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SOC 11-9151
Coordinate social service programs and community organizations: investigate needs, develop programs and budgets, lead staff and volunteers, check service quality and report to funders. The work requires judgment among resource limits, participant rights and team responsibilities; managers usually need relevant service experience, and a title cannot substitute for professional practice or agency authorization.
Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((75+25+25)/3+0.5)=42; fermatmind-ai-impact-v1; 2026-10-18.
Oversee social service programs and community organizations: verify needs, budgets, staff and volunteers, and service quality, coordinate partners and report to funders. Activity visits, de-duplicated headcount, referral acceptance and actual completion must be kept separate; agency approval and front-line professional service conditions are checked separately.
This is a public task and editorial suggestion, not a personal assessment or hiring prediction. Service populations, funding contracts, professional licenses and agency approval scopes differ, and the same project manager title may carry different authority.
Suited to people willing to listen to needs, lead a team and verify budgets and outcome evidence; first observe whether you can accept the trade-offs among insufficient resources, complaints and service rights, rather than only enjoying charity activities.
U.S. O*NET11-9151.00 Social and Community Service Managers plan, direct or coordinate social service programs and community outreach organizations, overseeing budgets together with participant requirements, program conditions and benefit policies; they may manage personnel such as social workers and counselors. China's social work station project leads and agency directors correspond only in part, and U.S. occupation codes cannot be used to infer Chinese qualifications or wages.
From service needs, program plans and budgets to team execution, quality review and reporting; records are only a management basis and cannot substitute for real services and approvals.
Career direction comparison
First choose the service population and responsibilities you want to take on, then verify professional preparation, relevant experience and agency authorization; do not switch statistics or credentials just because both are called project manager.
| Career direction | Core work and output | Key differences | Best-fit choice |
|---|---|---|---|
| Child, Family, and School Social Workers | Provides social services, case plans and resource coordination for the needs of children, families and schools. | Focuses on specific service recipients and professional services; this occupation focuses more on team budgets and program evaluation. | For those willing to work closely with individual cases and family-school collaboration, professional education, supervision and licensure must be verified. |
| Social and Human Service Assistants |
AI impact on this career
Monthly report summaries, indicator checks, budget spreadsheet gap checks and partner communication drafts can be explored; real services, participant eligibility, budget approval and professional judgment remain the responsibility of authorized persons. Evidence is insufficient: no independent GenAI adoption rate, substitution rate or causal employment data for this occupation was verified; BLS7.2% growth cannot be attributed to AI. AI Impact Score 42% is an editorial estimate. Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((75+25+25)/3+0.5)=42; fermatmind-ai-impact-v1; 2026-10-18.The three tasks, ratings and sources are listed in the FermatMind method source record on this page.
FermatMind AI Impact Score estimation method v1
FermatMind / 费马测试 · 2026-10-18
Chinese mainland salary reference
U.S. 11-9151 includes program budget policy and team coordination. Chinese community workers, professional social workers and agency directors have different duties, and mutual occupational recognition cannot be established on job titles alone.
China's social worker qualification is relevant to social work agency and community project management positions, but the examination certificate is neither an equivalent occupation to U.S. 11-9151 nor a uniform manager license.
No comparable wage distribution was verified; no monthly salary is inferred.
NBS non-private 146,266 and private 75,631 yuan per year; not this occupation.
NBS non-private 119,465 yuan per year; not a community manager quote.
U.S. wage reference
U.S. 11-9151 had an annual median wage of 80,390 U.S. dollars in 2025; the BLS detailed projection shows 7.2% growth for 2025—2035, with about 18,500 average annual openings. The median is not an entry-level quote, and openings include replacements rather than an annual net increase.
| Wage statistic position | Annual wage reference | Conversion boundaries | How to understand this position |
|---|---|---|---|
| 10th percentile (P10) | 53,150 U.S. dollars/year | Official annual wage, not individual monthly income | The 2025 10th percentile is 53,150 U.S. dollars/year; not a starting wage or rank threshold. Source: https://www.onetonline.org/link/localwages/11-9151.00?p=annual |
| Median (50%) | 80,390 U.S. dollars/year | Official annual wage, not individual take-home pay |
Career fit guide
First observe whether you are willing to listen to needs, lead a team, check budgets and service indicators, and face complaints, insufficient resources and uncertain outcomes. Use the S1—S5 paper monthly report to practice checking, then learn about real positions; enjoying charity activities does not automatically mean you are suited to management.
You may be better suited to： The budget table can deduct paid and committed amounts, and when resources are insufficient it does not falsely claim the proposal has been approved.
These situations require caution： If you tend to write attendance numbers as service outcomes, or are unwilling to retain limits and escalation when budgets are short or referrals are incomplete, choose a program management direction with caution. First observe whether you can consistently check records and bear resource trade-offs.
Try an entry-level exercise： Partner and team handovers have sources, unknowns, responsible persons and professional boundaries.
Work pressure, risks and occupational boundaries
Focus on preventing writing participation as outcomes, omitting committed expenditures, writing referral acceptance as completion, handling cases beyond authority, and exaggerating results or ignoring professional supervision under funding and staffing pressure.
O*NET defines U.S. management tasks and BLS describes the work environment; China's privacy is based on the Personal Information Protection Law. The following are editorial design scenarios and do not provide this occupation's incident rates, personal health or hiring predictions.
Typical scenario：S4 writes 45 visits as 45 residents whose problems have been solved.
Roles most affected：Program staff, managers and funders
Possible consequence：Would mislead resource decisions and external reports, and conceal unevaluated outcomes.
Entry, qualifications and career development
The U.S. typical entry for this occupation is at least a bachelor's degree with relevant service experience, and some positions require a master's degree. First accumulate real service and program experience, use the fictional S1—S5 to check budgets and reports, then add management, professional training and supervision according to the target employer; graduating or holding one certificate does not guarantee becoming a manager.
Occupational prospects and related career transitions
U.S. BLS2025—2035 detailed projection for this occupation shows 7.2% growth and about 18,500 average annual openings, including replacement needs rather than an annual net increase. Chinese industry wages cannot prove this occupation's prospects; switching requires adding the target population, professional preparation or industry operations knowledge.
United States nationwide · SOC11-9151 Social and Community Service Managers
231.0 → 247.7 thousand; official net increase of 16.6 thousand, 7.2% growth and 18.5 thousand average annual openings.
Employment growth and average annual openings
Openings include replacements for those leaving and growth; OOH7% is rounded.
Does not establish：A projection is not an individual hiring probability; the source table's thousand values are already rounded, so the official net increase is not recalculated.
O*NET11-9151 manages social service programs and community organizations, covering needs, teams and volunteers, budgets, quality, partner referrals and reporting, not just holding activities.
The Beijing 2026 social worker qualification rules list assistant, intermediate and senior conditions; it is a professional preparation example and is not the same as an agency manager appointment, budget signing or U.S. practice licensure.
Choose a real task from this page for a small practice project or a conversation with someone in the field. Use the planning guides to set a date, an output and feedback questions before deciding whether to continue.
Use only fictional aggregate materials; do not contact real service recipients, import case data, or promise benefits or expenditures; real programs are carried out by agency professionals and authorized persons.
Prepare a fictional monthly report for a community service program: check the budget, activity visits and de-duplicated headcount, flag capacity and approval gaps, and write suggestions for supervisor review and resource arrangements.
Service recipient rights and actual records are reviewed by personnel; paper exercises make no decisions about real participants.
Text tools cannot approve budgets, determine participant eligibility or perform services on behalf of professionals.
This occupation coordinates programs, staff and volunteers, budgets and evaluation; front-line social workers are closer to individual cases, fundraising managers focus on funding sources and medical service managers run medical institutions. Shared coordination skills do not mean mutual recognition of credentials.
| Dimension | Primary track | Comparison track |
|---|---|---|
| Core purpose | Coordinate social service needs, program resources and quality so that organizational goals connect with actual services. | Front-line social workers focus on individual or group support; fundraising managers focus on raising funds; medical managers focus on the operation of medical institutions. |
| Main targets and basis | Oversee programs based on community needs, participant policies, budgets and actual service records. | Adjacent roles rely respectively on case records, donor relationships or medical operations materials; the materials and professional requirements differ. |
| Core process | Verify needs and plans, coordinate staff, volunteers and partners, oversee quality and resources, review records and improve. | Front-line services, fundraising and medical operations each follow their corresponding professional processes and authorization. |
| Main outputs | Program plans, budgets and team arrangements, plus reports on quality, service coverage and limitations. | Adjacent roles deliver their own service records, fundraising results or medical operations reports; they do not substitute for each other's outcomes. |
| Responsible party | Managers are responsible for coordination and quality according to the agency's division of labor; professionals are responsible for their service judgments, and finance and authorized persons verify resource approvals. | Each role performs its duties along its own professional and organizational chain of responsibility and does not substitute for others simply because of shared coordination skills. |
| Authority and approval | Agency appointment, budget signing, participant policies and data access each require verifying authorization; clinical authority is not obtained on the basis of a management title. | Front-line social work, fundraising and medical roles each verify professional licenses, funding rules and the scope of agency approval. |
| Conclusion boundaries | Attendance numbers cannot directly prove effectiveness; China's social work qualification is not equal to a U.S. manager license or agency appointment. | Moving between roles requires filling gaps in the target service population, professional and management experience; shared skills do not establish mutual recognition of credentials. |
Do not treat the number of registrations as proof that needs are already met.
Approval authority depends on the board, supervisor or contract; spending is not signed off on the basis of a job title.
Management duties are separate from social work, counseling or medical professional credentials.
Attendance visits are not de-duplicated headcount, and even less equivalent to long-term outcomes.
A referral suggestion does not prove that the other party accepted it or that service was completed.
Unknown data and privacy limits are retained; do not fabricate outcomes to secure funding.
First verify the service population, actual duties, relevant experience, budget signing authority, professional credentials and privacy rules, then check on-call pay. The U.S. typical entry is a bachelor's degree with less than five years of related occupational experience; statistical classification is not a promise of individual hiring.
Service scope
Experience and supervision
Budget authority
Work pace
| Assists with finding resources, arranging service connections and maintaining records. |
| Often supports services under the supervision of professionals and does not carry the same management or professional authority. |
| For those who want to build service support experience first and are willing to keep accurate records and escalate issues. |
| Fundraising Managers | Plans fundraising, fund maintenance and fundraising team activities. | Focuses more on funding sources and donor relationships; program managers still need to verify actual service quality. | For those who prefer fundraising strategy and external relations, with fundraising compliance and fund management to be added. |
|---|
| Medical and Health Services Managers | Plans and coordinates medical and health institution services. | Medical institution operations, professionals and compliance scopes differ; licenses or wages cannot be borrowed from one another. | For those willing to move into medical organization operations, with the medical system and institutional rules to be added. |
|---|
| Project Management Specialists | Coordinates project schedules, personnel, budgets and delivery. | Has a broader project domain; social service programs also require service populations, rights and professional support. | For those who prefer milestones and delivery coordination, with industry knowledge of the target project to be added. |
|---|
| Community Health Workers | Connects community residents with health services and promotes healthy behavior and access to resources. | Closer to health education and service liaison; not a social and community service manager or an independent clinical professional. | For those willing to do community health communication; specific prevention services and training licenses must be verified separately. |
|---|
This occupation coordinates social service programs, staffing, budgets and quality; adjacent occupations may focus more on case services, support assistance, funding sources, medical institution operations or single project delivery.
Use the target posting to check item by item the service population, job outputs, professional credentials, experience, on-call duty and signing authority; management experience provides only partial preparation and cannot replace front-line professional credentials.
Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
Monthly report summaries, indicator gap checks and communication drafts have text assistance potential; participant rights, professional services and resource trade-offs are not purely textual outputs.
Adoption and effects depend on authority, privacy, data quality, professional review and agency rules and cannot be derived from an exposure index.
Employment is affected by population demand, funding and service organization; the BLS overall projection cannot be attributed to GenAI alone.
| Work area | Task | Current change | Human control point |
|---|---|---|---|
| Needs research | Organize community needs and resources | Assist in summarizing approved aggregate materials | Check real needs and uncovered groups |
| Monthly program report | Organize coverage and evaluation | Flag the definitional difference between 45 visits and 32 people | Check source records; do not treat coverage as an outcome |
| Budget reconciliation | Separate expenditure commitments and proposals | Help check S1 formulas and blank cells | Finance verifies the accounts; the authorized person approves |
| Team and volunteers | Organize scheduling and training to-dos | Draft task and supervision checklists | Check personnel capability, professional authority and actual arrangements |
| Partner referrals | Track capacity and acceptance | Organize 14 applications, 10 capacity, 8 acceptances and 6 pending confirmation | Manually check completion status and partner commitments |
| Funder communication | Draft limitation and progress statements | Mark S4 exaggeration and unsupported claims | The agency verifies outcomes, contracts and external responsibility |
| Personal work | Check monthly report logic | Flag S1—S5 omissions and indicator confusion | Recalculate yourself; the work does not prove real service capability |
Evidence is insufficient: there is no independent AI adoption, service decision accuracy or substitution measurement for this occupation, and no score or disappearance year is invented. Potential text task exposure does not mean agencies have already adopted it, service quality has improved or jobs have been replaced.
Program records can be organized with the help of text tools; needs, service quality, rights and resource trade-offs must return to actual records, professionals and agency authorization.
AI primarily changesFlag S2 mixing of visits and headcount and S4 exaggeration of outcomes.
Human responsibility remainsCheck sign-in, de-duplication and evaluation source records, and retain the absence of outcome evidence.
AI primarily changesOrganize S1 paid, committed, balance and proposal variances.
Human responsibility remainsFinance verifies the accounts; the authorized person decides whether to reallocate or approve.
AI primarily changesDraft the S3 status handover and S5 responsibility to-dos.
Human responsibility remainsVerify partners' actual acceptance, service completion and personnel professional authority.
Generated reports must return to approved materials and source records; after checking figures, rights and authority, the responsible person decides how to use them. Actual service outcomes and approvals cannot be filled in by the model.
Use only approved necessary materials; exercises are entirely fictional and contain no real cases or health information.
Only produce monthly reports, gap checks and communication drafts; do not automatically decide eligibility, care or budgets.
Finance verifies S1, the program manager verifies S2—S3, and professionals handle real services and rights.
Keep S4 revision reasons, sources, unknowns and S5 recipients, and do not use wording to conceal missing evidence.
Authorized persons review spending, eligibility and external reports; the tool is not the responsible party.
Neither 45 visits nor 32 people proves the problem has been solved.
Control: Keep the indicators separate and note that no outcome evaluation was provided.
Health, child and family data may be subject to strict protection.
Control: Control access according to jurisdiction, legal basis and agency authority; exercises are fictional only.
Ignoring the 1,800 commitment would wrongly claim the proposal is fully funded.
Control: Finance recalculates the 1,500 balance and the 500 gap and hands them to the authorized person.
The model may write 8 acceptances as completions, or write 14 applications as service outcomes.
Control: Check applications, capacity, acceptance and completion separately against source records.
Eligibility, care and rights decisions may overstep professional and agency authority.
Control: Limit the use of the draft, hand it to authorized persons, and keep objections and the review chain.
First do the S1—S5 budget, indicator and referral checks independently, then let a text tool flag omissions; do not enter real cases.
Limit the tool to approved aggregate materials and verify source records and indicators; do not treat a generated monthly report as a program outcome.
Clarify responsibility for privacy, professional services and budget approval; an AI draft cannot sign reports for the agency or decide benefit eligibility.
Assess authority, privacy, hallucination and indicator confusion; actual adoption effects must be tested separately in an approved process.
There is no independent measured substitution rate; text assistance is kept separate from real services, professional judgment and agency responsibility.
Source: ILO exposure methodology and O*NET tasksOriginal source ↗
BLS typical entry is a bachelor's degree with relevant experience, and programming is not listed as a uniform threshold; specific tool skills are verified per job.
Source: BLS11-9151 typical preparationOriginal source ↗
Monthly report summaries, indicator checks, budget gap checks and communication drafts can be explored on paper, without entering real cases.
Source: GPTs are GPTs task potential study and editorial exploration suggestionsOriginal source ↗
BLS2025—2035 detailed projection for this occupation shows 7.2% growth and an official net increase of 16.6 thousand; AI causality cannot be inferred from this.
Source: BLS detailed projectionOriginal source ↗
No. A draft grants no budget, benefit eligibility or professional service authority; finance and the authorized person verify the S1 proposal.
Source: NIST risk framework and agency responsibility boundariesOriginal source ↗
There is no credible disappearance year; LLM task potential does not predict the timing of adoption, and the BLS projection still shows growth.
Source: LLM study limitations and BLS projectionOriginal source ↗
First learn about service recipients, budget indicators, teamwork and professional boundaries, then practice gap-checking with tools and manual review.
Source: O*NET tasks and BLS related experienceOriginal source ↗
Text tools can be used to organize record structures, and actual effects must be assessed in an approved process; real needs, service rights, professional judgment, financial reconciliation and approvals are the responsibility of identified persons, and unknown outcomes must not be filled in by generation.
Below is an editorial preparation path, not a Chinese education or wage table; first verify service experience and actual management authority.
| Preparation background | Task direction | Boundaries and checking suggestions |
|---|---|---|
| Relevant bachelor's degree | Program assistant and front-line service preparation | BLS typical manager entry is a bachelor's degree plus relevant experience; graduating does not automatically make someone a manager. |
| Existing front-line experience | Program coordination and team support | Verify the service population, budget and personnel responsibilities and accumulate real quality evidence. |
| Social work professional qualification | Related social work positions and agency services | Check according to jurisdiction-specific professional and registration requirements; a certificate does not substitute for budget authority. |
| Further study in management or policy | More complex projects and agency-wide coordination | Some U.S. positions require a master's degree, but further study does not guarantee hiring or a pay raise. |
NBS2025 health and social work industry non-private 146,266 and private 75,631 yuan per year; public administration and social organizations non-private 119,465 yuan per year. The industry category contains many other positions and cannot be quoted as this occupation or front-line social worker pay.
Needs and referrals, resource connections and coverage evaluation; job contracts and funding conditions are verified separately.
May lead teams, scheduling and quality supervision; professional care authority is not determined by a manager title.
Verify project contracts, reporting definitions and funding approvals; activity counts cannot be treated as service outcomes.
Evidence is insufficient: no quantified effect of AI adoption on Chinese wages for this occupation was obtained, and tool task potential cannot be used to infer wage increases, wage cuts or employment numbers.
| The 2025 median is 80,390 U.S. dollars/year; not an individual take-home figure. Source: https://www.onetonline.org/link/localwages/11-9151.00?p=annual |
| 90th percentile (P90) | 132,260 U.S. dollars/year | Official annual wage, not individual take-home pay | The 2025 90th percentile is 132,260 U.S. dollars/year; not a starting wage or rank threshold. Source: https://www.onetonline.org/link/localwages/11-9151.00?p=annual |
|---|
Wages · 10th percentile：53,150 U.S. dollars/year；The 10th percentile is not a starting wage.；O*NET national wage percentiles
Wages · 25th percentile：64,290 U.S. dollars/year；The 25th percentile is not a seniority level.；O*NET national wage percentiles
Wages · median：80,390 U.S. dollars/year；The median is not an individual after-tax figure or a manager starting wage.；O*NET national wage percentiles
Wages · 75th percentile：103,200 U.S. dollars/year；The 75th percentile is not an automatic promotion wage.；O*NET national wage percentiles
Wages · 90th percentile：132,260 U.S. dollars/year；The 90th percentile is not a senior qualification threshold.；O*NET national wage percentiles
No. 80,390 U.S. dollars is the midpoint of the national distribution; entry-level positions and manager roles usually differ, so check the specific contract.
No. A national annual wage is not individual hours, bonuses, benefits or after-tax income.
No. Wages come from OEWS, while 231.0 to 247.7 thousand and 7.2% come from employment projections; the statistical sources and scopes are separate.
The four rows are medians for the same 11-9151 in different U.S. industries; local government excludes education and hospitals and is not the general manager wage.
| Industry | Median wage for this occupation within the industry | Statistical scope |
|---|---|---|
| Religious, grantmaking, civic and similar organizations | 79,990 U.S. dollars/year | 2025 industry median for the same 11-9151 occupation, not the average for all industry employees. Source: https://www.bls.gov/ooh/management/social-and-community-service-managers.htm |
| Individual and family services | 76,760 U.S. dollars/year | 2025 industry median for the same 11-9151 occupation, not the average for all industry employees. Source: https://www.bls.gov/ooh/management/social-and-community-service-managers.htm |
| Local government (excluding education and hospitals) | 102,630 U.S. dollars/year | 2025 industry median for the same 11-9151 occupation, not the average for all industry employees. Source: https://www.bls.gov/ooh/management/social-and-community-service-managers.htm |
| Community food and housing, emergency relief and vocational rehabilitation | 74,240 U.S. dollars/year | 2025 industry median for the same 11-9151 occupation, not the average for all industry employees. Source: https://www.bls.gov/ooh/management/social-and-community-service-managers.htm |
Regions, funding sources and non-profit/government employers differ, so the national median cannot serve as a local quote.
Mostly full-time, some more than 40 hours; contractual hours and benefits cannot be inferred from statistical annual wages.
Relevant service management experience helps in competition, but a degree or certificate does not guarantee a fixed wage premium.
2025 is 231.0 thousand and 2035 is 247.7 thousand.；BLS detailed occupational projections
7.2% growth, with an official net increase of 16.6 thousand； the handbook's 7% is integer rounding.；BLS detailed occupational projections
Openings include growth and replacement from people leaving the occupation, not net new additions.；BLS detailed occupational projections
O*NET occupational interest baseline
Enterprising E, Social S, Conventional C; judge in combination with real service and management tasks.If you like listening to needs, organizing people and checking budget indicators, you can experience program coordination further; those who prefer individual cases, health education or fundraising should compare adjacent directions and their professional thresholds.
First prepare a fictional S1—S5 monthly report, then learn about real services, teamwork and agency authority; interests cannot replace professional credentials or actual management performance.
Which Holland interest type is closer to Social and Community Service Managers?
The O*NET interest code for this occupation is ESC: Enterprising, Social and Conventional. Consider whether you like leading teams, helping others and checking records; the code cannot be used to infer an individual fit rate.
Do not use it this way: Interests are not equal to professional credentials or management approval.
Test my Holland occupational interestsWhich Big Five traits are more relevant to this job?
Big Five only helps self-reflection; observe whether commitments are reliable, records are accurate, and whether you can communicate and escalate when resources conflict.
Do not use it this way: Trait scores cannot replace real service and team leadership performance.
View my Big Five personality traitsCan MBTI be used to judge whether I suit Social and Community Service Managers?
MBTI can raise preference questions but cannot determine who can manage social services; first try the monthly report, partner collaboration and resource trade-offs.
Do not use it this way: Do not assign service recipients or sensitive materials by type.
Learn about my MBTI preferencesCan the Enneagram show whether I suit this occupation?
Enneagram cannot establish a competency conclusion for this occupation; translate stress reactions into observable recording, help-seeking and review behavior.
Do not use it this way: Type cannot replace professional supervision or safety judgment.
Explore my Enneagram patternsIf I am not good at math, can I be a Social and Community Service Manager?
Requires stable budget and indicator checking, not a high-IQ label; S1 shows an available balance of 1,500 and a proposal shortfall of 500, and S2 keeps visits and headcount separate.
Do not use it this way: Correct arithmetic is not the same as understanding all financial or service evaluation.
Learn about my intelligence and reasoning performanceDo Social and Community Service Managers need high emotional intelligence?
Communication requires listening to needs, explaining limits and handling conflict; so-called high emotional intelligence is not a professional service or management license.
Do not use it this way: Emotion labels cannot determine a career or replace real collaboration.
Learn about my emotional intelligence abilitiesFits better when: Likes schedule, budget and delivery coordination.
Watch for: Target industry knowledge must be added; project methods do not exempt professional requirements.
Explore related career: Project Management SpecialistsFits better when: Willing to do resource support and accurate records.
Watch for: Support roles grant no management or professional decision authority.
Explore related career: Social and Human Service AssistantsFits better when: Willing to work closely with family and school needs and individual case support.
Watch for: Professional service education, supervision and licensure must be added.
Explore related career: Child, Family, and School Social WorkersFits better when: Willing to do health education and community service connections.
Watch for: Specific health service training licenses are verified separately.
Explore related career: Community Health WorkersFits better when: Willing to coordinate the personnel and resources of a medical organization.
Watch for: Medical operations and compliance must be added; a title grants no clinical authority.
Explore related career: Medical and Health Services ManagersFits better when: Prefers fundraising and donor relationship collaboration.
Watch for: Fundraising rules must be added; raising funds is not the same as service quality.
Explore related career: Fundraising ManagersDo not presume a personality type. Observe whether you are willing to listen to needs, manage a team, check budgets and indicators, and retain limits and escalation responsibility when resources are insufficient.
Introverts can train communication; check the actual frequency of partner meetings, team feedback and service conflicts and your own energy, rather than deciding by label.
Being outgoing may mean willingness to communicate, but accurate records, quality review and respect for professional authority are still required; enthusiasm cannot replace management evidence.
There is no verifiable best MBTI. Use S1—S5 to observe checking, trade-offs and handover rather than inferring hiring from type.
The O*NET ESC for this occupation is Enterprising, Social and Conventional, describing occupational interests rather than individual scores, professional credentials or fit rates.
This page has no evidence that a personality score predicts job performance in this occupation; judge by real service, team and budget records and supervisory feedback.
Budget and data foundations can be trained, but stable balance calculation and separated indicators are required; S1 requires deducting commitments, S2 keeps visits and headcount apart, and neither is decided by an IQ label.
No high emotional intelligence label is needed; listening to feedback, explaining resource limits, handling conflict and respecting authority are required, and real behavior is more verifiable than self-reported scores.
Enneagram has no competency evidence for this occupation; record whether you seek help, review and report truthfully under stress, and type cannot authorize services.
Complete the budget table, indicator dictionary, referral handover and report revision, check for S1—S5 omissions, then compare against the professional, experience and management responsibilities in the target posting.
How to reduce risk：Use S2 to separate 45 visits and 32 people, with outcomes not provided; retain revisions and supervisor review.
Evidence：O*NET tasks for this occupation · BLS Social and Community Service Managers handbook
Typical scenario：Looking only at 8,700 paid and missing 1,800 in committed expenditures.
Roles most affected：Program managers, finance and authorized persons
Possible consequence：Would overestimate available resources and make unapproved new commitments.
How to reduce risk：Use S1 to recalculate the 1,500 balance and the 500 gap and hand them to finance for verification and the authorized person for decision.
Evidence：O*NET tasks for this occupation · BLS Social and Community Service Managers handbook
Typical scenario：S3 writes 14 applications or 8 acceptances as all completed.
Roles most affected：Service personnel, partners and participants
Possible consequence：May omit those not accepted and follow-up services, creating false coverage.
How to reduce risk：Separate applications, capacity, acceptance and completion, keep 6 pending confirmation, and do not infer completion from acceptance.
Evidence：O*NET tasks for this occupation · BLS Social and Community Service Managers handbook
Typical scenario：Entering health, child or family cases directly into unapproved tools, or assuming that a manager can read all records.
Roles most affected：Personnel handling materials and service recipients
Possible consequence：May infringe privacy or service rights; a management position does not automatically grant full access.
How to reduce risk：Verify legal basis, necessary scope, strict protection and access authority; real sensitive information is handled separately according to law and agency rules.
Evidence：China's Personal Information Protection Law · O*NET tasks for this occupation
Typical scenario：Using a management title or volunteer arrangement to replace the professional conditions for care, counseling or benefit decisions.
Roles most affected：Managers, volunteers and professionals
Possible consequence：May exceed authority in services and leave participants without due professional support.
How to reduce risk：Verify the service population, personnel credentials and supervision, and refer professional and approval questions to authorized persons.
Evidence：O*NET tasks for this occupation · BLS Social and Community Service Managers handbook
Typical scenario：Program capacity is insufficient while complaints and reporting deadlines run in parallel, yet services beyond the team's capacity are still promised.
Roles most affected：Managers, staff and volunteers
Possible consequence：May cause fatigue, declining quality and broken partner trust; individual effects must be assessed in practice.
How to reduce risk：Verify budgets, staffing, on-call duty and backup, explain uncovered needs and escalate resource arrangements, without falsely claiming that targets have been met.
Evidence：O*NET work context for this occupation · BLS work environment for this occupation
| Entry-level positions | What you mainly do early on | Job evidence to verify | How to prove it without experience | Difference from other directions |
|---|---|---|---|---|
| Social service assistant | Collect service needs, appointments and referral records under supervision | Keep accurate records and identify issues that need professional handling | Present a fictional service summary table | A support role is not the same as a manager or a licensed social worker |
| Front-line social worker or program service staff | Participate in individual or group services according to qualifications and agency arrangements | Relevant education, service experience and professional supervision records | Explain the professional boundaries of anonymous or fictional tasks | Settings involving children and health require separate license checks |
| Community program coordinator | Organize program progress, partner capacity and budget status | Can distinguish execution, acceptance, completion and evaluation | Present the S1—S5 monthly report from this page | Signing authority for coordination roles depends on agency arrangements |
| Social and Community Service Managers | Coordinate staff and volunteers, budgets, needs and quality | BLS typical entry is a bachelor's degree with relevant service experience | Use the monthly report to explain review, resource arrangements and escalation | Usually not a position obtained directly after graduation |
| Agency program supervisor | Manage multiple programs and report to funders | Evidence of actual programs, teams, budgets and responsibility | Explain how institutional and performance definitions are implemented | Years and certificates do not automatically grant agency approval authority |
2026-10-02 text readable: plans, staff training and supervision, records, budgets and on-call duty, plus direct care; alternative combinations are a relevant bachelor's degree plus 1 year, an associate degree plus 2 years, a vocational diploma plus 3 years, or 50 hours of training plus 4 years of supervised care experience.
A single-employer residential care sample from Minnesota only; no wage or posting date is listed, professional training and actual authorization are verified separately, and current hiring is not guaranteed.
The U.S. typical entry for this occupation is at least a bachelor's degree with relevant occupational experience; some positions require a master's degree.
Verify the social service, team leadership and program experience accepted by the target employer; statistical typical entry is not a uniform hiring threshold.
Official tasks cover needs, teams and volunteers, budgets, service quality, referrals and reporting.
Use actual work records to explain resources, quality and responsibility; do not only show activity promotion counts.
The S1—S5 exercise requires checking the balance, visits and headcount, partner capacity and report wording.
Only proves this paper-based checking habit, not real services, professional credentials or long-term management capability.
You are an intern coordinator for the Sunny Bridge community resource connection program, preparing the September 2026 monthly report for the program manager to review. Do paper calculations and reporting only, with no real participants, health data or agency authorization. The amounts are not market quotes.
S1｜Approved budget for the month 12,000 yuan, paid on the books 8,700 yuan, plus committed but unpaid expenditures of 1,800 yuan. A new activity proposal requires 2,000 yuan and is currently unapproved; there are no other allocation or reallocation materials.
S2｜Sign-in visits for three activities are 18, 15 and 12 respectively, totaling 45 visits. The program also provides a verified de-duplicated participant count of 32; the sign-in total alone cannot produce 32. No long-term improvement, problem resolution or representative satisfaction evaluation is provided.
S3｜The partner states that this month it can accept 10 new referral applications; the program plans to refer 14, of which 8 have confirmed acceptance and 6 are still pending confirmation. Capacity 10 is not the actual number accepted, and acceptance is not service completion. No completion records are provided.
S4｜The first draft of the monthly report says “the problems of 45 residents have been solved, the budget is still sufficient, the 2,000 yuan new activity can be approved, and all 14 referrals are completed”. These statements must be corrected item by item against S1—S3; service outcomes or completion records must not be fabricated.
S5｜The intern coordinator only prepares the monthly report and to-dos; the program manager verifies program data and resource suggestions, finance verifies expenditures and commitments, and the agency authorization lead decides on new budget. Professional services, participant eligibility and sensitive information handling are carried out by authorized persons under applicable rules.
Using S1, calculate the available balance and the 2,000 yuan proposal gap; using S2, distinguish 45 visits from 32 people; using S3, distinguish capacity, applications, acceptance and completion. Mark the material source of every figure.
Correct the three claims in S4 and write a one-page monthly report: budget, coverage, referral status, evidence limits, responsible-person to-dos and conditional resource suggestions; do not write approved or completed.
S1: 12,000−8,700−1,800 = 1,500 yuan available balance; the 2,000 yuan proposal exceeds the balance by 500 yuan and must be reviewed by finance and the authorized person. S2: 18 + 15 + 12 = 45 visits, and the de-duplicated 32 people come from a separately provided record; there is no evidence that the problems have been solved.
S3: 14 applications exceed the stated capacity of 10 by 4; 8 have been accepted and 6 are pending confirmation, so 14 cannot be called all completed. The capacity gap of 4 and the 6 pending are not the same indicator, and completion of 8 cannot be inferred from 8 acceptances.
Correct S4: “The activities totaled 45 visits and 32 de-duplicated people; no improvement effect has been evaluated. After deducting payments and commitments the balance is 1,500 yuan, and the new proposal is short 500 yuan pending approval. Of the referrals, 8 have been accepted and 6 are pending confirmation, and completion status is not provided.” Hand it to the manager to check the data, finance to check the balance and the authorized person to check the budget.
Use only the fictional aggregate materials on this page; do not contact real service recipients, enter case or health information, process benefit eligibility, provide care or medical services, or sign budgets. Aggregation does not mean inherent anonymity; real programs verify privacy basis, access authority and professional supervision separately.
Using S1, list approved 12,000, paid 8,700, committed 1,800, available 1,500, new proposal 2,000 and shortfall 500; retain the finance and approval to-dos.
Others can recalculate the balance; do not treat unpaid commitments as freely usable money.
Using S2, explain the 45 sign-in visits and 32 de-duplicated people and their sources; list problem improvement as not yet evaluated.
Do not mix people, visits and outcomes, and do not infer de-duplicated counts from the three sign-in numbers.
Using S3, list 14 applications, 10 capacity, 8 acceptances, 6 pending confirmation and completion unknown separately; record the partner verification to-dos.
Do not mix the capacity gap of 4 with the 6 pending, and do not treat acceptance as completion.
Save the S4 first draft and write the corrections item by item, with the S1—S5 basis, responsible persons and open items.
The work reflects this round's checking and escalation judgment; it cannot substitute for real professional credentials or program performance.
| Stage | What may be assessed | Observed evidence | Use boundaries |
|---|---|---|---|
| Budget follow-up | Why is the balance not 3,300 yuan | After deducting the 1,800 commitment, 1,500 is available and the proposal is short 500 | Finance and the agency authorized person still must review |
| Indicator follow-up | What do 45 and 32 each represent | 45 visits, 32 de-duplicated people, improvement outcomes unknown | Activity data does not prove long-term outcomes |
| Partner coordination | How are 14, 10, 8 and 6 explained | Applications, capacity, accepted and pending kept separate, completion unknown | Cannot promise partners will certainly accept or complete |
| Probation report | Whether exaggeration and unapproved statements can be corrected | Save sources, revisions, responsible persons and to-dos | One paper exercise does not prove real team leadership capability |
Read S1—S5 and write the responsibility boundaries of the program scope, the intern, and the manager, finance and authorized persons.
Build the budget table from S1, calculate the 1,500 balance and the 500 gap, and list the approval to-dos.
Write the indicator dictionary from S2, distinguishing 45 visits, 32 people and outcomes with no evaluation.
Build the capacity handover from S3, separating 14 applications, 10 capacity, 8 acceptances, 6 pending confirmation and completion unknown.
Revise the three claims in S4, marking for each sentence the material source, limits and reviewer.
After sealing the first draft, read the answers, recalculate the budget, check the indicators and status, and save the specific revisions.
Submit a one-page monthly report and the four work products, and review whether you are willing to check resources, listen to needs, communicate gaps and bear uncertainty.
| Qualification / status | Who it mainly suits | Practical role in job seeking | Whether it is a universal hiring threshold | Application / registration conditions | Investment level | Important limitations |
|---|---|---|---|---|---|---|
| Bachelor's degree and related experience | U.S. social and community service management job seekers | BLS typical entry is at least a bachelor's degree with relevant occupational experience | Statistical typical entry, not a uniform hard requirement across all employers | Check the target position for professional, related service and team leadership experience | Education and experience must be genuinely accumulated | Some positions require a master's degree; a bachelor's degree alone does not lead directly to a manager role |
| Master's degree preparation | For those whose target positions explicitly require it | Majors such as social work or public policy may be useful | BLS says some positions require it, not that it is universally mandatory for the occupation | Check the job description and the scope of coursework and internships | Tuition and duration are verified with the institution | A degree is not the same as a professional license or signing authority |
| Assistant Social Worker | Those preparing for related social work practice in China | The Beijing 2026 examination rules list this professional qualification | Not the same as a uniform entry certificate for community service managers | Beijing workers or residents; high school or secondary specialized social work 4 years, social work associate degree 2 years, social work bachelor's degree as a new graduate or already graduated; other associate degrees 4 years, bachelor's degree and above 2 years | In Beijing 2026 the two objective subjects are 61 yuan each, 122 yuan in total, not training fees | U.S. practice licensure cannot be inferred from the certificate |
| Social Worker | Related professional service personnel in China | The Beijing 2026 rules list the intermediate conditions and examination | Does not automatically grant a program management appointment | High school or secondary specialized with 6 years after holding the assistant level; social work associate degree 4 years, bachelor's degree 3 years, master's degree 1 year, doctorate; other majors add 2 years correspondingly | In Beijing 2026 the two objective subjects are 61 yuan each and the subjective subject 65 yuan, 187 yuan in total | Qualification is kept separate from agency management and financial approval |
| Senior Social Worker | Professionals meeting the conditions of the current cycle | The Beijing 2026 rules include education, intermediate qualification and years-of-service requirements | Not a uniform threshold for all manager positions | Bachelor's degree or above; 5 years of social work practice after obtaining the intermediate level, plus political and professional ethics conditions | In Beijing 2026 the senior examination is one subject at 61 yuan; passing yields only a certificate of passing scores | Passing the senior examination is not the same as passing review or a manager appointment; application and assessment follow the current rules |
| Employer professional and agency authorization | Those serving specific populations or in management | The VOA-MN posting includes specific tasks such as residential care and on-call duty | Employer setting requirements cannot be extrapolated nationwide | Check professional training, supervision, privacy and expenditure authority | Verify against services and agency rules | A title cannot replace authority for clinical, care or benefit decisions |
Typical scope：Collect needs and organize referral records under supervision.
Readiness evidence：Record sources are accurate and professional and privacy issues have recipients.
Credential boundary：Verify by service population, profession and employer conditions.
Next moves：Participate in more real service and program collaboration.
Typical scope：Track activity, partner, staffing and budget status.
Readiness evidence：Can distinguish visits from headcount, applications from acceptance from completion, and committed expenditures.
Credential boundary：Job education and experience requirements and data access are verified by agency.
Next moves：Add team mentoring, quality evaluation and resource planning.
Typical scope：Coordinate teams, volunteers, budgets and quality.
Readiness evidence：Program data and finances are traceable and gap escalation is followed through.
Credential boundary：BLS typical entry is at least a bachelor's degree with relevant experience.
Next moves：Manage more complex programs and cross-agency collaboration.
Typical scope：Coordinate multi-program resources and funding reports.
Readiness evidence：Can explain resource trade-offs, rights protection and evaluation limits.
Credential boundary：Appointment, professional supervision and signing authority are verified separately.
Next moves：Take on mentoring and system improvement as the agency requires.
Typical scope：Organize the scope of service organizations and acceptance conditions.
Readiness evidence：Clearly distinguish providing information, referring and actual acceptance.
Credential boundary：Verify privacy and the professional conditions of the target position.
Next moves：Participate in partner communication under supervision.
Typical scope：Follow up on partner capacity, application status and handover.
Readiness evidence：Applications, acceptance and completion are not double counted or miscounted.
Credential boundary：Must not independently promise benefit eligibility or professional services.
Next moves：Learn needs research and cooperation plans.
Typical scope：Arrange partner agencies, staffing and resource boundaries.
Readiness evidence：Cooperation division of labor, service records and exceptions have a review chain.
Credential boundary：Authorization follows contracts and agency rules; partnership does not justify signing on someone else's behalf.
Typical scope：Organize aggregate data, sources and versions.
Readiness evidence：Do not write participation numbers as service outcomes.
Credential boundary：Handle according to privacy and data access authorization.
Next moves：Learn budget status and indicator definitions.
Typical scope：Align coverage, budget and referral status.
Readiness evidence：S1—S5 style monthly reports can be recalculated and retain unknowns.
Credential boundary：Report preparation cannot substitute for the authorized person signing reports.
Next moves：Participate in evaluation plans and funding communication.
Typical scope：Coordinate evaluation, complaints, teams and improvement.
Readiness evidence：Evaluation design, limitations, exception handling and resource suggestions can be checked.
Credential boundary：Relevant experience, evaluation capability and professional support are verified separately.
Under supervision, listen to needs, distinguish record sources and professional boundaries, and learn about the real service population.
Can align schedules, staffing, referral capacity and budget status, and hand open issues to responsible persons.
Can coordinate staff and volunteers, needs and quality, and explain program reports and resource trade-offs.
Can coordinate multiple programs, funders and partners and improve evaluation systems; agency appointment and signing authority are verified separately.
United States nationwide · SOC11-9151；U.S. dollars/year
80,390 U.S. dollars; P10—P90 is 53,150—132,260.
Annual median wage of wage earners in this occupation
Percentiles reflect the distribution of wage earners, not novice starting pay or experience levels.
Does not establish：National wages cannot be used to infer regional quotes, funder compensation or individual income.
China urban units · All wage-earning positions in the health and social work industry; yuan/year
Non-private 146,266 yuan and private 75,631 yuan.
Related industry average wage proxy
The industry contains many positions in health care and social services, not an independent wage for community service managers.
Does not establish：Evidence is insufficient: no independent nationwide employment growth or wage statistics for this occupation in China were verified, so industry averages cannot be used to infer a precise occupational outlook.
These are capability relationships, not automatic promotions or credential waivers.
Transfers：Needs interviews, service connections and records.
Build next：Individual case professional capability, educational supervision and jurisdictional licensure must be added.
View career profileTransfers：Resource information, referral records and teamwork.
Build next：Must adapt to a support role and professional supervision.
View career profileTransfers：Personnel, budget, quality and organizational coordination.
Build next：Medical system, agency compliance and operations experience must be added.
View career profileTransfers：Budgets, external communication and non-profit collaboration.
Build next：Donor relationships, fundraising strategy and fundraising compliance must be added.
View career profileTransfers：Schedules, staffing, budgets and stakeholder collaboration.
Build next：Target industry delivery, technical teams and project tools must be added.
View career profileTransfers：Community communication, resource connections and service records.
Build next：Health education and target service training licenses must be added.
View career profileTransfers：Family support, referrals and cross-agency coordination.
Build next：Here this refers to Healthcare Social Workers21-1022; illness-related psychosocial services, professional education, and supervision licensure must be added.
View career profileTransfers：Team training, needs research and outcome records.
Build next：Curriculum design, adult learning and training evaluation must be added.
View career profileThe BLS May 2025 national annual median wage for 11-9151 is 80,390 U.S. dollars, and P10—P90 is 53,150—132,260 U.S. dollars; this is not starting pay or an after-tax promise.
Evidence is insufficient: no independent nationwide wage percentile for social and community service managers in China was verified. NBS2025 health and social work non-private 146,266 and private 75,631 yuan/year are industry averages covering many positions.
BLS2025—2035 detailed 11-9151 growth of 7.2%, with 18.5 thousand average annual openings; official net increase 16.6 thousand. Openings include replacement needs and are not an annual net increase or an individual job-seeking probability.
Monthly report summaries, gap checks and communication drafts can be explored, but budgets cannot be approved and professional service authority cannot be granted. Evidence is insufficient: there is no independent actual GenAI adoption or substitution rate for this occupation, and this page invents no disappearance year.
The BLS typical entry is at least a bachelor's degree with relevant occupational experience, and some positions require a master's degree; the detailed table's related experience is a less-than-five-years category, not an automatic tenure requirement. The professional, population and supervision conditions of a specific employer are verified separately.
The VOA-MN program manager sample includes specific residential care and on-call duty; the specific professional, training and supervision conditions must be verified item by item. A management title alone grants no authority for care, medical or benefit decisions.
Use only fictional S1—S5 aggregate materials for the budget table, indicator dictionary, referral handover and monthly report revision; do not contact real recipients, enter cases, sign expenditures or make benefit decisions.
12,000−8,700−1,800 = 1,500 balance, and the 2,000 proposal is short 500; 45 visits and 32 de-duplicated people are kept separate. 14 applications, 10 capacity, 8 acceptances and 6 pending confirmation are recorded separately, and service completion and improvement outcomes are unknown.
Read according to the O*NET11-9151 tasks and ESC interests, BLS wages and detailed projections for this occupation, NBS industry statistics, Beijing social work qualifications, China's Personal Information Protection Law and bounded recruitment samples; S1—S5 are editorial fictional exercises.
In this round on 2026-10-02 we checked the national five percentiles, the independent projection, four industry wages, 16 tasks and ESC interests, the NBS eight broad categories reference, the Beijing 2026 examination PDF, the VOA-MN text and eight adjacent occupations. China's original Ministry of Industry and Information Technology privacy page was not effectively obtained, so the State Administration for Market Regulation public legal text was used for checking; the ILO, LLM and NIST methods follow materials already checked in this batch.
Occupation and related tasks: O*NET; U.S. wages, projections and preparation: BLS; China industry proxy: NBS; qualifications: Beijing official examination documents; privacy: China's Personal Information Protection Law; employer sample: VOA-MN.
Limitations：Occupational classification grants no professional practice or budget approval authority
Limitations：Median 80390 U.S. dollars per year, not starting pay or individual take-home pay
Limitations：231.0 to 247.7 thousand, 7.2%, 18.5 thousand openings, not AI causality
Limitations：Does not provide individual contractual income for this occupation
Limitations：Not an independent occupational wage for community service managers
Limitations：Locality-specific registration rules and related professional qualifications, not a national manager license
Limitations：Typical preparation does not guarantee hiring, and the industry median is not the average for the whole industry
Limitations：Surveys and occupational zones are not the same as individual licenses
Limitations：Service assistance is not the same as program budget management or professional social work
Limitations：Adjacent occupation; wages or practice credentials are not borrowed
Limitations：Frequency is not the same as an individual work arrangement or incident rate
Limitations：Not measured adoption or substitution for this occupation
Limitations：Does not handle real cases or make decisions about service recipients
Limitations：A voluntary framework is not a rule for benefit eligibility or legal approval
Limitations：Not a prediction of community service agency effects or adoption timing
Limitations：Verify against the actual processing basis and exceptions; a program title does not exempt obligations
Limitations：A single-employer Minnesota residential service mixed position; four education and experience alternative combinations, no wage or date listed, and current hiring is not guaranteed.
Limitations：Occupational interests are not an individual fit rate
Limitations：Funding source management differs from service programs
Limitations：Community program experience does not grant clinical or agency licenses
Limitations：Does not necessarily serve the same population
Limitations：Not a U.S. license or a uniform threshold for community managers
Limitations：Does not replace clinical diagnosis or program budget responsibility
Limitations：National wage-earner distribution, not manager seniority levels
Limitations：Not a uniform degree or license across all employers
Limitations：Does not infer individual hours or after-tax income
Limitations：Task comparison; wages or credentials are not borrowed and no transfer is guaranteed
Limitations：Task comparison; wages or credentials are not borrowed and no transfer is guaranteed
The page explains a detailed U.S. occupation and compares related Chinese settings, and does not establish occupational or qualification mutual recognition. Service recipients, professional conditions, budget signing and privacy are verified by target region and agency; S1—S5 is entirely fictional, with no real service authorization.
MBTI (English) · Big Five (English) · MBTI (Chinese) · Big Five (Chinese)
Wages and contract
Rights and data
Next moves：Improve coverage and identification of duplicate services.
Typical scope：Coordinate cross-agency programs and resource arrangements.
Readiness evidence：Data definitions are consistent and uncovered needs and risks are reported truthfully.
Credential boundary：Professional licenses, cooperation approvals and management appointments are separate.
Next moves：Mentor new personnel and review partner collaboration systems.
Next moves：Coordinate multi-program reporting and actual improvement.
Typical scope：Guide quality management and funder reporting.
Readiness evidence：Do not exaggerate results or fabricate data under funding pressure.
Credential boundary：Agency approval and professional research requirements are verified in practice.
Next moves：Improve indicators, training and program decisions.
Limitations：Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
How do entry-level positions and early tasks compare?