DeBrenna LaFa Agbényiga
As a profession, social workers must understand and work well within the realms of capacity development. This understanding is important because it provides a foundation for working at the micro and macro levels to engage communities, organizations, systems, and individuals. However, the complexity of capacity development has made it difficult for social workers to fully engage from this stance. This entry discusses the historical development of capacity development and building while linking it to social justice. It also provides a theoretical perspective and methods for understanding and utilizing capacity development and building in social-work practice.
Human service corporations provide opportunities that social workers are just beginning to recognize. Although the commercial provision of services has negative features, expansion of the for-profit sector bodes well for those professionals willing to consider it as a practice setting. Corporations have become prominent service providers in hospital management, nursing home care, managed care, child care, welfare, and corrections. Because for-profit firms are often more competitive than nonprofit agencies, privatization is likely to contribute to corporatization human services.
Hillel Schmid and Yeheskel “Zeke” Hasenfeld
Contracting out of social services is defined as the purchase of services by government agencies from for-profit and nonprofit organizations. It has a long history beginning with the English Poor Law of 1723 and becoming a major policy during Reagan's administration. Both the advantages and shortcomings of contracting out are described and analyzed. The effects on providers' accountability to government and clients and the implications for social work practice and ethics are discussed. Special emphasis is given to the social workers' dilemma facing a dual loyalty to contractor–employer on the one hand and to clients on the other.
Kirsten A. Grønbjerg
Of the 1.6 million tax-exempt organizations registered with the IRS as of March 2012, about one-fourth are human service nonprofits, including some 254,100 charities with about $134.5 billion in total revenues. In 2011 human-service charities received about $35.4 billion in charitable contributions. This represents 12% of all charitable contributions (Giving USA Foundation, 2012) and is about 15% of the combined revenues reported by the roughly quarter million registered human-service charities. While government funding is a major driving force for human-service nonprofits, philanthropic funding clearly is important as well. Securing such funding requires solid understanding of the fundraising process and dedicated time and effort, however. Moreover, competition for donations (and fundraising expertise) appear to be growing across the board, with donations from individuals, United Way, and corporate contributions most at risk for human-service nonprofits.
Manohar Pawar and Marie Weil
This article presents an integrated perspective and framework for global practice towards achieving the Global Agenda. First, it presents the origin and current understanding of the Global Agenda for social work. Second, it illustrates the utility of the term “global practice” as a progressive, comprehensive, and future-oriented term that encompasses social work and social, economic, and sustainable development at multiple levels: local, national, regional, international, multinational, and global. Third, it discusses ways of moving forward on the Global Agenda at multiple levels through an integrated perspectives framework consisting of global, ecological, human rights, and social development perspectives to guide practice. Finally, it concludes that global practice and the Global Agenda need to be translated into local level social work and development practice and local level agendas, making a case for social work and sustainable social development leadership and practice at grassroots and national levels.
Candyce S. Berger
The U.S. health care system is a pluralistic, market-based approach that incorporates various public and private payers and providers. Passage of Medicare and Medicaid, combined with rapid advances in technology and an aging population, has contributed to rising health care costs that typically increase faster than general inflation. This entry will review health care financing, exploring where the money is spent, who pays for health care, what the reimbursement mechanisms for providers are, and some issues central to the discussion of reform of health care financing. To effectively advocate health care reform, social workers must understand health care financing.
Food insecurity and hunger are serious problems around the world, with an estimated 870 million people chronically undernourished. The vast majority of these people—an estimated 14.9%—live in developing countries. Although federal food and nutrition assistance programs and the generally high standard of living in the United States have eliminated the more extreme forms of hunger found in developing countries, less severe but nonetheless serious forms of hunger and food insecurity affect millions of households. Food and nutrition programs require adequate funding, increased access, and further evaluation, but to achieve the goals of ending hunger and assuring food security for all, multisectoral strategies that address the macro-level determinants of food security are needed.
The major international governmental and nongovernmental organizations and their activities are discussed with reference to their global co-coordinating, advocacy, service, and research functions. Attention is also given to the work of international professional associations.
Dorothy N. Gamble and Tracy M. Soska
“Macro practice” is identified as social work with communities, organizations, and inter- and intra-organizational groups engaged in progressive maintenance or change strategies. Social workers in macro practice engage in planning, organizing, development, collaboration, leadership, policy practice, advocacy, and evaluation. In 2010, the Association of Community Organization and Social Administration (ACOSA) defined competencies expected of people doing this work. ACOSA identified two separate but related sets of competencies: one based on the literature found in its sponsored journal, The Journal of Community Practice, and a second derived from 10 competencies elaborated on in the Council on Social Work Education’s (CSWE) Educational Policies and Accreditation Standards. Identifying competencies defines knowledge, values, judgments, and skills that social workers doing macro practice should address. Evaluating competencies can be determined by educational programs, service organizations that employ macro practitioners, or by the practitioners themselves as they move through their career in social work.
Roger A. Lohmann and Nancy Lohmann
There has been a quiet revolution in financial management practice in social agencies in recent decades, symbolized by the transition from fund to enterprise accounting and increasing recognition of the “third sector” of the social economy. The traditional voluntary agency model of donations has been joined by grants, performance contracts, “managed care,” and an array of other options, and traditional voluntary agency-based and public agency practice now exist alongside corporate for-profit service delivery and various forms of private practice. Social enterprise and entrepreneurship are a common theme in all this diversity, as social agencies must aggressively seek out financial support. In this environment, two models of budgeting, termed “common-pool” and social enterprise budgeting, have emerged.