A National Imperative: Joining Forces to Strengthen Human Services in America (Jan 2018)

Unfortunately, we are often unprepared for this conversation.” This isn’t surprising – preparing for such conversations is difficult. Unlike in the pharmaceutical industry, with its long history of mandated testing of drug and treatment efficacy, there has been relatively little research testing the efficacy and effectiveness of human services programs and treatments- especially when there are multiple interrelated issues. Moreover, it is inherently difficult to capture and measure outcomes for services that are highly people-oriented. In this regard, the leader of a private foundation remarked that it was “incredibly difficult to track an entire family” over the years to determine the long-term effects. Benefits may surface years later, in different jurisdictions, and in ways not easily tracked back to the original programs.

ROADBLOCK: HUMAN SERVICES CBO TALENT AND TECHNOLOGY LIMITATIONS

CHALLENGE #8 Human capital

Attracting, developing and retaining the required staff and leadership is a key part of how human services CBOs can achieve better outcomes and realize their transformational potential. In the National Imperative survey, both public sector agencies and human services CBOs rated “difficulty maintaining talent” as the second largest challenge facing the secto (after financial stress). Current funding levels simply do not reflect the costs of providing competitive salaries and benefits. These talent difficulties impact management and service delivery positions. By 2025, for example, the Health Resources and Services Administration predicts that there will be a shortage of 20,000 – 50,000 mental health and substance abuse social workers, a shortage of up to 20,000 psychiatrists, and a shortage of up to 60,000 clinical, counseling, and school psychologists. 25  Undercompensating and overstretching staff can create a talent “doom loop” for the sector: it’s difficult to attract new staff; the inability to attract new staff further stresses existing staff and results in higher turnover; higher turnover erodes “institutional memory” and adversely impacts organizations’ long-term financial “We’ve essentially become a training ground for hospitals in the area. Get your feet wet with us, and then jump ship for a hospital where you get paid more and work less. Who wouldn’t take that deal, really?”

– Human Services CBO CEO, California

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