Answer

Developing Partnership in Human Services

             The graphic novel for this week describes the issue of designing a youth homeless shelter at the Harbor Community Center. The discussion is about building a shelter for homeless youths to accommodate homeless teenagers within their localities. While walking around the community to assist the needy, Tina Simpson, the head of the community association rejected the idea of creating a youth homeless shelter at the New harbor Community center arguing that the shelter would lower the value of properties within the surrounding. Simpson’s idea was supported by Mr. Saunders who despised homeless youth in the neighborhood, called them terrorists and argued that they can drive businesses away (Laureate Education, 2015). However, Anne Cook condemned sentiments made by Mr. Saunders and argued that people such as Ms. Simpson and Mr. Saunders would understand the issue of homelessness in case they have been in the same situation as the youths and their friends. Nonetheless, at the end, the group was able to deliberate on various needs and frustrations that the youths and their parents face. When dealing with pressing issues such as youth homelessness, Mathur and Clark (2014) note that there is need to form a collaborative relationship so that everyone can work towards achieving a shared goal that can be accepted by all the parties involved.

Benefits of Developing Partnerships in Human Services

             Numerous human service organizations experience difficulty in understanding the fact that they are not supposed to experience the process alone, but rather form partnerships to increase value. In human service organizations, partnerships should be formed to help millions of clients who travel across the world looking for advice and services. Another benefit of partnership is that it assists human service organizations to focus on amending public policy or enacting particular legislation that can solve the problem of youth homelessness, raise public awareness on youth homelessness and incorporate public education efforts and shared resources in addressing this issue. Partnering attracts donors and volunteers and helps organizations pool new resources and more funds. Further, successful partnership can reinforce the ability of services and projects to widen their scope involve more stakeholders and attain shared objectives. Partnerships among human service agencies play a critical role in service delivery. More importantly, partnerships in human service organizations with high degrees of collaboration give such organizations competitive advantages when it comes to solving challenging problems as compared to individual participants (Patti, 2009).

Roles of Human Service Administrator in Developing Partnership

             The primary role of human services administrator in partnership formation for his or her organization is to concentrate on the operational tasks linked to managing and expanding a human service organization (Patti, 2009). The administrator points out issues related to strategic planning and management, organizational evaluation, fund raising and community outreach. Undoubtedly, strategic outcomes are core foundations for well stipulated job requirements, performance prospects, employee competencies and essential data for planning and formulating strategies. Another role of an administrator is to review human resource information and responses on critical things and those needed to address problems and monitor developments within the human services. Human service administrator also represents the whole organization by controlling the potential stakeholders and external image of the organization (Patti, 2009).

Elements Contributing To Successful Partnership between Organizations

             Openness and relationships make organizations to partner effectively. It is beneficial for human service organizations to form strong relationships so that all the parties involved can attain essential values and level of satisfaction. Strong relationships can attract potential stakeholders who perceive the formed collaboration as an extension of the organization and not extra task to be performed to make the organization expand. Openness entails the willingness of an organization to share its weaknesses, strengths, vision, and mission to make the partnering organization to replicate (Radey & Wilkins, 2011).

Element Contributing To the Failed Partnership between Organizations

             When an organization can neither improve nor partner culturally, competitiveness is regarded as the main element that hinders collaboration. Although certain kind of competition is desirable for human service organization, those organizations that succeed through competitiveness will ensure that competition remains their preferred behavior and this hinders their chances of collaboration. Efforts to outdo other human service organizations obliterates the needs of potential customers and weaken the vision, issues, and mission of these organizations and make them disregard players that could be influenced by the stated competitiveness (Mathur & Clark, 2014).

Dealing With a Failed Partnership

             One way through which a human service administrator can deal with a failed partnership entails accepting a mistake or failure. The administrator must accept the fact that his or her organization has weaknesses. Many partnerships among organizations fail because parties involved find it difficult to streamline their goals or values to that of the organization at hand (Patti, 2009). Although potential partners may have some differences, conflicting personalities can increase differences in resentment (Patti, 2009). Moreover, human service administrator can handle a failed collaboration by incorporating sources of funding and having different service providers within a given community. The administrators can also undertake joint planning, management, and supervision at the grass root level and working together with partnerships to deliver more services. Lastly, the administrators can seek for immediate forgiveness and communicate with administrator of the other organization to ensure that parties involved have agreed to address major concern together.

            In conclusion, the present paper has revealed that in human service organizations, partnership should to be looked as complementary as opposed to competitive and that human service organizations that examine prospective collaborations within localities and communities are likely to experience several challenges. It has also been established that getting true partnerships require critical judgement, skills, and practices to reduce cases of political and community impacts over merit.