Dhs - Decision Making Processes

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New York City Department of Homeless Services (DHS) Established in 1993, the Department of Homeless Services works in collaboration with other government agencies and nonprofits to provide a range of services for the homeless or those at risk of becoming homeless. DHS also administers the federal Emergency Shelter Grant (ESG) funds for New York City. Under the leadership of DHS Commissioner, Seth Diamond, the City of New York has made addressing homelessness issues a priority. I visited DHS headquarters to make my observation of decision-making processes implemented by Regional Directors, managers, supervisors, and staff, and the following is what I believe to be some decision-making processes used by DHS. DHS Administrative staff use a decision-making process called Analytic Hierarch process which is a system that combines two approaches, the “black and white” of the problem and the subjectivity and intuitiveness of the problem. These two approaches are used to evaluate the psychology of the information so that decisions made on the problem would be easier to defend. In essence the Analytic Hierarchy process is a melding of qualitative and quantitative critical thinking skills to achieve productive decision-making results. Another decision-making approach that DHS uses is that of the Pareto Analysis. The Pareto Analysis is a simple technique for prioritizing possible changes by identifying the problems that will be resolved by making these changes. By using the Pareto Principle DHS can identify and list problems and their causes, determine the urgency of each problem, collate the problems by their cause, and then work on a solution for the problem deemed of “highest importance.” For DHS the Pareto Analysis not only shows the most important problem to solve, it also gives a percentage of how severe the problem is. Pros and Cons decision-making

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