What are the responsibilities and job description for the Social Services Director position at Harnett County?
The major responsibility of this position involves the management of an increasingly complex public Social Services Agency so that it meets the needs of Harnett County citizens in a cost-efficient manner. In addition to assuring adherence to all relevant North Carolina laws and regulations, the Director is responsible for funding that is being used to address community needs such as poverty, health care, family functioning, community care of disabled adults, care of frail elderly, prevention of child abuse, and crisis intervention. These services are provided to over 80,000 citizens annually by approximately 233 full-time staff. The work schedule will be from 8-5 Monday through Friday.
Hiring Range: Minimum Salary $112,714.00 to Maximum Salary $185,977.00 DESCRIPTION OF RESPONSIBILITIES AND DUTIES:
40% Management
The Director is responsible for 233 full-time employees. This position directly supervises:
Deputy Director
3 Staff Attorneys (Full Time)
Adult Services Program Manager
Foster Care Program Manager
Clerical Supervisor
Administrative Assistant Il
Accounting Specialist I
Accounting Specialist II
All operations of Harnett County Department of Social Services are located at one site, 311 Cornelius Harnett Blvd., Lillington, NC. We do have satellite offices one day per week at the Benhaven Library and every other week at the DUMA in Dunn, NC.
Temporary staff are hired to handle various needs including the seasonal energy assistance programs. This is frequently done using the services of a temporary service.
Managing functions include planning initiatives to impact social problems, designing overall organizational structures to meet agency goals; directing activities of program managers, allocating resources (e.g. funding, personnel) to meet changing demands; and evaluating agency effectiveness. Activities performed by the Director generally involve broad areas of management such as overall effectiveness with the various program managers having responsibility for day-to-day operations. Much of the Director’s time is spent in designing ways to maximize available resources to impact the identified needs in the community. One of the most critical aspects of managing the organization successfully involves anticipating changes and preparing the organization for them.
Changes occur frequently due to the impact of State and Federal Laws and regulations, many of which occur after the budget has already been adopted. Changes also occur regularly in the areas of funding availability and the identified needs of local citizens. Increasingly, changes are coming more frequently, are of great magnitude, and have many far-reaching consequences. Such changes in the past have affected every unit within the Agency. The General Assembly changes laws and the Governor changes programs and funding sources. The potential consequences of all decisions made in reacting to changes must be anticipated to prevent negative impacts on funding or to the fulfillment of Agency goals and mandates. As necessary, mid-course adjustments are made to programs, policies and operations.
The major responsibility for planning Agency goals and resources to meet the goals rests with the Director. The director establishes these goals by gathering and analyzing relevant factual data on the needs, meeting with line staff to gather their input, leading Management Team through the problem-solving process, and enlisting the support and at times approval of the Social Services Board. Generally, plans for major initiatives or changes are reviewed by the Social Services Board in advance. Other initiatives involve prior review by the county commissioners, the Division of Social Services or other funding sources prior to implementation. Other initiatives are reactive to outside demands and planning must occur rapidly. Assignment of existing resources is the Director’s responsibility as is identifying additional needed resources and requesting these resources from other entities such as the County Commissioners.
The Director is ultimately responsible for the goals outlined in the State/County MOU that is developed with every county DSS. The State/County MOU includes performance measures for every program administered within the county department of social services. Failure to meet these goals could result in a department being placed on a corrective action plan and/or losing federal and/or state funding.
The Department of Social Services is involved in many areas requiring legal representation, and because of this the Agency has 3 full-time staff attorneys. These 3 handle legal matters relevant to Child Welfare, Adult Protective Services, and Child Support. Although this legal consultation is available, the director must have a working knowledge of the legal issues relevant to the various Programs that the Agency administers.
Social Services is responsible for receiving complaints related to the protection of children and disabled adults on a 24 hour / 7 days per week basis. The Director must develop a process for allowing people to make complaints during the hours that the Agency is closed.
The DSS Director must administer many cases and situations relating to the protection of children and adults. Per North Carolina General Statute the Director is deemed the legal custodian for children who must be taken into the department’s custody and is also deemed the legal guardian for adults whom the department must assume legal guardianship. This number averages between 200 and 240 each year. The Director must make very complex and serious decisions related to medical care and end of life decisions for those in the legal custody or guardianship of the department.
Managing changes which are generally dictated by state and federal authorities with little control often creates difficult situations for the Director. The need for the county to maintain a balanced budget is increasingly threatened by rising mandated costs that neither the Director nor the County have control over. In the face of this conflict the Director must manage this difficult task and still advocate and receive adequate resources to meet the needs of people and mandates placed on the Agency.
Public perceptions of DSS requires the Director to spend time educating the public on controversial issues which vary from the risk factors affecting children to public assistance payments. The public has become more demanding of DSS and at times places unrealistic expectations on the Department.
30% Personnel
The day-to-day operation of the Agency is the responsibility of the Social Services Director, who has the authority to change assignments or procedures at will. Although the Director will attempt to involve the Social Services Board in organizational changes, this is difficult due to the complexity of the programs, the personnel system requirements and the unusual complexity of DSS budgets and funding sources.
Changes involving the assignment of workloads to units or staff are generally handled independently within the confines of these rules. Management staff participate in all these decisions.
Organizational effectiveness requires that the Director monitor outcomes and evaluate effectiveness on an ongoing basis.
Organizational operations are evaluated monthly through a review of State generated and internally generated reports that look at performance and efficiency. Data is captured by the various Program Managers and is consolidated into a report on workloads. Additional reports from various outside monitors in both fiscal and programmatic areas are reviewed to identify any deficiencies. Monthly meetings with direct staff and/or management team meetings are also utilized to evaluate Agency functioning. The Director reviews and signs each annual performance evaluation for all positions in the Agency.
All employees of the Agency are subject to the State Personnel Act and where applicable the local personnel ordinance. By North Carolina General Statute, the Director has the responsibility to hire and fire personnel independently but generally maintains open relationships with County HR on all personnel actions. It is the Director’s responsibility to ensure that all Program Managers and supervisory staff properly handle all personnel actions in a fair manner consistent with both State and County policies. The Director handles all terminations and disciplinary actions with the assistance of the relevant Program Manager, Supervisors and the Deputy Director. The Director is responsible for assuring that all personnel are evaluated annually. The County personnel ordinance also requires that the Director hear any employee grievances. County HR and State personnel officials are consulted on matters of a serious nature.
25% Budgeting
All financial areas are managed in accordance with the Fiscal Control Act and the Finance Office of Harnett County. The Director recommends budget transfers and proposes new positions, which are approved by the Board of Commissioners. The Director must develop bid specifications and purchase contracts for goods and services. All bids and contracts must meet County requirements, State requirements and requirements of the Fiscal Control Act.
The development of the Agency’s annual budget and the making of decisions about what is to be included in the budget is the responsibility of the Director. This involves analysis of past spending and revenue histories, a careful review of program trends and state estimates, a careful consideration of staff budget requests, decisions on Agency priorities. The development of sub-programs is done by the various Program Managers with consultation from the Director. Various other staff including the Deputy Director and the two Accounting Specialists are involved in the technical aspects of the budget including the calculation of revenue estimates. The reporting of expenditures for reimbursement is a function of the Accounting Specialist. Minor changes in the management of program budgets are decided by the Program Managers. Major changes require the consultation and approval of the Director. The Social Services Board assists in the development of the annual budget but has little involvement in the management of the budget.
Budget requests for the Agency must generally be reviewed or approved by the Social Services Board, the County Manager, the County Commissioners, the State Division of Social Services or by other agencies and organizations that provide funding to DSS. The Director presents these requests directly to these authorities with supporting details that are adequate to establish the need for the request. Often these budget requests and budget amendments require that the Director make presentations before County Commissioners’ meetings, as well as requiring written documentation to support the requests. The Director’s ability to convey the need and to justify the commitment of resources has a direct impact on the resources that are made available to the Department.
Although the Director operates within a county Finance program, the responsibility for actually reconciling the budget and assuring that all requirements are met rests with the Director. This is becoming increasingly difficult as the budget increases by large percentages each year.
5% Miscellaneous
During times of natural disasters and other emergencies, DSS staff manage shelters for citizens who have had to evacuate their homes. During these times the Director will be stationed at the Emergency Operations Center (EOC) and is in contact with all shelters. The Director will relay information regarding the shelters to the EOC Director as needed.
OTHER POSITION CHARACTERISTICS:
6. Variety and Purpose of Personal Contacts:
Contact with other departments. Contact will be extensive with both public and private agencies, as well as other people in the community.
7. Physical Effort:
The worker must be able to lift up to 80 lbs to assist at times with the handling of children, adults and their belongings and must not have any physical restrictions, which would limit their ability to work outside of the agency.
8. Work Environment and Conditions:
Most work is performed in office setting. Special assignments such as emergency shelter management are performed in dangerous environments or weather. However, at times personnel investigations could result in the need for the Director to go to the homes of clients.
9. Machines, Tools, Instruments, Equipment, and Materials Used:
Personal computer, printer, telephone, calculator, fax machine, copier, other related office equipment, vehicles, etc.
10. Visual Attention, Mental Concentration, and Manipulative Skills:
All aspects of job require visual attention and mental concentration. Close visual attention is required for accuracy in reviewing data collection, completing documents, preparing annual budget requests and assessing expenditures and needs, etc. Mental concentration and observation during programming and assessment is imperative to ensure appropriate determination has been made for budget and or services and when interacting with clients to ensure their safety as well as staff.
11. Safety for Others:
Must ensure that physical environment is safe for all employees at agency.
12. Dynamics of Work:
Priorities change constantly based on the varied needs and demands of the public and DSS employees.
Required Minimum Training:
Hiring Range: Minimum Salary $112,714.00 to Maximum Salary $185,977.00 DESCRIPTION OF RESPONSIBILITIES AND DUTIES:
40% Management
The Director is responsible for 233 full-time employees. This position directly supervises:
Deputy Director
3 Staff Attorneys (Full Time)
Adult Services Program Manager
Foster Care Program Manager
Clerical Supervisor
Administrative Assistant Il
Accounting Specialist I
Accounting Specialist II
All operations of Harnett County Department of Social Services are located at one site, 311 Cornelius Harnett Blvd., Lillington, NC. We do have satellite offices one day per week at the Benhaven Library and every other week at the DUMA in Dunn, NC.
Temporary staff are hired to handle various needs including the seasonal energy assistance programs. This is frequently done using the services of a temporary service.
Managing functions include planning initiatives to impact social problems, designing overall organizational structures to meet agency goals; directing activities of program managers, allocating resources (e.g. funding, personnel) to meet changing demands; and evaluating agency effectiveness. Activities performed by the Director generally involve broad areas of management such as overall effectiveness with the various program managers having responsibility for day-to-day operations. Much of the Director’s time is spent in designing ways to maximize available resources to impact the identified needs in the community. One of the most critical aspects of managing the organization successfully involves anticipating changes and preparing the organization for them.
Changes occur frequently due to the impact of State and Federal Laws and regulations, many of which occur after the budget has already been adopted. Changes also occur regularly in the areas of funding availability and the identified needs of local citizens. Increasingly, changes are coming more frequently, are of great magnitude, and have many far-reaching consequences. Such changes in the past have affected every unit within the Agency. The General Assembly changes laws and the Governor changes programs and funding sources. The potential consequences of all decisions made in reacting to changes must be anticipated to prevent negative impacts on funding or to the fulfillment of Agency goals and mandates. As necessary, mid-course adjustments are made to programs, policies and operations.
The major responsibility for planning Agency goals and resources to meet the goals rests with the Director. The director establishes these goals by gathering and analyzing relevant factual data on the needs, meeting with line staff to gather their input, leading Management Team through the problem-solving process, and enlisting the support and at times approval of the Social Services Board. Generally, plans for major initiatives or changes are reviewed by the Social Services Board in advance. Other initiatives involve prior review by the county commissioners, the Division of Social Services or other funding sources prior to implementation. Other initiatives are reactive to outside demands and planning must occur rapidly. Assignment of existing resources is the Director’s responsibility as is identifying additional needed resources and requesting these resources from other entities such as the County Commissioners.
The Director is ultimately responsible for the goals outlined in the State/County MOU that is developed with every county DSS. The State/County MOU includes performance measures for every program administered within the county department of social services. Failure to meet these goals could result in a department being placed on a corrective action plan and/or losing federal and/or state funding.
The Department of Social Services is involved in many areas requiring legal representation, and because of this the Agency has 3 full-time staff attorneys. These 3 handle legal matters relevant to Child Welfare, Adult Protective Services, and Child Support. Although this legal consultation is available, the director must have a working knowledge of the legal issues relevant to the various Programs that the Agency administers.
Social Services is responsible for receiving complaints related to the protection of children and disabled adults on a 24 hour / 7 days per week basis. The Director must develop a process for allowing people to make complaints during the hours that the Agency is closed.
The DSS Director must administer many cases and situations relating to the protection of children and adults. Per North Carolina General Statute the Director is deemed the legal custodian for children who must be taken into the department’s custody and is also deemed the legal guardian for adults whom the department must assume legal guardianship. This number averages between 200 and 240 each year. The Director must make very complex and serious decisions related to medical care and end of life decisions for those in the legal custody or guardianship of the department.
Managing changes which are generally dictated by state and federal authorities with little control often creates difficult situations for the Director. The need for the county to maintain a balanced budget is increasingly threatened by rising mandated costs that neither the Director nor the County have control over. In the face of this conflict the Director must manage this difficult task and still advocate and receive adequate resources to meet the needs of people and mandates placed on the Agency.
Public perceptions of DSS requires the Director to spend time educating the public on controversial issues which vary from the risk factors affecting children to public assistance payments. The public has become more demanding of DSS and at times places unrealistic expectations on the Department.
30% Personnel
The day-to-day operation of the Agency is the responsibility of the Social Services Director, who has the authority to change assignments or procedures at will. Although the Director will attempt to involve the Social Services Board in organizational changes, this is difficult due to the complexity of the programs, the personnel system requirements and the unusual complexity of DSS budgets and funding sources.
Changes involving the assignment of workloads to units or staff are generally handled independently within the confines of these rules. Management staff participate in all these decisions.
Organizational effectiveness requires that the Director monitor outcomes and evaluate effectiveness on an ongoing basis.
Organizational operations are evaluated monthly through a review of State generated and internally generated reports that look at performance and efficiency. Data is captured by the various Program Managers and is consolidated into a report on workloads. Additional reports from various outside monitors in both fiscal and programmatic areas are reviewed to identify any deficiencies. Monthly meetings with direct staff and/or management team meetings are also utilized to evaluate Agency functioning. The Director reviews and signs each annual performance evaluation for all positions in the Agency.
All employees of the Agency are subject to the State Personnel Act and where applicable the local personnel ordinance. By North Carolina General Statute, the Director has the responsibility to hire and fire personnel independently but generally maintains open relationships with County HR on all personnel actions. It is the Director’s responsibility to ensure that all Program Managers and supervisory staff properly handle all personnel actions in a fair manner consistent with both State and County policies. The Director handles all terminations and disciplinary actions with the assistance of the relevant Program Manager, Supervisors and the Deputy Director. The Director is responsible for assuring that all personnel are evaluated annually. The County personnel ordinance also requires that the Director hear any employee grievances. County HR and State personnel officials are consulted on matters of a serious nature.
25% Budgeting
All financial areas are managed in accordance with the Fiscal Control Act and the Finance Office of Harnett County. The Director recommends budget transfers and proposes new positions, which are approved by the Board of Commissioners. The Director must develop bid specifications and purchase contracts for goods and services. All bids and contracts must meet County requirements, State requirements and requirements of the Fiscal Control Act.
The development of the Agency’s annual budget and the making of decisions about what is to be included in the budget is the responsibility of the Director. This involves analysis of past spending and revenue histories, a careful review of program trends and state estimates, a careful consideration of staff budget requests, decisions on Agency priorities. The development of sub-programs is done by the various Program Managers with consultation from the Director. Various other staff including the Deputy Director and the two Accounting Specialists are involved in the technical aspects of the budget including the calculation of revenue estimates. The reporting of expenditures for reimbursement is a function of the Accounting Specialist. Minor changes in the management of program budgets are decided by the Program Managers. Major changes require the consultation and approval of the Director. The Social Services Board assists in the development of the annual budget but has little involvement in the management of the budget.
Budget requests for the Agency must generally be reviewed or approved by the Social Services Board, the County Manager, the County Commissioners, the State Division of Social Services or by other agencies and organizations that provide funding to DSS. The Director presents these requests directly to these authorities with supporting details that are adequate to establish the need for the request. Often these budget requests and budget amendments require that the Director make presentations before County Commissioners’ meetings, as well as requiring written documentation to support the requests. The Director’s ability to convey the need and to justify the commitment of resources has a direct impact on the resources that are made available to the Department.
Although the Director operates within a county Finance program, the responsibility for actually reconciling the budget and assuring that all requirements are met rests with the Director. This is becoming increasingly difficult as the budget increases by large percentages each year.
5% Miscellaneous
During times of natural disasters and other emergencies, DSS staff manage shelters for citizens who have had to evacuate their homes. During these times the Director will be stationed at the Emergency Operations Center (EOC) and is in contact with all shelters. The Director will relay information regarding the shelters to the EOC Director as needed.
OTHER POSITION CHARACTERISTICS:
- Accuracy Required in Work:
- Consequence of Error:
- Instructions Provided to Employee:
- Guides, Regulations, Policies and References Used by Employee:
- Supervision Received by Employee:
6. Variety and Purpose of Personal Contacts:
Contact with other departments. Contact will be extensive with both public and private agencies, as well as other people in the community.
7. Physical Effort:
The worker must be able to lift up to 80 lbs to assist at times with the handling of children, adults and their belongings and must not have any physical restrictions, which would limit their ability to work outside of the agency.
8. Work Environment and Conditions:
Most work is performed in office setting. Special assignments such as emergency shelter management are performed in dangerous environments or weather. However, at times personnel investigations could result in the need for the Director to go to the homes of clients.
9. Machines, Tools, Instruments, Equipment, and Materials Used:
Personal computer, printer, telephone, calculator, fax machine, copier, other related office equipment, vehicles, etc.
10. Visual Attention, Mental Concentration, and Manipulative Skills:
All aspects of job require visual attention and mental concentration. Close visual attention is required for accuracy in reviewing data collection, completing documents, preparing annual budget requests and assessing expenditures and needs, etc. Mental concentration and observation during programming and assessment is imperative to ensure appropriate determination has been made for budget and or services and when interacting with clients to ensure their safety as well as staff.
11. Safety for Others:
Must ensure that physical environment is safe for all employees at agency.
12. Dynamics of Work:
Priorities change constantly based on the varied needs and demands of the public and DSS employees.
Required Minimum Training:
- A master’s degree in social work and two years of supervisory experience in the delivery of client services; or a bachelor’s degree in social work and three years of supervisory experience in the delivery of client services, one of which must have been in Social Services; or graduation from a four year college or university and three years of supervisory experience in the delivery of client services, two of which must have been in Social Services; or an equivalent combination of training and experience.
- Additional Training/Experience: Thorough knowledge of the legal and philosophical basis for public welfare programs. Considerable knowledge of principles and practice of social work. Thorough knowledge of management principles, techniques, and practices. Knowledge of the agency’s organization, operation and objectives and applicable federal and state laws, rules, and regulations. Ability to exercise sound judgment in analyzing situations and making decisions; direct employees and programs in the various areas of responsibility; and develop and maintain effective working relationships with the general public, and with federal, state, and local officials.
- Equivalent Training and Experience: None
Salary : $112,714 - $185,977