The Symposium on Scarcity Client and Organizational Comparisons The - - PowerPoint PPT Presentation

Frederick Richmond The Center for Applied Management Practices (717) 730-3705 frichmond@appliedmgt.com www.appliedmgt.com

The Symposium on Scarcity Client and Organizational Comparisons

The Studio Loft at Ellie Caulkins Opera House Denver, Colorado 80202 August 24th and 25th, 2016

Income/Revenue

Clients-Benefits/Income from third parties.

 TANF, SNAP, Medicaid/Medicare/CHP, LIHEAP,

WIC, MCH, CSBG, CDBG, Weatherization, Section 8, Public Housing, Child Care, Other.

 Time limited, must meet specific eligibility

requirements.

 Funds are restricted or programmatic. No

free cash.

 Client requests a specific benefit(s).

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Income/Revenue

Organizations-Income/Revenue usually from third parties.

 Administrative fees obtained for providing

CSBG, CDBG, LIHEAP, etc.

 Time limited, qualifications for public and

private grants.

 Funds are programmatic or restricted. No

free cash.

 Organization goes after the grant(s).

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Seeking/Applying for Resources

Client-Comes to organization usually as a last

• resort. Does not necessarily want to be there.

Applies for benefits. Dependent on organization’s direct and/or

referral services. Lives on the subsidized benefit.

Rarely have their own resources or source(s)

• f income.

Lives day-to-day. For most clients, ongoing need for benefits or

income.

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Seeking/Applying for Resources

Organization-Applies for grant funds as the only

• r last resort. Executive Director primarily role

is to seek funds.

Applies for resources. Dependent on other organizations for

• funding. Lives on the grant or other public

and private third party funding.

 Rarely have their own resources or sources of

income.

 Lives year-to-year.  Ongoing need, always looking for the next

grant.

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Wages/Salaries/Benefits-Clients

 Many clients have significant income

equivalents or “unearned income” greater than the Colorado minimum wage of $8.31/hour.

 Many clients have significant income

equivalents or “unearned income” closer to a living wage defined as 200% of poverty or $20.68/hour.

 Clients frequently do not recognize the

economic value of subsidized benefits as an “unearned” source of income.

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

2016 HHS Poverty Guidelines with Hourly Wage Calculations

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Cliff Effect-Sample Programs, Income Eligibility and Value of Subsidized Benefits

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Wages/Salaries/Benefits-Organizational Staff

 Staff salaries are likely less than 200% of poverty

• r $20.68/hour for a single wage earner in a

family of three.

 Staff often do not recognize the economic value

• f subsidized benefits provided to the clients.

They may only be providing a specific service and do not have an overall “picture” of the entire benefit package.

 Staff frequently state that their clients are better

• ff than they are.

 Agencies have staff that are also clients; eligible

and receive benefits while working at the agency.

 Some staff may have been former clients. Some

staff become clients when they recognize the value of subsidized benefits.

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Effects on Health-Clients

 Low-income clients are at greater risk of

physical and mental illness and seek treatment further along the illness process.

 Mental stress of being poor is a major reason

that low-income people are more likely to have high blood pressure, cholesterol, and become

• bese or diabetic, since long-term stress

creates hormones that compromise the immune system and promote weight gain.

 Low-income people are more likely to smoke

and have less access to fresh food.

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Effects on Organizations-Staff

Social Service workers and truck drivers are least likely to meet the seven ideal metrics of heart health:

 1.Refraining from smoking, 2.Physically active,

3.Normal blood pressure, 4.Normal blood glucose, 5.Ideal weight, 6.Registered normal cholesterol, 7. Healthy diet. A study published in 2016 by the Center for Disease Control followed 66,000 employees in 22 occupations and 21 states:

 3.5% of all workers met all seven metrics. Meeting

6/7 metrics is associated with less likelihood from dying of heart disease.

 9.6% of workers only met 2 or fewer metrics, but

14.6% of social service workers met 2 or fewer metrics.

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Client Behavior

 Element of a crisis. Obtain services to achieve

stability and reduce or eliminate crises.

 Set goals, establish a plan, self-manage,

implement the plan and document progress on achieving results or outcomes.

 Become less dependent and more self-

sufficient.

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Organizational Behavior-P1

 Frequently in “firefighter” mode; element of a

• crisis. Unsure of on-going funding, staff unsure if

they have on-going employment.

 Obtain on-going resources to achieve

• rganizational stability, reduce or eliminate crises

and have sufficient resources to provide services and meet clients needs.

 Create a Strategic Plan for short and long goals.

Have an Operational Plan for daily service delivery.

 Link services and outcomes to the budget and

share this information with all staff.

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Organizational Behavior-P2

 Ensure that the Strategic Plan and the

• rganization is information driven.

 Document the service delivery process.  Document the expected results/outcomes for

programs and clients.

 Proactively “market” the organization's results

• r outcomes to the community.

 Proactively “market” the organization's results

• r outcomes to existing and prospective

funders.

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com

Organizational Assessment-Answer These Questions

Carter-Richmond Methodology

• 1. How many clients are you serving?
• 2. Who are they?
• 3. What services do you give them?
• 4. What does it cost?
• 5. What does it cost per service delivered?
• 6. What happens to the clients as a result of the service?
• 7. What does it cost per outcome?
• 8. What is the value of a successful outcome?
• 9. What is the return on investment?

Frederick Richmond, The Symposium on Scarcity, Denver, CO, 8/24/16, frichmond@appliedmgt.com