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Essay Prompt:

REPORTS should be as long as necessary, but no longer. Grading will be based on content, grammar, and style (i.e., professional appearance/neatness counts). Typically, the report should contain at least 12 double-spaced pages of real substance real substance does not include regurgitation of case background or tables, graphs, or appendices. However, your report should include all necessary, well-designed, professional quality tables, graphs, and appendices that are needed to successfully support your arguments and convey information to your audience. The reports also should contain a professional quality Executive Summary (because it repeats the key points and recommendations made in the report, the Executive Summary does not count as real substance.) Appropriate headers and/or footers and page numbering are part of any professional quality report.

Please I have attached the case to be used for this report in the uploaded file portion.

The Welfare Assignment Collections Unit case (aka, ACU) is attached.

Salaries and general costs should be consistent with the time frame given in the case, however, to the extent you consider technology as a solution, you should assume availability of today's technology at today's prices.
Your report should clearly address the purposes of the case, as well as other material and/or analysis you deem relevant. Note that the case includes numerous aspects from your course work, including, but not limited to, organizational/work unit design; personnel and management; work flow design; time and cost estimates; technology; administrative law; and, budget.
Purposes of the Case

Conduct an in-depth operations analysis of a case processing program.

Develop a cost/benefit framework for assessing the current performance of a revenue-producing state program, as well as for the solutions you recommend.

Project performance targets and an operating system design consistent with the achievement of these targets.
Make sure you provide specific and *detailed* information about the recommendations you make, including a reasonable budget; an implementation time-line; and, a benefit-cost analysis demonstrating the recommendations return on investment. Make sure all of your calculations are well documented, either in the report, appendices, or references to Excel spreadsheets.

What actions should Hempstead take?

What specific changes should Hempstead make? Why? How will such changes affect ACUs ability to handle the future workload?

Your REPORT should demonstrate an awareness of the objectives, resources, demands on, and environment of ACU, as well as an appreciation for program efficiency, effectiveness, and capacity. Above all, justify your conclusions with careful analysis wherever possible and be as specific as you can in explaining and motivating your recommendations.
I include the following thoughts to help you to get a handle on the case. You should not answer the questions directly in the case, but your discussion, rationale, and recommendations should reflect your answer to these questions.

What are ACUs major operational problems? Think about your answer in terms of the overall case processing system currently in effect at ACU.

Where does ACU (and, thus, Nancy Hempstead), fit in the organizational hierarchy? Which of the problems with ACU is Nancy Hempstead able to address? Which ones can she influence? Which ones are beyond her control?

Please the tables indicating the cost benefit analysis and any other relevant tables should be in a separate excel spreadsheet with explanations. Please also make sure there is a two page executive summary. The rest should be a report and also make sure the relevant tables,budget,time and cost benefit analysis are well documented either an appendix or an excel spreadsheet.
Exploring the Welfare System

Executive Summary

The Department of Public Welfare (DPW) started its assignment collection task by placing a lien on any future cash defrayal stemming from an accident concerning a welfare beneficiary. This was carried out in one of two ways. Initially,... Then, the intake worker at the local welfare office asked whether the reason for asking for aid was because of an accident linked grievance for which a third party was accountable.
The status of the Assignment Collections Unit (ACU) of DPW, has just been examined by Nancy Hempstead. Mrs. Hempstead is an energetic manager in an economically hard-pressed state government. Around two months ago, Mrs. Hempstead was able to manage a rare gem, she mentioned. This is extremely different from the many other DPW units. In these units, Mrs. Hempstead was working there for the last five years. ACU was a money maker for the state. They could do this by getting expenses made to welfare beneficiaries who had been involved in misfortunes for which there was a third party reimburser. The instrument was clear-cut. The department needed welfare beneficiaries to authorize an agreement communicating the proceeds of any insurance payment to the state. ACU, then positioned a lien counter to these settlements to recuperate a sum equivalent to cash grants and medical expenditures made by the Department on account of the accident.

The financial plan, history, and recruitment of Hempsteads office were obvious. Up until late 1981, ACU belonged to the Legal Department of DPW. During this time, local staff attorneys took care of all the caseloads. Throughout December of 1981, Finance Office would take in everything but it would all be done within the central office of DPW. All in acknowledgement of the status of its revenue collection purpose. Now, early in 1986, ACU was supervised with six paralegals, one for each area of the state, one manager and four office workers. For the year of 1986, they were able to collect $2.75 million.

Mrs. Hempstead knew that numerous problems affected the company. Even though beneficiaries were lawfully required to give an account of accidents for which DPW could sooner or later earn expenses. Mrs. Hempstead was concerned that many of them did not inform the Department. Therefore, DPW frequently paid extensive medical bills for treatment to welfare beneficiaries who failed to appoint insurance earnings to the state. Mrs. Hempstead was also aware that any recipient, by not notifying DPW of the accident, could settle with an insurance company, keep the entire settlement, and still receive welfare benefits. ACU was uninformed of the degree of this issue.

Mrs. Hempstead was concerned about the growing accumulation of active cases. All the remaining caseloads involved those for which payment by insurance companies anticipated conclusion of the ACU discharge procedure. Mrs. Hempstead has desires to create a comprehensive plan for refining program performance. Nevertheless, she was uncertain in regards to how her efforts to reinforce the performance of ACU would be influenced by the current high percentage of staff resignation rate among clerks and paralegals. Out of the six paralegals, three of them had been with the unit less than six months. Also, two of the four clerks, were employed less than two months. During 1985, collections had averaged $2,300 for each case.

Purposes of the Case

The purpose of this case is to assess the issues going on inthe ACLU that is hindering its performances. Once everything is assessed, there needs to be an effective strategy implemented that will help solve these problems within the organizations.

Personnel Issues

Other purposes of the case involved the personnel. ACU met many serious personnel issues. First, of the six paralegals, three had positions that were permanent, while the other 3 were paid as advisors. Even though all the paralegals had the same tasks, their salaries were not the same. The long-lasting paralegals were the ones that made $180 for each week with paid holidays, vacations, medical insurance and sick days. The consultants were able to come up with $207 for each week and this was without any kind of fringe benefits or free time with recompense. Furthermore, the job grade of all 6 of the paralegals was equal to that of clerks in several other divisions. Management did try to look for permanent slots for all the paralegals and then to elevate their jobs. This had been planned for around a year but it never happened. Thus, the paralegals went ahead and filed a grievance with their union so that they could get their positions raised.

Referral Issues

Referrals are not getting signed fast enough. Nevertheless, the director of a dissimilar WSO articulated that they understood the meaning of these recommendations and they act on them as soon as possible. This director made the point that they send the referral to the proper social worker who gets in contact the beneficiary on the phone. If the social worker decides that an assignment needs to be signed, then they recommend the recipient to come to the WSO as soon as they…