Indirect Services
After working as a caregiver for a few different clients with developmental disabilities, my heart for direct services continued to grow. However, there were days where I was frustrated with my gaps of knowledge about the system and even understanding the background of their disabilities. I was eager to return to school and gain theory and knowledge in the field of Human Services to give a foundation for the work experience and skills I was gaining. My journey through the program proved to be exactly what I was hoping. As I engaged in classes and internships, my understanding of the importance of indirect services increased.
Directly impacting clients on a tangible level is crucial to intervention and rehabilitation, however; the work done indirectly provides the structure and framework for the programs guiding individuals. There are many models available to promote healthy functioning for a variety of populations served by Human Services professionals (CSHSE, 2009, Standard 13: Scope of Human Services).
Sometimes programs follow a reactive pattern to a social issue and meet the needs of clients struggling through difficulties. This type of program is often needs based and tries to mend a gap in the system. I was able to conduct needs assessments in various ways both in HSP 485, Program Planning and Evaluation and in my internships. After writing the needs assessment for my program plan, I recognized the deep importance of building a strong case. A need that is present in our country, which is reflected in our community, and then represented in an organization, has a solid foundation (HSP 485 Needs Assessment). While studying organizational systems in HSP 402, I had the opportunity to reflect on my current internship at The Willows Senior Living by seeing the present need for organizational change (HSP 402 Analyzing Organizational Change). The current hierarchal system in place at The Willows makes it difficult for employees to voice their opinions. There is a need for unity and potential re-structuring of the staff. Further, my internship at Whatcom Council on Aging (WCCOA) gave me a chance to conduct a needs assessment within the grant I wrote.
In other circumstances, programs are created to promote human functioning and respond to strengths in a community, rather than a need. These types of programs take on a preventative model (CSHSE, 2009, Standard 13: Scope of Human Services). For example, my internship at The Willows gave me a platform to build on the strength of intergenerational connections. This program was able to form a preventative model of creating social and emotional support for residents to work against loneliness. I was able to play the role of liaison between middle school students at Evergreen Christian School and the Veterans at The Willows. My vision for creating a space for the youth to learn from the older adults, and the older adults to experience the eager energy of the youth was carried out through interviews and a program. The students spent time asking the Veterans about their experience in the service and recorded the information. Then, a week later, the students returned and gave speeches about the Veteran they interviewed in a Veterans Day celebration ceremony (CSHSE, 2009, Standard 21: Field Experience, HSP 440 Reflective Writing Wk 9).
Another preventative program I was able to analyze and research during HSP 385, Applied Research Methods, was the homeless housing philosophy of Housing First. Rather than creating a system where individuals need to move through mental health treatment before they can receive housing support, the Housing First initiative provides an avenue for homeless individuals to have a safe home as they work through other areas of need (HSP 385 Literature Review). This strength-based model empowers individuals to have their basic necessities met as they work towards other goals of mental health treatment and finding work.
Whether programs are needs based or strength-based, they all need a system of information management. A crucial aspect of indirect service is establishing clear policies and procedures to guide the organization (CSHSE, 2009, Standard 14: Information Management). When an organization has an accurate system in place to guide services, clients are served better and the staff is more unified. In HSP 435, Human Services and Management, with a partner, I had the opportunity to initiate an Organizational Assessment for a local nonprofit. We chose to analyze Cascade Christian Services. Through the process, we were able to interview key staff members and see the overall picture of how the organization functioned. We focused on assessing their leadership, organization processes, financial governance, fund planning development, marketing, and concluded with recommendations (HSP 435 Organizational Assessment).
In my internship at WCCOA, I was able to create multiple spreadsheets to help with organization for their fundraiser (CSHSE, 2009, Standard 14: Information Management). They had had other fundraisers in the past, but never a larger annual fundraiser. One of my learning objectives was to initiate a system of organization for this larger event. I created a list of volunteer descriptions, rough budget, and a fundraiser timeline (Volunteer Descriptions, Budget, Fundraiser Timeline). By creating an overall structure for the event, as a committee, we were able to see the big picture and make the necessary adjustments along the way.
While managing the information and data within the organization is critical for a smooth process, there also needs to be the element of planning and evaluating the programs (CSHSE, 2009, Standard 15: Planning and Evaluation). The people carrying out the direct services in an organization are often living in the moment as they serve clients. Those who compliment the organization with indirect services, have the opportunity to evaluate the effectiveness of the services and design programs that will have the utmost impact. Through HSP 485, Program Planning and Evaluation, I created both a program plan and conducted a program evaluation.
The program I designed was built on both a need and strength. I am passionate about intergenerational connections, and I designed a program that stemmed from my internship experience at The Willows. Instead of focusing on middle school students and Veterans, I created a program for homebound seniors who receive Meals on Wheels and college students through the Circle K Club at Western Washington University. After demonstrating the social, intellectual, and emotional need that seniors have for relationships, I was able to display the strengths that both demographics would provide for the other. The younger generation would glean wisdom and experience from the older adult, and the older adult would receive a genuine care and social connection from the young adult (HSP 485 Program Plan).
During the program evaluation process in HSP 485, we evaluated the 2011 Project Homeless Connect (PHC) with a partner. In our assessment, we decided to focus on the guests’ healthcare statuses. We compared services desired and services actually received, as well as data from PHC 2011 to PHC 2010. Our evaluation concluded with the recommendation that more healthcare service providers should be recruited for future events (HSP 485 PHC Program Evaluation).
In addition to the formal evaluation conducted, I learned from HSP 485, Program Planning and Evaluation, that one of the most important elements to include in a program plan is a way to determine outputs, outcomes, and ultimately the overall impact. Programs should not be built on the activities and resources, but on the larger impact goal. When a logic model is utilized, there is an opportunity to create a strong program plan that has an evaluation tool built within (HSP 485 Logic Model). Although my program plan was not implemented, I integrated outputs and outcomes in my design. If the program was executed, there would be a natural way to evaluate the progress and make a decision as to whether it is effective or not (CSHSE, 2009, Standard 15, Planning and Evaluation).
Indirect services also encompass overall administrative management (CSHSE, 2009, Standard 18: Administrative). There must be a level of leadership that exists within an organization. Often, the management staff will have responsibilities to recruit and develop staff and volunteers, work with the finances, supervise, and spur on community advocacy and development. I was able to experience some of these areas at my last internship through WCCOA. Along with planning and organizing a system for their upcoming fundraiser, I also focused on grant researching and writing. Most of WCCOA’s organization budget comes from government funding, so they are working to diversify some of their revenue. From the skills I learned in HSP 485, Program Planning and Evaluation, I had the ability to find a foundation that matched the mission and then construct the grant proposal for $24,000.
As I pieced the grant together, the process looked very similar to the program plan assignment we had for HSP 485, Program Planning and Evaluation (HSP 485 Program Plan). I learned it is so important to research and find a strong match for funding, and to actually make a personal phone call to the foundation. When I called the Norcliffe Foundation, I found out from the Foundation Manager that our initial request was ‘modest.’ Once I was able to gauge what range of funding they gave, my supervisor and I decided to ask for more. About a month ago, I found out that WCCOA received $14,000 as a result of that grant proposal! The money will go towards capital equipment for Meals on Wheels (CSHSE, 2009, Standard 21: Field Experience).
Along with grant writing, I also had the chance to develop a working budget for the WCCOA’s fundraiser (Fundraiser Budget). Again, my financial knowledge and skills were developed in HSP 485, Program Planning and Evaluation, where we created budgets for our program plans (CSHSE, 2009, Standard 18: Administrative; HSP 485 Program Plan). It is so important to start any event, program, and organization with a budget that includes all the detailed revenue and expenditures. It can be challenging to balance a budget, and Executive Directors of organizations often spend their time working to monitor the budget.
The management or leadership team holds most of the administrative duties of an agency. I was able to analyze and dig deeper into this area during HSP 435, Human Services and Management, when we carried out the Organizational Assessment assignment for Cascade Christian Services (HSP 435: Organizational Assessment). We were able to learn more about the Executive Director (ED) and Board of Directors’ roles in the nonprofit. One area that ED’s are able to lead in the organization is “managing professional development of staff” (CSHSE, 2009, Standard 18: Administrative). We saw that the ED had a ‘servant leadership’ style, where he desired to lead by example and serve his staff. The Board holds the ED accountable and, ideally, creates vision for the nonprofit.
All in all, the area of indirect service is multi-faceted. It is necessary to create models and programs that are based on a need, strength, or both. There are organizational systems that should be in place to help guide information and administrative duties that lead and develop the agency well. Further, when a clear planning and evaluation system are set-up, programs will be reviewed and the effective models will be the ones used. Through the classes taken and internship experiences I’ve had, I now recognize the importance and necessity of indirect services within the Human Services field.
Reference
Council for Standards in Human Service Education (CSHSE). (2009).
CSHSE national standards for human services education. Available from:
http://www.cshse.org.standards.html
After working as a caregiver for a few different clients with developmental disabilities, my heart for direct services continued to grow. However, there were days where I was frustrated with my gaps of knowledge about the system and even understanding the background of their disabilities. I was eager to return to school and gain theory and knowledge in the field of Human Services to give a foundation for the work experience and skills I was gaining. My journey through the program proved to be exactly what I was hoping. As I engaged in classes and internships, my understanding of the importance of indirect services increased.
Directly impacting clients on a tangible level is crucial to intervention and rehabilitation, however; the work done indirectly provides the structure and framework for the programs guiding individuals. There are many models available to promote healthy functioning for a variety of populations served by Human Services professionals (CSHSE, 2009, Standard 13: Scope of Human Services).
Sometimes programs follow a reactive pattern to a social issue and meet the needs of clients struggling through difficulties. This type of program is often needs based and tries to mend a gap in the system. I was able to conduct needs assessments in various ways both in HSP 485, Program Planning and Evaluation and in my internships. After writing the needs assessment for my program plan, I recognized the deep importance of building a strong case. A need that is present in our country, which is reflected in our community, and then represented in an organization, has a solid foundation (HSP 485 Needs Assessment). While studying organizational systems in HSP 402, I had the opportunity to reflect on my current internship at The Willows Senior Living by seeing the present need for organizational change (HSP 402 Analyzing Organizational Change). The current hierarchal system in place at The Willows makes it difficult for employees to voice their opinions. There is a need for unity and potential re-structuring of the staff. Further, my internship at Whatcom Council on Aging (WCCOA) gave me a chance to conduct a needs assessment within the grant I wrote.
In other circumstances, programs are created to promote human functioning and respond to strengths in a community, rather than a need. These types of programs take on a preventative model (CSHSE, 2009, Standard 13: Scope of Human Services). For example, my internship at The Willows gave me a platform to build on the strength of intergenerational connections. This program was able to form a preventative model of creating social and emotional support for residents to work against loneliness. I was able to play the role of liaison between middle school students at Evergreen Christian School and the Veterans at The Willows. My vision for creating a space for the youth to learn from the older adults, and the older adults to experience the eager energy of the youth was carried out through interviews and a program. The students spent time asking the Veterans about their experience in the service and recorded the information. Then, a week later, the students returned and gave speeches about the Veteran they interviewed in a Veterans Day celebration ceremony (CSHSE, 2009, Standard 21: Field Experience, HSP 440 Reflective Writing Wk 9).
Another preventative program I was able to analyze and research during HSP 385, Applied Research Methods, was the homeless housing philosophy of Housing First. Rather than creating a system where individuals need to move through mental health treatment before they can receive housing support, the Housing First initiative provides an avenue for homeless individuals to have a safe home as they work through other areas of need (HSP 385 Literature Review). This strength-based model empowers individuals to have their basic necessities met as they work towards other goals of mental health treatment and finding work.
Whether programs are needs based or strength-based, they all need a system of information management. A crucial aspect of indirect service is establishing clear policies and procedures to guide the organization (CSHSE, 2009, Standard 14: Information Management). When an organization has an accurate system in place to guide services, clients are served better and the staff is more unified. In HSP 435, Human Services and Management, with a partner, I had the opportunity to initiate an Organizational Assessment for a local nonprofit. We chose to analyze Cascade Christian Services. Through the process, we were able to interview key staff members and see the overall picture of how the organization functioned. We focused on assessing their leadership, organization processes, financial governance, fund planning development, marketing, and concluded with recommendations (HSP 435 Organizational Assessment).
In my internship at WCCOA, I was able to create multiple spreadsheets to help with organization for their fundraiser (CSHSE, 2009, Standard 14: Information Management). They had had other fundraisers in the past, but never a larger annual fundraiser. One of my learning objectives was to initiate a system of organization for this larger event. I created a list of volunteer descriptions, rough budget, and a fundraiser timeline (Volunteer Descriptions, Budget, Fundraiser Timeline). By creating an overall structure for the event, as a committee, we were able to see the big picture and make the necessary adjustments along the way.
While managing the information and data within the organization is critical for a smooth process, there also needs to be the element of planning and evaluating the programs (CSHSE, 2009, Standard 15: Planning and Evaluation). The people carrying out the direct services in an organization are often living in the moment as they serve clients. Those who compliment the organization with indirect services, have the opportunity to evaluate the effectiveness of the services and design programs that will have the utmost impact. Through HSP 485, Program Planning and Evaluation, I created both a program plan and conducted a program evaluation.
The program I designed was built on both a need and strength. I am passionate about intergenerational connections, and I designed a program that stemmed from my internship experience at The Willows. Instead of focusing on middle school students and Veterans, I created a program for homebound seniors who receive Meals on Wheels and college students through the Circle K Club at Western Washington University. After demonstrating the social, intellectual, and emotional need that seniors have for relationships, I was able to display the strengths that both demographics would provide for the other. The younger generation would glean wisdom and experience from the older adult, and the older adult would receive a genuine care and social connection from the young adult (HSP 485 Program Plan).
During the program evaluation process in HSP 485, we evaluated the 2011 Project Homeless Connect (PHC) with a partner. In our assessment, we decided to focus on the guests’ healthcare statuses. We compared services desired and services actually received, as well as data from PHC 2011 to PHC 2010. Our evaluation concluded with the recommendation that more healthcare service providers should be recruited for future events (HSP 485 PHC Program Evaluation).
In addition to the formal evaluation conducted, I learned from HSP 485, Program Planning and Evaluation, that one of the most important elements to include in a program plan is a way to determine outputs, outcomes, and ultimately the overall impact. Programs should not be built on the activities and resources, but on the larger impact goal. When a logic model is utilized, there is an opportunity to create a strong program plan that has an evaluation tool built within (HSP 485 Logic Model). Although my program plan was not implemented, I integrated outputs and outcomes in my design. If the program was executed, there would be a natural way to evaluate the progress and make a decision as to whether it is effective or not (CSHSE, 2009, Standard 15, Planning and Evaluation).
Indirect services also encompass overall administrative management (CSHSE, 2009, Standard 18: Administrative). There must be a level of leadership that exists within an organization. Often, the management staff will have responsibilities to recruit and develop staff and volunteers, work with the finances, supervise, and spur on community advocacy and development. I was able to experience some of these areas at my last internship through WCCOA. Along with planning and organizing a system for their upcoming fundraiser, I also focused on grant researching and writing. Most of WCCOA’s organization budget comes from government funding, so they are working to diversify some of their revenue. From the skills I learned in HSP 485, Program Planning and Evaluation, I had the ability to find a foundation that matched the mission and then construct the grant proposal for $24,000.
As I pieced the grant together, the process looked very similar to the program plan assignment we had for HSP 485, Program Planning and Evaluation (HSP 485 Program Plan). I learned it is so important to research and find a strong match for funding, and to actually make a personal phone call to the foundation. When I called the Norcliffe Foundation, I found out from the Foundation Manager that our initial request was ‘modest.’ Once I was able to gauge what range of funding they gave, my supervisor and I decided to ask for more. About a month ago, I found out that WCCOA received $14,000 as a result of that grant proposal! The money will go towards capital equipment for Meals on Wheels (CSHSE, 2009, Standard 21: Field Experience).
Along with grant writing, I also had the chance to develop a working budget for the WCCOA’s fundraiser (Fundraiser Budget). Again, my financial knowledge and skills were developed in HSP 485, Program Planning and Evaluation, where we created budgets for our program plans (CSHSE, 2009, Standard 18: Administrative; HSP 485 Program Plan). It is so important to start any event, program, and organization with a budget that includes all the detailed revenue and expenditures. It can be challenging to balance a budget, and Executive Directors of organizations often spend their time working to monitor the budget.
The management or leadership team holds most of the administrative duties of an agency. I was able to analyze and dig deeper into this area during HSP 435, Human Services and Management, when we carried out the Organizational Assessment assignment for Cascade Christian Services (HSP 435: Organizational Assessment). We were able to learn more about the Executive Director (ED) and Board of Directors’ roles in the nonprofit. One area that ED’s are able to lead in the organization is “managing professional development of staff” (CSHSE, 2009, Standard 18: Administrative). We saw that the ED had a ‘servant leadership’ style, where he desired to lead by example and serve his staff. The Board holds the ED accountable and, ideally, creates vision for the nonprofit.
All in all, the area of indirect service is multi-faceted. It is necessary to create models and programs that are based on a need, strength, or both. There are organizational systems that should be in place to help guide information and administrative duties that lead and develop the agency well. Further, when a clear planning and evaluation system are set-up, programs will be reviewed and the effective models will be the ones used. Through the classes taken and internship experiences I’ve had, I now recognize the importance and necessity of indirect services within the Human Services field.
Reference
Council for Standards in Human Service Education (CSHSE). (2009).
CSHSE national standards for human services education. Available from:
http://www.cshse.org.standards.html