Ideal Human Services Organization Framework

Ideal Human Service Organization Framework

Tiffany Sky Mendoza

BSHS/425

April 10, 2017

 Dr. David Bolton

Ideal Human Service Organization Framework

Staffing Plan

The number of staff members employed at Caring Hands is not predictable at this time. Our vision is to have a small shelter or home with a capacity of 45 clients, women and their families combined. Each room will have no more than 5 clients, unless a mother has more than 4 children. It would be ideal to have 1 employees to a room, resulting in a total of 9 employees specific to the needs and wants of each family per shift. There will be three shifts per day consisting of 8 hours each. Each room employee will attend to assigned families by bathing, clothing, serving, and monitoring their children. Two nurses will be assigned to each shift for immediate medical attention. An estimate of 2 psychologists and 1 psychiatrist will work Monday-Friday to evaluate mental and therapeutic needs of clients. County Social workers will be assigned to clients as needed. It is unknown how many cooks and cleaners will be assigned to our facility at this time. Management will consist of the founder, co-founder, facility manager, department managers, and executive assistant to the founder. Department managers will be split into groups including: volunteering/donations, kitchen, rooms/floors, nursing/rehabilitation, administrative, and psychology/social departments. We may also open one position specific to the financial needs of the organization, where our employee acts as the liaison between our facility and our financial advisors. In progress would be a small and internal child care program for families as needed.

Financial Budget

        Caring Hands will receive its funding from donations and gifts, bequests, corporation grants, government grants, interest, loans, and tax revenues. The organization will also make money from company activities. Our activities will raise awareness of domestic violence and will accept sponsorships, donations, and gifts to provide for our client’s and their families. Caring Hands will budget for 1-2 activities per quarter (every 3 months). These activities to raise awareness are considered to be associated with our organization’s purpose, therefore any profits made from the activities will not be taxable. According to an article by NOLO,  “Under state and federal tax laws, however, as long as a nonprofit corporation is organized and operated for a recognized nonprofit purpose and has secured the proper tax exemptions, it can take in more money than it spends to conduct its activities.”

        A financial firm will be hired to create a budget for Caring Hands. The founders of Caring Hands do not have an expertise in financial planning and accounting budget for their non-profit organization, so they will consult in financial advisors and CPAs to create a budget. The minimum requirements of our budget shall consist of construction equipment, shelter equipment, furnishing, clothing, hygiene products, food & beverages, payroll & benefits, marketing expenses, rent/mortgage, insurance, utilities, activities & merchandise, transportation, grants, contributions, and sponsorships. We will suggest two budgets to separate client needs and the organization needs. The budget for client needs will be estimated on a 6 month or annual basis, whereas the budget for company needs will be estimated every two years.

Monitoring & Program Evaluation

Monitoring provides founders, management, and stakeholders updates and progress of results in an organization. Watching the status of a company can aid in the prevention of issues that may arise causing a decline in clientele, sales, or money. Any individual or company that invests in a product, service, or organization does so for a return in profit. Monitoring an organization as it progresses is vital to fix issues to prevent loss of money and create profit for success. Monitoring locates goals by collecting information to help in decision making, responsibility, education, and evaluation. Evaluation is the assessment the organization once it opens and begins providing services.  The purpose is to conclude the importance and value of goals, development of success, efficiency, and sustainability. A carefully done readiness assessment helps provide a good understanding of how to design the system to be responsive to the information needs of its users, determine the resources available to build and sustain the system, and assess the capacities of those who will both produce and use the information (Kusek and Rist, 2004). Evaluations give useful information based on experiences gained from the process of conducting services, so that stakeholders will have little or no burden.