Financial Management in Human Services

Financial Management in Human Services discusses key issues in administering a social service program to help you run your program more efficiently and effectively. You'll find information on issues such as program goals and objectives, the limited role a program plays in clients' lives, the expectations placed upon social programs to alleviate social ills and the differences in productivity measurement as perceived by a program's funders and by the service providers whom the program employs. Chapters in Financial Management in Human Services cover the differences between profit and not-for-profit organizations that impact financial management; guidelines for developing a financial management framework; ways in which financial management is used in program planning, in service monitoring, in estimating service costs and unit costs, and in setting service priorities in years to come; four major administrative subsystems; details of the computerization of financial management; issues in computer implementation related to each of the four administrative subsystems.

Introduction	p. 1
The Need for Financial Management in Social Service Agencies	p. 1
Utilizing Financial Management	p. 3
Financial Management in Social Service Agencies	p. 9
History of Financial Management in Social Service Organizations	p. 9
Development of Financial Management Systems in Social Service Agencies	p. 12
Impact on Administrative Decisions and Operations	p. 13
Questions of Costs and Benefits	p. 17
Budgetary Modifications for Social Service Agencies	p. 21
A Framework for a Financial Management System	p. 25
FMS Supports for Administrative Decisions	p. 25
FMS Supports for Administrative Subsystems	p. 29
Summary	p. 37
The Fiscal Subsystem	p. 39
Purposes and Functions of the Fiscal Subsystem	p. 39
Accounting Principles and Methods	p. 39
Identifying Information Providers and Prospective Users	p. 43
Direct and Indirect Costs	p. 45
Budget Development Steps	p. 48
The Service Coordination Subsystem	p. 53
Management Control Through Service Coordination	p. 53
Scope of Management Control	p. 53
Performance in Service Delivery	p. 54
Costs of Service Coordination	p. 55
Costs of Benefits: Results	p. 59
Organizational Adaptation for Management Control	p. 60
Steps Toward Management Control Within the Same Organization and Among Organizations	p. 64
The Program Planning Subsystem	p. 67
Purposes and Functions of Program Planning	p. 67
Goal Assessment and Formation	p. 68
Capacity of an FMS to Support Program Planning	p. 69
Implementation of Program Planning	p. 72
Operationalization of Program Goals	p. 73
Goal Setting to Performance Standards Setting	p. 75
Steps Toward Corrective Actions in Program Planning	p. 76
The Program Evaluation Subsystem	p. 81
Purposes and Functions of Program Evaluation	p. 81
Measurement Issues for Program Success	p. 84
Factors Affecting Design and Measurement of Program Success and Costs	p. 87
Program Evaluation Design	p. 90
Program Development and Evaluative Criteria Issues	p. 90
Informational Needs and Types of Information Generated	p. 100
Corrective Actions by Administrators	p. 103
Computerization of the Financial Management System	p. 107
Data Management	p. 108
Information Management	p. 110
Applications and Exercises	p. 129
Organizational Health	p. 129
Tailoring the Financial Management System	p. 131
Administrative Support	p. 136
Computation of Unit Costs	p. 137
Computation of Program Costs	p. 143
Costs of Service Coordination	p. 144
Determination of Service Needs	p. 146
Program Planning	p. 147
Exercise in Computation of Direct Services	p. 153
Exercise in Computation of Staff Time on Each Type of Service	p. 154
Projected Budget to the End of the Year	p. 160
Evaluation of Programs	p. 164
Examination of Program Changes	p. 166
Bibliography	p. 169
Index	p. 173
Table of Contents provided by Syndetics. All Rights Reserved.

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Financial Management in Human Services

Summary

Table of Contents

Supplemental Materials