Running head: AGENCY PRACTICE MODEL Hamm 1

Agency Practice Model

Allison Hamm
SOWK 492- Miles









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Agency Description
Serve 6.8 is an umbrella organization that serves many facets of the community. Our
vision is to create significant and lasting positive change in Northern Colorado by expanding the
impact of community and faith based organizations (Serve 6.8, 2014). The agencys initiatives
are Sister Mary Alice Murphy Center for Hope (homelessness services), Building Hope (home
repair for underserved families), Disaster Relief, and Adopt-a-Family (holiday charity). The
overall mission of the organization is, to share Gods love in tangible ways to people in
Northern Colorado with no strings attached (Serve 6.8, 2014). The disaster response team is one
effort of Serve 6.8, which consists of disaster navigators, navigator coordinator, and response
coordinator. This specific group of employees and interns work to empower those affected by
natural disasters and aid them in navigating resources for recovery. Our client base is made up of
residents in Larimer County with many residing in higher elevations. Natural disasters are more
common in the high country of Colorado, and specifically consist of canyon flooding and forest
fires. Demographics of this population have been difficult to obtain due to the traumatic nature of
client situations; current demographics are based on Larimer Countys 2012 census data. Most of
our client population is White (93.5%); the next largest group is Hispanic/Latino (10.8%). The
poverty rate is 13.7%, while over 66% of residents are homeowners (2012). A majority of our
cases consist of retired single adult homeowners who live off of fixed income.
As intensive case managers, disaster navigators meet with survivors to create a
supportive relationship during the recovery process. We work in pairs and the disaster navigator
coordinator oversees our case loads. After engaging with clients and assessing their needs, the
disaster navigators advocate for clients physical projects; case presentations are brought to the
disaster response coordinator. Data from completed projects is reported to the executive director,
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who then informs the board of directors. Serve 6.8 is a somewhat large, private non-profit
organization. We are large because the organization has a wide breadth of services addressing
homelessness, underserved families, and disaster recovery. When the organization fails to meet
client needs we refer them to outside resources, and in disaster response cases continue our
relationship with them.
Organizational Flow Chart

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Practice Model and Roles
The disaster response team utilizes both a generalist perspective and a strengths based
approach. When navigators engage with clients we draw upon previously learned social work
skills. Interviewing skills build rapport with clients and frequently used skills are open-ended
questions in addition to empathy statements. The assessment phase of the generalist perspective
helps us identify client needs. Maslows hierarchy of needs adds a basic model that allows
disaster navigators to identify what interventions may best fit the client. In one case our client
does not have access to clean drinking water due to well contamination. Maslows hierarchy
exemplifies need priority, like providing clean drinking water, before focusing on replacing her
personal items. This theory informs navigators as they plan appropriate interventions with the
client and maintain a relationship with them. During the social work process strengths are
observed and developed to improve client outcomes. Strengths perspective is particularly
important because our clients have faced tremendous loss, and presenting their assets may be
empowering.
The ecological theory is important to our practice with clients as well. Most relatable are
the coping and adaptation components of this theory. Some clients are unable to cope effectively
with all the massive changes to their environment. A client we recently spoke with broke down
crying just from stating her basic needs. In situations like this we will need to assist our clients in
forming new coping skills and refer them to adequate resources. Yet we have also seen clients
develop strong coping skills. One client presented herself as an important caretaker of the
community and had strong spiritual beliefs. The concept of adaptation applies to the clients
adjustment to new home environments. Clients must often adapt from years of solitary life in the
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quiet high country to living in a more urban environment without their familiar belongings. It is
our role to support them in this process of change.
Disaster navigators fit many social work roles for our client population. First and
foremost we are case managers; in this role we build relationships with clients and assist them in
finding resources. In this sense we are also brokers, connecting clients to resources and
becoming knowledgeable about other benefits in the community. The disaster navigator team
created a vetted resource binder with contacts specifically helpful to disaster survivors. We also
act as advocates for our clients each week at case presentation meetings. In the future we will be
acting as educators and facilitators to form the Neighborhood Navigators. This program will
educate neighbors about outreach and resources while facilitating community empowerment
through neighborhood leaders.
Knowledge and Skills
Disaster navigators need to gain a wealth of information about community resources
before engaging with clients. By attending community meetings we were informed of local
policies regarding physical project limitations. Awareness of the local and federal policies
regarding a disaster can determine where clients can seek benefits. At community meetings we
also learned how all of the recovery agencies work collaboratively. These community meetings
ensure that disaster work is not being duplicated and all resources are getting to those in need.
Getting familiar with all of the different organizations gives disaster navigators perspective on
agencies that may best meet client needs.
Our client population has undergone immense stress in the wake of two natural disasters
which is correlated to trauma (Red Cross, 2009). The disaster navigator team has been trained to
stay aware of trauma, and always seeks supervision when any psychological trauma is suspected.
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Disaster navigators are certified in Psychological First Aid through the Red Cross in order to be
better prepared when speaking with clients. Our team was educated on basic physics and earth
science during orientation to understand the complexity of our clients issues. We have had
engineering guest speakers talk about the aspects of river changes to nearby structures. The
disaster navigators stay current on environmental factors in post-flood areas by doing our own
research. Background knowledge of the physical and psychological effects of disaster informs
our use of social work skills.
Social work skills used at the agency are very similar to the skills refined in practicum.
When calling clients, or meeting with them in-person, we draw upon active listening skills and
interviewing tools to gain a better understanding of their needs and previously accessed
resources. In interviews with clients we use background knowledge on trauma to maintain topic
focus. For example, we would not ask someone to retell their flood story because that may
trigger negative emotions and cause immense stress. Case planning is another skill we utilize,
and has been a valuable tool in advocating for, and intervening with clients. Before engaging
with clients, disaster navigators review the case and any previous notes. We also check out
available resources and conduct research to provide clients with more relevant contacts. When all
of these skills are done successfully the relationship develops and our client is empowered to
make changes.
Cultural Competence
Serve 6.8 has a strong foundation for understanding different cultures but still lacks the
tools to serve diverse clients. We were provided two texts that emphasize sustainable community
development. These books explore the means in which the helping professions can empower
communities to improve without hurting their traditional culture. The disaster response team has
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incorporated these values into our end goal of a Neighborhood Navigator program. Serve 6.8s
perspective values a community traditions, worldview, and incorporates community strengths
into need directed change. One strength of the agencys cultural competence allows focus on
making the client most comfortable. To do this, disaster navigators set up meetings with clients
where they have accessibility and feel non-threatened (i.e. our office, coffee shops, or their
property). The agency also informed us to wear clothing that is professional yet suitable for the
outdoors because clients may ask us to walk about their property (C. Green, personal
communication, February 24, 2014).
Since our agency uses the strengths based approach we can view diverse client
experiences in a positive light. Clients spirituality sometimes differs from Serve 6.8s parent
organization Timberline Church. We serve these clients in the same capacity as others and view
their values as positive coping skills in the disaster recovery process. This exemplifies a type of
cultural competency that allows us to serve all of our clients regardless of agency values. There
are substantially less barriers for disaster clients (versus other agency programs) because they are
served through a separate grant.
According to D.W. Sue, Serve 6.8 would be in the middle stage of cultural competence.
There are inadequacies in our cultural competence when it comes to serving disaster survivors
that have prior relationships, organization perceptions, and language barriers. Client priority has
been improved by a triaging system that puts emphasis on those with safety issues first, structure
preservation second, and so on. It seems that in the past some projects were given priority if the
agency had pre-existing relationships with them (C. Green, personal communication, February
24, 2014). With the new Disaster Navigator program clients are being properly advocated for and
social justice is an attainable goal.
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Serve 6.8s relationship with Timberline Church was important in the beginning stages of
agency establishment, but may now be creating tension. Clients sometimes associate us too
strongly with our parent organization and this can be a barrier to someone of a diverse faith.
Clients may assume we will not help, may judge them, or they may not want our help due to
belief systems. Getting past this barrier with clients creates extra work for navigators and may be
damaging to community rapport.
The lack of translators is another setback in cultural competence for Serve 6.8. A recent
conflict with a client may have been due to language barriers. In this particular case the client
spoke English as second language and was not fluent. The disaster navigator was introducing our
agency over the phone as the client was trying to identify our organization based on the color of
past volunteers shirts. This was problematic because there was most likely a miscommunication
between navigator and client. We have reason to believe this client was misinformed of the new
Disaster Navigator program and its purpose. With the assistance of translation services we would
have been able to communicate more clearly and be aware if our message was received
(Paniagua, 2005).
Effects of State and Federal Policies
Larimer countys policies greatly affect how our clients can regain normalcy in the wake
of a disaster. The county is limiting what kind of rebuilding can be done to damaged homes and
in which locations (Larimer County, 2014). Future risk to homes impact county recovery and
mitigation expenses. Our clients have often lived on their property for decades and this policy
disenfranchises them. Their home is not only their sanctuary but it holds years of memories.
When a client is unable to rebuild due to county policies they are losing their primary source of
comfort, culture, and environment.
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Another effect of policy is the Federal Emergency Management Agencys (FEMA)
policy on assistance to for-profit businesses. FEMA will not give assistance to businesses that
were for-profit at the time of disaster (FEMA, 2013). One of the cases is a for-profit business
that was devastated by the flood, yet due to this policy they are encountering many obstacles in
getting their property rehabilitated. This is an interesting case because the business supports
many employees, and is an economic driver for the community. It is easy to see that many lives
will be affected if they are unable to recuperate. The unintended effects of these policies only
exacerbate the issues our clients encounter, and create more tension between the government and
local communities.
Methods of Program Evaluation
Serve 6.8s Disaster Navigator program is brand new and therefore evaluation processes
are being developed and refined. Our agency uses formative evaluations to track ongoing
progress toward client goals. After each communication with clients we check-in on what needs
have been met and what is still missing. This feedback is used to inform direct practice; if needs
are not being met the agency looks for options to improve (C. Green, personal communication,
February 24, 2014). A summative form of evaluation will be terminating a case once all possible
referrals and resources have been shared. If the client gives positive feedback we will know that
our agency has served its purpose. The formation of a Neighborhood Navigator program will be
evidence to our grant funders that our program was successful in the communities served (C.
Green, personal communication, February 24, 2014). Finally, an evaluation examining if we met
our goal of serving 3,000 clients will impact future funding for similar programs. These forms of
evaluation ensure that we are appropriately serving individuals, and the community affected by
disaster, while creating preventative programs to address future risk factors.
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References
Federal Emergency Management Agency. (2013, April 9). Apply for assistance. Retrieved
from http://www.fema.gov/apply-assistance
Kirst-Ashman, K. K. & Hull Jr., G. H. (2012). Understanding generalist practice. California:
Brooks/Cole.
Kirst-Ashman, K.K. & Zastrow, C. (2009). Understanding human behavior in the social
environment. (8
th
ed.). California: Brooks/Cole.
Larimer County. (2014). Flood 2013 recovery information. Retrieved from
http://larimer.org/flooding2013/
Paniagua, F. (2005). Assessing and treating culturally diverse clients: A practical guide. (3rd
ed.). London: Sage Publications.
Red Cross. (2009). Taking care of your emotional health after a disaster. Retrieved from
http://www.redcross.org/images/MEDIA_CustomProductCatalog/m4240142_Emotio
nalHealth.pdf
Serve 6.8. (2014). Website content. Fort Collins, CO: Serve 6.8.
United States Department of Commerce. (2012). State and county quickfacts [Data file].
Retrieved from http://quickfacts.census.gov/qfd/states/08/08069.html