Organizational Consultation ©2014 Argosy University New Life

Organizational Consultation ©2014 Argosy University New Life Behavioral

Organizational Consultation ©2014 Argosy University New Life Behavioral Health Services New Life Behavioral Health Services is a not-for-profit agency with 6 countywide locations and 240 employees. The roles employees perform range from executive management to support staff to mental health providers at various levels of preparation and experience, and administrative and business personnel. The central administration of New Life consists of a board of directors, executive director, director of clinical services (a psychiatrist), chief administrative officer, and a compliance officer. Each site has associate directors of clinical services (a clinical psychologist and a psychiatrist who oversee clinical services and mental health providers), nursing staff, licensed and unlicensed counselors, social workers and case managers, clinical program coordinators, business office staff, and clerical and facilities support staff including van drivers and food service personnel.

The consumers New Life serves are generally high-need individuals with chronic mental illness or are court-referred, for example, victims of domestic violence and child endangerment or abuse, and sexual offenders. There are few other services or facilities these consumers can access, as they are dependent on Medicaid, Medicare or other state or Federal funding. Some consumers may be specifically court-ordered to this agency, have limited transportation options, or may not be able to afford private services. New Life has one of two available contracts with the County Mental Health Board to provide outpatient mental health services. Another large agency system serves other outpatient consumers, for example, substance abuse and acute mental health needs.

The contract is up for renewal every five years. It is New Life’s second five-year contract with the County. New Life are in their third year of funding for the current contract. In the fourth year, they will need to complete a self-study, which they will use to support their application for continuation of the contract for services. Funding has been, and will remain, tight, and there will be competitors for the County’s contract at the end of New Life’s current five-year contract.

New Life has been experiencing high dissatisfaction and a high turnover rate among employees, especially among the direct service mental health providers. The direct service mental health providers have complained of heavy caseloads, overtime expectations, insufficient clinical supervision and support, unrealistic expectations regarding amount and time spent on paperwork, concerns about safety with potentially violent clients, general preparedness for crises, questions about quality of care provided to consumers in this environment, and a sense of having little or no input regarding the work environment. Surveys have also shown a decline in consumer satisfaction over the past two years.

Recently, the situation at New Life reached a critical level, when a child died at the hands of an abusive stepparent. The family was in court-ordered treatment for child endangerment. The County Mental Health Board is now under fire for possible legal action due to the death of the child. The Board has contacted you to serve as a consultant and address the needs of New Life.

Paper For Above instruction

Introduction

The recent crises at New Life Behavioral Health Services underscore urgent managerial and organizational issues that must be addressed to improve service quality, employee satisfaction, and client safety. As a consultant, my role is to evaluate organizational structure, identify systemic weaknesses, and develop strategic interventions to mitigate risks and enhance overall performance. This paper explores critical areas requiring attention: leadership, staff support, organizational culture, safety protocols, and stakeholder communication, drawing from organizational behavior theory and best practices in mental health service delivery.

Organizational Challenges and Underlying Causes

New Life’s challenges are multifaceted, rooted in systemic issues such as leadership inadequacies, resource constraints, and a fragile organizational culture. High turnover and staff dissatisfaction are linked to heavy workloads, inadequate supervision, and safety concerns, which diminish employee morale and retention (Bacharach, Bamberger, & Sonnenstuhl, 2005). The decline in consumer satisfaction signals potential quality of care issues, which further complicate the agency’s credibility and funding prospects. These systemic weaknesses contribute to a cycle of crisis, eroding stakeholder trust and risking legal repercussions, as evidenced by the recent child death.

Leadership at New Life must be examined critically. Effective leadership fosters a culture of safety, accountability, and continuous improvement (Yukl, 2010). The current leadership appears under strain and perhaps lacks the capacity or resources to support staff appropriately, especially in high-stakes environments involving vulnerable populations. Instilling transformational leadership qualities—such as vision, support, and employee empowerment—can improve staff morale and performance (Bass & Riggio, 2006).

Strategies to Improve Staff Support and Morale

Given the high turnover and dissatisfaction, strategies should prioritize staff support and development. Providing adequate clinical supervision and regular debriefing sessions can enhance clinical competence and reduce burnout (Shanafelt et al., 2015). Additionally, implementing manageable caseloads aligned with best practice standards will mitigate exhaustion and safety risks. Training staff in crisis management, trauma-informed care, and safety protocols is imperative for ensuring consumer and worker safety.

Furthermore, establishing channels for staff input in decision-making processes engenders a participative organizational culture, improving commitment and morale (Likert, 1967). Recognizing staff efforts and successes through formal acknowledgment can promote a positive work environment, which is associated with reduced turnover (Sonnentag, 2018).

Enhancing Safety Protocols and Crisis Preparedness

Safety concerns among staff stem from insufficient crisis response protocols and inadequate environmental safety measures. Developing comprehensive safety policies—such as immediate access to de-escalation tools, runaway prevention strategies, and crisis communication plans—is critical (Brown et al., 2018). Regular safety drills and staff training reinforce preparedness and confidence.

Establishing a multidisciplinary crisis team that includes clinical staff, security, and administration ensures coordinated responses to emergencies. Additionally, environmental modifications—like secure rooms and safety features—reduce the risk of violence and injury (Kopac et al., 2014). Maintaining updated incident reporting systems and analyzing data trends enable proactive risk management.

Improving Stakeholder Communication and Community Engagement

Effective communication with all stakeholders—staff, consumers, families, funders, and regulatory bodies—is vital. Transparency regarding organizational challenges and efforts to address them fosters trust and collaboration (Freeman & Reed, 1983). Engaging community partners in developing safety and quality improvement initiatives can bolster community trust and client outcomes.

In preparing for contract renewal, the agency should transparently present improvements undertaken, data on safety and satisfaction metrics, and strategic plans for sustainability. Stakeholder engagement in policy development and feedback loops ensures the organization remains responsive and adaptive (Arnstein, 1969).

Recommendations and Implementation Plan

Based on the assessment, key recommendations include:

1. Leadership training focused on transformational and trauma-informed approaches.

2. Structured staff support systems—including supervision, debriefings, and participation groups.

3. Clear, comprehensive safety protocols and environmental modifications.

4. Data-driven quality improvement initiatives.

5. Transparent stakeholder communication and community engagement strategies.

Implementation involves phased rollout of training programs, safety upgrades, and communication strategies. Establishing monitoring and evaluation frameworks ensures continuous improvement and accountability.

Conclusion

Addressing the systemic issues at New Life requires a comprehensive organizational change approach that prioritizes leadership development, staff well-being, safety, and stakeholder collaboration. By implementing targeted interventions rooted in organizational behavior principles, the agency can rebuild its organizational capacity, improve service quality, and regain stakeholder confidence, securing its future funding and community trust.

References

• Bacharach, S. B., Bamberger, P., & Sonnenstuhl, W. J. (2005).

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• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
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