The Strengths Perspective and Client-Centered Management Practice
Both, the Strengths Perspective and client-centered management practice prioritize the clients’ and their narratives. In fact, a human service agency exists mainly to improve the lives of the people it serves (Rapp & Poertner, 1992). For the client-centered model, performance depends on management and “client-centered management provides the best performance” (p. 25).
A human service agency performance is reflected in five measurable areas: client outcomes, productivity, resource acquisition, efficiency, and job satisfaction. These areas impact directly the client. For instance, the improvement or deterioration experienced by the clients is reflected in client outcomes, whether it is through affective, cognitive, behavior, status, or environmental changes. Productivity, as caseload sizes, impact profoundly the quality of service that clients receive, In order to work from the Strengths Perspective, the caseload size should not exceed 20. Also, resource acquisition is crucial in order to provide quality services to clients (including money, volunteers, information, and even clients acting as resources themselves). Staff morale and efficiency, reflected in the way that the agency resources and outcomes are related, are experienced by the clients on a daily basis.
Rapp and Poertner (1992), describe four principles of client-centered management proceeding from the recognition that “the raison d’ętre of the social administrator is client well-being and that the principal task of the manager is to facilitate that well being” (p.16). These principles should be at the basis of the management tasks of any client-centered agency. They are:
- Venerating the people called clients: On a daily basis, managers communicate verbally and nonverbally the values of the program or agency to those involved in it. For the client-centered performance model, clients are seen as “whole” individuals, people with a life that goes beyond the agency, with relationships, interests, and stories. Thus, the Strengths Perspective and a client-centered management practice emphasize that people have strengths and a potential for growth in time. This can be done by getting to know the clients, seeing clients are heroes, and advocating for clients even at their own agency.
- Creating and maintaining the focus on the clients and client outcomes.
- Healthy disrespect for the impossible. Some qualities that client-centered managers show are: action-orientation, a perception of self as powerful and responsible, flexibility and invention, problem solving skills, the ability and willingness to blend agendas, and persistence.
- Learning for a living: Client-centered managers are open to be challenged to continue their learning and growth in order to find more effective ways to provide services to people.
Quote
"From [a Strengths Perspective], individuals are valued and respected for their ability to survive and adapt, and there is a sense of hope regarding each person’s capacity to continue to learn and develop over time in relationship with others."
Rapp, C. A., & Poertner, J. (1992). Social administration: A client-centered approach. New York: Longman.
