Age Concern Lancashire, Day Centre for Older Adults - Case Study Example

Age Concern Lancashire, Day Centre for Older Adults Recent environmental occurrences and global demographic changes will lead to a larger number of older people. These people will present more complicated health care and social needs as they live longer with chronic illnesses. Furthermore, most vulnerable populations with multiple complex problems are not well served by current human service delivery systems. (Hatfield, 1999) Human service organisations aspire to address personal and social growth and development in the communities they serve. Their goal is to improve the lives and functioning of individuals they serve within their families and communities. However, these organisations must be able to respond to increasing client complexity and diversity within a rapidly changing global environment (Menefee, 1997). An example of such organisation is Age Concern Lancashire. Welfare Context Age Concern Lancashire is a not-for-profit charity organisation that works for the rights and well-being of older people in the society. It works in the social well-being and health sector of the community. The vision of the organisation is to create an inclusive society where older people are respected, valued, supported and empowered. It aims to make a positive difference to the lives of older people and make their life's experiences more fulfilling and enjoyable. The organisation has set several strategic objectives for social welfare of the aged. The objectives include developing and promoting health and well-being, community involvement and information dissemination. Furthermore, the organisation has set several priorities for the organisation. The priorities include quality service, effective influencing and effective infrastructures. The organisation works with older people over the age of 50 years in Lancashire County. It has services in Burnley, Chorley, Fylde, Lancaster, Pendle, Ribble Valley, Rosendale, West Lancashire and Wyre. At the end of 2008, Age Concern Lancashire has served 33,000 older people through direct services, information and insurance products. Age Concern Lancashire is a dominant contributor in the social welfare and health care of older people in the community it operates in. It is considered as the leading deliverer of appropriate, responsive and quality service in the care of older people. Policies Age Concern Lancashire's Day Centres have implemented Day Care standards that are in line with the national care standards. The organisation is also actively involved in the review of day services together with the Lancashire county council. In response to the council, the organisation has undertaken improvement plans for services that focus on the provisions for more innovative health and well being policies. The policies include providing day care for physically and mentally frail older people. People with Alzheimer's and other forms of dementia were given special days. Age Concern Lancashire services also focus on support in the homes of individual older people as well as in communities. In relation to this, the organisation has provided 364 places for day cares. In the hopes of providing quality service, Age Concern Lancashire has successfully completed a quality manual for ISO 9001:2000. It was recently certified and registered as a quality managed firm. ISO 9001:2000 is an international standard that gives requirements for the organisation's quality management system. If properly implemented, it will provide confidence that the organisation can consistently provide services that meet the needs and expectations of customers and comply with regulations. (European Committee for Standardization, 2000) It has planned to undertake ISO 14000 for sustainable development. In order to influence policy-makers in the county as well as district level, Age Concern Lancashire's senior management has positions on the Lancashire Partnership and Local Strategic Partnerships where the organisation provides direct services and contributions. The organisation also contributed to planning and plays an active part in the delivery of Local Area Agreement. It has championed the needs of older people especially during reviews of Community Strategies on county and district levels. Management Structure The social work literature about human service delivery has begun to speak to the need for organizations and their staff to collaborate with other organizations, disciplines, and the community in order to reduce service duplication and provide the most efficient and effective care to persons in need. (Bailey & Koney, 1996) In the past, a bureaucratic or rule-oriented mode of administration was dominant among organisations. Bureaucratic systems led to a more individualistic, clinical orientation with clients. It did not take into consideration the external environmental factors that affect the organisation and communities. It is extremely challenging to develop collaborative relationships within the community or to operate from a more holistic perspective. (Butcher, 2002) Agencies characterised by bureaucratic structures are less able to engage in client-centred service delivery, and their staff tend to be unsatisfied with their work (Carey, 2003). Age Concern Lancashire has already evolved from bureaucratic structures into a new public management structure. It has recast its organisational structure in the image of the business and corporate world. (Newman, 2000) Age Concern Lancashire is an unincorporated charity organisation. It is governed by a Board of Trustees with the Chairperson as the head. The operations of the organisation are led by a Chief Officer. The senior management team is made up of business development manager, divisional managers, finance manager and health & safety/volunteer policy/training manager. The middle management team is composed of area managers, day care manager, deputy finance manager and an office coordinator. The management structure is best illustrated in the organisational chart below. It follows a hierarchical structure with functional departments. Functional structure is an organisational structure in which positions are grouped according to their main functional or specialised area (McShane, 2001). This type of structure attains efficient use of resources, in-depth skill specialization and development, and has top manager direction and control. It has high-quality problem solving processes, excellent coordination with functions, and provides career growth within functional departments. However, it may be slow in responding to external changes and decisions are delayed when it involves top management. (Daft & Marcic, 2008) The board of trustees has a core function of creating strategic developments of the whole organisation as well as identifying and assessing risks that would impact the organisation. They provide strategies to minimise transfer or manage the risk. They are also the last approvers in the decision-making process for future investments in projects, organisational management structure and preparation of financial statements in accordance with UK Accounting Standards. The board is responsible for the financial control within the organisation and safeguarding the assets. They also review financial procedures annually and evaluate comprehensive management accounts quarterly. The Chief Officer is the highest operations position of the organisation. The position is responsible for the implementation of different strategies created by the board. The position is also in charge of the overall performance management of the organisation. The Chief Officer also functions as a representative within the Local Strategies Partnership. The business development department focuses on raising funds through Charity Shops, arranging insurance, marketing and promotions, local community fundraising, legacy and donations, trust income and charges of service. The divisional managers are responsible for performance management and development of local community primary care services. They are supported by various area managers, who are responsible for implementing different services and projects. The health & safety/training manager has a major function of risk management in social care governance in order to ensure that the organisation does its best to provide a safe and effective service. It is crucial to work with other professionals and other agencies in the identification and the management of those risks. The position also has a role as an assessor for the national federation Quality Counts Standards as recognised by Charity Commission as well as for ISO 9001:2000 quality management system as certified by British Accreditation Bureau. The position is also responsible for the training and development of employees of the organisation. The core employees of Age Concern are carers. The position also heads the volunteering team. This team is responsible for addressing volunteer support and introducing volunteering opportunities to people in the community. The finance manager and the deputy are responsible for the internal control and disbursement of funds allocated to the organisation and different projects. They are accountable for the finance and economics of the organisation. They also conduct financial risk management. Based on the management structure of the Age Concern Lancashire, it is evident that the organisation operates business-like and is structured similar to profit oriented corporation. The management is concerned for efficiency and value of money. The organisation creates strategic objectives where performance is measured and evaluated, just like in the business world Studies found that collaboration, empowerment, and multiculturalism were not echoed in choices made by managers who were more focused on immediate crisis than on future planning (Hopkins & Hyde, 2002). At Age Concern Lancashire, organisational managers are chosen based on competency and not based on power, rank or status. These managers have an adequate theory guiding them to map for the future planning through the organisations training and development programs. The organisation recognises the importance of leadership models to social care. Leadership and expertise can be found at all levels of the organisation. The manager's learning lies firmly in the context of a learning organisation. The senior management sets out arrangements to ensure that the manager's learning is applied and influential throughout the organisation. (Senge, 1990). This is achieved through open communication system and group forums conducted in the organisation. Furthermore, the organisation has implemented formal structures in processing risk management, incident reporting, registration and regulation, training and learning, complaints, supervision and most of all recording. Human Resource It is a part of the strategic objectives of the organisation to develop and maintain an organisation with an effective infrastructure. This objective aims to meet the challenges that will provide opportunities and improve the well-being of older people. The organisation reviews the skills base of employees and recruits additional manpower to fill the identified gaps. The human infrastructure ensures delivery of maximum resources to older people. A performance management structure assures the success of services delivered and satisfaction of needs. The primary human resources of Age Concern Lancashire are the carers, case work support staffs, reception staffs. They are responsible for the execution of social welfare and health care services of the organisation. Other responsibilities include information and advice services for older people. The beliefs, ethics and values of the staff are important to the organisation. The culture creates an impact to which the staff will actually engage in collaborative efforts with the community and other organisations. When client needs are in conflict with organisational policies, staff increases attempts to address the client needs. (Rowe, Hoge, & Fisk, 1998) Age Concern Lancashire is also committed to involving volunteers in the work of the organisation's social welfare and health care services. Volunteers are important and valued assets to the organisation. They assist with the delivery of community based services. Some even support the raising of funds and incomes. Social workers and health carers in the organisation fulfil their mission as reformers to facilitate the provision of integrated social services, with particular attention to the needs of vulnerable populations and the increasing diversity of the environment. (Adams & Nelson, 1997) The Board of Trustees sets out an investment strategy to develop the infrastructure of the organisation in order to improve and increase the delivery of local services. The board is also considering an acquisition of a database management system that will provide more accurate data and impact assessments that will be more efficient to the needs of the organisation. Funding Arrangements Age Concern Lancashire is funded through different sources. These sources take account of funding initiatives from service contracts, fund-generating activities, voluntary income, and cash investments. More than half (55%) of the organisations income comes from service contracts. Service contracts are agreements with the community for the employment of the organisation's assistance to the older people. These funds are mostly arranged from main statutory funding bodies of the Lancashire county council and Primary Care Trusts for the organisation's adult and community services. Activities that generate funds represent 22% of the organisation's income. These activities include Charity Shops, commissions received, and other charitable activities. Charity Shops are the organisation's product of business development and innovativeness. It involves selling of some donated goods such as books, carrier bags and electrical merchandises. Commissions are received due to the organisation's involvement in trading of insurance, energy, financial and other products that are complementary and non-conflicting to the organisation's core competency. Voluntary income constitutes less than 20% of the whole funding arrangements of the organisation. Voluntary income includes donations, gifts and grants that are offered and bestowed to the charity organisation. The organisation explores the range of funding available from Trusts and has secured financial support from Triangle Trust Fund, Duchy of Lancaster Benevolent Fund, Rank Foundation and the Big Lottery Fund. Surplus funds not needed and not budgeted for immediate use are invested at the highest rate available at the market. This cash investment is equivalent to 3% of the organisations total funding arrangements. The funding arrangements and secured financial sources are stable, long-term funding base. These funds allow the Board of Trustees to strengthen the management structure, to invest on new community based projects, and create a sustainable social and health care services and initiatives. The funds are sufficient to deliver the quality of service demanded and meet performance indicators. As a matter of fact, the organisation has strategic plans of creating more day care centres and foot service centres. Age Concern has recently added the positions of divisional managers in order to enhance the management capacity and effectiveness. Age Concern Lancashire employs professional autonomy and managerial autonomy in the organisation. Professional autonomy refers to the independence of managers and trained staffs to carry out their social welfare and health care jobs. On the other hand, managerial autonomy covers financial or organisational decisions which are related to their work (Ferlie, Ashburner, Fitzegerald, & Pettigrow, 1996). In other words, managers have direct control over their financial budgets and needs. The NHS and Community Care Act indirectly implied bigger budgets and bigger roles for the social workers and managers. (Farrell & Morris, 2003) In county councils for example, budgets and funds are larger. Managers are much more accountable for the funds and must consider cases on the basis of priorities and needs. References Adams, P., & Nelson, K. (1997). Reclaiming community: An integrative approach to human services. Administration in Social Work , 21 (3), 67-81. Bailey, D., & Koney, M. (1996). Interorganizational community-based collaboratives: A strategic response to shape the social work agenda. Social Work , 41 (6), 602-611. Butcher, T. (2002). Delivering Welfare (2nd Edition ed.). Open University Press. Carey, M. (2003). Anatomy of a care manager. Work, employment and society , 17 (1), 121-135. Daft, R., & Marcic, D. (2008). Management: The New Workplace (6th Edition ed.). South Western, Australia: Cengage-Learning. European Committee for Standardization. (2000, December). International Standard 9001:2000. UK. Farrell, C., & Morris, J. (2003). The 'Neo-Bureaucratic State: Professional, Managers and Professional Managers in Schools, General Practices and Social Work. Organization Articles , 10 (1), 129-156. Ferlie, E., Ashburner, L., Fitzegerald, L., & Pettigrow, A. (1996). The New Public Management in Action. Oxford: Oxford University Press. Hatfield, A. B. (1999). Barriers to serving older adults with a psychiatric disability. Psychiatric Rehabilitation Journal , 22 (3), 270-276. Hopkins, K., & Hyde, C. (2002). The human service management dilemma: New expectations, chronic challenges, and old solutions. Administration in Social Work , 26 (3), 1-15. McShane, S. (2001). Organizational Behavior. New Jersey: McGraw-Hill. Menefee, D. (1997). Strategic administration of nonprofit human service organizations: A model for executive success in turbulent times. Administration in Social Work , 21 (2), 1-19. Newman, J. (2000). Beyond the New Public Management Modernising Public Services. In J. Clarke, S. Gewirtz, & McLaughlin, New Managerealism New Welfare (pp. 45-62). London: SAGE Publishing. Rowe, M., Hoge, M., & Fisk, D. (1998). Services for mentally ill homeless persons: Street-level integration. American Journal of Orthopsychiatry , 68 (3), 490-496. Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday. Read More