Neoliberal Managerialism and the Human Services

Neoliberalism emerged in the United States in the mid-1970s in response to the second economic crisis of the 20th century. Seeking to undo the New Deal enacted in response to the 1930s economic collapse, neoliberalism redistributes income upward and downsizes the state using tax cuts, budget cuts, privatization, devolution, and reducing the power of social movements. Privatization, a key neoliberal strategy, is typically understood as shifting responsibility for entitlement programs such as Social Security or Medicare from public to the private sector. Managerialism (i.e., the adoption of business principle and practices) refers to operationalization privatization within human service agencies. The growing dominance of managerialist productivity, accountability efficiency, and standardization has redefined the landscape of the human services The troubling impact on service provision, working conditions, and the well-being of human service workers leads us to ask if the social work mission will become a casualty of managerialism.

Partnerships between Agencies and Transportation Network Companies for Transportation-Disadvantage Populations: Benefits, Problems, and Challenges

Transportation network companies (TNCs), such as Uber and Lyft, offer a new mobility option to consumers. An increasing number of transit agencies work with TNCs, and different types of partnerships have formed. While these service models may serve the general population well, their implications for transportation-disadvantage populations, including older adults, individuals with disabilities, and low-income people, have not received enough attention. These populations are highly dependent on public transit services. Additionally, we have limited firsthand knowledge of challenges that hinder transit agencies and related human service agencies from building partnerships with TNCs. Can these agency/TNC partnerships accommodate the needs of transportation-disadvantage populations? This study explores these issues through a literature review and interviews with 16 related organizations in the State of Florida, where transportation-disadvantage populations are served through a coordinated system but the partnerships with TNCs are still limited. The paper first categorizes the existing agency/TNC partnership service models into three types and examines their benefits and problems in serving transportation-disadvantage populations. It then identifies different organizations’ perceptions of TNCs and the challenges for some agencies to work with TNCs. The general challenges include difficulty in estimating service demand, data sharing problems, hidden costs and staff efforts, training and safety issues, and the need of complementary vendors. The challenges specifically in rural areas are a lack of motivation and commitment among TNCs, affordability issues, and TNCs’ adaptation to the rural geography. These challenges in agency/TNC partnerships need to be addressed to serve the public better, including transportation-disadvantage populations.

Human Services workers’ experiences of rapidly moving to Telehealth

As a way of restricting the spread of COVID-19, methods of social distancing were instituted in most places that people gather, including workplaces. As such, human service agencies have implemented novel ways of delivering services to clients, with a common method being telehealth. For some practitioners this was unchartered waters and required rapid adaption to their everyday practice. I was interested to hear about their experiences and what useful learning came from it. I spoke, informally, with 13 people across four settings in a regional city in Victoria, asking them about the problems, positive changes and innovations that emerged. There were reports of challenges to overcome as well as benefits that may well become long-lasting. Practitioners adapted quickly and successfully to telehealth, with only minor problems that they managed to iron out quite quickly. They were mindful of people’s differing levels of capacity and access to technology and learned to be gentle and kind to themselves and others as they adapted. Some people came to realise that they like to work from home because it improves their work-life balance. Others, however, are keen to return to the workplace; highlighting the importance for flexibility based on individual circumstances. There was a strong sense of improved communication between agencies as they were better able to connect via telehealth compared with former in-person practices.

Learning from the Staff and Clients of Child Welfare Services

Chapter 5 of Practice Research in the Human Services: A University-Agency Partnership Model focuses on studies of child welfare practice in county human service agencies. An early multi-county project explored the tensions that arise in interprofessional relationships within the juvenile dependency system, using interviews and focus groups with legal and child welfare professionals, as well as foster youth and caregivers. A second project developed innovative qualitative data mining methods to examine an array of practice issues that included parental substance use, child trauma, and skillful social work practice with youth, using the case record documents created by child welfare workers as the data source. Practice research principles derived from the projects relate to the essential role of communications throughout the research process, the contrasting time frames that operate in agency and academic research settings, and the need for awareness of the potential for political sensitivity surrounding study findings.