The Suffolk County Department of Social Services Performance Study. An Executive Summary [microform] / David Spottheim and George R. Wilson.
The logic and methodology applied in a management science approach to performance and staff utilization in the Client Benefits (CBA) and Community Service (CSA) divisions of the Suffolk County (New York) Department of Social Services (SCDSS) are described. Using a blend of classical organization the...
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| Format: | Microfilm Book |
| Language: | English |
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Distributed by ERIC Clearinghouse,
1991.
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| 100 | 1 | |a Spottheim, D. |q (David) |0 http://id.loc.gov/authorities/names/n87826387. | |
| 245 | 1 | 4 | |a The Suffolk County Department of Social Services Performance Study. An Executive Summary |h [microform] / |c David Spottheim and George R. Wilson. |
| 260 | |a [Place of publication not identified] : |b Distributed by ERIC Clearinghouse, |c 1991. | ||
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| 500 | |a ERIC Document Number: ED342787. | ||
| 520 | |a The logic and methodology applied in a management science approach to performance and staff utilization in the Client Benefits (CBA) and Community Service (CSA) divisions of the Suffolk County (New York) Department of Social Services (SCDSS) are described. Using a blend of classical organization theory and management science techniques, the CBA and CSA were perceived as service delivery organizations composed of networks engaged in procedures that could be assessed for work effort and work flow. The queuing theory was used to portray the quantitative relationships between processing rate (measured in staffing) and the arrival rate of matters (measured by stations, i.e., organizational components of the divisions). A Marginal Analysis model was used to estimate the best staffing composition. Using these approaches, inferences were drawn about systems operation, and remedial operations were suggested to enhance the performance and productivity of the two sections. Expected budget constraints and the simultaneous rise in the caseloads of both divisions have made it necessary for the SCDSS to look for additional solutions beyond the scope of the study. There are four tables (23 pages) of study data and an 18-item list of references. (SLD) | ||
| 533 | |a Microfiche. |b [Washington D.C.]: |c ERIC Clearinghouse |e microfiches : positive. | ||
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| 650 | 0 | 7 | |a Budgeting. |2 ericd. |
| 650 | 1 | 7 | |a Delivery Systems. |2 ericd. |
| 650 | 1 | 7 | |a Government Employees. |2 ericd. |
| 650 | 1 | 7 | |a Local Government. |2 ericd. |
| 650 | 0 | 7 | |a Organizational Theories. |2 ericd. |
| 650 | 0 | 7 | |a Performance Based Assessment. |2 ericd. |
| 650 | 0 | 7 | |a Personnel Evaluation. |2 ericd. |
| 650 | 1 | 7 | |a Productivity. |2 ericd. |
| 650 | 0 | 7 | |a Program Evaluation. |2 ericd. |
| 650 | 0 | 7 | |a Retrenchment. |2 ericd. |
| 650 | 0 | 7 | |a Social Agencies. |2 ericd. |
| 650 | 1 | 7 | |a Social Services. |2 ericd. |
| 650 | 1 | 7 | |a Staff Utilization. |2 ericd. |
| 700 | 1 | |a Wilson, George R. |0 http://id.loc.gov/authorities/names/no2010102364. | |
| 710 | 2 | |a State University of New York at Stony Brook. |b Center for Regional Policy Analysis. | |
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