREDITH MINKLER, SUSAN M. WOLFE, TOM WOLFF AND VINCENT T. FRANCISCO | January 9, 2017 Non-Profit Quarterly
The United States has historically struggled with how to treat all its citizens equitably and fairly while wealth and power are concentrated in a very small segment of our society. Now, in the face of growing public awareness and outcry about the centuries-long injustices experienced by African Americans, Native Americans, new immigrants, and other marginalized groups, we believe that our nation urgently needs collaborative multisector approaches toward equity and justice. For maximum effectiveness, these approaches must include and prioritize leadership by those most affected by injustice and inequity in order to effect structural and systemic changes that can support and sustain inclusive and healthy communities. Traditional community organizing and working for policy change will supplement the collaborative approach. We believe that efforts that do not start with treating community leaders and residents as equal partners cannot later be reengineered to meaningfully share power. In short, coalitions and collaborations need a new way of engaging with communities that leads to transformative changes in power, equity, and justice.
Assets endowment determinant factor for stakeholder mobilization and retentio...Alexander Decker
This study examined the relationship between asset endowment and stakeholder mobilization for community-driven development (CDD) projects. A survey was administered to 105 community stakeholders in Kisumu West District, Kenya. Statistical analysis found a significant positive correlation between measures of community assets and measures of individual and community mobilization. Specifically, higher scores on measures of assets like human capital, social assets, and economic assets were correlated with higher scores on measures of willingness to participate in CDD projects and endure participation. The results indicate asset endowment has a direct impact on stakeholder mobilization for CDD by determining communities' ability to mobilize and participate in development initiatives.
The document discusses the organization Communities In Schools. It has existed nationally for almost 40 years and locally in Charleston, South Carolina for 27 years. It aims to help students stay in school and succeed in life by placing coordinators in schools to assess student needs and provide support. In Charleston, it has 11 staff members and 31 coordinators serving various Title I schools. It receives funding from various sources and provides programs to support adolescents.
Accountability CED: The Funder-Governed NGORyan MacNeil
The document discusses accountability and community economic development (CED) in Canada. It summarizes that CED organizations face challenges balancing local responsiveness with funder accountability demands. Specifically, it examines how the Canadian government's conflicting models of new public management (control/efficiency) and governance (collaboration) create tensions for CED organizations. Through a case study of a Nova Scotia CED agency, it explores how strict funder accountability has led to shifting priorities, stifled innovation, and challenges with performance measurement for community organizations. The document argues government needs approaches to accountability that do not circumvent local governance of CED activities.
This document provides a summary and comparison of volunteer policies in the United States, Denmark, Estonia, and England, with a focus on student volunteers and service learning. It finds that while the concept of "service learning" is not widely used terminology abroad, students in these other countries can still participate in volunteer activities through student unions, business consultations, and internships. The document examines volunteer opportunities for students, best practices for non-profits managing volunteers, and governmental/organizational policies regarding volunteerism. Overall it determines that while terminology may differ, policies promote volunteerism globally and contribute to its uniform practice internationally.
The Vital Role of Social Workers in CommunityPartnerships T.docxssusera34210
The Vital Role of Social Workers in Community
Partnerships: The Alliance for Gay, Lesbian, Bisexual,
Transgender and Questioning Youth
Michael P. Dentato • Shelley L. Craig • Mark S. Smith
Published online: 25 June 2010
� Springer Science+Business Media, LLC 2010
Abstract The account of The Alliance for Gay, Lesbian, Bisexual, Transgender,
and Questioning (GLBTQ) Youth formation offers a model for developing com-
munity-based partnerships. Based in a major urban area, this university-community
collaboration was spearheaded by social workers who were responsible for its
original conceptualization, for generating community support, and for eventual
staffing, administration, direct service provision, and program evaluation design.
This article presents the strategic development and evolution of this community-
based service partnership, highlighting the roles of schools of social work, aca-
demics, and social work students in concert with community funders, practitioners
and youth, in responding to the needs of a vulnerable population.
Keywords GLBTQ youth � Sexual orientation � Community-based partnerships �
Empowerment � Participatory action research
Introduction
A rich history of collaboration exists between community and university-based
social workers in the conceptualization, development, and administration of service
partnerships. As means for establishing these partnerships, participatory action
M. P. Dentato (&)
School of Social Work, Loyola University Chicago, 820 North Michigan Avenue, 12th Floor,
Chicago, IL 60611, USA
e-mail: [email protected]
S. L. Craig
The Factor-Inwentash Faculty of Social Work, University of Toronto, Toronto, Ontario, Canada
M. S. Smith
School of Social Work, Barry University, Miami Shores, FL, USA
123
Child Adolesc Soc Work J (2010) 27:323–334
DOI 10.1007/s10560-010-0210-0
research is recognized as a preferred methodology for gathering necessary data about
community needs, and the utilization of an empowerment perspective is seen as a
complementary lens for guiding practice. Participatory action research involves a
collaborative process that attends to the engagement of, and reflective dialogues
concerning, ideas and viewpoints that have been excluded or privileged in traditional
research processes (Guishard 2009), thus suggesting empowerment as a preferred
practice approach. Additionally, such collaborations offer a venue through which
academics and social work researchers can influence practitioners’ understanding of
and willingness to use evidenced based practice (Bellamy et al. 2008).
Social workers have historically worked within communities as practitioners,
researchers, and advocates for policy change serving vulnerable and oppressed
populations: this has, by necessity, involved efforts to develop partnerships among
organizations. In order to best meet the identified needs of groups of individuals and
oppressed communities, social workers often have to first mob ...
This document discusses an investigation into governance structures for regional nonprofit collaborations. It summarizes that the Land Between program began as a collaboration but faced risks from having one lead agency with ultimate authority. An investigation was conducted over one year, funded by Ontario Trillium Foundation, to choose a governance structure that embodied the already effective operations while not creating a new regime. Interviews and research on analogous groups revealed that participation and collaboration within an organization was related to its governance structure and style, in turn affecting sustainability. Through a Talking Circle process, a solution was found that balanced pluralistic issues and empowered participation without duplicating efforts.
This document discusses an investigation into governance structures for regional nonprofit collaborations. It summarizes that the program "The Land Between" began as a collaboration but faced risks from having one lead agency with ultimate authority. An investigation was conducted over one year, funded by Ontario Trillium Foundation, to choose a governance structure that embodied the already effective operations while avoiding duplication of efforts. Interviews and research on analogous groups revealed that participation and collaboration within an organization was related to its governance structure and style, in turn affecting sustainability. Through a "Talking Circle" democratic process, a solution was found.
The effect of CSR content and media on reputation and stakeholder communicati...Vera Engelbertink
This document provides an abstract and introduction for a master's thesis that examines the effect of CSR content and media on corporate reputation and stakeholder communication. Specifically, it aims to understand how intrinsic, extrinsic, and combined CSR messages as well as different media types influence a company's reputation and stakeholders' willingness to share or react to CSR messages. The introduction provides background on CSR and discusses how communicating CSR can have both positive and negative effects depending on stakeholders' perceptions of a company's motives. It proposes examining these concepts through an online experiment testing different message types and media on reputation and secondary communication outcomes.
Reflection On Community-Based Human Service OrganizationsAngela Williams
Community-based human service organizations play pivotal roles in promoting quality of life for vulnerable individuals and communities. They often provide assistance in times of crisis through services like domestic violence shelters, job training, child care, foster care, and programs for seniors and those with disabilities. However, these non-profit organizations face challenges during economic downturns in finding and maintaining adequate funding to continue operating programs and services.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Trust as an Asset Building a Managed Service Organizati.docxturveycharlyn
Trust as an Asset:
Building a Managed Service Organization within MACC (A)1
In December 2002, the state of Minnesota faced a $4.5 billion shortfall caused, as in many states,
by the national recession and the corresponding decline in tax revenues. The newly elected
governor, Tim Pawlenty, warned that everyone would need to share the pain – townships, cities,
counties, nonprofits and individual Minnesotans. The state’s nonprofit sector, which had
enjoyed years of growth and a reputation for social innovation, steeled itself for cuts. The
outlook for nonprofits was made worse by dramatic reductions in giving from the Twin Cities
United Way and private philanthropy. Eighty-nine percent of Minnesota Council on
Foundations membership reported asset declines that decreased their giving.2
The state government’s crisis was exacerbated by a pledge for no new taxes taken by the
Governor during the election. Like many Republican leaders, Pawlenty had signed a pledge of
the Taxpayers League of Minnesota, a citizens’ group that advocates for smaller, less expensive
government and lower taxes. The message of the Taxpayers League resonated with many
Minnesotans; polls revealed that the majority of citizens believed that state lawmakers should
avoid increasing taxes. The League’s President David Strom took direct credit for change public
in a state that had, historically, seen a positive role for government. "The fact that we've been
able to, with the help of the governor, convince the majority of Minnesotans that government is
too big, it's time to cut back -- that's the real power that we have -- our ability to persuade
people."3
This attitude infuriated many other nonprofit leaders. Although the League was a nonprofit
organization, to many others in the sector it represented a philosophy that they directly opposed –
a philosophy that placed the burden for coping with scarcity on the backs of those who already
had the least. The Minnesota Council on Nonprofits, for example, launched an aggressive public
media campaign in 2002 to educate Minnesotans about the roles nonprofits play in providing
public services and meeting the needs of the disadvantaged. Other nonprofit leaders began to
develop innovative solutions in the increasing challenging fiscal environment they faced.
Jan Berry, the new President of the Metropolitan Alliance of Community Centers (MACC),
considered various options. A coalition of thirteen human service providers in Minneapolis and
St. Paul, MACC would be seriously hurt by cuts coming to state and county contracts. As Jan
studied the Taxpayers League, she saw how successful it was at marketing its ideology, at
1 This case study was written by Jodi Sandfort and Timothy Dykstal both of the University of Minnesota, Humphrey
Institute. Please direct comments or questions to [email protected]
2 Minnesota Council on Foundations ...
This document summarizes a study that examined the relationship between ethical practices of teams and completion of projects at Kenya Power in Kisumu County, Kenya. The study found that there is a relationship between ethical practices of teams and completion of projects. Specifically, it found that for projects to be completed on time, teams need to be accountable for their actions, diverse and recruit skilled members, distribute resources equitably, and hire professionally trained persons to raise quality standards. The study utilized a sample of 60 employees from Kenya Power to examine how factors like accountability, diversity, equity and professionalism related to timely project completion. It found that top managers seldom demonstrated high ethics, while junior employees and supervisors were generally accountable, but middle managers less so
Group Presentation Once during the quarter, each student will.docxgilbertkpeters11344
Group Presentation
: Once during the quarter, each student will prepare a brief presentation on a specific neighborhood, a racial or cultural group, or a historical event, migration or shift in the urban landscape,
related to the themes for that week
. Students will select preferred weeks in advance and be scheduled by Week 2 as best as your professor can allow. The presentation is open in form and format but should be 20 minutes in duration, consist mostly of your own original words and discussion, but involve some form of visual, quotes, or data, and represent some amount of additional research beyond the readings for that week, and include 5 or more questions for discussion to be presented to the class. Your group grade will reflect an average of 4 grades in content, delivery, relevance and engagement with the class in discussion.
.
Group Presentation Outline
•
Slide 1: Title slide
•
This contains your topic title, your names, and the course.
•
Slide 2: Introduction slide
•
Remember that you are presenting this information to others. Acknowledge the audience, and mention the purpose of the
presentation.
•
This slide should contain at least 50–100 words of speaker notes.
•
Slides 3–10 (or more): Content slides
•
Describe the topic and structure
•
Outline and discuss the issues/components each separately
•
Discuss theories, laws, policies, and other labor relations related topics
•
Provide support for your perspective and analysis
•
Lessons learned documented, what you have learned
•
Conclusion
•
The slides should each contain at least
50–100 words of speaker notes.
•
Final slide(s): Reference slide(s)
•
List your references according to the APA sty
.
More Related Content
Similar to 364Administration & SocietyVolume 41 Number 3May 200.docx
This document summarizes a paper about state-NGO partnerships for improving social service delivery. It discusses how partnerships are seen as a way to leverage the scale of states and governance capacity of NGOs. The document analyzes three partnership cases in Pakistan involving healthcare, education, and sanitation. It finds that while all three improved services, only one formed an "embedded partnership" with sustainable cooperation. The key factor for this was the attributes of the NGO leadership - those less dependent on donors and more committed to community were most likely to form embedded partnerships through moral authority and long-term commitment. While donor-supported partnerships often transfer technical skills, they are less likely to introduce governance reforms without such ideal leadership.
This document summarizes challenges to social accountability and service delivery in Pakistan based on a perception survey and interviews. It finds that while respondents understand their entitlements to basic services, the lack of trust in government and need for improved grievance mechanisms are issues. Over half the population lacks formal education, so communities must be trained in social accountability. Civil society organizations face security threats that impact their work. While challenges exist, support from government and donors for local CSOs provides hope for mitigating threats to social accountability interventions.
Running head: ANNOTATED BIBLIOGRAPHY 1
ANNOTATED BIBLIOGRAPHY 9
Annotated Bibliography
08/31/2016
Topic: Challenges Facing Human Services Organizations
Almog-Bar, M., & Schmid, H. (2013). Advocacy activities of nonprofit human service organizations: A critical review. Nonprofit and Voluntary Sector Quarterly, 0899764013483212
The article begins by explaining that policy advocacy is a feature that is usually used by human services organizations in representation of their constituencies. The literature review in the article focusses on the research that has been done in the last ten years about policy advocacy in human services organizations particularly the non-profits. There is also an elaboration of the contributions and characteristics of policy advocacy in relevance to human services organizations. The major topics that are addressed in the review are; the definition and how the term policy advocacy originated, the current issues that have been studied on the topic, current prevalence and situation on advocacy activities of human services organizations, structural and organizational variables related to policy advocacy. The other aspect that is highlighted by the article and it affects most of human services organizations is that on policy advocacy and dependence on external funding. The article is important for my research topic as it gives a deep insight on one of the challenges facing human services agencies.
Brown, W. A., Andersson, F. O., & Jo, S. (2015). Dimensions of Capacity in Nonprofit Human Service Organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 1-24.
This is a quantitative study that was done by conducting interviews in order to identify the dimensions used in determining the capacity of human services agencies. The objective of this paper is to give a presentation and develop a better understanding on the capacity of human services organizations. The article adopts resource-based perspective on the organization which appreciates that capabilities and attributes of the organization determine and promotes performance. Data collection was done by conducting interviews among 66 executives in human services organizations that were moderate sized in which there was discussion of factors influencing performance. The finding elaborated in the article is that social, human and financial capital all contribute to the performance of the organization. From the executives who were interviewed, it was apparent that the quality of those people who are associated with the agency including board of directors impact on the performance. The article is a good source for the research paper as it identifies challenges affecting perfo ...
Plenary agnes meinhard_immigrant integration and inclusionocasiconference
This document discusses immigrant integration and inclusion in Canada from a complex systems perspective. It examines the many players that work together both formally and informally to help immigrants settle into Canadian society. This includes governments that design settlement programs, and organizations that implement these programs. The research aims to understand how these complex partnerships serve both new immigrants and Canadian society. A model is presented that depicts concentric circles representing different players and jurisdictions that must work together synergistically to help immigrants achieve full citizenship. The research will examine relationships between various players through six related research pods, in order to provide a holistic understanding of how partnerships can be improved to better serve immigrants through the integration process.
SYMPOSIUM CONCLUSION FUTURE RESEARCH ON THE DIMENSIONS OF.docxssuserf9c51d
SYMPOSIUM CONCLUSION: FUTURE RESEARCH
ON THE DIMENSIONS OF COLLABORATION
JOY A. CLAY
University of Memphis
As the research findings in this symposium
demonstrate, public and nonprofit managers in health and
human service agencies continue to collaborate with
multiple goals in mind. As would be anticipated, the
collaborations described in the symposium generally
addressed service gaps, enhanced services, improved
access, and expanded programs. A common underlying
expectation was that participation in the collaboration
would further an agency’s mission (Goodsell, 2011). As
cautioned by Word in her commentary, however, making
joint decisions and sharing power does not come easy when
agencies also must respond to countervailing pressures that
inherently flow from the agency’s political, social, and
economic contexts.
Overall, the symposium examines levels of
linkages, decision-making, hierarchy, autonomy, shared
administration, governance, outcomes, and more.
Reflecting their various research questions, the authors use
a variety of methods to examine the multiple dimensions of
collaboration. Clearly, the symposium’s researchers are
building on and adding to our knowledge about
cooperation, coordination, and collaboration (Keast,
Brown, & Mandell, 2007; Keast, Mandell, Brown, &
Woolcock, 2004) as well as how to assess the multiple
dimensions of collaboration. The authors effectively used
existing instruments and models to understand
collaboration dimensions but also propose new models and
test metrics/variables.
140 JHHSA SUMMER 2012
RESEARCH DIRECTIONS
The case authors and practitioner commentaries
respectively offer interesting suggestions for potentially
fruitful research directions. In reacting to the symposium,
key research directions appear to have some urgency.
Clearly, an important area of research should include a
fuller examination of collaboration impacts, beyond the
outcomes of a specific collaborative effort to community-
wide issues of equity, diversity, fairness, and
responsiveness. Mayhew’s research draws attention to the
need for more attention to how end users, not just the
collaboration participants, assess the effectiveness of the
collaboration and whether the resulting programming
actually yields innovation and effectiveness. Similarly,
Wrobel comments that assessing additional stakeholders,
especially parents, is needed to assess the impact on the
children and families served by a collaborative. These
researchers convincingly argue that there has been
insufficient attention to measure end user perceptions of
outcomes from collaborations.
Especially relevant to health and human services
sectors, research directed at improving our capacity to
identify specific indicators that pinpoint cultures of
competition vs. collaboration could enable participants and
policymakers to build more effective collaboration ...
The document provides background information on Social Impact Bonds (SIBs). It discusses SIBs as a form of public-private partnership that integrates philanthropy, venture capitalism, social program financing, and performance management. A SIB involves contracts between a government payer, private investors, social service providers, an intermediary, and an external evaluator. Private investors provide upfront capital for social programs, and the government pays investors back based on outcomes achieved. SIBs aim to incentivize effective social solutions by tying payment to results rather than inputs/outputs. However, literature on SIBs is still limited, with opportunities to better understand collaborative barriers and the role of intermediaries in facilitating multi-stakeholder partnerships
Collaborating for Equity and Justice: Moving Beyond Collective ImpactJim Bloyd, DrPH, MPH
By ARTHUR T. HIMMELMAN, BILL BERKOWITZ, BRIAN D. CHRISTENS, FRANCES DUNN BUTTERFOSS, KIEN S. LEE, LINDA BOWEN, MEREDITH MINKLER, SUSAN M. WOLFE, TOM WOLFF AND VINCENT T. FRANCISCO | January 9, 2017 Non-Profit Quarterly
The United States has historically struggled with how to treat all its citizens equitably and fairly while wealth and power are concentrated in a very small segment of our society. Now, in the face of growing public awareness and outcry about the centuries-long injustices experienced by African Americans, Native Americans, new immigrants, and other marginalized groups, we believe that our nation urgently needs collaborative multisector approaches toward equity and justice. For maximum effectiveness, these approaches must include and prioritize leadership by those most affected by injustice and inequity in order to effect structural and systemic changes that can support and sustain inclusive and healthy communities. Traditional community organizing and working for policy change will supplement the collaborative approach. We believe that efforts that do not start with treating community leaders and residents as equal partners cannot later be reengineered to meaningfully share power. In short, coalitions and collaborations need a new way of engaging with communities that leads to transformative changes in power, equity, and justice.
Assets endowment determinant factor for stakeholder mobilization and retentio...Alexander Decker
This study examined the relationship between asset endowment and stakeholder mobilization for community-driven development (CDD) projects. A survey was administered to 105 community stakeholders in Kisumu West District, Kenya. Statistical analysis found a significant positive correlation between measures of community assets and measures of individual and community mobilization. Specifically, higher scores on measures of assets like human capital, social assets, and economic assets were correlated with higher scores on measures of willingness to participate in CDD projects and endure participation. The results indicate asset endowment has a direct impact on stakeholder mobilization for CDD by determining communities' ability to mobilize and participate in development initiatives.
The document discusses the organization Communities In Schools. It has existed nationally for almost 40 years and locally in Charleston, South Carolina for 27 years. It aims to help students stay in school and succeed in life by placing coordinators in schools to assess student needs and provide support. In Charleston, it has 11 staff members and 31 coordinators serving various Title I schools. It receives funding from various sources and provides programs to support adolescents.
Accountability CED: The Funder-Governed NGORyan MacNeil
The document discusses accountability and community economic development (CED) in Canada. It summarizes that CED organizations face challenges balancing local responsiveness with funder accountability demands. Specifically, it examines how the Canadian government's conflicting models of new public management (control/efficiency) and governance (collaboration) create tensions for CED organizations. Through a case study of a Nova Scotia CED agency, it explores how strict funder accountability has led to shifting priorities, stifled innovation, and challenges with performance measurement for community organizations. The document argues government needs approaches to accountability that do not circumvent local governance of CED activities.
This document provides a summary and comparison of volunteer policies in the United States, Denmark, Estonia, and England, with a focus on student volunteers and service learning. It finds that while the concept of "service learning" is not widely used terminology abroad, students in these other countries can still participate in volunteer activities through student unions, business consultations, and internships. The document examines volunteer opportunities for students, best practices for non-profits managing volunteers, and governmental/organizational policies regarding volunteerism. Overall it determines that while terminology may differ, policies promote volunteerism globally and contribute to its uniform practice internationally.
The Vital Role of Social Workers in CommunityPartnerships T.docxssusera34210
The Vital Role of Social Workers in Community
Partnerships: The Alliance for Gay, Lesbian, Bisexual,
Transgender and Questioning Youth
Michael P. Dentato • Shelley L. Craig • Mark S. Smith
Published online: 25 June 2010
� Springer Science+Business Media, LLC 2010
Abstract The account of The Alliance for Gay, Lesbian, Bisexual, Transgender,
and Questioning (GLBTQ) Youth formation offers a model for developing com-
munity-based partnerships. Based in a major urban area, this university-community
collaboration was spearheaded by social workers who were responsible for its
original conceptualization, for generating community support, and for eventual
staffing, administration, direct service provision, and program evaluation design.
This article presents the strategic development and evolution of this community-
based service partnership, highlighting the roles of schools of social work, aca-
demics, and social work students in concert with community funders, practitioners
and youth, in responding to the needs of a vulnerable population.
Keywords GLBTQ youth � Sexual orientation � Community-based partnerships �
Empowerment � Participatory action research
Introduction
A rich history of collaboration exists between community and university-based
social workers in the conceptualization, development, and administration of service
partnerships. As means for establishing these partnerships, participatory action
M. P. Dentato (&)
School of Social Work, Loyola University Chicago, 820 North Michigan Avenue, 12th Floor,
Chicago, IL 60611, USA
e-mail: [email protected]
S. L. Craig
The Factor-Inwentash Faculty of Social Work, University of Toronto, Toronto, Ontario, Canada
M. S. Smith
School of Social Work, Barry University, Miami Shores, FL, USA
123
Child Adolesc Soc Work J (2010) 27:323–334
DOI 10.1007/s10560-010-0210-0
research is recognized as a preferred methodology for gathering necessary data about
community needs, and the utilization of an empowerment perspective is seen as a
complementary lens for guiding practice. Participatory action research involves a
collaborative process that attends to the engagement of, and reflective dialogues
concerning, ideas and viewpoints that have been excluded or privileged in traditional
research processes (Guishard 2009), thus suggesting empowerment as a preferred
practice approach. Additionally, such collaborations offer a venue through which
academics and social work researchers can influence practitioners’ understanding of
and willingness to use evidenced based practice (Bellamy et al. 2008).
Social workers have historically worked within communities as practitioners,
researchers, and advocates for policy change serving vulnerable and oppressed
populations: this has, by necessity, involved efforts to develop partnerships among
organizations. In order to best meet the identified needs of groups of individuals and
oppressed communities, social workers often have to first mob ...
This document discusses an investigation into governance structures for regional nonprofit collaborations. It summarizes that the Land Between program began as a collaboration but faced risks from having one lead agency with ultimate authority. An investigation was conducted over one year, funded by Ontario Trillium Foundation, to choose a governance structure that embodied the already effective operations while not creating a new regime. Interviews and research on analogous groups revealed that participation and collaboration within an organization was related to its governance structure and style, in turn affecting sustainability. Through a Talking Circle process, a solution was found that balanced pluralistic issues and empowered participation without duplicating efforts.
This document discusses an investigation into governance structures for regional nonprofit collaborations. It summarizes that the program "The Land Between" began as a collaboration but faced risks from having one lead agency with ultimate authority. An investigation was conducted over one year, funded by Ontario Trillium Foundation, to choose a governance structure that embodied the already effective operations while avoiding duplication of efforts. Interviews and research on analogous groups revealed that participation and collaboration within an organization was related to its governance structure and style, in turn affecting sustainability. Through a "Talking Circle" democratic process, a solution was found.
The effect of CSR content and media on reputation and stakeholder communicati...Vera Engelbertink
This document provides an abstract and introduction for a master's thesis that examines the effect of CSR content and media on corporate reputation and stakeholder communication. Specifically, it aims to understand how intrinsic, extrinsic, and combined CSR messages as well as different media types influence a company's reputation and stakeholders' willingness to share or react to CSR messages. The introduction provides background on CSR and discusses how communicating CSR can have both positive and negative effects depending on stakeholders' perceptions of a company's motives. It proposes examining these concepts through an online experiment testing different message types and media on reputation and secondary communication outcomes.
Reflection On Community-Based Human Service OrganizationsAngela Williams
Community-based human service organizations play pivotal roles in promoting quality of life for vulnerable individuals and communities. They often provide assistance in times of crisis through services like domestic violence shelters, job training, child care, foster care, and programs for seniors and those with disabilities. However, these non-profit organizations face challenges during economic downturns in finding and maintaining adequate funding to continue operating programs and services.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Trust as an Asset Building a Managed Service Organizati.docxturveycharlyn
Trust as an Asset:
Building a Managed Service Organization within MACC (A)1
In December 2002, the state of Minnesota faced a $4.5 billion shortfall caused, as in many states,
by the national recession and the corresponding decline in tax revenues. The newly elected
governor, Tim Pawlenty, warned that everyone would need to share the pain – townships, cities,
counties, nonprofits and individual Minnesotans. The state’s nonprofit sector, which had
enjoyed years of growth and a reputation for social innovation, steeled itself for cuts. The
outlook for nonprofits was made worse by dramatic reductions in giving from the Twin Cities
United Way and private philanthropy. Eighty-nine percent of Minnesota Council on
Foundations membership reported asset declines that decreased their giving.2
The state government’s crisis was exacerbated by a pledge for no new taxes taken by the
Governor during the election. Like many Republican leaders, Pawlenty had signed a pledge of
the Taxpayers League of Minnesota, a citizens’ group that advocates for smaller, less expensive
government and lower taxes. The message of the Taxpayers League resonated with many
Minnesotans; polls revealed that the majority of citizens believed that state lawmakers should
avoid increasing taxes. The League’s President David Strom took direct credit for change public
in a state that had, historically, seen a positive role for government. "The fact that we've been
able to, with the help of the governor, convince the majority of Minnesotans that government is
too big, it's time to cut back -- that's the real power that we have -- our ability to persuade
people."3
This attitude infuriated many other nonprofit leaders. Although the League was a nonprofit
organization, to many others in the sector it represented a philosophy that they directly opposed –
a philosophy that placed the burden for coping with scarcity on the backs of those who already
had the least. The Minnesota Council on Nonprofits, for example, launched an aggressive public
media campaign in 2002 to educate Minnesotans about the roles nonprofits play in providing
public services and meeting the needs of the disadvantaged. Other nonprofit leaders began to
develop innovative solutions in the increasing challenging fiscal environment they faced.
Jan Berry, the new President of the Metropolitan Alliance of Community Centers (MACC),
considered various options. A coalition of thirteen human service providers in Minneapolis and
St. Paul, MACC would be seriously hurt by cuts coming to state and county contracts. As Jan
studied the Taxpayers League, she saw how successful it was at marketing its ideology, at
1 This case study was written by Jodi Sandfort and Timothy Dykstal both of the University of Minnesota, Humphrey
Institute. Please direct comments or questions to [email protected]
2 Minnesota Council on Foundations ...
This document summarizes a study that examined the relationship between ethical practices of teams and completion of projects at Kenya Power in Kisumu County, Kenya. The study found that there is a relationship between ethical practices of teams and completion of projects. Specifically, it found that for projects to be completed on time, teams need to be accountable for their actions, diverse and recruit skilled members, distribute resources equitably, and hire professionally trained persons to raise quality standards. The study utilized a sample of 60 employees from Kenya Power to examine how factors like accountability, diversity, equity and professionalism related to timely project completion. It found that top managers seldom demonstrated high ethics, while junior employees and supervisors were generally accountable, but middle managers less so
Similar to 364Administration & SocietyVolume 41 Number 3May 200.docx (20)
Group Presentation Once during the quarter, each student will.docxgilbertkpeters11344
Group Presentation
: Once during the quarter, each student will prepare a brief presentation on a specific neighborhood, a racial or cultural group, or a historical event, migration or shift in the urban landscape,
related to the themes for that week
. Students will select preferred weeks in advance and be scheduled by Week 2 as best as your professor can allow. The presentation is open in form and format but should be 20 minutes in duration, consist mostly of your own original words and discussion, but involve some form of visual, quotes, or data, and represent some amount of additional research beyond the readings for that week, and include 5 or more questions for discussion to be presented to the class. Your group grade will reflect an average of 4 grades in content, delivery, relevance and engagement with the class in discussion.
.
Group Presentation Outline
•
Slide 1: Title slide
•
This contains your topic title, your names, and the course.
•
Slide 2: Introduction slide
•
Remember that you are presenting this information to others. Acknowledge the audience, and mention the purpose of the
presentation.
•
This slide should contain at least 50–100 words of speaker notes.
•
Slides 3–10 (or more): Content slides
•
Describe the topic and structure
•
Outline and discuss the issues/components each separately
•
Discuss theories, laws, policies, and other labor relations related topics
•
Provide support for your perspective and analysis
•
Lessons learned documented, what you have learned
•
Conclusion
•
The slides should each contain at least
50–100 words of speaker notes.
•
Final slide(s): Reference slide(s)
•
List your references according to the APA sty
.
Group PortionAs a group, discuss and develop a paper of 10 p.docxgilbertkpeters11344
Group Portion
As a group, discuss and develop a paper of 10 pages that addresses the following questions. Work together to determine who will complete each section:
Who will comprise your planning committee? Explain.
Identify public- and private-sector partner agencies and elected officials (if any) that should serve on the planning committee.
What are the component parts of the plan (be specific and detailed)? Explain.
What participating agencies may be more or less involved in which parts of the plan development? Explain.
Are there subject matter experts (SMEs) or other entities that should be involved in any one specific area of the plan development? Explain.
Based upon the emergency management concept of incident management that includes the phases of preparedness and mitigation, response, and recovery, identify the actions that will need to be taken in each phase as they relate to the hazard you have selected.
Identify the major challenges that the community and responders will encounter when responding to the hazard.
What solutions exist (e.g., mutual aid, contract services) to overcome those challenges? Explain in detail.
What should be the short- and long-term recovery goals of the community following this event’s occurrence?
Be sure to reference all sources using APA style.
Please add your file.
Individual Portion
Develop a PowerPoint presentation of 6–7 slides that provides details about your plan.
Include speaker notes of 200–300 words that will be used when presenting the plan to your superiors.
.
Group Behavior in OrganizationsAt an organizational level,.docxgilbertkpeters11344
Group Behavior in Organizations
At an organizational level, group behavior is necessary for continued functioning of the
organization. Within an organization, there are established rules, procedures, and processes
developed that define how an organization operates. In addition, there are systems in place
to reward behaviors of those who effectively participate in the organization's operations.
Besides, there are also systems that define consequences that can take place in case
individuals behave outside the accepted practices of the organization. What develops out of
this is an employee's attachment to the organization based on common beliefs, values, and
traditions. The shared attachment and even the commitment to common beliefs, values, and
traditions make up an organization's culture (Helms & Stern, 2001; Lok & Crawford, 2001).
What Is Organization Culture?
Sheard and Kakabadse (2002) explained organizational culture in terms of solidarity and
sociability. Solidarity, in this case, referred to a group's willingness to pursue and maintain
conformity in shared objectives, processes, and systems. Sociability referred to a group's
sense of belongingness by its members and level of camaraderie.
They also mentioned there might be differences between hierarchies or levels within an
organization's culture. Based on the solidarity and sociability of each, upper management
might differ from the decisions made by middle management and line staff. These differences
might also occur between functional departments and, in larger organizations, between
geographically distinct sections of the organization.
What Sheard and Kakabadse wanted to emphasize through this discussion was there might
be distinct subcultures within an organization's culture.
According to De Long and Fahey (2000), "Subcultures consist of distinct sets of values,
norms, and practices exhibited by specific groups or units in an organization." Subcultures
may be readily observed in larger, more bureaucratic organizations or organizations having
well-established departments with employees that have highly specialized or possessing
unique skills.
De Long, D., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. The
Academy of Management Executive, 14(4), 113–127.
Helms, M., & Stern, R. (2001). Exploring the factors that influence employees 'perceptions of
their organization's culture. Journal of Management in Medicine, 15(6), 415–429.
Lok, P., & Crawford, J. (2001). Antecedents of organizational commitment and the mediating
role of job satisfaction. Journal of Managerial Psychology, 16(8), 594–613.
Sheard, A., & Kakabadse, A. (2002). Key roles of the leadership landscape. Journal of
Managerial Psychology, 17(1/2), 129–144.
3-17 Kenneth Brown is the principal owner of Brown Oil, Inc. After quitting his university teaching job,
Ken has been able to increase his annual salary by a factor of over 100. At the present time, Ken is
f.
Group assignment Only responsible for writing 275 words on the foll.docxgilbertkpeters11344
Group assignment: Only responsible for writing 275 words on the following
Explain immigration and how that is connected.
Identify current and future issues in serving diverse clients and legally protected classes.
GroupgrAssignment content:
Access
the
Prison Rape Elimination Act
website.
Write
a 1,000- to 1,400-word report for an audience of potential new employees in human services in a correctional setting in which you:
Summarize current and future civil rights issues that affect the criminal justice system.
Identify why PREA affects the future of corrections.
Explain immigration and how that is connected.
Identify current and future issues in serving diverse clients and legally protected classes.
Explain options for advocacy.
Identify
boundaries in advocacy for human service workers.
Format
your resources consistent with APA guidelines.
.
Group 2 WG is a 41-year-old female brought herself into the ER la.docxgilbertkpeters11344
Group 2: WG is a 41-year-old female brought herself into the ER last night asking to "detox from vodka." She tells you she has a long-standing history of alcohol dependence with multiple relapses. She also reports that she has experienced alcohol withdrawal seizures before. Current CIWA-Ar is 17. She denies any past medical history but lab work indicates hepatic insufficiency (LFTs x3 ULN). All other lab work is normal. She denies taking any medications.
How will you manage this patient’s withdrawal syndrome?
Responses must be a minimum of 200 words, scholarly written, APA7 formatted, and referenced. A minimum of 2 references are required (other than your text). Plagiarism and grammatical errors free.
.
Group 2 Discuss the limitations of treatment for borderline and.docxgilbertkpeters11344
Group 2: Discuss the limitations of treatment for borderline and histrionic PD and what can be done from a psychopharmacological perspective.
Post must be a minimum of 200 words, scholarly written, APA formatted, and referenced. A minimum of 2
scholarly
references are required
(other than your text
).
.
Group 3 Discuss the limitations of treatment for antisocial and.docxgilbertkpeters11344
Group 3: Discuss the limitations of treatment for antisocial and narcissistic PD and what can be done from a psychopharmacological perspective.
Post your initial response by Wednesday at midnight. Respond to at least one student
with a different assigned DB question
by Sunday at midnight. Both responses must be a minimum of 200 words, scholarly written, APA formatted, and referenced. A minimum of 2
scholarly
references are required
(other than your text
). attached lecture for the theme.
.
Group 1 Describe the differences between Naloxone, Naltrexone, .docxgilbertkpeters11344
Group 1: Describe the differences between Naloxone, Naltrexone, and Buprenorphine/Naloxone. Include the properties of each, their classification, mechanism of actions, onset, half-life, and formulations (routes of delivery). Please discuss the implications of differences in the clinical setting (including pre-hospital)
Responses must be a minimum of 200 words, scholarly written, APA7 formatted, and referenced. A minimum of 2 references is required (other than your text). Plagiarism and grammatical errors free.
.
Grotius, HobbesDevelopment of INR – Week 3HobbesRelati.docxgilbertkpeters11344
Grotius, Hobbes
Development of INR – Week 3
Hobbes
Relationship between Natural Law and Law of Nations?
Mediated by the idea of the state of nature as the predicament of insecurity:
Natural right: self-preservation.
Natural law: the observation of promises and contracts.
For states: minimum observation of natural law in the form of consenting to agreements.
Written agreement: treaty-making
Unwritten agreements: customary law
Hobbes
State of Nature: the condition in which individuals find themselves in a perpetual condition of war.
Natural right to self-preservation:
We each have the right to judge what is in our interest for self-preservation.
Conflict occurs because of:
Competition
Diffidence
Glory
Different meanings for words in the State of Nature; no ability in the State of Nature to determine whose judgment is valid (Wolin).
Life in the state of nature: “Solitary, poor, nasty, brutish, and short”
Commonwealth
Commonwealth by institution:
Social contract: it is the collective agreement among all individuals in the state of nature to establish:
Sovereign power
Able to speak and act for a multiplicity of people (which becomes a unified group).
State
The unity of sovereign power and the unified people.
Sovereign is the man or assembly that carries the person of the State.
State is the Leviathan: the mortal God on earth.
Sovereigns come and go but the State remains.
Consequences
The implication: fear is displaced from the condition of the state of nature to the relation between individual and state.
What continues to bind the state is fear of a return to the State of Nature:
the relation between individual and state is one of protection in exchange for obedience.
Private vs. public conscious: does one need to truly believe (i.e. like a Christian) or does the appearance of belief suffice?
“belief and unbelief never follow men’s commands.”
Loyalty only to those that are in power?
Historical context: The Norman Yoke and the English Civil Wars
Stability should not sacrificed as a result of ‘injustice’.
The rise of the ‘mechanical’ centralized administrative state.
Grotius
Dutch legal theorist 16th century;
Along with Vitoria and Gentili laid the foundation for the Law of Nations (Public European Law) on Natural Law.
Moves away from a theological conceptualization of Natural Law to a secular one.
Develops the notion of Natural Rights which becomes key for understanding human morality and law.
Notion of natural right emerged out of the massacre of St. Bartholomew (25 August 1572).
Attempted to establish limitation on the Sovereign’s power:
notion of individual right that the state cannot transgress.
Grotius: “a RIGHT is a moral quality annexed to the person, justly entitling him to possess some privilege, or to perform some particular act”
Four Fundamental Rights
1) the right for others not to take my possessions.
2) the right of restoration of property in case of injury.
3) honoring promises.
4) punish wrongdoing.
Natural.
GROUP 1 Case 967-- A Teenage Female with an Ovarian MassCLI.docxgilbertkpeters11344
GROUP 1: Case 967-- A Teenage Female with an Ovarian Mass
CLINICAL HISTORY
A teenage female presented with secondary amenorrhea (https://www.healthline.com/health/secondary-amenorrhea#causes). The patient had 1 menstrual cycle 3 years ago and has had no menses since. Laboratory work-up was negative for pregnancy test, mildly increased calcium level (11.7 mg/dL, normal range: 8.5-10.2 mg/dL) and CA 125 (43 Units/ml, normal range: 0-20 Units/ml). Prolactin, TSH, AFP, Inhibin A, Inhibin B and CEA were normal. Imaging revealed a 13 x 11.8 x 8.6 cm, predominately cystic left pelvis mass, with multiple internal septations. Her past medical history was not contributory. Patient underwent left salpingo-oophorectomy (https://www.healthline.com/health/salpingo-oophorectomy), omentectomy (https://moffitt.org/cancers/ovarian-cancer/omentectomy/) and tumor debulking (https://en.wikipedia.org/wiki/Debulking) with intraoperative frozen section consultation.
GROSS EXAMINATION
The 930.9 g tubo-ovarian complex consisted of a 20.0 x 16.0 x 8.0 cm large mass, with no recognizable normal ovarian parenchyma grossly and an unremarkable fallopian tube. The cut surface was gray, "fish-flesh", soft with foci of hemorrhage and necrosis.
MICROSCOPIC EXAMINATION
Microscopically, the majority of main tumor was growing in large nests, sheets and cords with focal follicle-like structures and geographic areas of necrosis. It was predominantly composed of small cells with hyperchromatic nuclei, round to oval nucleus with irregular nuclear contour, inconspicuous to occasional conspicuous nucleoli and minimal cytoplasm. This component was variably admixed with a population of larger cells, which as the name implies composed of cells with abundant eosinophilic cytoplasm, with central or eccentric round to oval nuclei, pale chromatin and prominent nuclei. Both, the small and large cell components demonstrated brisk mitotic activity. All staging biopsies and omentectomy were composed of large cell component.
An extensive panel of immunohistochemical stains was performed. Overall, the staining pattern was strong and diffuse in small cell component compared to patchy weak staining pattern in the large cell component.
FINAL DIAGNOSIS
Small cell carcinoma (https://en.wikipedia.org/wiki/Small-cell_carcinoma) of the ovary, hypercalcemic type (https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4939673/)
DISCUSSION
Small cell carcinoma of the ovary, hypercalcemic type (SCCOHT) is an aggressive and highly malignant tumor affecting the women under 40. It was first described as a distinct entity by Dickersin et al in 1982 (1). Fewer than 500 cases have been described in the literature and it accounts for less than 1% of all ovarian cancer diagnoses. Due to the initial consideration of epithelial origin, the term of SCCOHT has been used to distinguish this entity from its mimicker, the neuroendocrine or pulmonary type (2). In fact epithelial origin of SCCOHT was recently challenged as new imm.
Greek Drama Further Readings and Short Report GuidelinesOur s.docxgilbertkpeters11344
Greek Drama: Further Readings and Short Report Guidelines
Our study of Greek drama will begin with an overview of Greek theater in general and focus on Aeschylus’ Agamemnon (Norton rental text, Vol. A). You will be completing a quiz/worksheet on Agamemnon (open book) and that play will be the focus of our class from March 26 through April 2. After that, each of you will have the opportunity to focus more intensively on one of three other Greek plays, Sophocles’ Philoctetes, Euripides’ Medea, or Aristophanes’ Lysistrata.
I will be asking you to submit a short report that focuses primarily on the play you chose to study in more depth. Your first task, though, is to choose which of the three plays you want to work on. Here are brief overviews of the three plays.
Sophocles’ Philoctetes(available in the Sophocles II purchase text). Philoctetes, an outstanding Greek warrior, was abandoned by Odysseus, Agamemnon and Menelaos on the way to fight in Troy because they could not bear the agonies of his suffering from a poisonous snake bite. The hero, an exceptional archer who wields the bow of Heracles, has been living in isolation on the wild island of Lemnos for nine years. Now the Greek forces have received a prophecy that they cannot conquer Troy without Philoctetes’ help. Odysseus, whom Philoctetes hates, and Neoptolemus, the son of Achilles, are sent to lure Philoctetes back to the war, by persuasion, treachery or force.
Euripides’ Medea (available in Norton rental text, Vol. A. Medea, the sorceress who helped the hero Jason find the Golden Fleece and also helped save his life, is living with Jason in exile from her homeland with their two children. She has learned that, in order to advance his fortune and social standing, Jason wants to jilt Medea and marry a younger woman. Out of despair and rage, Medea contrives to take revenge against Jason in the most horrific way she can.
Aristophanes’ Lysistrata (available in Norton rental text, Vol. A). Fed up with the emotional and economic hardships caused by the Peloponnesian War (431-404 BC), the Athenian and Spartan women, under the leadership of Lysistrata, unite to undertake two group actions: first, to refuse to have sex with their men until the men agree to stop fighting and, second, to cut off funding for the war by occupying the Athenian treasury. Aristophanes’ comedy still raises questions today about who should wield political power and why, as well as about how much humans really value peace.
NOTE: While I am requiring you to focus on only one of the three plays, I strongly encourage you to read all three. I will be saying something about each of the three plays before the short report is due, after we spend some time with Aeschylus’ Agamemnon.
Guidelines for Short Report on Greek Drama
For the short report on Greek drama, please write complete, incisiveresponses to each of the following five topics or questions concerning the play—Philoctetes,Medea or Lysistrata—that you h.
Graph 4 (You must select a different graph than one that you hav.docxgilbertkpeters11344
Graph 4 (You must select a different graph than one that you have previously discussed)
Select a data presentation from chapter 6 of the text (Grey Section).
Answer the following:
What is the visual that you selected?
What is the purpose of the visual?
What kind of data should be compiled in the selected visual?
What kinds of data should not be compiled in the selected visual?
How can you avoid making the visual misleading?
.
Graphs (Help! Really challenging assignment. Would appreciate any bi.docxgilbertkpeters11344
Graphs (Help! Really challenging assignment. Would appreciate any bit of help!)
Family tree's and genealogy software has become more and more prevalent in recent years. From the name you might expect that a family tree would be easily represented by a tree structure, but that is not the case! A more appropriate data structure to represent a family tree would be a type of graph. Using the description of the family that accompanies this assignment, you must represent this family using a graph structure. The graph needs to be a weighted graph. The weights will constitute the types of relationships, I recommend using some kind mapping between numbers and strings to represent the relationships. When adding family members to the graph, this can be done programmatically for the provided family members within the description file. Additionally, I also want there to be an interface in which a user can create a new family member and add them to the tree. This can be a simple CLI where the user provides a name, gender, and age to create a person. Then another simple CLI where they select which member of the family they want the original relationship to be with and what kind of relationship it should be. Finally, they can edit the family member using another CLI and selecting the family member they wish to edit, the operation they wish to perform (edit name, edit age, edit relationship), and then add new relationship between family members which can call a function that you create in order to add the original relationship. Remember the DRY philosophy, where code can be modularized or made into a function, it should be if you plan on using the logic again.
Finally, I want you to make data assertions within the
FamilyTree
class that enforce certain "rules" that exist in a typical human family. An example would be a person should not have any kind of relationship to itself (a person can not marry themselves, a person can not be their own brother, sister, father, mother, etc.). There should be at least 3 data assertions. These should exists as part of the family tree, not as part of the graph.
As a hint, for a successful design: I would recommend using layers of abstraction. Your graph class is the backing structure to the family tree class. Your family tree should implement methods that interface with the graph class, i.e. add_family_member() should call the constructor to create a node and then call a function within the graph class to add a node to the graph. Then using the relationships function parameter, you can add edges to the graph between the new nodes and the existing nodes. The family tree should be what enforces what relationships can exist through the data assertions, the graph does not care about what relationships are made between family members. Your functions that the user would interface with would be greatly reduced compared to the total number of methods within the classes themselves. The user should be able to add, remove, and modi.
Grandparenting can be highly rewarding. Many grandparents, though, u.docxgilbertkpeters11344
Grandparenting can be highly rewarding. Many grandparents, though, unexpectedly become guardians and raise small children. How might this responsibility affect their normal course of adult development? What components might require transitions? How would a professional counselor encourage these older guardians in their new roles? Just need 135 words (ASAP)!
.
Great Marketing Moves The evolving art of getting noticed Ov.docxgilbertkpeters11344
Great Marketing Moves The evolving art of getting noticed
Over three decades,
Inc.
has seen entrepreneurs, often with little cash but lots of creativity)', produce clever marketing campaigns time and again. Here are 3U classic examples from the archives. —
Kelly Fairdoth
Make a article summary from 2-3 paragraphs.
.
“GREAT MIGRATION”
Dr. G. J. Giddings
Characteristics
Human
Propelled – push-pull (E. Lee, 1966)
Impactful – consequential … cause/effect
Dynamic – leaderless …democratic …
Demographics
Demographics
1.2 million, 1915-’30
6.4 million, 1980
(Caribbean:
140,000,1899-1937)
Precursors
Post-Reconstruction, 1877-1914
Rural - Urban
Westward – “Black Exodus”
Henry Adams (LA)
89,000 migrants/interest
Benjamin “Pap” Singleton (TN)
“Advantage of Living in a Free State”
Thousands migrated
Emigration
Bishop Henry M. Turner,
Mary Ann Shadd Cary
Precursors …
U.S. Empire
Berlin Conf.,1884
Philippines, 1898
Puerto Rico, Guam
Hawaii,
(Cuba)
Haiti, (1915-’34)
U.S. Virgin Isl.,1916
Guyana, 1941
Atkinson Airstrip
6
Great Migration
Caribbean
140,000,1899-1937
M. M. Garvey
C. Powel
DJ Kool Herc
S. Chisholm
G. J. Giddings
Great Migration
“PUSH”
-Boll weevil, 1915/6
-Mississippi flood, 1927
-Racist Terroism
-Racist laws: Jim Crow
Great Migration
“PULL”
E. World War I, 1914-1919
(367,000 AAs served)
European immigration desisted
Chicago Defender
“To die from the bite of frost is more glorious than by the hands of a lynch mob”
“Every Black man for the sake of his wife and daughter should lave even at a financial sacrifice every spot in the south where his worth is not appreciated enough to give him the standing of a man and a citizen in the community.”
Great Migration
IMPACT
Detroit, MI
611 % increase
Urban League, 1911
National League of Urban Conditions among Negroes, NY
Rep. Oscar DePriest (R)
Chicago Alderman, 1915; U.S. Rep, 1929-’35
1970s: Chicago had more Blacks than Mississippi!
Harlem Renaissance, 1919-1932
L. Hughes, “Negro Artist …”
Some pastors followed migrants.
Return Migration/RE-PATRIATION
Post-Industrial
“Reverse migration”
1980-present
Service economy
“Sun Belt” industrial service areas
Destinations
Atlanta, GA; Charlotte, NC, Houston, TX, …
(F&H, chap. 23)
GREAT MIGRATION
Franklin & Higginbotham (F&H)
1, (12),13, 14, 15, 16, 17, 19, 23 …
Great Migration
The Warmth of Other Suns, 2010
Isabel Wilkerson, Pulitzer laureate
National Book Critics Circle award
“best non-fiction ...” NY Times
1,200 interviews
I.M. Gladney
G. Starling
R. P. Foster
Wilkerson …
Ida Mae Gladney
1934
MS – Chicago, IL
Wilkerson …
George Starling
1945
Florida–New York
(.
Grand theory and Middle-range theoryHow are Nursing Theories c.docxgilbertkpeters11344
Grand theory and Middle-range theory
How are Nursing Theories classified?
What are the differences between grand theory and middle-range Theory?
Examples of grand Theory and Middle range Theory?
Write an Essay.
Use the APA style 7
Avoid plagiarism by submitting your work to SafeAssign.
.
Grand Rounds Hi, and thanks for attending this case presen.docxgilbertkpeters11344
Grand Rounds
Hi, and thanks for attending this case presentation. My name is Dr. Stephen Brewer and I am a licensed
clinical psychologist in San Diego, California and Assistant Professor of Psychology and Applied
Behavioral Sciences at Ashford University. Today, I will be sharing with you the story of Bob.
Presenting problem
Bob Smith is a 36-year-old man who came to me approximately six months ago with concerns about his
career choice and life direction. He did not have any significant psychiatric symptoms, besides some
understandable existential anxiety regarding his future. Bob was cooperative, friendly, open, and
knowledgeable about psychology during our first few sessions together. I noticed that he seemed
guarded only when talking about his family and childhood experiences. To confirm his identity, I checked
his driver’s license to ensure his name was indeed Bob Smith and that he lived close by in a mobile home
in Spring Valley. Given his relatively mild symptoms, we decided to meet once a week for supportive
psychotherapy so he could work through his anxieties. I gave him a diagnosis of adjustment disorder
with anxiety.
History
Here’s some background on Bob to give you a sense of who he is.
Family
Bob grew up as an only child in Edmonton, Canada, in a low-income, conservative, and very religious
household.
He shared that his father was largely absent during his childhood, as he spent most of the week residing
north of Edmonton, where he worked as a mechanic in the oil fields near Fort McMurray. On weekends,
Bob’s father would return home and spend as much time as possible with his family. Bob described his
father as warm, caring, and a hard worker. His father reportedly died one year ago.
Bob’s mother was described as a strict, rule-based woman who had a short temper and was prone to
furious outbursts over trivial matters. She worked in Bob’s junior high as a janitor, which meant that Bob
often crossed paths with his mother at school, where she would often check up on him. During Bob’s
high school years, Bob’s mother got a new job as a high school librarian.
At 18, Bob moved to San Diego to study psychology at San Diego State University. He lived in the dorms
for his first few years, where he easily made friends and joined a fraternity. Bob maintained contact with
his parents, but ceased all contact when his mother suggested she would move to San Diego to be closer
to him. He graduated with a 3.2 GPA and began working for the county as a psychiatric technician. He
worked as a psych tech for 14 years and described it as “fun at first, but it got boring and predictable
after a while.”
Treatment
Bob shared that he has a medical doctor that he visits once every few years for his routine physical. He
denied having any significant medical problems. Additionally, he denied using any illicit substances and
reported drinking only on occasion with friends from his fratern.
Graduate Level Writing Required.DUEFriday, February 1.docxgilbertkpeters11344
Graduate Level Writing Required.
DUE:
Friday, February 14, 2020 by 5pm Eastern Standard Time.
Resources: U.S. Department of Labor, Bureau of Labor Statistics, U.S. Department of Labor Wages, U.S. Department of Education, U.S. Census Bureau
Based
on
Dallas, Texas
Write a 900- to 1,050-word paper in which you analyze the criminal profile of Dallas, Texas.
Include the following information in your analysis:
-Characterization of the city in terms of social and intellectual context
-Identity of social factors that contribute to crime
-Linking of events or attitudes to a description of beliefs people living there would accept for explaining criminal behavior
-Consideration of changes in land use, property values, transportation, and retail as one moves away from the city center
-If there are changes, what distance do you estimate exist between these areas?
-How noticeable are the changes?
-Discussion of whether or not zones of transition apply to this city
-Identification of criminal hot spots
-Relevant data to support answers
-How your findings relate to the role of socioeconomic status and values in criminological theory
-Identification and rationale for the choice of one sociologic theory that best explains the crime in your chosen city
-Format your paper consistent with APA guidelines
.
-Provide at least 4 Academic / Scholarly references
.
-100% Original Work. ZERO Plagiarism.
-Must Be Graduate Level Writing.
.
Brand Guideline of Bashundhara A4 Paper - 2024khabri85
It outlines the basic identity elements such as symbol, logotype, colors, and typefaces. It provides examples of applying the identity to materials like letterhead, business cards, reports, folders, and websites.
Creative Restart 2024: Mike Martin - Finding a way around “no”Taste
Ideas that are good for business and good for the world that we live in, are what I’m passionate about.
Some ideas take a year to make, some take 8 years. I want to share two projects that best illustrate this and why it is never good to stop at “no”.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
2. making. Results indicate that public–nonprofit partnerships
create a locus for
the practice of the New Public Service. CBNs offer public
administrators a
bridge into disenfranchised communities and a point of
engagement where
partners join public agency resources and expertise with tacit
knowledge of
community through a trusted institution.
Keywords: trust; new public service; democracy
In the era of the hollow state, governance through
interorganizational partnerships presents the most compelling
challenge to public administra-
tion as we have known it. This new turn in public service has
thrown open
a veritable Pandora’s box of complexities with respect to the
meaning of
accountability and the exercise of public authority. Current
literature on
partnerships and collaborations has taken a normative cast,
presenting them
as an end point, yet it provides little guidance as to the process
by which they
are established and sustained, their overall effectiveness in
public service
delivery, or their impact on governance (Gazley & Brudney,
2007). This
study focuses on the nature of public sector partnership with
community-
based nonprofits (CBNs) and how they create the opportunity
for gover-
nance practiced as the New Public Service, a citizen inclusive,
decentralized
practice of public service through which public authority is
3. exercised in
accordance with the articulated values and needs of a
community (Denhardt
& Denhardt, 2007).
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Alexander, Nank / Public–Nonprofit Partnership 365
Interdependence theory (Salamon & Anheier, 1998; Steinberg &
Young,
1998), one of the more popular lenses from which to view
government–
nonprofit dynamics, holds that government and nonprofits have
been
immersed in an enduring and symbiotic partnership that dates to
the found-
ing of our nation. Nonprofit organizations initiated public works
projects
and later the first social services, often developing “the
expertise, struc-
tures, and experience that government” drew on (Salamon &
Anheier,
1998, p. 225). More nimble than government bureaucracies,
nonprofits
have a history of functioning as a sort of research and
development arm of
the public sector (Walden, 2006). CBNs are often the first
organized
response to social problems, generating solutions that reflect
their immedi-
ate connection and understanding of a community.
4. This brief account explains how a cooperative relationship
evolved from
a shared devotion to the public good and was fueled by
voluntary failure,1
but the theory stops short. It does not explain “the
circumstances under
which a cooperative relationship between the nonprofit sector
and the state
is most likely to emerge” and succeed (Salamon & Anheier,
1998; Steinberg
& Young, 1998, p. 258).
What remains to be articulated is that partnerships between
government
and CBNs offer a solution to governance failure, defined not in
the context
of a market model, but as a failure of government to establish a
relationship
of trust and accountability with citizens. Such accountability is
manifest as
confidence on the part of citizens that government will act in
their best
interests or the expectation that “capable and responsible
behavior is forth-
coming” (Barber, 1983). In circumstances of governance failure
with par-
ticular citizen groups, CBNs perform a powerful legitimating
function for
the administrative state. By acting as a bridge, these nonprofits
provide the
public sector with a point of access into communities where
they can begin
to generate bonds of trust with citizenry.
In addition, CBNs create a locus for the practice of the New
5. Public
Service. In the antifederalist tradition, proponents of the New
Public
Service have argued that strong and stable democracy emerges
as admin-
istrators place themselves at the heart of communities and work
in col-
laboration with citizens, defining social problems and
developing services
consonant with community needs and values (Denhardt &
Denhardt, 2007;
King, Stivers, & Collaborators, 1998). The following study of
public–
nonprofit collaboration highlights these two overlooked
contributions of
nonprofit organizations to the administrative state: the political
capital to
generate a trust relationship with a community and a proving
ground for
the practice of the New Public Service. The authors undertook a
10-year
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366 Administration & Society
longitudinal study of organizational partnerships established
between a
county agency and nine neighborhood centers to identify how
patterns of
active distrust between the agency and the community
organizations were
6. resolved, how trust was developed, and how effective
partnerships were
established. The authors focused on the following: (a) Factors
most impor-
tant to effective partnership from the perspective of both the
CBNs and the
county agency leadership, with particular attention to the issues
of trust
and distrust; (b) critical points of ambiguity and difference that
occurred
in the partnership and how leadership in both sectors responded;
and (c)
whether their responses were indications that trust was
developing within
the partnership. Finally, through interviews and participant
observation,
the authors looked to identify whether the nonprofit leadership
acted stra-
tegically to maintain their autonomy and institutional role as
stewards of
their communities.
The authors selected the conceptual frameworks of trust and
distrust
as a lens to track the development of county agency–nonprofit
partner-
ships for a number of reasons. First, trust is identified as the
precursor, if
not the single most important component of stable interagency
partner-
ships (Bryson, Crosby, & Stone, 2006; Lewicki, McAllister, &
Bies, 1998;
Seppanen, Blomqvist, & Sundqvist, 2007; Van Slyke, 2007). In
the context
of nonprofit organizations, trust is the defining element of
organizational
7. survival. Fidelity to their declared purpose is the protection
nonprofits
offer clients who use their services and the inducement for
dedication of
resources; the value commitment is a legally binding
responsibility of
nonprofit boards (Stone & Ostrower, 2007). Hence, the linchpin
to the
viability of partnership with a nonprofit requires that the
cooperative
endeavor operationalize values in accordance with the mission
of the non-
profit organization.
In this study, a county Department of Children and Family
Services
(DCFS) office was selected to participate in a national pilot
program to
redesign child welfare from an adversarial, problem-oriented
approach with
the intention of protecting children to a community-based,
prevention-
oriented approach intended to build family and community
capacity to raise
their children (DeMuro, 1995). The Annie E. Casey Foundation
initiative
encouraged public sector agencies across the nation to take a
page from the
settlement house tradition and pursue their mission through
community
building in partnership with mediating institutions.
Neighborhood centers,
many of which were originally settlement houses, were the
logical partners
in this endeavor. However, a stumbling block to implementation
was the
8. high degree of antagonism and active distrust between the
public agency and
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Alexander, Nank / Public–Nonprofit Partnership 367
the city’s community leaders and citizens. Neighborhood center
directors
and social workers echoed these concerns in prestudy
interviews, describing
public agency staff and social workers as rigid, unwilling to
share informa-
tion, and unpredictable. One executive director of a
neighborhood settle-
ment house went so far as to ponder aloud whether the larger
purpose of the
county’s child welfare agency was to take “Black babies and
relocate them
with middle-class White people [in the suburbs].”
In light of the daunting task before the public agency, the
authors began
a study of how DCFS leadership could build effective
partnerships with the
community through mediating institutions to achieve the
mandate of child
welfare. This article begins with a brief background on the
policy to estab-
lish context for the study and then turns to the literature on trust
and dis-
trust, two factors identified in the literature as critical to
9. partnership
effectiveness. The authors then review their method of inquiry,
findings of
the study, and implications for future research.
Policy Background and
Foundational Logic to Partnership
With the passage of the Adoption Assistance and Child Welfare
Act in
1980, state governments have been required to support family
preservation
in their child welfare services, nurture children within their
communities,
and provide children with permanent homes rather than leaving
them in
institutional care. Although these were laudable policy goals,
states have
struggled to make them a reality. Across the nation, the number
of children
coming into the child welfare system has continued to rise
whereas the pool
of available foster homes has plummeted due to social issues
beyond the
control of public agencies. Furthermore, a number of states
were finding it
difficult to meet the financial burden of child welfare and were
facing class
action law suits over the quality of care provided.
In 1993, the Annie E. Casey Foundation responded to the crisis
in child
welfare by funding the development of neighborhood-based
family ser-
vices and foster care in five states. The intention of the Family
to Family
10. Initiative (FFI) was to develop a network of services to
strengthen families
in which children were at risk of removal, and to recruit and
train foster
families within the neighborhoods so that children placed in
foster care
could remain in their own neighborhoods and maintain the
social ties that
provided stability to their lives. In the tradition of community
organizing,
the intention was to generate the capacity of communities to
raise their
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368 Administration & Society
children by bringing together resources and support services
where most
civil and institutional support systems had disappeared.
The focus of this research is the county agency that has
sustained the
community partnerships for the longest duration without
interruption. The
DCFS is located in an industrial, Midwestern city that ranked
among
the bottom five of 50 U.S. cities based on several indicators of
children’s
well-being (Annie E. Casey Foundation, 1997). In 2004, the
U.S. Census
Bureau rated this city among the poorest “big cities” in the
11. United States,
with poverty rates exceeding 30%. At the inception of this study
in late
1998, the county child welfare agency was under a fire storm of
criticism
from local political figures and the media due to the number of
deaths
among children who were open cases with DCFS. Public outcry
against the
organization was intense. One county commissioner and local
religious
leaders openly denounced the public agency, its employees, and
their poli-
cies in the press. On one occasion, a county commissioner
asserted that
“children would be better off in orphanages,” and that “social
workers in the
agency were morons” (American Humane Association, 1998, p.
7).
Fortunately, DCFS leadership had already initiated a shift in
policy
from removing children from their homes to developing viable
alternatives
such as family preservation and neighborhood-based foster care.
Agency
leadership recognized that cooperative partnerships with
neighborhood
community centers were essential to the new policy; DCFS
could not
effectively fulfill the agency mission through professional
expertise and
coercive power of the state. This realization meant finding a
means to con-
nect with citizens through mediating structures, indigenous
community
12. institutions that function as stewards of their communities
(DeMuro,
1995). These nonprofits would be responsible for recruiting
foster fami-
lies, and developing collaboratives of service providers who
could deliver
services in the neighborhoods, thus generating a support system
for fami-
lies and children.
Since their inception as settlement houses at the turn of the 19th
century,
the CBNs scattered throughout the city have advocated for their
community
residents. They had historically taken an active role in a variety
of public
concerns, including child labor laws, working conditions, living
conditions,
civil rights, peace movements, and more recently
environmentalism.
However, what the public sector now offered created a much
closer alliance
than in the past, and it brought both opportunity and risk. If the
partnership
were successful, the CBNs would have generated a network of
support for
families where most systems of civil and institutional support
had disap-
peared. Neighborhood centers would be returning to their
communities the
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13. Alexander, Nank / Public–Nonprofit Partnership 369
capacity to nurture and protect their children. If, however, the
public–
nonprofit partnership evolved asymmetrically, in accordance
with the needs
of the county agency and at the expense of the neighborhood
center’s
autonomy, CBNs risked becoming a proxy for the public sector.
They
would lose their identity and purpose in the communities they
served.
Theoretical Background
Literature identifying factors that are central to the success of
inter-
organizational partnerships most often reference mutual
recognition of
interdependence (Kettl, 1993; Mohr & Spekman, 1994; Saidel,
1994), com-
munication behaviors that enhance information exchange
(Milward &
Provan, 2003; Mohr & Spekman, 1994), leadership, the
importance of sta-
bility (Milward & Provan, 2003; Zucker, 1986), commitment to
a shared
purpose (Anderson & Narus, 1990; Porter, Steers, Mowday, &
Boulian,
1974), and mechanisms for conflict resolution that allow for
joint problem
solving (Anderson & Narus, 1990; Carnevale, 1995). However,
the factor
most often identified, and most critical, is trust (Bryson et al.,
2006;
14. Lewicki et al., 1998; Mohr & Spekman, 1994; Seppanen et al.,
2007; Van
Slyke, 2007).
Trust is the warp and woof of social relations, an essential
component of
all enduring partnerships. Trust is positively regarded in
interorganizational
partnerships because it is associated with granting discretion
and autonomy,
delegation of authority, increasing productivity or outcomes
(Golembiewski
& McConkie, 1975; Mohr & Spekman, 1994), lowering
transaction costs
(Van Slyke, 2007; Williamson, 1993), improving
communication, sharing
information, conflict resolution (Zald & McCarthy, 1997),
enhanced prob-
lem solving, reducing stress, decreasing the extent of reliance
on formal
contracts, and increasing contractual flexibility (Carnevale,
1995; Lewicki
et al., 1998).
Definitions of trust range widely and reflect the theoretical
assumptions
of the researchers. Rational choice theorists regard trust as an
element of
strategic decision making, a calculation of risk (Boon &
Holmes, 1991;
Coleman, 1990; Ruscio, 1997). Scholars in sociology or
institutional rela-
tions emphasize shared values and ideals (Hardin, 2002;
Putnam, 1995;
Warren, 1999). It is the latter that aligns most logically with the
purposes
15. and motivations of nonprofit and public organizations.
Behaviors believed to engender trust include opportunities to
build
relationship, including participation in dialogue, joint decision
making,
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370 Administration & Society
common experiences, repeated patterns of interactions and the
predictabil-
ity that ensues (Carnevale, 1995), preservation of equity and
fairness
(Korsgaard, Schweiger, & Sapienza, 1995), proactive
information exchange
(Macneil, 1980), and a willingness to adapt or accommodate the
needs of
the partner (Das & Teng, 1998). Carnevale (1995) noted that
trust is a nec-
essary element for feedback, self-disclosure, and the dialogue
that fosters
learning. Das and Teng (1998) noted that trust in
interorganizational part-
nerships is generated gradually and lost quickly.
Based on these indicators, the authors theorized that indications
of trust
would be reflected in greater risk-taking behaviors, the
delegation of dis-
cretionary authority, development of cross-sector decisions and
16. tasks, and
a willingness on the part of the more powerful partner, the
county, to
accommodate the needs of the nonprofit agencies. Trust on the
part of
CBNs, as value-driven organizations, would most probably be
manifest as
active engagement in the shared endeavor of family preservation
and child
welfare in a manner that reflects mutually defined values as
well as a
change in perspective regarding the intentions and capabilities
of the public
agency.
Distrust, a concept less explored in the literature on
partnerships, is taken
by some to be the opposite of trust (Deutsch, 1960; Rotter,
1971) though oth-
ers regard them as “separate but linked dimensions” rather than
dichotomous
(Lewicki et al., 1998; Luhmann, 1979). A definition offered by
Barber (1983)
and preferred by the authors regards distrust as a failure of
organizational
accountability applied in the context of public or nonprofit
organizations—
the expectation that others will not act in one’s best interest or
the “expecta-
tions that capable and responsible behavior . . . . will not be
forthcoming”
(Barber, 1983, cited in Lewicki et al., 1998, p. 438).
Expressions of distrust in the partnership were taken to reflect a
concern
regarding the (a) commitment or competence of the other
17. organizational
participant, and (b) the need to protect and maintain
organizational domain
while engaging in the partnership. The transition from distrust
to trust
would require that the organizations engage in behaviors that
replace nega-
tive expectations of their partners with the achievement of
ideological
consensus—agreement regarding the problem definition and
how to address
it—and domain consensus—agreement among members of an
organization
and others with whom they interact regarding their respective
roles and
responsibilities (Weisbrod, 1978). In addition, the authors
looked to iden-
tify whether the ability of leaders to strategically manage trust
and distrust
was a critical competency as argued by Lewicki et al. (1998)
that enabled
leaders to protect the autonomy of their organization.
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Alexander, Nank / Public–Nonprofit Partnership 371
Method
This case study was constructed from document reviews,
participant
observation, and a series of interviews conducted in three
18. concentrated
phases between October 1998 and November 2007. During
1998, a series
of interviews were conducted with the county agency and staff
members of
the first two neighborhood centers that piloted the partnership.
The authors
maintained intermittent contact between 1998 and 2003 and
began a repeti-
tion of the interviews in the spring of 2004 to discern how the
organiza-
tional relationships had evolved, including in the second round
the additional
seven neighborhood centers that had joined the county’s
program. In the
fall of 2007, the authors returned to conduct interviews with the
county and
four neighborhood centers, revisiting the questions of what had
fostered
collaboration, the benefits and risks of partnership, critical
points of ambi-
guity, difference or institutional pressure, and how they were
addressed by
each organizational entity.
Semistructured interviews were conducted during each of the
three
phases of contact with public agency executive directors, chief
administra-
tive staff, and social workers. Among the CBNs, interviews
were conducted
with executive directors, site coordinators, social workers, and
staff in the
social service organizations that had joined the collaboratives,
providing
services for families in the CBNs. During the two points of
19. contact, 1998
and 2004, the study included interviews with neighborhood site
coordina-
tors (n = 9), neighborhood center executive directors (9),
program instruc-
tors (4), the executive director of the Neighborhood Centers
Association
representing all neighborhood centers (1), staff in foster care
placement
social service agencies who belong to CBN and deliver services
for DCFS
(4), as well, the county ombudsman (1), and clients who are
foster parents
with the neighborhood center programs (2). In 2007, interviews
were con-
ducted with the public agency leadership and program staff (7)
as well as
site coordinators and executive directors of four CBNs (7).
Interview questions for the CBN executive directors, site
directors, and
staff included the following topics: discussion and elaboration
of risks and
benefits associated with the partnership, identification of points
of ambiguity
or difference that had emerged in their interactions with the
county, institu-
tional pressures, and how actors in each organization had
responded. Interviews
with county agency leadership and staff focused on the same
issues: risks and
benefits to the partnership, how it changed their work, points of
difference and
ambiguities that had emerged, and how they were resolved.
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372 Administration & Society
Participant observation included attendance at community
meetings
held to elaborate the initiative. These included the collaborative
meetings
called by neighborhood centers that brought together the cohort
of nonprof-
its and businesses organized by the neighborhood centers to
provide sup-
port services through the neighborhood center. Other meetings
were
community forums called by the child welfare agency after the
agency had
passed through a series of highly publicized crises and a
transition to a new
director. Finally, we studied reports and documents from the
CBNs, the
county DCFS, and the Annie E. Casey Foundation.
The stories and data that emerged were used to create a
complete picture
that was prepared by the authors as a written document and
distributed to
interviewees to discern whether the authors’ findings accurately
captured
their experience of the partnership. In the following section, we
review how
the partnership evolved from the perspective of the public
sector and sub-
sequently the CBNs.
21. Fits and Starts: The Public Agency
The FFI presented a dramatic change to an organization that was
under
duress, so the first identified point of ambiguity and difference
for the public
agency was internal resistance to the new policy, which was
manifest at the
inception of the partnership. Midlevel leadership and social
workers we
spoke with were less than sanguine about sharing responsibility
for child
welfare with CBNs. Typical of the child protection system, the
agency had
a rigid and hierarchical organizational structure, staff members
were in a
defensive posture due to public attacks by political leaders, and
the approach
to families in crisis was described both internally and by hired
consultants
as “problem focused” and “deficiency based” (American
Humane Associa-
tion, 1998). Midlevel and lower-level staff questioned whether
leadership
was committed to the new initiative and its viability.
During these early years, the turnover rate among social
workers
exceeded 25%, and chronic vacancy rates over the previous 5
years had
made it difficult for the organization to function with stability
or continuity.
A subsequent series of changes in leadership further
compounded the tur-
moil as the agency passed through four directors between 1998
22. and 2002.2
Two of the directors were hired without input from community
leaders
whose involvement may have assuaged the frustration of county
commis-
sioners and citizens. Even so, each DCFS director continued to
support the
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Alexander, Nank / Public–Nonprofit Partnership 373
community-based policy of FFI, creating new agency-CBN
partnerships
and deploying social workers to the neighborhoods.
By 2003, implementation had taken on momentum as seven
additional
CBNs had joined the partnership, and the majority of social
workers had
been assigned geographically to neighborhoods throughout the
county. The
second round of interviews begun in 2004 revealed that a
number of factors
had turned the tide within DCFS and resulted in compliance, if
not com-
plete support for FFI among social workers. Specifically, staff
cited the
sustained commitment of agency leadership to FFI through
executive direc-
tor transitions, the high turnover rate that had weeded out more
resistant
23. staff, and annual evaluations that now documented contact with
the neigh-
borhood centers. One social worker said, “We were ‘shoe
horned’ in [to
working with the neighborhood centers] and over time we came
to realize
how much the partnership helped in our work.” As case loads
were con-
fined to specific neighborhoods, the repeated contacts with CBN
staff,
foster families, and support services also generated familiarity,
if not stron-
ger working relationships among the partners.
Although the literature on trust documents that familiarity in
close work-
ing relationships can generate a form of trust as calculated risk
or predict-
ability, it was through the integration of work and open
exchange of
information that ideological consensus was generated in the
partnerships.
Public administrators articulated their resulting loss of control
as their most
difficult challenge.
At the start we saw a lot of risk because we were revealing what
DCFS had
not been particularly adept at and we were afraid we would lose
control over
the cases. We later realized that it was largely a perceived risk
because most
of what we were sharing [with CBN social workers] was already
known.
(participants interview, italics in original)
24. In marked contrast with past procedure, FFI required that public
sector
social workers openly share information in support of children’s
needs.3 In
addition, decisions regarding the best course of action for
families were now
made through team decision meetings (TDMs), in which
families under
review were free to invite anyone to attend and speak on their
behalf.
Although DCFS held authority for final decisions in all cases,
the introduc-
tion and review of information was subject to interpretation by
family mem-
bers, their representatives as well as CBN and public sector
social workers in
attendance. Moreover, in the case of appeal, all participants
from the original
hearing were to be included in the subsequent review hearing.
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374 Administration & Society
DCFS leaders noted that when they first implemented the open
hearings,
or TDMs, county social workers felt exposed and under pressure
to explain
the basis of their decisions as they were in the process of
forming them. Thus
began the practice among DCFS social workers of leaving the
room to caucus
25. and resolve the agency position while the family and CBN
social workers
awaited their return. CBN social workers objected, pointing out
that although
the final decision remained with the public sector, the original
agreement of
the partnership was that discussions and interpretation of facts
in TDMs
would occur as an open dialogue. With this objection, the
executive director
of DCFS informed social workers that they “would have to find
the way to
stay in their chairs” and come to a decision they could support
in discussions
with CBN social workers and family members instead of leaving
the room.
On returning to the study in 2007, we found that DCFS social
workers
and midlevel chiefs noted that the ongoing practice of reasoning
together in
TDMs had changed their work. Discussion in TDMs had shaped
the DCFS
social workers’ understanding of how to best respond, it had
generated
solutions consonant with family needs, and it had also generated
trust in
social workers located in the CBNs. A DCFS chief noted, “We
came to
realize that by partnering with the neighborhood centers we
have a lot more
critical information on which to base a decision.” Neighborhood
social
workers and staff are on the ground in their communities; they
experience
a greater degree of contact with the families and this interaction
26. gives them
more context and opportunity for assessments.
We used to say, “when in doubt, kids come out.” Now we’ve
learned that if
CBN social workers say you can trust us, we can believe them.
We had to
break down preconceptions of each other and learn that they
also are able to
recognize the signs of trouble. (Division Chief, DCFS)
With time, DCFS social workers began to realize the tangible
gains of
partnering, and they relied more on CBN counterparts.
Moreover, DCFS
social workers indicate that they are under less pressure than in
the past
because the burden of determining what is in a child’s best
interest is
shared. A DCFS social worker stated,
When I was 23 years old with a graduate degree and not much
life experience
beyond my Catholic suburban upbringing, I could stand in a
family’s door
and tell them I was taking their kids and that was that. By the
same token, if
I decided the situation was not that dire and a child died, I lived
with that
decision alone. Today, it’s a whole lot different.
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27. Alexander, Nank / Public–Nonprofit Partnership 375
On revisiting the partners in 2007, there were indications of
trust as ideo-
logical consensus in the partnerships; the integration of
responsibility had
generated a shared picture of how to best protect children.
DCFS social work-
ers who described their partnerships as “strong” spoke of
delegating the
authority to resolve cases to CBN social workers when the
family challenges
were routine, freeing their time for the more critical cases.
DCFS staff pro-
vided examples of how they had integrated their work with CBN
counterparts
in ways that were not required by either organization, such as
jointly identify-
ing new programs to meet community needs (meals offered
through a nearby
church in the summer). DCFS social workers were accompanied
by CBN
staff when they visited a home for the first time, which eased
the difficulty of
the interaction between public administrators and citizens. Most
significant is
the extent to which the public agency has institutionalized
shared authority in
policy planning and human resources. Specifically, CBN
directors are now
appointed to DCSF committees for the planning and hiring
phase of new
initiatives and grants, CBN executive directors have
membership on DCFS
hiring committees, and they hold veto power on public sector
28. staff promo-
tions from mid- to upper-level management positions.
For all of the identifiable efforts by DCFS to institutionalize the
partner-
ships through integrated responsibilities, they continue to be
relationship
driven. DCFS social workers indicated that their confidence in
the judgment
and capabilities of CBN staff varies according to the strength of
the partner-
ship and work relationships they have established. A change in
staff or dis-
agreement regarding how to handle a case can quickly derail
participation,
resulting in DCFS social workers excluding CBN counterparts
from decisions
until a resolution is reached. DCFS chiefs and the executive
director empha-
size that sustaining the partnerships requires accessibility and
commitment to
resolving differences at several organizational levels. A pivotal
factor in sus-
taining the partnerships—and an indication of their fragility—is
the leadership
exercised by the most recent DCFS executive director, who
holds a keen sense
of CBNs and maintains steady contact with their executive
directors.
In summary, the points of ambiguity and difference identified
by public
sector leadership and staff concerned the conflict of sharing
responsibility
and maintaining accountability, shifting from experts in control
of the inter-
29. action with a family to the role of leader, and a central point of
reference for
community informed decisions. Agency leadership indicated
that sustaining
partnerships has required substantial administrative attention,
although the
time commitment has abated with their establishment. Trust in
the other
partners was fostered through an integration of responsibilities
and sharing
authority, through ongoing dedication to maintaining
communication at
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376 Administration & Society
several organizational levels, and the commitment of
organizational leader-
ship. Indicators of ideological consensus in the partnership
provided by
DCFS included the delegation of responsibility to CBN
counterparts by the
public sector, the voluntary integration of tasks not required by
the partner-
ship, and the progressive inclusion of CBNs in the public
agency’s policy,
planning, and human resource decisions.
The Functionality of Distrust: The CBNs
As we sat in community meetings during the early years of the
30. FFI, we
quickly ascertained the extent to which community leaders,
nonprofit ser-
vice providers, and the African American community, in
particular, were
deeply alienated from the county agency. They believed that
racism was a
serious issue in addition to arbitrary behaviors and poor
decision making.
Nobody, including social service institutions that partnered with
the county
agency in foster care, seemed to fully comprehend how public
agency
social workers made risk assessments or the basis of decisions
regarding
child custody. With several highly publicized deaths of children
who were
open cases in 1998, there was a lack of confidence that the
public agency
could act capably and responsibly in the interest of the
community.
In a moment of political foresight, the executive director of
DCFS
launched the county’s new FFI policy with the hiring of a local
community
advocate and social worker as internal coordinator of the FFI.
Theresa had
directed family-related programs in the county for 20 years and
had an
established reputation of commitment to the African American
community,
in particular. In her capacity as internal coordinator, Theresa
generated a
community sense of having an insider in the county agency and
an indica-
31. tion that DCFS was serious in their commitment to a new
direction. Theresa
began by promoting the new FFI policy through widely
publicized meet-
ings held in churches and community centers where she, in the
company of
local ministers and social workers, told an empowering story:
This initiative is a means for us to build our community’s
strength to care for
our children. Family to Family will help us build the strength of
our com-
munity to nurture our children so that with time, the county’s
role will pro-
gressively shrink away.
Theresa’s message conveyed her unbroken affiliation with the
commu-
nity and an affirmation of her commitment to help them
accomplish this
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Alexander, Nank / Public–Nonprofit Partnership 377
goal. In the face of what appeared as public agency failure,
Theresa did not
ask citizens to trust the agency but to mobilize and take control
of the fate
of their children.
As seven more CBNs joined the partnership between 1998 and
32. 2003,
Theresa educated neighborhood center staff and community
leaders about
how to fulfill the program objectives4 and how to hold DCFS
accountable
to their own rules by learning the established procedures of the
agency. Her
message was implicitly adversarial in that success involved not
only build-
ing the community’s resources for supporting families but also
education in
how to serve as a check on overweening public authority. CBN
social
workers were to take the role of advocates, educating families
by explain-
ing DCFS procedures, acting as witnesses to DCFS interactions
with fami-
lies, and interceding on behalf of families in the now open
review process
of TDMs.
At the initiation of partnership, the two most significant points
of differ-
ence that CBN directors and staff struggled with were that (a)
DCFS could
be arbitrary, autocratic, and fail to act in the best interest of
families and
children in their community, and (b) DCFS could compromise
the CBNs
autonomy and mission, by acting as a sort of a Trojan horse.
Neighborhood
directors and staff expressed concern that they would come to
rely on pub-
lic sector resources, or reach a point where they were unable to
bound the
overreaching power of their county partner, resulting in a
33. violation of their
central value premise: their mission to maintain a safe haven
where neigh-
borhood members could come for assistance or to resolve
community
problems outside of government.
Ideological Consensus
The first point of difference, distrust of how the public sector
interacts
with families in the community, indicated a lack of a shared
perception of
the problem and how to resolve it. It reflected differences in
organizational
accountability and mission: DCFS is accountable to the
citizenry at large
for achieving the mission of child protection, and in that
capacity, had exer-
cised the regulatory power of the state to protect children in
opposition to
families; CBNs are more narrowly accountable to the people of
a commu-
nity across an array of concerns that pertain to improving their
lives and
resolving community problems through education, social
services, and
advocacy.
CBN concerns that the administrative state would not respond in
the
best interest of families began to noticeably dissipate by 2004
with the
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378 Administration & Society
integration of tasks and shared information. DCFS social
workers shared
demographic and agency case data with CBN counterparts,
revealing the
particulars of the cases and involving them in the resolutions. In
turn, social
workers in CBNs oriented DCFS workers to communities,
bringing them
into contact with the families and social services providers in
the neighbor-
hood. In the process of engaging around their shared
commitment to better
the circumstances of children and families, organizational
partners cocre-
ated a perspective that reflected the knowledge of both worlds.
By the third and final contact with the organizational partners in
2007,
the authors noted that concerns regarding the intentions and
capabilities of
DCFS had abated. Accusations of DCFS social workers being
baby snatch-
ers were no longer routine. Although CBN staff continued to
describe their
role in the partnership as advocates for families, they
interpreted actions by
the public sector as “capable” and “in the best interests of
families.” The
authors observed that the reasons given for greater trust in the
intentions
35. and capabilities of the public sector are interrelated. Both CBN
and DCFS
social workers assert that DCFS social workers resolve cases
differently
than in the past. Howeover, CBNs now play an integral role in
generating
trust through their participation in TDMs. The shift from
adversary to part-
ner was reflected in the response of a CBN site coordinator
when asked,
“How far can you go in advocating for families here?” She
responded,
“When we’re working with DCFS on an open case, our intention
is to keep
that child safe. If you don’t feel like you can guarantee that
child’s safety,
you don’t advocate.”
CBN social workers who described their partnerships as strong
indicated
that TDMs had developed their own routines and rules and are
resolved
with more ease than at the inception of the partnership, most
particularly
among social workers with working relationships. They believe
a creative
collaboration has emerged among partners in identifying how to
best get a
family and children on track. CBN executive directors feel
supported
because they have ready access to the chief for their geographic
area and
the DCFS director. Speaking of the DCFS executive director, an
executive
director noted, “If David were to go this [partnership] would
definitely fall
36. apart.” “When something happens with one of our families that
isn’t right
I call him.”
Domain Consensus
The second point of difference in the partnership that concerned
CBNs pertains to the distinction between accountability “for
what” and
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Alexander, Nank / Public–Nonprofit Partnership 379
accountability “to whom” (Bardach & Lesser, 1996). While
CBNs resolved
for what through a mutually defined collaboration that fit within
the bound-
aries of the nonprofit’s mission, the more thorny issue
concerned account-
ability to whom. CBNs could not afford for partnership related
activities to
override or violate their value contract with the community.
Hence, the
process of establishing public–nonprofit partnerships required
that CBNs
find a manner to articulate their boundaries within the
partnership in accor-
dance with their value contract with the community.
Identification and
protection of domain required that CBN leadership strategically
limit par-
37. ticular public sector activities in the neighborhood centers.
Four issues of difference around domain emerged in the course
of the
study. They concerned the need for the community-based
organizations to
(a) advocate for families and check agency power consistent
with their
traditional role, (b) limit activities within the neighborhood
centers that
conveyed police power, (c) refusal to openly align with DCFS
in opposition
to families, even when in agreement regarding the problem, and
(d) devel-
opment of a nonprofit executive council to express their
concerns to DCFS
in one voice.
From the inception of the partnership, CBN social workers limit
public
sector influence by functioning as an external check on DCFS
during hear-
ings, or TDMs. In interviews, CBN staff members assert that
their advo-
cacy and intervention altered the interactions between families
and DCFS
social workers, who were accustomed to clients of limited
resources and
unaware of how to effectively respond. CBN site coordinators,
by their
presence and their knowledge of agency rules and procedures,
were able to
provide information to families5 and change the tenor of
exchanges in a
number of cases. They believe that through their coaching,
exchanges
38. between families and DCFS social workers became less
contentious and
more productive.
CBN executive directors indicated that they refused to allow a
number
of DCFS routine activities to be held in the neighborhood
centers as origi-
nally intended in the partnerships. Specifically, CBN directors
did not sup-
port visitations in the neighborhood centers, where children in
county
custody were brought to the CBNs to see their parents. They
refused to
allow DCFS to take custody of a child on the premises. In one
case, an
executive director refused to allow a social worker to conduct a
routine
check on a child in day care “because every child in that room
knows who
the social worker is and it stigmatizes that child.” Similarly, an
executive
director explained that social workers in her CBN support
families by not
participating in TDMs if the family is not also there.
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380 Administration & Society
Sometimes these social workers will try to hold TDMs during
the day and
39. they don’t recognize that some of these people can’t get off
work and come
to these meetings without some risk to their employment. Under
these cir-
cumstances we support holding the meetings at a time when the
family can
attend. If the family is not at the table, we’re not at the table,
either.
Perhaps, most evident of the need to maintain CBN alignment
with the
community are examples of CBN social workers who actively
sought the
intervention of DCFS on behalf of children in their community
but refused
to go on record against the parents.
One of the most strategic examples of behavior intended to
support CBN
accountability to the community and limit public sector
influence was exer-
cised by an executive director whose CBN was among the first
to partner
with DCFS. The executive director delegated control over the
partnership-
related decisions and the site coordinator (paid by DCFS) to the
collabora-
tive, the set of social service agencies that provided services
through the
neighborhood center. All FFI-program-related decisions and
proposals
were first to be reviewed and voted on by the collaborative. By
developing
a collaborative of powerful and similarly minded social service
agencies
that supported the CBNs’ perspective, the executive director
40. buffered her
nonprofit with political support that was difficult for DCFS to
challenge.
FFI-related decisions are not made by the (neighborhood center)
board, or by
me, they are not made by (the site coordinator), they are made
by the col-
laborative. Our collaborative protects us from becoming a
branch of the
county, we have struggled with the county on this … the fact
that we have a
collaborative that (our site coordinator) has to go back to …
they will ask her
‘why did you let that happen,’ or whatever, but … we struggled
with the
county and I think we got to the other side of that. (Executive
director)
The final example of how CBNs protected their organizations in
the partner-
ship was through the establishment of an executive council, a
formalized struc-
ture that includes the executive directors of all CBNs who
partner with DCFS
in the FFI program. The executive council was formed by CBNs
when the
original county liaison, Theresa, left DCFS after 5 years and the
CBN executive
directors were concerned about how they would make their
concerns known to
DCFS leadership. They formed the executive council to
represent the interests
of all CBNs to the executive director of DCFS, inviting the
DCFS executive
director to their meetings. In summary, the establishment of
41. trust in the partner-
ships was conditional. It related to the specifics of the task and
did not override
the need to protect domain, or the role of CBNs in the
community.
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Alexander, Nank / Public–Nonprofit Partnership 381
Future of the Partnership
From the perspective of DCFS, the partnership with CBNs has
been a
success. A review of agency statistics indicates that between
2000 and
2007, the number of children involved with DCFS actually
increased from
roughly 13,000 to 14,000. However, the number of children
placed in
county custody decreased from 6,400 to 2,300; the number of
children in
permanent custody and available for adoption decreased during
that period
by 70%, from more than 2,000 to 800. Perhaps, most indicative
of success-
ful interventions is the decrease in recidivism, the percentage of
children
who reenter substitute parental care after exiting. The greatest
decrease in
recidivism was identified in the category of children aged 6 to
11 at initial
42. entry; the percentage that reentered substitute care decreased
from 7% to
2% between 2000 and 2005.
When asked to assess the success of the partnership, CBN
executive
directors report a mixed prognosis. Although they expressed
confidence in
the results generated by the FFI partnership for the community,
the impact
on organizational autonomy continues to be a challenge, fed
largely by
CBN dependence on public sector resources.
The county funds us through an RFP and yet they exercise
considerable con-
trol because they define staffing structure, job descriptions, and
the number of
positions. So the question is whether they are our staff or
theirs? Moreover,
are these new employees addressing community problems
according to our
ideas of what the community needs or the public agency’s
mission?
When executive directors were asked to identify a point over
the past 10
years when the partnership with the county was really down for
the count
and what precipitated it, they could not identify such an
occurrence. When
they were asked what benefits they have gained from the
partnership, they
point to the discretionary funding that allows them to fund
programs and
services for the community and greater access to upper level
43. local govern-
ment. Perhaps the most pressing issue expressed by executive
directors
concerned the change in direction of CBNs and their belief that
CBNs had
a responsibility to use resources to build their communities and
empower
people to speak for themselves. They insisted that if the
partnership were
going to remain viable, CBNs would need to sustain the ability
to resolve
problems in accordance with their understanding of them, and
CBNs would
need to be able to respond to the needs of families that were not
in the
county system.
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382 Administration & Society
A recent turn in the nature of DCFS partnerships may provide
more evi-
dence about the distinctive attributes of organizational entities
that partner
with the public sector. As DCFS has sought partnerships in the
inner ring
suburbs, there have been no settlement houses or community
centers to
function as lead agencies. Four communities have selected local
public sec-
tor entities as their lead agencies, including a school district,
44. the human
services division of the city government, and in one case the
local police
department. These new partners bring a different internal
structure, different
relationship with their citizens as well as a different
relationship with the
county child welfare agency than CBNs. An examination of how
these part-
nerships evolve in comparison to the CBNs may provide fruitful
information
for public sector partnerships and the contributions of particular
sectors.
Conclusion
This article began by articulating a daunting challenge: there
has been
an impelling push to generate public sector partnerships with
little direction
offered in the literature as to how cross-sector partnerships are
established
or sustained. The results of a 10-year study of human service
partnerships
revealed three key findings. First, public sector partnerships
with CBNs
brought the expected opportunities to expand the range of
services, but far
most significant, public–CBN partnerships extended the
governance capa-
bilities of public agencies by establishing democratic
accountability with a
marginalized population and finally, the partnerships functioned
as labora-
tories for the practice of the New Public Service.
45. CBNs enabled a heavily rule-based public agency to expand its
zone of
discretion (Ruscio, 1997) and generate services and outcomes
that were
more congruent with community needs. The public sector set
general rules
to guide discretion, and over the course of developing the
partnership, the
CBN staff developed an array of services suited to the needs of
families in
their particular communities, thereby transcending the closed
system gov-
erned by uniformity, procedure, and administrative code.
Most significant was the finding that CBN partners functioned
as a
much needed bridge into communities where there was a clear
perception
that the public agency lacked the capacity to act in the best
interests of
citizens. It is widely understood that CBNs bring to public
partnership the
intimate knowledge of a community, a track record of how to
most effec-
tively serve a particular population, and a capacity to function
in accor-
dance with the value framework of the community. This study
revealed that
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Alexander, Nank / Public–Nonprofit Partnership 383
46. the political capital of CBNs allowed the public sector to move
beyond
service delivery to governance—an interactive process of shared
decision
making that led to more informed decisions and generated
democratic
accountability to marginalized citizens.
A paradox that drew researchers to the study was that active
distrust of
the public agency fueled the generation of successful
partnerships. CBN
leaders were motivated to generate strong support systems, or
collabora-
tives, to check the power of a public agency and offset the role
of the pub-
lic agency in their communities. In contrast to literature that
regards distrust
as dysfunctional to partnership, the strategic responses to
perceptions of
trust and distrust were efforts to manage ambiguity in the
interorganiza-
tional environment. Accordingly, the CBN leaders’ distrust of
the public
agency engendered action intended to protect organizational
mission and
community and ultimately fostered a stronger commitment to
the common
goal of child welfare.
Organizational actors in the partnership generated trust through
the pro-
cess of working collaboratively and generating reliable patterns
of interac-
tion over the years. Although the initial contracts between the
47. public
agency and the partners defined the task, its purpose, and
partnership roles,
the details were elaborated over time to reflect an emergent
ideological
consensus—a mutually constructed conception of the problem
and a means
to address it—and domain consensus—agreement regarding
organizational
roles. This coelaboration of the partnership was particularly
important for
the CBNs that needed to sustain their primary accountability to
their com-
munity members.
The authors note that the practice of public administration by
front line
public administrators fit the model described as the New Public
Service.
Administrators shifted in role from professionals, who
determined out-
comes with little input from citizens, to leaders and facilitators
who worked
collaboratively with community members to identify problems
and solu-
tions. This was particularly apparent in TDMs where public
agency deci-
sions were the result of open dialogue with clients and
community
members.
Findings suggest the need to explore in greater depth the
attributes and
challenges of public partnerships by organizational sector to
learn how sec-
tor type can shape partnership characteristics, and most
48. specifically, to
discern how partnerships shape the capacity of the public sector
to govern.
Future exploration of public–CBN partnerships also offers the
opportunity
to elaborate how New Public Service takes shape and evolves in
established
partnerships and its impact on state-citizen relationships.
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384 Administration & Society
Notes
According to Salamon (1987), voluntary failure results from the
limitations of the sec-1.
tor as a mechanism to meet public needs, the most important of
which is philanthropic insuf-
ficiency, or the inability of the sector to consistently and
reliably fund the human services costs
of an advanced industrial society. Other causes of voluntary
failure include philanthropic
particularism, paternalism, and amateurism.
According to the American Human Association the average
tenure for executive direc-2.
tors of child welfare agencies is 3 years.
The change in agency policy to Family to Family Initiative
(FFI) required that social 3.
workers share information between foster and biological
49. families and among social workers,
families, and neighborhood site coordinators.
Program objectives required that community-based nonprofits
(CBNs) build collabora-4.
tives, groups of social service providers who could offer
services for families through the
neighborhood center, and generate new foster parents in the
neighborhood.
CBN site coordinators functioned as trusted intermediaries,
explaining the process of 5.
administrative review and what a family needed to do to regain
their children, keep their
children, or be certified as a foster family. Families felt more
assured that what was to transpire
was not arbitrary or unusual to them, and if it was, the site
coordinator would recognize it and
provide them with options.
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Jennifer Alexander, PhD, is an associate professor in the master
of public administration
program in the Maxine Goodman Levin College of Urban
Affairs at Cleveland State
University and codirector of the Center for Nonprofit Policy and
Practice. Her research
includes civil society, administrative responsibility, and public–
nonprofit partnerships.
Renée Nank, PhD, is an assistant professor at the University of
Texas–San Antonio. Her
research interests include governance, network management,
and public–nonprofit sector rela-
tionships particularly in the provision of social services and
disaster planning and recovery.
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