Symposium on training and development in the health and human services sector.
Subject: Employee training (Conferences, meetings and seminars)
Social service (Conferences, meetings and seminars)
Health care industry (Conferences, meetings and seminars)
Professional development (Conferences, meetings and seminars)
Author: Tietje, Louis
Pub Date: 06/22/2011
Publication: Name: Journal of Health and Human Services Administration Publisher: Southern Public Administration Education Foundation, Inc. Audience: Academic Format: Magazine/Journal Subject: Government; Health Copyright: COPYRIGHT 2011 Southern Public Administration Education Foundation, Inc. ISSN: 1079-3739
Issue: Date: Summer, 2011 Source Volume: 34 Source Issue: 1
Topic: Computer Subject: Health care industry
Product: Product Code: 7392400 Personnel Training & Consulting; 9918510 Employee Training; 9105130 Social Service Support Programs NAICS Code: 541612 Human Resources and Executive Search Consulting Services; 92313 Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs) SIC Code: 8000 HEALTH SERVICES
Geographic: Geographic Scope: United States Geographic Code: 1USA United States
Accession Number: 304050542
Full Text: INTRODUCTION

The articles in this symposium and volume examine various aspects of education, training, and development in the health and human services sector. The authors conducted research and proposed or implemented initiatives for change with a diverse set of constituencies. These include K-12 students in a New York City community, healthcare managers in Florida, health and human services personnel in New Jersey, and government human resource managers.

This symposium supports the mission and purpose of JHHSA's sponsoring organization, ASPA's national section on Health and Human Services Administration (SHHSA). SHHSA's mission spans the broad areas of health, aging, social services, and other human services programs across the spectrum of government, for-profit and non-profit community and related associations.

Dodd and Bowen researched the need for and implemented an after-school program in a West Bronx community of New York City. Their initiative, using the 21st Century Community Learning Center or 21st CCLC model, contained academic and social components including training and collaborative activities with all after-school stakeholders (families, students, and teachers). They report on the successes and limitations of their program. Many of the limitations are related to the unique challenges presented by constituencies of an urban community.

Gumus, Borkowski, Deckard, and Martel researched healthcare management practitioners in Florida. They surveyed professional associations in the state to assess managerial value and support of professional development. They found that certification by professional organizations is a key credential for upward mobility. They also discovered that healthcare managers value and pursue certification without employer reimbursement of associated expenses. The premise of their study is that probable changes in the US healthcare system require continuous professional and organizational growth. They also found that healthcare managers must update their knowledge, skills and competencies. Healthcare organizations that support continuous learning will be rewarded with improved organizational performance.

Hewitt, Polansky, Day, Field, and Moore report on the successful dissemination in 21 counties of New Jersey of an Aging and Disability Resource Centers (ADRC) algorithm and client pathway for the aged and disabled. Fourteen separate core functions necessary for lifespan activities were aligned. They explain how a training academy facilitated the adoption of new health service delivery products and processes by state and county health and human services personnel. The authors discuss reduction of barriers to training and the facilitation of the acceptance of new protocols and processes. They also discuss implications for the training of health and human services personnel. The success of their initiative supports the feasibility of standardizing service delivery for the aging population.

Kochanowski's literature-based proposal is designed to address a serious but under-reported problem: the replacement of government retirees with new workers who have similar competencies. This problem is historically unique because of the high level of senior civil servant retirement in the coming years. Limited by civil service requirements, government organizations will struggle to maintain the knowledge base of previous processes and results while promoting people who are truly interested in leading. The difficulty is that upcoming generations of public sector workers do not share the same motivation and workplace characteristics of current civil servants. Government personnel systems are mostly inflexible and retention methods discourage retention planning. Kochanowski proposes a five-phased human capital management system, using some of the best practices found in both public and private sector organizations, to solve the problem of replacing government retirees with competent successors.

Louis Tietje

Metropolitan College of New York
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