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POLICY FORMULATION

Policy Defined- a policy defined as stated course of action adopted and followed by the organization in doing its work. Declaration of policy- it is hereby declared that it is the responsibility of the government to provide a comprehensive program of social services designed to ameliorate the living conditions of distressed Filipino particularly those who are handicapped by reason of poverty, youth, physical and mental disability, illness and old age or who are victims of natural calamities including assistance to members of the cultural minorities to facilitate their integration into the body politic. To formulate, administer, develop and implement social welfare services which will permit the social adjustment of families, prevent family disorganization, develop social consciousness and civic responsibility. Such services shall include among others family life education programs, establishment family centers and extension youth centers, of groups for self- help, group work and street corner gang, work with out of school youth, pre- vocational and work training, income-producing projects and employment referral services for handicapped adults and youths; programs for pre-school children of working mothers.

Harry Speech identified eight stages in policy formulation: 1. Identification of the problem or issue; 2. Analysis of the problem; 3. Informing the public about the problem; 4. Development of policy goals including the involvement of other agencies; 5. Building of public support; 6. Legislation or enunciation of policy; 7. Implementation and administration; and 8. Assessment and evaluation

Importance
As a stated course of action for agency work, a social policy should be considered the context for all social work practice. This makes it important for social work practitioners to be truly familiar with policies governing the agency, and on which rules, procedures and regulations are based.
Areas of policy consideration would include:
1. 2. 3. 4. Policy values and objectives; Policy target group or clientele; Methods of implementation; and Environmental impact.

UNIT TWO

Harleigh Trecker summarized some general principles of policy determination as follows:


1. Policy must be soundly based on and develop out agency purpose. 2. Policies must be soundly based on adequately evaluated facts and experience. 3. Policy implies focus and direction for the attainment of the agency purpose. 4. Unity and consistency between the various policies of the agency between policies and purpose are essential. Conflict between and among policies will confuse the staff and will have adverse effects on agency service. 5. Although the board is responsible for the enactment of the policy, the entire agency should participate in the formulation process. Direct service workers have serious responsibility for policy enactment and change. 6. Policy should relate the agency purpose to the realities of the community setting (including other agencies and special needs) and of the agencys own facilities and resources.

PRINCIPLES

7. Policy- making, planning and operations are integrally related and cannot be separated. 8. New policies should develop out of an evaluation of the existing policies in practice as they are systematically reviewed and studied. 9. Thorough knowledge of policy on the part of every staff member is essential. 10.Policies should be expressed in positive forms so that their constructive use is emphasized. 11. The carrying out of policies in the spirit of their intent is a major responsibility of the administration. This should be shared by the direct service practitioners. 12. Conflict between statement of policy and actual practice is a signal to the administrator of a need to evaluate both.

PLANNING AND PROGRAMMING


DEFINITION- A plan is course of action for reaching a global beginning now or at any pre determined time in the future. Planning is a merely systematic way of achieving an objective or goal. It is a process of mapping out ones activities towards the accomplishment of goals projecting the means or resources of achieving them. This is process which should be participated in by those involved in the implementation, by the recipients of the services or targets of planning and by the policy makers. A means of feedback and/or review is part of the plan in order to determine whether or not the goals are achieved. A plan may be short-range or long-range.

ESSENTIAL ELEMENTS
In short, a plan according to ray johns must contain the following elements: 1. Goals or the what; 2. Resources, means, procedures, and methods or the how; 3. People involved in achieving the goals or the who; 4. Method of evaluation and review and; 5. Conditions under w/c the plan will be implemented. The process of setting objectives is actually the starting point of planning. The objectives are like a map as pointed out by Trecker. They show as where we want to go and others. Objectives make concrete and real the things for which we strive. Objectives make it possible for us to evaluate the extent to which we have approached a realization of our fundamental aspirations.

STEPS IN PLANNING
Planning establishes the activities necessary to meet the objectives. Newman and Schatz gave the following steps : 1. Recognition of the need for action- this may arise from demands for new programs and services or other action from a variety of resources wherein some kind of action is called for. 2. Investigation and analysis- facts of the present situation are studied so that possible alternative plans may be identified. 3. Proposal for action- based on the investigation, the administrator develops or proposes courses of action. He initiates a plan. 4. Decision- a plan does not really exists unless a clear decision is made as to course of action. There are really two steps here namely, the tentative decision and the final approval.

PRINCIPAL TYPES OF PLANS


Plans may be substantive or procedural. 1. SUBSTANTIVE PLAN- this plan is designed to achieve program objectives. It calls for the formulation of broad issues confronting the program. 2. PROCEDURAL PLAN- this plan is designed for the organizational structure within which are embodied the various administrative mechanisms such as rules, guidelines, standard operating procedures, reporting requirements, and the like.

A plan should: 1. Be based on clearly well- defined objectives or goals, 2. Be simple and easily understood, 3. Be flexible, 4. Be easily analyzed and classified, and 5. Maximize existing or limited resources such as funds and personnel.

According to Trecker the ff. are the principles of planning: 1. Planning should grow out of the expressed interests and needs of the persons who compromise the agency.

6. Planning requires professional leadership. The professional must define his role and help others to understand it.

7. Planning requires the efforts of volunteers, nonprofessionals, community leaders as well as professionals. The division of responsibility between 2. Those who will be directly affected by the these groups is a pre requisite to a satisfactory results of planning should have a share in the prosecution of a program.

making of the plan.

3. Planning must have an adequate factual basis.

4. The most effective plans have come out of a process which combines face-to-face methods 9. Planning should make use of existing plans and resources rather than starting from scratch with every with more formal methods of committee work.
new problem.

8. Planning calls for documentation and full recording so that results of discussions and deliberations will be preserved to provide direction and continuity.

5. The planning process must individualized or particularized because of the differences of the 10. Planning is dependent upon thinking prior to action. situations.

Planning is fundamentally an intellectual process, a mental predisposition to do things in an orderly way, to think before action, and to act in the light of facts rather than guesses.

In order to develop the plans and make the program more effective, the worker usually has to look beyond the resources of his own agency.6. After carefully formulating and designing a project, it is equally important to write a proposal w/c will attract the necessary funding. 7. Hereunder are some general suggestions and considerations to be observed in proposal writing: 1. The project proposal must be a reflection8. of the background work already done and logically set out. 2. Use clear, concise and simple language in the proposal w/c says exactly what is meant. 3. Use appendices to avoid crowding the body9. of the proposal and distributing the flow of the narrative. 4. Tailor your request and presentation to10. the agency approached. 5. Express a willingness to be interviewed personally by the funding agency once

they have received and read your proposal request. Do not be discouraged if your proposal is not accepted. Find out why and find another agency. Find out in advance what sources of funding are available through government, international agencies or private foundations. Reflect in the proposal the degree of local initiative, the utilization of available resources within ones agency or country and the plans for the project to be selfsupporting once the initial funding has been spent. The project should be practical, not too costly and have the potential to be repeated or replicated in other situations. Show to what extent your project supports and supplements existing activities and is designed to overcome identified needs.

The following broad headings and divisions constitute the proposal format: 1. Title page 2. Proposal summary 3. Introduction/background 4. Problem statement or assessment of need 5. Program objectives 6. Methods 7. Evaluation 8. Budget 9. Future funding

TITLE PAGE- this page can serve as both the title page and the cover letter for the proposal. It should include the following: a. Title of the project b. Name of person applying for funds c. Name of organization sponsoring the proposal d. Length and date of the project PROPOSAL SUMMARY- the first thing that a funding source will read the summary which may also be referred to as an abstract or synopsis. INTRODUCTION/BACKGROUND- this is the section where the proponent identifies himself. More often than not, proposals are funded the basis of the reputation or connections with the applicant organization or its key personnel rather than on the basis of the programs content alone.

PROBLEM STATEMENT OR ASSESSMENT OF NEED- this section should make a logical connection between the organizations background and the problems and needs that are to be solved or met. PROGRAM OBJECTIVES- a major concern to consider in preparing a proposal is to see to it that there is a logical flow from one sector to another. METHODS- this section should show how the project will bring the results. Describe the methods to be used and the activities to be conducted to accomplish the objectives. The location or where the project will take place may be indicated here as well as the people involved (who, how many and how they will be selected).
EVALUATION- an evaluation of the project or program will determine how effective it is in reaching the objectives that have been established. It can also be used as a tool to provide information necessary to make appropriate change and adjustments in the program as it proceeds.

BUDGET- the budget should be a realistic estimate of all costs involved in implementing and operating the project. If possible demonstrate the potential for eventual self-support or support from your own organization or from other sources other than one being applied. The cost estimate is usually broken down into the following components: I. PERSONNEL
A.
B.

Wages/ salaries- indicate here the number of persons in each position, the title, the monthly salary, the percentage of time on project, the number of months employed and the total requested cost Fringe benefits- list down here all the fringe benefits the employees will be receiving and the peso cost of these benefits

II. A.

B.
C.

NON- PERSONNEL Space cost- this includes the actual rent and those which are being donated for use. Include also the cost of maintenance services and renovations if they are absolutely essential to program. Rental, lease or purchase of equipment- include here all the equipment, donated or to be purchased that will be used in the program. Consumable supplies- these includes supplies and materials such as paper clips, typewriting papers, pens, pencils, etc.

D. Travel per diem- this includes local out-of-town travel costs. The outof-town travel which includes per diem is usual big compared to local travel. It must be well-planned and justified as completely as can be made. E. Other costs- this catch-all category may include postage, insurance, professional associations dues, subscriptions, publication, and other items that do not logically, fit elsewhere. F. Indirect costs- some programs, especially those conducted within a large institution such as college or university, also include an indirect cost figure. G. Future funding- the funding sources would also want to know how the program will be continued when the grant runs out. A plan must be presented that will assure the funding source, to greatest extent possible, that you will be able to maintain this new program.

Hungate defines a program as a unit of planned purposive action. Programming is the process of preparing or setting up the program involving a specific period of time and specific type of services.

Organization is defined in various ways by different authorities. Based on these different views, organization basically is both a structure and a process. A structure is like the skeleton of the human body or framework of a house. The organizational structure may then be defined as the pattern or network of relationships between the various positions and the individuals holding such positions. To quote Ehlers, he said that an agency structure consist of the following: 1. A board of directors, in case of private agency, or legislative body, in the case of a public agency. 2. Committees, standing or special, district or departmental, appointed by the board and/or the executive director. 3. Provisions for associate executives (finance, program personnel, service, and directors especially in larger agencies). 4. Provisions for supervisors and regular staff positions.

Organization as a process means the setting up of the individuals and functions into productive relationships and aimed towards the accomplishments of certain common objectives. The cooperative spirit among the employees working together is more important than the organizational structure itself. No matter how good the structure is on the paper if the people cannot get along well with each other the goals cannot be achieved.

TYPES OF ORGANIATIONAL STRUCTURE


Formal organizational structure refers to one w/c is established by law. By- laws or constitution and activities are consciously coordinated. These are found in policies, procedures, manual, etc. The informal organizational structure on the other hand refers to the one established unconsciously by the spontaneous groupings of persons consists of rules, sentiments, traditions, and customs.

KINDS OF FORMAL ORGANIZATION


1. 2. 3. 4. The line organization. The functional organization. The line and staff organization. The committee type of organization.

MODELS OF ORGANIZATION
Bureaucratic form of organization- this is a formal one which can be seen as a pyramid, that is, there is one authority on top and the base is under. The chain of command is therefore from top to bottom. Democratic form of organization- this is more informal and employees participate and share in decisionmaking, policy etc. Adhocracy- since no model is perfect and rarely do we find in practice one that is purely bureaucratic or democratic , a new model is evolving called adhocracy. This modified organizational structure is a blend of the bureaucratic and democratic characteristics.

4. Collegial or professional team model- this model according to Trecker emphasizes the group group of professional colleagues organized in a collaborative lifestyle that prizes well-used channels of communication.

KINDS OF ORGANIZATIONAL CHART


Vertical chart- this shows the position of authority at the top with the different levels in a horizontal position and the functions running vertically.

Horizontal chart- this shows the position of authority on the left side and presents the different levels in a vertical position while the functions are shown horizontally.

Circular chart- this shows the position of authority from the middle of the circle and the functions flow from the center.

WHAT IT SHOWS
An organizational chart should show the following : 1. Division of work into components 2. Who directs the work or the line authority 3. Nature of the work performed by the components 4. Grouping of components on the functional regional basis 5. Levels of management in terms of successive layers of superiors and subordinates.

BENEFITS PROVIDED BY AN ORGANIZATIONAL CHART


According to Davis and Filley when a chart is properly used it can provide the following: 1. It clarifies and defines the lines of responsibility and authority 2. It helps prevent organizational ills such as buckpassing and empire-building 3. It helps in developing sound procedures as it provides a visual aid. 4. It aids communication as it gives a picture of where decision-making is. 5. It promotes greater efficiency as it helps in maintaining

STEPS IN ORGANIZING
To perform this process, the following steps may be considered: 1. Distinguish clearly the various functions necessary to accomplish the action. 2. Group the functions into organizational units and eventually into economical and effective work assignment. 3. Provide in advance of the need the physical facilities and resources. 4. Find the qualified personnel who can perform the assigned responsibilities.

PRINCIPLES OF ORGANIZATION
1. Work specialization or division of work 2. Unit of command 3. Span of control 4. Homogenous assignment 5. Delegation of authority 6. Hierarchical or scalar principle 7. Line and staff principle 8. Division of labor 9. A short chain of command 10. Balance

With planning, setting the objectives and organizing, defining the social work units and their relationships, the agency still cannot meet its objectives unless there are personnel to do the job. Handling people is one of the most difficult and challenging tasks of the administrator. The staff personnel who actually do the work are the key factors in the efficient and effective delivery services. Getting the right kind of people, developing and motivating them are important in order to achieve objectives. The most important aspect of personnel administration is the development of people. OBJECTIVES: In short, the objectives may be stated as follows:
1.

To secure and develop adequate and efficient personnel aid management in accomplishing the goals of the organization. 2. To aid every personnel to develop and perform to the limit of his capacity recognizing his interests and competency.

To attain the objectives of staffing and the following process are involved: 1. Effective recruitment, selection, and hiring- every agency usually has a personnel policy and selection procedure. This involves first, a job description prepared after a job analysis has been done. According to Ray Johns, the job description should include: a) A description of the position, what the position is and to whom the person is responsible b) Duties and responsibilities c) Qualifications d) Relationships 2. Placement- once the applicant is hired it is assumed that he is the right person for the right job. 3. Orientation or induction and training it is the responsibility of the agency to give the employee the needed information in the form of orientation. Orientation or induction is the procedure for introducing the new worker to the agencys history, objectives, organization, and standard operating policies and procedures, rules and regulations, benefits, services etc. according to the rules and regulations implementing the labor code, book II, rule 1 training is defined s the systematic development of the attitude/ knowledge/ skills/ behavior pattern required for the adequate performance of a given task or job.

From this definition, Perfecto Sison gave the objectives of training as follows: 1. Productivity 2. Effectiveness on the present job 3. Qualification for a better job 4. Morale booster 4. PROMOTION- this refers to the advancement of a worker to a better job or position in terms of greater responsibilities more prestige, greater skills, and usually increase and salary. TRANSFER- this is the movement of the worker form one position to another with basically the same responsibilities and salary level. PERFORMANCE APPRAISAL OR RATING- this is the systematic, periodic inventory or appraisal of a persons characteristics, potentiality and performance through observation by a rater on a basis of a systematic and uniform performance standard or goals made by the employee and employer. WAGE AND SALARY ADMINISTRATION- the pay that the worker is an incentive to do his job well. Though a SW is expected to work because of his commitment to serve, he must himself survive, hence he works to earn a living.

5. 6.

7.

8. Discipline- this is the force that prompts an individual or group to observe rules, regulations and procedures that are deemed necessary to the attainment of the objectives. 9. Employee benefits and services- in addition to direct wages which the worker receives, a supplemental compensation or service is given by the agency which is called employees benefits or fringe benefits. 10.Turnover, separation, retirement- turnover refers to the shift and replacement of personnel. It may be due to separation, retirement, death and disability.

All workers of a social welfare agency must understand the personnel practices of their own agency. Even before one accepts the job, the worker should know exactly what are the job requirements, the benefits, etc. in order to avoid later misunderstandings. Some personnel manuals do not include all job descriptions. However, each employed should be given his or her own hob description. The following points are usually covered in a job description: 1. 2. 3. 4. 5. Job title Salary range Work hours General description of major responsibilities. Specific required responsibilities

6. Activities that employee may be called upon to perform in special circumstances or emergency. 7. Persons/position to whom the employee is directly accountable 8. Persons/ position to whom the employee is directly responsible for supervising and what tasks are involved 9. Educational and experiences requirements for the position 10.Recommended education, experience or skills for the position.

Directing is the process of implementing the total plan and bringing into being all necessary and available resources to achieve the objectives. It is a continuous task of making decisions and embodying them in specific and general orders and instructions. In short, directing is issuing instructions. Every instruction should possess these basic features according to Newman and Schatz. 1. Compliance should be reasonable 2. It should be complete as to what is to be done and when. 3. It should be clear to the person receiving it.

1. Setting up the major responsibilities, persons, units, branches. 2. Placing the jobs, responsibilities, and functions properly in an organizational pattern. 3. Issuing the directions, special assignments, and orders. 4. Controlling or directing closely by basic policies and plans.

Controlling may be defined according to Davis and Filley as to work of constraining, coordinating and regulating action in accordance with plans for the achievement of specified objectives. It involves establishment of standards, guides, or requirements as a basis of measuring and evaluating performance against objectives.

1. Setting standards at strategic points 2. Checking and reporting on performance 3. Getting feedback or information about the results of performance; and 4. Taking corrective action

1. Reporting 2. Setting deadlines 3. Inspection 4. Prior approval of projects

The common definition of coordinating is that it is the process of interrelating the various parts of the work of an agency so that it functions as a whole. It is process by which cooperation, agreement and understanding are secured to support common endeavor. It is also a process whereby a supervisor/ executive develops an orderly pattern of group effort among his subordinates and secures unity of action in the pursuit of the common purpose. It therefore calls for the effective leadership to assure coordination not only of the job or function but also of the personnels efforts. TYPES OF COORDINATION

1.

Coordination of thought- this has to do with the relationship between

2.

mental activities. The development of standards of thought and action is important since it aids in common understanding of the action to be taken. Coordination of action- this has to do with establishing harmonious relationship between physical activities. The proper training and sequence of physical activities are established.

FROMS OF COORDINATION
1. Perpendicular or vertical coordination- this is effected through the complement delegation of responsibility and the corresponding authority for the performance of every act from the largest to the smallest. The scalar principle of organization which extends from top to bottom with the authority coming from the top as well as maintaining responsibility for seeing that the job is done after it has been delegated is an example where vertical coordination is effected. 2. Horizontal coordination or cross-coordination - this refers to supervisors or executives on the same level coordinating and relating their activities or functions among themselves.

WAYS OF EFFECTIVE COORDINATION


Basically, coordination in an agency can be achieved if there is a cooperative environment. Cooperation is the key to effective coordination. Among the ways by which this can be achieved are the following: 1. Clear lines of authority and responsibility 2. Periodic reports 3. Effective communication system through the use of:
1. Committees 2. Staff meetings/conferences 3. Group decision- making techniques

CRITERIA OF SUCCESSFUL COORDINATION


1. It is not forced by autocratic direction but is fostered by leaders who understand the value of participative management. 2. It is timely and extends in a balanced organization and operates horizontally and vertically. 3. According to Mary Parker Fellet : 1. It must be continuous process 2. It must be directed between the persons immediately concerned. 3. It must start at the onset of the activity 4. Rensis Likert noted in his book on the human organization that there are conditions which should be met by an organization if it is to achieved a satisfactory solution by an organization to the coordination of functional problems. It must provide high levels of cooperative behavior between superiors and subordinates and especially among peers. Its members should have confidence and trust among themselves. It must have the organizational structure and the interaction skill required to solve differences and conflicts and to attain creative solutions

It must possess the capacity to exert influences and to create motivations and coordination without traditional forms of line authority. Its decision making process and superiors subordinate relationships must be as to enable a person to perform his job well and without hazard when he was two or more superiors.

COMMUNICATION
Davis and Filley say that communication is that phase of the managerial process that transmit ideas from one person to another for use in the performance of managerial functions, According to Albers communication is a two-way channel directed to all staff and/or board members for transmitting all appropriate agency tasks, goals and objectives which are to be met. Communication is therefore the vital link that unites executives, board members, employees and clients of an agency or program and establishes a liaison between the agency, the government representatives and the concerned members of the community

ESSENTIAL COMPONENTS OF COMMUNICATION


1. The source or sender 2. The message 3. The receiver- unless the receiver gets and understands the message, effective communication has not taken place.

According to Trecker there are six major purpose of administrative communication and they are as follows:
1. 2. 3. 4. 5. 6. To clarify what is to be done, how, and by whom To reinforce identity with agency purposes To transmit problems, suggestions, ideas To report progress To promote participation; and To promote social interchange or to provide recognition.

PURPOSE OF ADMINISTRATIVE COMMUNICATION

PATTERNS OF COMMUNICATION
Communication flow in an agency is greatly affected by its organizational structure. A government or public welfare agency, for example. Is a complex organization with its hierarchy and communication therefore is slow and incomplete. On the other hand a private welfare agency which is smaller and simpler in its structure will have a faster flow of communication. Whether it is a public or private agency there are always two patterns of communication, namely: 1. FORMAL COMMUNICATION- this means the rational, planned system of procedures by which information flows from the lines of authority as seen in the organizational chart. This may include not only downward communication but also upward and cross communication

2. INFORMAL COMMUNICATION- this means that communication does not follow channels of authority. Instead, it is channeled by the social contacts among the people in the agency and it is commonly known as the grapevine. Surprisingly the grapevine is fast in its distribution of news but it is in accurate in keeping the original facts straight.

METHODS FOR DELIVERING COMMUNICATION


There are several 1. ways of delivering 2. communication. 3. Whatever way it 4. maybe will depend on the urgency of 5. the message. Some 6. of the ways are as 7. follows: Telephone Face to face Special messenger Meetings Reports Letters Memos

CRITERIA FOR EFFECTIVE COMMUNICATION


Communication is meant to facilitate something and for it to be effective certain criteria must be considered. According to Trecker they are as follows: 1. 2. 3. The purpose of the communication must be clear and must be understood by the person making it and by the person receiving it. Both spoken and written material must be as clear as possible and subject to one and only one interpretation. Effective communication is a series of consistent acts. In other words, subsequent communication are consistently related to earlier communication and avoid the hazard of nullification. Good communication is adequate to accomplish its purpose; it is neither too much or nor too little; it has a sharp focus and is selective as to content. Good communication is timely in that thought is given to the timing at point of issue and the readiness on the part of the recipient. In good communication, thought is given to the channels to be utilized and to the distribution so that the right person will received the material.

4.

5. 6.

BUDGETING AND FINANCING


Budget- is a financial plan whether for an agency or a program. According to Malvin Gross a budget is a plan of action. It represents the organizations blueprint for the coming months or years expressed in monetary terms. Budgeting is one of the areas of financial administration with which an administrator must be concerned if he is to run the organization effectively. The main areas in financial administration are: 1. Securing of funds or income 2. Using the funds in accordance with the objectives of the organization or budgeting; and 3. Maintaining appropriate records of financial transactions or accounting and also auditing. ACCOUNTING- it is the art of recording, classifying, and summarizing in a significant manner and in terms of money transactions or events which are in part of a financial character and analyzing and interpreting the results thereof Recording includes making entries; classifying includes sorting mass of transactions in an orderly and systematic manner; summarizing means bringing together of accounting data in form that further this information. AUDITING- is the state of making an audit or an examination of some or all of the following: documents, records, reports, system of mutual control, accounting procedures, and other evidences for one or more of the following purposes: To

1.

Determine the propriety, legality, and mathematical accuracy of proposed or consummated transaction:

2. Ascertain whether all transactions have been recorded;

3. Determine whether transactions are accurately reflected in the accounts and in the statements drawn, therefore in accordance with accepted accounting procedures. Financing- may be defined as the allocation of an organizational/ agencys liquid assets to assure their most productive use in other words, the limited supply of capital available to an organization must, if the agency is going to be successful, be used in a way in which it can do the most good in terms of probability.

Funds required by the government agencies come from the taxes of the people. Those required by non- government or voluntary agencies to administer and deliver their services come mainly from the following sources: 1. Fees for services 2. Membership dues 3. Investment earnings 4. Use of capital resources 5. Sale of goods and publications; other grassroots fund raising efforts 6. Bequests; private foundations 7. Tax funds or government grants 8. Grants or contracts for services 9. Donor contributions

FINANCIAL RECORD
This is an ongoing record of what the agency has spent on what and how well it is staying within its budget. The agencys bookkeeper or accountant enters into this ongoing record or ledger book all receipts, cancelled checks and other necessary documents or papers showing what has been spent. All social workers who are working on a program must periodically check with the bookkeeper or accountant to see how the money for that program is being spent.

FINANCIAL CONTROL
In most agencies a set of procedures for purchase is followed in addition to keeping a ledger book on expenses. The usual practice is for the worker to fill out a purchase order in several copies (quadruplicate). One copy is for the supervisor of the program or the person who approves the expenditures, one of the bookkeeper, one for the merchant from whom the social worker will buy and the last copy is for the worker. While this practice may seem too bureaucratic it is actually helping the worker to run program smoothly.

STEPS IN PREPARATION
Budget preparation to be effective must be a joint effort of many people. A well conceived budget should follow the following basic steps: 1. Developing a statement of goals and objectives 2. Writing a plan of action 3. Setting up a chart of accounts
1. Estimating the cost of each objective or goal listed before. This process should be done in detail. 2. Estimate the expected income of the agency 3. Comparing the total expected income with the expense of achieving the goals or objectives.

OTHER PHASES OF BUDGETING


After the budget has been prepared the next phase which the administrator has to deal with is to submit it for a hearing to the appropriate body for ratification and authorization. In the case of the public agency in the Philippines it is the Batasang Pambansa of if it is a private agency, It is a private agency, Ii is board of directors or the general membership of the organization.

THE PBBS
Another method of budgeting has been recently borrowed from industry and developed by the U.S. federal government. This is the program, planning, budgeting system (PPBS). PBBS is a management tool to help focus on the main goals of the agency. PBBS comprises the four basic programming elements which are: (1) system, (2) planning. (3) programming; and (4) budgeting. According to Arthur smithies, this system involves classifying expenditures based on an analysis of objectives and resources and the interrelations among them, and are taken into account to achieved a coherent and comprehensive program of action this approach is a tool which can help the administrator since according to Greenberg it starts with the assumption that an organization rarely finds its resources adequate to finance all of the valid programs which are urgently needed

He continues that the elements in the basic operation of PBBS include: 1. Keeping an eye on the end product 2. Taking a long- range view, looking five or even ten years in the future- rather than just year to year review. 3. Identifying alternative courses of action- and if none exists, inventing some. 4. Analyzing in terms of both its contributions towards achieving the end product and its costs; 5. Keeping tabs on what is happening in the system and Being flexible.

COST- BENEFIT ANALYSIS


When the budget is prepared it is done the light of the agencys objectives or goals. The administrator who wishes to know and evaluate the extent to which the budget is achieving its objectives may use the costbenefit method. Levine says that costbenefit means the relationship of the resources required or the cost- to attain certain goals or the benefits.

FACTORS OF AN IDEAL BUDGET


1. It is comprehensive- it includes all planned expenditures and all estimated income. 2. It is clear and easily understood 3. It Is flexible 4. It is workable 5. It is accurate and realistic.

RECORDING AND REPORTING


Records has been defined as an account in written or other permanent form serving as a memorial or authentic evidence of fact or event. Report means to make or give an account of, often formally. reports are based on accurate records, research and investigation Recording- every worker has a responsibility for record keeping of which there are various forms the variation is related to the agencys purposes and the particular problem of the clientele according to Margaret Schubert. Record are the basis for reports. It is not enough to keep the records. What is more important is to make accurate records. Recording is used for many different purposes, for teaching and for research.

Reporting as a process of management is broadly interpreted as a process of communication. It is not only a two-way flow of information upward and downward but also outward, across and around The key purposes of reporting are: 1. For upward and outward purposes, to report the progress, future needs and plans and account for ones performance and justification of a program. The report upward is also meant for executive control and planning. 2. For downward purposes, reports are made to inform the workers about policies, programs, resources, procedures and other matters affecting the operations of the organization.

REPORTING

1. Subject Matter Reports- finance, personnel, program, project, research. Client service reports Program, project or research reports Personnel reports Financial reports

CLASSIFICATION OF REPORTS

2. Time Interval Reports- many subject matter reports are submitted on a present time interval such as daily, weekly, monthly, quarterly, semi- annually or annually. 3. Interim and Miscellaneous Reports- memoranda are used within an agency to inform staff and executive of activities and as reminders. The miscellaneous reports includes:
progress reports Improvement reports Recommendation reports

PREPARING AN AGENCY REPORT


According to Gallagher there are Introduction basically ten steps involved in Body preparing a report. They are: Appendix 1. Stating the problem 8. Preparing the draft 2. Defining the scope of the problem 9. Editing the first draft 3. Planning the methods for obtaining 10. Publishing the report relevant information. 4. Collecting the information 5. Analyzing the information 6. Forming the conclusion (s) 7. Organizing the report Summary Purpose and scope Conclusion Recommendation

CHARACTERISTICS OF AN EFFECTIVE WRITTEN REPORT


1. Clear 7. Comparative 2. Pertinent 8. Properly classified 3. Brief but complete 9. Attractive in format 4. Current 5. Accurate 10.Objective 6. Informative 11.Presented on schedule/ time 12.Dated and signed

PUBLIC RELATIONS
Organized public relations practice is the continuing effort to effect a harmonious adjustment between an institution and its public. Experience has taught that adjustment requires, among other things, a two- way exchanged of opinions and information which can result in mutual understanding and mutual interests. This free- flowing interchanged of ideas and information requires planned effective communication.

Public relations, as an organized program, includes: 1. Facilitating and evaluating a free flow of opinions, attitudes, ideas and reactions from all persons, however far removed or remotely affected, concerned with the acts and policies of an organization. 2. Bringing these attitudes, opinions, ideas, and recreations to bear on the policies and programs of an organization makes it possible for the organizations to chart a course that will serve the mutual interests of all concerned. 3. Explaining and dramatizing the chosen course to all those who may be affected and whose support is essential to the success of the organization served by the practitioner.

DEFINITIONS
Public relations is the management function which evaluates public attitudes, identifies the policies and procedures of an individual or an organization with the public interest, and executes a program of action to earn public understanding and acceptance.

PUBLIC RELATIONS
The work of welfare, health, and religious agencies is societys response to the consequences of its social disorganization. Social welfare work is the affirmative to the question: am I my brothers keeper? the humanitarian urge to give aid and comfort to those needing it is deep within us all. Social work is in the process of maturing into a professional calling. Harold P. levy has pointed out these specific tasks in the field of social work: 1. The responsibility of creating good public relations will soon be considered as an obligation on the part of an agency or institution serving the people.

2. It can be demonstrated that good public relations is financially profitable- that an effective public relations pays off. 3. Every social agency, like every business and industry, has a job to do to cultivate understanding and goodwill at home- among staff and board members as well as outside the agency. 4. It is within the power of social workers and boards of directors of social agencies to alter the course of negative thinking towards social welfare.

FUNCTIONS
Public relations is a function of management, it is more than just relations, and the public relations officer is often responsible to the board of directors. The function of public relations is to promote public understanding and acceptance of an agency and its services. The purpose is to ensure that the image or impression which the public carry of the agency is favorable one, so that ultimately there will be greater acceptance of the services of the agency.

QUALITIES OF A PUBLIC RELATIONS OFFICER


Integrity A sense of timing and good journalistic ability Good knowledge of media, e.g. television, exhibitions, press Ability to get along well with all sorts of people

DUTIES OF A PUBLIC RELATIONS OFFCER


1. Provides information about the agency, its programs and services, inquiries on matters affecting the agency, its policies, etc. 2. Dealing with al relations with the press and other public relations organizations. 3. Organization of visits to other agencies and exhibitions 4. Responsibility for house journal, i.e. internal agency newsletter or journal.

PUBLIC IMAGE
It is important that the agency should decide, as an important matter of policy, what type of public image it should project. To this end, all agency policies should reflect this overall policy of agency image. A basic public relations policy can be put forward to ensure that the public is influenced to react to the agency In the desired way. There are numbers of publics, e.g. stockholders, clientele, employees, suppliers and the government. The various publics can be influenced by good relations to regard the organization as: a) A good organization to work for, or invest in: b) An organization, whose services can be given with confidence and reliability .

THE EXECUTIVE AS PUBLIC RELATIONS OFFICER


Agencies are not self- contained units but are linked to their environment, and an executive holds a position which places him in a particular relationship to the outside world, whether this can be conceived of as agencys immediate setting or the local community. On a variety of occasion, the executive is the agencys official representative, as a member of the coordinating committee for example, or in formal contracts with the executives of other agencies. But in addition to performing the specific task in hand, he is also giving expression to a relationship between his own agency and those with whom he is carrying out its business. No agency functions in isolation. It is at the center of a series of concentric circles, representing the elements in the community with which it must maintain a live relationship if it is to do its job. First, it must establish its identity and its functions in relation to other organizations Second, an agency must establish its identity in relation to clients- actual potential Third, an agencys identity needs to be established in the community.

EVALUATION AND RESEARCH


All social institutions or subsystems, whether medical, educational, religious, economic, or political, are required to provide proof of their legitimacy and effectiveness in order to justify societys continued support. Both demand for and acceptable proof will depend largely upon the nature of the relationship between the social institution and the public. Wholey points out that evaluation ha several distinguishing characteristics relating to focus, methodology, and function. The following operational definition clarifies these characteristics. Evaluation: 1. Assesses the effectiveness of an on-going program in achieving its objectives; 2. Relies on the principles of research design to distinguish a programs effects from those of others working in a situation. 3. Aims at programs improvement through a modification of current operations. 4. Thus the function of evaluation is to provide feedback from results to effect organizational decisions. T is the activity that links program operations to planning and programming, and its findings can be used to modify current operations and to plan future programs and policies.

REASONS FOR EVALUATIONS


The key reasons for evaluation are as follows: 1. Evaluation is essential to ascertain the extent to which the objectives of the agency are being achieved. 2. Critical evaluation is an objective and systematic means of improving a service. 3. Evaluation insures the flexibility essential to the continuous re- orientation of a service to the changing needs of persons In a changing societal setting. 4. Evaluation is a form of social accountability required by all funding sources and the taxpayer or contributor at large.

EVALUATING A HUMAN SERVICE PROGRAM


Before discussing the types of evaluation used in a human service program, a distinction should be made between such a program and a human service project. A human service program is defined as a subdivision of the agency which has administrative direction to accomplish a prescribed set of objectives through the conduct of specified activities. For instance, in a welfare agency there would probably be a child welfare agency there would probably be a child welfare program and a material aid (food) program.

EVALUATION RESEARCH
There are differences of opinion as to the precise boundaries of the field evaluation research. From one perspective, any information obtained by any means on either the conduct or outcome of interventions, treatments, or social change programs is considered to be evaluation. This definition is so broad, however, that it does not usefully described the current boundaries of the field. Under such a broad definition, one could include the following application of common sense judgments: it has been observed that the large numbers of school children do not bring food for lunch. School lunch programs have been initiated to provide food for the children to eat at school. The latter fact can become a common sense evaluation leading to the conclusion that the program is effective improving the nutritional status of the children involved. Another type of judgment often referred to as evaluation consist of assessments of whether certain activities, treatments, and interventions are in conformity with generally accepted professional standards.

TYPES OF EVLUATION
Essentially, there are four sets of questions that one is concerned with In doing evaluations, corresponding to the four types of evaluation activities: 1. PROGRAM PLANNING QUESTIONS : What is the extent and distribution of the target population? Is the program designed in conformity with its intended goals, and are chances of successful implementation maximized? PROGRAM MONITORING QUESTIONS: Is the program reaching the persons, households, or other target units to which it is addressed? Is the program providing the resources, services, or other benefits that were intended in the project design? IMPACT ASSESSMENT QUESTIONS: Is the program effective in achieving its intended goals? Can the results of the program be explained by some alternative process that does not include the program? Is the program having some effects that were not intended? ECONOMIC EFFICIENCY QUESTIONS: What are the costs to deliver services and benefits to program participants? is the program an effective use of resources compared with alternative uses of the resources?

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