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Identification of the Social Problem
A significant percentage of the world population faces poverty or homelessness, which creates a major social issue. One-quarter of the world’s population, according to Habitat for Humanity, resides in conditions that endanger their health and safety (40 facts about Habitat and housing, 2018). Many people lack shelter, which is a basic human need for survival. The ongoing poverty crisis and homelessness have been exacerbated by a shortage of affordable housing and the restricted scope of housing assistance programs.
Lack of jobs and a reduction in available public assistance are two of the leading causes of this social issue. Jobs are hard to come by in the current economy, with unemployment rates staying high (Mago et al., 2013). Even if people are able to find employment, this does not guarantee that they will be able to avoid poverty. Furthermore, the decreasing importance and availability of public assistance is a contributing factor to rising poverty and homelessness, with many families leaving welfare unable to meet basic needs as a result of lost benefits, low wages, and insecure jobs. Inability to afford health care, addiction, mental issues, abuse is also significant factors that can lead to homelessness.
The primary causes of homelessness and poverty are integrally related. Furthermore, deprivation often leads to a failure to pay for housing and, as a result, homelessness. Poor people are the most vulnerable to being homeless, and population groups who are more disadvantaged are also more likely to become destitute. The number of homeless people in the United States exceeds 500,000 per year, being one of the few widely visible and public indicators of millions of Americans falling into poverty (Homeless people in the U.S. 2007-2018 | Statista, 2018).
Organization Outline
Services
There is a severe shortage of services for the poor and homeless, especially in smaller towns. For that reason, there is a vital need to develop organizations that are specifically targeted to end poverty and provide shelter to homeless people in smaller cities, which are often neglected. The name of an organization that will help disadvantaged people in towns of less than 300,000 inhabitants Is Non-Return. The mission statement “Non-Return is aimed to provide disadvantaged people with opportunities and essential needs to start a new life without poverty, and further support them.”
Non-Return will be an organization providing help to the people in poverty and homeless people. Primary services will include: providing shelter, temporary housing, supply with vital things (food, hygiene products, clothing), mental help, mentoring for finding a path to start recovering from this social issue. Housing alone is frequently insufficient to end homelessness in the absence of social services. Non-Return will include a variety of outstanding social programs, ranging from assisting homeless children to providing transportation to providing comprehensive work training assistance to homeless veterans, with the ultimate aim of ending homelessness in America.
The target group is people below the average income, families that faced a sudden loss of finances, homeless people, people who cannot find employment. Our services will not only provide the chosen population with the necessary equipment to live and have shelter but will also provide further help to establish themselves and start a new life: find a job, housing in order not to return to the previous life in poverty.
We imagine a world in which everyone has a home that is clean, secure, affordable, and readily available. We are dedicated to bringing about the requisite structural and behavioral improvements to prevent and end homelessness. The locality is at the heart of what we do, with alliances within a community or county transforming lives. Non-Return makes this possible by cultivating and assisting individuals who work to alleviate poverty and homelessness in their own communities.
Recruitment
Non Return is initially a volunteer-based organization that unites people who care about their community helping other disadvantaged families. Volunteers will be the organization’s driving force contributing from delivering meals to helping in charitable activities to offering financial literacy instruction and temporary housing. Everyone will find something to their liking! All volunteers will be recruited based on the individual interviews, which will determine their expectations, intentions, and the extent to which they are willing to contribute to NNon-Return Additionally, we will accept donations in the form of food, clothing, essential products, finances. The qualifications will include a recommendation from the community to ensure that the person is open to help and willing to be involved in the neighborhood of Non-Return.
Other staff will include educators, psychologists, who will work on a payment basis, providing exceptional consulting to the families facing poverty and homelessness. They will host educational seminars and consultations to help the members of Non-Return to get back on track with a good life. These experts will be hired based on the recommendations, interview, and a trial period that will evaluate their effectiveness in working with the people in need. Such a rigorous process of recruitment is based on the fact that not all people are able to effectively communicate with disadvantaged people and find an individual approach to help. The qualifications for the educators and psychologists include a degree from the university, recommendation, a valid advanced professional license, capacity to remain objective and experienced in all areas of job function. and previous experience of working in similar circumstances.
Human resources (HR) practitioners are in charge of strategically handling workers within a company while adhering to laws governing employee rights and employer responsibilities. Non-Return will conduct business in accordance with Equal Employment Opportunity (EEO) regulations, which prohibit discrimination in the workplace (U.S. DEPARTMENT OF LABOR, n.d.). These protected groups of people will be secure if these laws are followed. Wage and Hour Laws are critical to our actions. These laws are followed by any employee who is employed and works for the company.
Rewarding
Funding is a major issue for non-profit organizations; however, it must not reflect on its staff and volunteers. It is vital to encourage the people involved in the company with rewards to motivate their further interest within the team and an initiative. No matter how driven by the cause No Return tam is, we believe it is vital to thank them and show appreciation for the work they have done in order to improve the community.
Recognition initiatives, skip-level meetings, structured mentorship programs, and cultivating a community of empowerment and trust will all benefit our non-profit organization. Offering “rewards” for doing the right thing, speaking up because they know they’ll be heard, and progressing professionally and personally (Antunes, 2012). Such an undertaking is inexpensive, and the return on investment can be enormous. We will make it our priority to retain the people we hire, which requires effort in corporate culture.
Employees at non-profit organizations enjoy being remembered for significant anniversaries, and recognition programs are a perfect way to recognize and reward these milestones. Employee recognition packages are a great way to show your appreciation for them. Managers present the employee with the appreciation award package on or around their anniversary to thank them for their commitment and continued loyalty to the company.
The atmosphere inside the company also significantly affects staff satisfaction. Events, team-buildings, and training are an effective way not only to build up a corporate culture but also to retain and reward employees for their relentless work under challenging circumstances. Organizing events for staff to enjoy is a great way to reward workers and show appreciation for their dedication to the company (Antunes, 2012). Having an appreciation dinner after each company milestone is one example of such an initiative. Each employee would receive gifts and greeting cards from the organization’s representatives, as well as a handwritten note of appreciation.
Therapist Task Outline
The following duties will be allocated to the Therapist role at Non-Return:
- Actively promotes, reflects, and expands the organization’s mission, vision, and values.
- Provides adequate mental health care and other professional services to individuals, groups, and families, reaching or exceeding defined result benchmarks on behalf of those served.
- Coordination and oversight of community programs for families, including mental health, medical, educational, psychological, occupational, and social services.
- Prepare and deliver teachings to members of the group as required.
- Provide patient care and crisis management in collaboration with other team members.
- As required, provides safety assessments, crisis intervention, and behavioral recovery services to ensure the safety and health of the individuals served.
- Establishes and maintains close bonds with designated individuals and families.
- On a monthly/quarterly basis, participates in Continuous Quality Improvement programs.
- Participates actively in the weekly supervision process.
- Document a comprehensive evaluation, which includes a mental status examination, interventions, and activities.
Leadership qualities are expected from supervisory and managerial staff
It is vital to hire professional supervisory and managerial staff, as they are the primary people responsible for the successful implementation of all services of the business. Managing people with critical issues creates more responsibility than any other job due to the sensitivity of its nature and the impact it may produce (Ramos Estrada & de la Garza Carranza, 2016). Non Return managers must have a blend of interpersonal and management skills, as well as a friendly, optimistic, and welcoming demeanor. A great supervisor should aspire to learn new things on a regular basis, enhancing their strengths while also identifying areas for improvement, setting an example for the subordinates.
One of the most critical qualities a good boss should possess is excellent communication skills. They must expressly delegate tasks and convey vital information to employees on a daily basis, which consequently will allow them to effectively do their job and positively reflect on the organizational flow and performance (Ramos Estrada & de la Garza Carranza, 2016). Transparency is imperative, and managers should make every effort to maintain an open door for staff and volunteers to come to them with any needs or concerns.
Anyone working in Non-Return, particularly management, needs to be able to think and respond quickly and efficiently. Rather than attempting to obey a rigid protocol, they must be able to strategize and make decisions based on a specific situation. In the problem-solving, one should be versatile and imaginative, and don’t be afraid to try new things. The circumstances of those we assist can change on a regular basis, and staff should be able to respond quickly and fix problems (Ramos Estrada & de la Garza Carranza, 2016). Leaders that adapt are leaders hat are trusted and followed.
Non-Return works in an environment where confidence and optimism are essential. Leaders’ attitudes and demeanor are contagious and have a significant impact on the mood in the workplace. A healthy working atmosphere is ensured by approaching each day and circumstance with positivity and optimism, concentrating on expressing trust in oneself and the team. Employees, as well as the people for whom we interact, are affected by such attitudes. Genuine excitement and encouragement at work would boost the morale of the team and, as a result, productivity.
References
40 facts about Habitat and housing. (2018). Habitat for Humanity. Web.
Antunes, B. M. de B. (2012). Reward Systems in Nonprofit Organisations – An Assessment of Employee Motivations in the Homelessness Sector in England.
Homeless people in the U.S. 2007-2018 | Statista. (2018). Statista; Web.
Mago, V. K., Morden, H. K., Fritz, C., Wu, T., Namazi, S., Geranmayeh, P., Chattopadhyay, R., & Dabbaghian, V. (2013). Analyzing the impact of social factors on homelessness: a Fuzzy Cognitive Map approach.BMC Medical Informatics and Decision Making, 13(1). Web.
Ramos Estrada, Dra. C., & de la Garza Carranza, Dra. M. T. (2016). Leadership Style in Nonprofit Organizations, the Mexican Case. International Journal of Business, Humanities and Technology, 6(4), 25–34.
U.S. DEPARTMENT OF LABOR. (n.d.). Equal employment opportunity | U.S. department of labor. DOL. Web.
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