Securing the most Important Input $

1. Securing the most Important Input $ Pray for miracles, work for results • St. Augustine • HSO are heavily resource dependent • resource dependence= needing outside resources to survive. • $ Almost always comes from outside the organization • Govt. grants, individual donors, foundations, internal fund raising efforts

2. Attracting Donors • Develop a compelling story/case • Create real, personal, urgent appeal • In the startup founders must have fundraising responsibility

3. Attracting Donors (cont) • Maintain donors trust (money is spent wisely and serves the mission) • Create annual donors • Create a culture of fundraising • Develop an email strategy

4. Financial Vulnerability: Factors Financial vulnerability= likely to cutback its service offerings immediately when it experiences a financial shock • Equity Balance: ratio of assets/revenue • Reserve funds held by the HSO (slack resources) • Revenue Concentration: diversity of sources of revenue • Multiple sources= less vulnerable • Administrative Costs: ratio of admin expenses/total expenses • higher costs=ability to absorb financial shock • Operating Margin: ratio of net revenue/total revenue • How much revenue is retained, foreshadow budget surpluses or deficits Tuckman & Chang

5. People as Raw Materials • Distinguishing characteristic of HSO. • In FSO raw materials consist of resources/materials to be transformed into desired finished goods and services. • In HSO: the core activities of the organization are “structured to process, sustain, or change people who come under its jurisdiction.” • The patient reacts or can participate in the throughput (transformation process)-dynamic.

6. Sources for Service Recipients • Mandatory referral by court • Referred by physician or other professional (ie social worker) • Sought out service/treatment

7. Transformation Process • Service recipients may not be receiving services voluntarily • Difficult cases to treat-people in bad life situations • Client involvement/compliance is critical for success • Expectations for the service and outcomes may differ • Standardizing treatment can be difficult due to diversity inherent in service recipients

8. Service Providers (i.e. teachers and social workers) Inputs of HSO “Volunteers are (my) most important market….the more volunteers we can attract the more we can serve” • Francis Hesselbein, Girl Scouts of America • Operational level workers are volunteers or paid employees • Service providers are professionals such as social worker • Volunteers/employees and professional service providers get satisfaction from the work itself and not necessarily the paycheck

9. Motivating your Workforce • Recruiting and maintaining workforce is a process that requires much management attention • Provide the tools and technology that allow workforce to perform duties • Provide recognition and gratitude • Personal fulfillment from the good provided by the HSO • Motivation of the spirit, moral calling • Service provider/service recipient relationship is dynamic-both receive something from the other

10. HSO: Worker Motivation (cont.) • HSO workers usually paid less (if paid at all) than their FPO counterparts. • HSO workers receive intrinsic satisfaction from their work. • Well being of the worker is enhanced by investigating in the well being of the client. • Moral work. • HSO worker is most likely to be female. • Not unusual that the HSO worker is a client and job is part a component of service received.

11. Contrasts: Service Professional and Other Worker Gibelman & Furman

12. Contrasts are Source of Tension • Employees identify with and are loyal to the organization • Accept goals, values, norms of organization • Organization is point of reference- agent of the HSO • Professionals adhere to standards of their profession above that of the organization • Work autonomously and have priorities and standards set by their profession • Serve the clients not the organization Discussion:Why is this information important?

13. Dynamic Relationship: Research Findings “The dynamic interaction of attitudes and emotions between the caseworker and client, with the purpose of helping the client achieve a better adjustment between himself and his environment.” (Biestek) “a two-way process in which both parties affect each other and, ideally, where both parties learn and change within this process. Change is seen as a reciprocal, two way process where every experience influences the next stage in a person’s life” (Salzberg & Wittenberg)

14. Caregiver and Recipient Relationship • Unlike in an FPO customer is not KING-customer satisfaction is not as critical to organization goals - Customer of HSO rarely controls resources needed by HSO for survival • The caregiver’s ability to protect the patients interest is limited by roles, regulations, SOPs of the HSO • His her interests are best protected by the caregiver • The HSO’s practices and delivery of services are influenced by the environment requirements to grant legitimacy

15. Tension HSO Management and Service Providers “the more our churches and hospitals and universities run like businesses, the less inclined anybody is to pour out their time, heart and sweat…” • Management controls and policies can conflict with service delivery • Puts service provider in conflict with HSO • Demotivating, negative effect informal organization policies/systems (iceberg below the surface)

16. Reading: Case Study Nutrition Alliance Be able to answer • Mission of the HSO? • Issue what problems were they experiencing? • Solution? • Benefits and potential problems?

17. Assignments • For Monday research Pediatric Therapy Network • Mission • Programs/technology • Paper: For what do you want to be remembered? • Why • Where did these feelings come from • What is the path you will take/how do you get there