In my months at my social service organization, I have realized a few things. The first being that inefficiency in social services is common and due to the requirements of funding requests, is almost unavoidable. Secondly, the dynamics of this organization could be greatly improved if the hierarchy of positions wasn’t instilled as much as it is. Lastly, to be in this organization, one must have thick skin, a strong sense of urgency, and the desire to help those in need, while jumping through obstacle after obstacle.

The organizations mission is “to alleviate poverty, encourage self-sufficiency, and promote the dignity of all” and by doing so they help citizens far below the poverty line receive rental, food, transportation, and shelter assistance. Due to the funding at this organization, work ethic and documentation are emphasized greatly. The food assistance process is relatively quick for the client, but may take about a week to report for the case manager. Rental assistance, unfortunately, is a much longer process for clients who need the assistance. It can take from two to three weeks and by that time, the client may have been evicted from their home, or lost a deal with a landlord. This type of inefficiency could be changed if funding increased, but because we have to budget out the month based on our funding, it leaves the case manager to decide who is worthy and who is not. In previous classes there has been discussion of the worthy versus unworthy, and I am happy to say that this organizations discourse on those who need assistance is positive, for the most part. Other than frustrations when dealing with paperwork and people who do not qualify for our program, this organization speaks empathetically towards its clients, and tries to make them feel important. They believe homelessness is caused by a series of unfortunate events as well as the surroundings and upbringings of a client. Many of the families they assist, have a history in their family of homelessness, low income, or abuse.

With being introduced to so many struggling citizens, it is no wonder that case managers often become frustrated, stressed, or irritated with the work they do. Then this relays to the program coordinator who believes emotions should be left at the door when entering this field.

Currently, I have noticed the turnover rate for case managers is very high. I have seen two case managers come and go, including my own, unexpectedly. For reasons such as low wages, office coworkers, and micromanagement of caseworkers, I can understand why there is a quick burn out. However, aside from this negative aspect of the work, the organization I interned with is extremely passionate, and those who have the same passion as others within the office are the ones who have worked in the organization for over 30 years and love what they do. What I have noticed is that the people willing to help the less fortunate are successful when they are not doing it for the profit.