First published in 1986. The authors and their contributing associates have spent most, in some cases all, of their professional years working both with mentally handicapped individuals and with the men and women who serve them in residential facilities. This book, at its core, is about the future of these people.

In Restorative and Responsive Human Services, Gale Burford, John Braithwaite, and Valerie Braithwaite bring together a distinguished collection providing rich lessons on how regulation in human services can proceed in empowering ways that heal and are respectful of human relationships and legal obligations. The human services are in trouble: combining restorative justice with responsive regulation might redeem them, renewing their well-intended principles. Families provide glue that connects complex systems. What are the challenges in scaling up relational practices that put families and primary groups at the core of health, education, and other social services? This collection has a distinctive focus on the relational complexity of restorative practices. How do they enable more responsive ways of grappling with complexity than hierarchical and prescriptive human services? Lessons from responsive business regulation inform a re-imagining of the human services to advance wellbeing and reduce domination. Readers are challenged to re-examine the perverse incentives and contradictions buried in policies and practices. How do they undermine the capacities of families and communities to solve problems on their own terms? This book will interest those who harbor concerns about the creep of domination into the lives of vulnerable citizens. It will help policymakers and researchers to re-focus human services to fundamental outcomes at the foundation of sustainable democracies.

Drawing on their experience as teachers and social workers, the authors introduce students to the complex skills necessary for effective management in human service administration. In this textbook, they present actual problems through concise case studies with study-guide questions for discussion. The illustrative case studies cover a broad range of situations and dilemmas that a human services student can expect to encounter as an administrator ñ from sexual harassment to ethical concerns. By focusing on human service agencies, the authors fill a gap in social work literature for administration, planning, and management students.

It is widely acknowledged that many healthcare, behavioral health, and social service organizations provide less-than-optimal services and that the challenge of improving services depends on successfully changing organizational culture and climate. However, there are almost no organizational-level strategies that have been tested with randomized controlled trials. Building Cultures and Climates for Effective Human Services addresses the need for evidence-based organizational strategies for improving human service quality and outcomes by uniquely describing the authors' own case examples, nationwide studies, and randomized controlled trials to explain how organizational culture and climate can be assessed and changed. The two authors use their decades of research and practice experience in assessing and changing human service organizations to explain how organizations can improve the services they provide using the authors' ARC model, which effectively removes service barriers and supports the implementation of evidence-based practices and other innovations. The book also blends case examples with research from nationwide studies, regional experiments, and randomized controlled trials to explain the ARC model of organizational effectiveness and how it works to improve services. It provides a balance between theory, empirical research, and actual case examples to help researchers, organizational consultants, administrators, and service providers gain a practical understanding of how culture and climate affect services and how they can be improved. Furthermore, the text describes the three ARC strategies, each composed of multiple elements, to: (1) embed key organizational principles, (2) implement core organizational component tools, and (3) apply mental models to alter shared reasoning and beliefs that affect success. No other organizational-level strategies for improving services have been so well documented and tested.

IBM® Coach Framework is a key component of the IBM Business Process Manager (BPM) platform that enables custom user interfaces to be easily embedded within business process solutions. Developer tools enable process authors to rapidly create a compelling user experience (UI) that can be delivered to desktop and mobile devices. IBM Process Portal, used by business operations to access, execute, and manage tasks, is entirely coach-based and can easily be configured and styled. A corporate look and feel can be defined using a graphical theme editor and applied consistently across all process applications. The process federation capability enables business users to access and execute all their tasks using a single UI without being aware of the implementation or origin. Using Coach Framework, you can embed coach-based UI in other web applications, develop BPM UI using alternative UI technology, and create mobile applications for off-line working. This IBM Redbooks® publication explains how to fully benefit from the power of the Coach Framework. It focuses on the capabilities that Coach Framework delivers with IBM BPM version 8.5.7. The content of this document, though, is also pertinent to future versions of the application.

The novel approach of this casebook encourages the student to determine how they would act and work towards a resolution of real-world dilemmas.