Running head PROFESSIONAL PROPOSAL .docx

Running head: PROFESSIONAL PROPOSAL
1
PROFESSIONAL PROPOSAL
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Professional Proposal
Name
Institution
Date
Mission, Vision, Values, and Ethics Statements
Mission Statement: “To build a healthier society through
protection, empowerment and establishment of a sense of
collectivism.”
Vision Statement: “We seek to establish a humane community
free of violence and discrimination by improving the quality of
life.”
Values Statement: “Our operations are inspired by a spirit of
collectivism and harmonious living. We strive to uphold the
greatest levels of ethical uprightness by training or employees
to observe workplace diversity and remaining motivated.”
Ethical Statement: “We subscribe to the clinical code of ethics

by mandating our employees to desist from conflict, uphold
rational decision making and display the best of conduct within
and beyond the agency.”
Addressing the Main Issue
This human services agency will strive to provide assistance in
terms of welfare, rehabilitation, housing and accessibility to
health for those who need critical medical attention. These are
problems that are irregularly distributed in the targeted
population due to disparities in the economy. The agency will
strive to address these problems by using three main
approaches. The first approach is to directly help the victims
through well-trained employees in the agency. Through a well-
designed recruitment process, the agency will seek to hire
competent individuals who will be able to advance the agency’s
objectives and goals directly to members of the community.
This will help to address a greater proportion of the problems
targeted by the agency.
The second approach is to use affiliated institutions to make
specific services accessible to victims within the society. For
example, patients who require medical attention but are not
privileged or are not able to afford these services will be
facilitated by the agency to get help from healthcare institutions
affiliated to the agency. Additionally, for families which cannot
get sufficient food to support their siblings, the agency will
coordinate with government food provision programs to ensure
that these families are considered and fed. The nature of
partnerships in this case will be determined by the type of
problem the agency is trying to correct or address. The third
approach will involve sensitizing the community and members
of the society to assist in different ways to support the court5se
of the agency or cultivate the spirit of collectivism (Schmid,
2004). This agency will utilize the society as a potential source
of resources and a tool to nurture the spirit of collectivism that
will ensure people help each other in addressing the target
problems.
Demographics

It is very important to study the demographic trends within the
target population as they relate to the problems addressed by the
agency. This is the only way the agency will justify its
relevance in the provision of specific services to the targeted
population. To begin with, the agency will identify a target
population by defining the region it will operate. This will be
relative to its physical positioning in a central niche where
members of the society and victims will find it easy to access.
Assuming a population of about 3000 people, there are a
number of demographic parameters that the agency must sought
to use in allocating and designing its services. To begin with,
understanding the cultural distribution of the population based
on matters such as religion, customs and beliefs will help the
agency understand the preferences and perspective to the
services the organization will provide (Hyde, Multicultural
development in human services agencies: Challenges and
solutions, 2004). For example, the agency will use the
demographic statistics to evaluate the number of women who
are victims of domestic violence or the number of youths
addicted to drug abuse.
Once this statistic is deduced, the agency will strive to identify
the families affected by the problem and help them. For
instance, the agency must provide a containment center where
young adults addicted to drug abuse can be offered
psychological help. Additionally, victims of domestic violence
must be housed and helped to gain meaningful employment from
where they can lead a better life. The agency will use
demographic studies to identify the numbers. Starving families
will be supplied with food. However, for the agency to ensure
that only the people in need of their services get them,
demographic statistics are important. Most importantly,
knowing the exact proportion of the population affected by a
specific problem will be very helpful in communicating logic to
the government and other humanitarian organizations. This
approach will ensure that the services offered by the agency are
effective because they are offered to the appropriate members of

the community.
Funding Proposal
Human service agencies are characteristically non-profit
organizations, this means that resources can be a problem if the
agency serves a greater population. Therefore, the designing of
a funding proposal is very important for the progress of any
human service agency. However, the first step is to evaluate the
resource requirements of the human services agency. This
particular human service agency serves a considerable
population of about 3000 people. However, the agency offers a
number of services among them housing homeless people,
offering social welfare to all vulnerable families, assisting
victims of domestic abuse, coaching young girls and boys as
well as rehabilitating drug addicts. This wider service portfolio
means that the human services agency has a greater population
of victims to deal with (Pynes, 2008). Considering the amount
of resources at the disposal of the agency, it is logical that a
funding proposal is required. The formation of this agency was
actuated by an international humanitarian organization that
offered the initial resources required by the agency.
The agency has strived to engage in a number of financial
activities to boost its potential. Being a non-profit organization,
its financial engagements are greatly limited for the purpose of
achieving a tax-exempt status. There is however a significant
void in the amount of physical and human resources required to
provide adequate services to the target population. For example,
the agency runs a food distribution program to starving families
within the target region. Food available to the agency is not
sufficient to actively cater for all the starving families. This
means that the agency must source for financial resources to
facilitate the acquisition of more food products for the
additional families. This is mostly the case with other important
supplies like drugs for the sick and financial help for vulnerable
families. Another important deficiency is in terms of human
resources. The human services agency has about 20 full time
employees who are actively distributed to different roles. In

most cases, the human services agency falls short of manpower
in most of its programs. There are a number of volunteers who
partner with the agency employees to distribute resources and
tend to the vulnerable.
Having done a needs assessment for the human services agency,
it is now easier to develop a funding proposal. To begin with
the need for extra resources, the agency must find multiple
funding sources to increase its chance. There are a number of
humanitarian and non-governmental organizations that fund
human service agencies. By submitting a proposal to each of
these organizations, it is possible to receive sponsorship from
them. Another significant source of funding is from the
government. A government is mandated with the responsibility
of caring for the vulnerable members of its communities. In this
case, the government can use the human services agency to
achieve its objectives by funding it. The human services agency
will therefore accomplish this responsibility through the
resources offered by the government. For instance, the human
services agency can be used by the government to distribute
food to starving families.
While it is possible that governments may have personalized
systems with which do accomplish these tasks, human service
agencies can as well seek support from the government directly.
Finally, the human service agency can solicit resources from the
society. This will involve sensitizing the society on the
importance of adopting a collectivistic approach. As a result of
this approach, there are a wide variety of ways that the agency
can fund its activities. For instance, donations from members of
the community can help improve the lives of others.
Additionally, community members and support institutions like
schools, churches and social groups can come together to help
fund the human services agency (Hyde, 2004). By establishing a
strategic plan with which to approach each of these sources, the
human services agency can design a funding proposal that will
support its activities.
Community Partnerships

Partnerships are the epitome of a collaborative effort towards a
common problem. The human services agency can utilize
partnership with members and groups within the community to
advance its mission. To begin with, given the lack of manpower,
the agency can form partnerships with social groups for women
to help achieve some of its programs. Women self-help groups
are social groups that see women come together to improve their
lives and empower themselves. The human service agency can
utilize this as an opportunity to partner and achieve the same
goal. This is aligned with the agency’s objective of helping and
empowering women who have been victims of domestic abuse.
This will help simplify some of the agency’s challenges.
Another partnership involves stable institutions like schools and
churches. These are institutions in a normal society that offer
social help to members of the community.
There are many ways in which the objectives of the human
services agency can be aligned with the objectives of these
institutions. For example, the agency can partner with schools
to assist children coming from families prone to domestic
violence. An understanding of how domestic violence affects
children will be of greater benefit to both entities. This
introduces the possibility of partnering with research agencies
within the community to understand the culmination of social
problems (Austin, 2003). Human service agencies require
accurate information to properly characterize their objectives
and performance. Communal research stations help to identify
the number of women facing domestic abuse or the number of
drug addicts within the society. Such a partnership will be very
important for the agency in budgeting and forecasting its
operations.
Board of Directors
The leadership of an organization or agency plays a vital role in
ensuring the institution achieves its goals and becomes
successful. The board of directors forms the leadership of the
agency. The board will shoulder the responsibility of making
critical decisions and managing the consequences. At this level,

it is very important to ensure that managerial decisions are
well-articulated and strategized. To ensure that the board of
governors is capable of managing the critical decisions of the
agency, the profiling of the board members must be done with
great attention. The first attribute that will be used to identify
board members is their experience in managerial decisions
related to human service agencies. A board of governor must
have significant experience in fostering qualitative decision
making in the teams they are assigned to.
An experienced member of the board will be able to foresee the
implications of a decision before it is taken. Secondly, such an
individual is capable of making quality contributions to
decision making process. Directors must also have experience in
dealing with the problem that this agency will set out to
address. This type of exposure is very important as it will help
the board of directors to develop strategies that will help the
agency edge forward. Finally, ethics and moral behavior is a
fundamental factor when evaluating the qualification of an
applicant to the level of directorate. Essentially, this is an
organization that is built on ethical standards which must be
kept and nurtured during service provision. The board of
directors will represent the agency to the stakeholders. Ethical
standards are therefore important in evaluating each
individual’s commitment to the agency’s ethical standards and
moral culture.
Staffing Plan
In establishing a staffing plan, it is very important to build a
multi-cultural platform where individuals who represent their
cultures can work harmoniously in the agency. The human
service agency has a well-articulated portfolio of activities and
responsibilities for its workers. The agency’s human resource
management is responsible for identifying resource needs and
ensuring that victims and agency workers get the resources they
require. This role places this position at the central point in the
coordination of critical agency operations. The three
fundamental things that the human resource manager would use

when hiring new employees are; personality characteristics such
as dedication, hard work and efficiency, job skills and ability to
tutor others (Daley, 2012). Personal characteristics will be
evaluated by seeking to understand how other employers
characterized the employee (Balfour & Neff, 1993). Having
worked with other people, before, the previous employer will be
able to offer insights on the employee’s personal features.
On the other hand, job skills like Microsoft Office Programs,
inventory control or experience with handling children can be
tested within the human services agency. This is often done by
subjecting the prospective employees to agency operations and
evaluate how they perform. Another alternative would be to use
a simulated environment to test the potential of the applicants
(Larson & Hewitt, 2005). This will be mostly applicable with
testing whether the applicants are able to tutor others or not.
This is aligned to the mission and vision of the agency because
volunteers from the society must be trained by capable
employees from the agency. Evaluating accountability in
employees is done by setting performance goals. It will be
easier to evaluate accountability if the agency sets clear roles
and performance goals for each employee (Kim & Lee, 2007).
Therefore, the outcome of their efforts will provide information
on their performance and accountability.
To provide an overview of what the employee of the agency will
look like, this report will provide an overview of two positions
in the organization. The human resource manager, as depicted
above is key to strategic staffing operations in the organization.
Therefore, the human resource management position will be
occupied by an individual who has great experience in
coordinating the way other people work, recruitment,
motivation and retaining of employees. The objective of the
agency is to establish a mutual relationship between employees.
As the human resource manager will handle employees from
different cultural backgrounds, cultural responsiveness is a
critical parameter during recruitment. Secondly, a normal
agency worker must have the passion of helping others and

handling people with different types of social problems. As the
agency will characteristically deal with people whose welfare or
health is challenged, the workers must have the potential to
handle people with these problems as stipulated by the agency.
Benchmarks and Milestones
A benchmark can be defined as a point of reference or standard
performance that is used by an organization to evaluate its
performance. Every human services agency must evaluate its
performance to establish if it is accomplishing its mandate. On
the other hand, a milestone is an occurrence, accomplishment or
status used to identify with high levels of performance. A
milestone is often an indicator of quality performance in
organizations. This agency will develop its own benchmarks and
milestones to help track its performance. This agency will
perform benchmarking as a tool for continuous improvement of
the agency’s services. The following operations will use this
process to gauge performance and progress in accordance to the
organization’s goals and objectives; evaluation of its quality
program, a change in management, a change in strategic
direction, improvement of operations as well as venturing into
new services (Martin & Kettner, 1996).
The most fundamental operation in benchmarking is the
determination of the management’s commitment to the agency’s
goals and objectives. Since the agency operates within the
framework of an organization, determining the influence
managers have on junior employees and the agency’s culture is
of great importance. The management’s commitment is a
reflection of the level of success the agency will most likely
achieve. In this context, each member of the management
committee must show passion for their respective roles and
represent the culture of collectivism that is reflected in the
agency’s mission and vision statements. Secondly,
benchmarking will involve evaluating the ethical viability of the
agency’s leadership. This is a non-profit organization,
therefore, any element or issue that taints its ethical framework
will vastly harm its course. Most importantly, this agency will

strive to achieve a tax exempt status to help with budgeting and
sourcing resources, this means that ethics is a significant tool in
benchmarking the performance of employees and the
management.
One of the milestones that the organization will seek is to
achieve greater outcomes in promoting the welfare of the target
population. For example, if the number of women affected by
domestic violence reduces by a specific percentage, the agency
can use this as a milestone in recognizing its performance
(Hoefer, 2000). Additionally, governments usually record the
performance of human service organizations in helping improve
the welfare of citizens. Under this framework, the organization
can utilize its annual performance in these award systems to
evaluate its performance. For instance, its position in the
government’s list can be used as a milestone. Each year, the
agency will strive to better its services and climb up the list to
become the best human service agency in the region or country.
Legal and Regulatory Issues
The human services agency will operate within an environment
that is governed by legal systems. Therefore, it is logical that
there are specific legal aspects and regulations that will impact
its services. To begin with, an agency must seek consent
through certification to operate within the legal space of the
government. This means that the agency will strive to seek
certification to operate as a human services agency and a non-
profit organization. One legal issue that will apply to the
agency’s services is the attainment of the tax exempt rule. As a
non-profit organization operated on the sole p-platform of
providing welfare service, it can seek a tax exempt status.
However, the organization must ensure that it explicitly
qualifies in all the requirements stipulated by the law. If this is
not the case, the organization must pay its proportion of taxes
as stipulated by the government. Secondly, the law prohibits
any form of discrimination or unethical activities propagated by
organizations. The human services agency must ensure that its
strategies, approach and design of services are built within a

cultural inclusion profile that does not discriminate or promote
inequality among members of the society (Guo, 2006). On the
other hand, the organization must follow regulations regarding
the provision of public services to the community. Governments
have dedicated agencies commissioned with the mandate of
regulating public involvement. Given that this is the domain of
this human services agency, abiding to this regulation is a step-
towards conformance that must be well articulated.
References
Austin, M. J. (2003). The changing relationship between
nonprofit organizations and public social service agencies in the
era of welfare reform. Nonprofit and Voluntary Sector
Quarterly, 32(1), 97-114.
Balfour, D. L., & Neff, D. M. (1993). Predicting and managing
turnover in human service agencies: A case study of an
organization in crisis. Personnel Administration, 22(3), 473-
486.
Daley, D. M. (2012). Strategic human resource management.
Public Personnel Management, 120-125.
Guo, B. (2006). Charity for profit? Exploring factors associated
with the commercialization of human service nonprofits.
Nonprofit and Voluntary Sector Quarterly, 35(1), 123-138.
Hoefer, R. (2000). Accountability in action?: Program
evaluation in nonprofit human service agencies. Nonprofit
Management and Leadership, 11(2), 167-177.
Hyde, C. A. (2004). Multicultural development in human
services agencies: Challenges and solutions. Social Work,

49(1), 7-16.
Hyde, C. A. (2004). Multicultural development in human
services agencies: Challenges and solutions. Social Work,
49(1), 7-16.
Kim, S. E., & Lee, J. W. (2007). Is mission attachment an
effective management tool for employee retention? An
empirical analysis of a nonprofit human services agency.
Review of Public Personnel Administration, 27(3), 227-248.
Larson, S. A., & Hewitt, A. S. (2005). Staff recruitment,
retention, and training strategies for community human services
organizations. Paul H Brookes Publishing Company.
Martin, L. L., & Kettner, P. M. (1996). Measuring the
performance of human service programs. Sage.
Pynes, J. E. (2008). Human resources management for public
and nonprofit organizations: A strategic approach (Vol. 30).
John Wiley & Sons.
Schmid, H. (2004). The role of nonprofit human service
organizations in providing social services: A prefatory essay.
Administration in Social Work, 28(3-4), 1-21.

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