Helmut K. Anheier and Marcus Lam
Foundations are private institutions for public benefit. With a long history that reaches back to antiquity, foundations are experiencing a renaissance and increased attention paid to them by policy makers. Already by the mid-1980s, observers had begun to report the end of the relative decline in the overall size and importance of the foundation sector—a trend that had characterized the previous decades. Some analysts suggest the possibility of a new, third “foundation wave,” after a first growth period in the late Middle Ages, alongside the rise of commerce and finance, and a second period of growth in the late 19th century, following the industrial revolution. Political stability, an increase in demand for social, educational, and cultural services of all kinds, and economic prosperity are certainly significant factors behind this growth. Yet a more immediate reason is the way in which foundations have been suggesting themselves as instruments of welfare state reform in the broadest sense.
Child care services, enabling parents to commit themselves to paid employment while providing a supervised environment for their children, have a long and complex history in the United States. Child care services can provide children with educational and other advantages, as well as custodial care. In fact, the United States has multiple kinds of services providing child care and early childhood education. Publicly funded services have concentrated on care for impoverished children and those facing other risks or disadvantages, but many of these children and their families remain unserved because of gaps in programs and lack of support for subsidies, while other families purchase the services they need.
Sandra A. Lopez
Private independent practice (known historically as private practice) is a growing segment of the social work profession. Social workers entering this context are providing a range of services, including clinical and nonclinical. Major considerations for establishing, maintaining, and marketing a successful and ethical private independent practice will be discussed. Existing tensions and challenges in the social work profession and in the field of social work education will be briefly examined. Future directions for private independent practice of social work will be explored.
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.
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.
James Woolever and Jim Kelly
The study of leadership has a long history in disciplines outside of social work. Theorists have struggled with a myriad of definitions of leadership, as well as trait, behavioral, and situational leadership models. They have identified leadership types from transformational and charismatic to motivational. There has been much speculation and some study of the traits and characteristics of effective leaders, as well as effective leadership styles, abilities, and practices. Social-work theorists have contributed to this field by identifying the critical and unique characteristics of social-work leadership, such as adherence to social-work norms and orientation to the needs of disadvantaged groups. In the early 21st century, social workers have begun to elaborate technologies for creating tomorrow’s leaders through practices such as formal training, mentoring, and peer networking. There has always been, and will be, a critical need for leadership in social-work endeavors. Leadership development can be viewed from two perspectives: the individual and organizational. From the individual perspective, the system begins with a critical assessment of the individual’s strengths and limitations, along with the opportunities and threats for professional growth. Ultimately, the organization is responsible for providing resources to enable individual development. The long-term goal is to implement a developmental mind-set throughout the organization. Leadership development must be intended for all employees, not just a select few. Both individual and organizational job performance are ultimately dependent on the leadership developmental structures embedded within each organizational unit. The issue at hand is designing and delivering leadership development programs that meet the leadership requirements for today’s complex, yet changing organizations.
Darlyne Bailey, Katrina M. Uhly, and Jessica Schaffner Wilen
The concept of leadership has evolved from focusing on innate abilities, to learned skills, to recognition that leadership is composed of both skills and abilities. Recently, theorists and practitioners have identified core elements of leadership for social-work organizations. These elements encourage social-work leaders to understand their organizations as living systems within an interdependent world and aid them in connecting humanistic intentions with effects. Acknowledgment and enactment of these competencies secure skills of communication and guidance needed for engagement in dialog and action. Social-work students and leaders can learn and hone these qualities in social-work programs, schools, and professional development opportunities for effective leadership in the field.
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.
Michàlle E. Mor Barak and Dnika Jones Travis
Social work organizations depend on a well-trained and responsive workforce to provide quality services. Human resource management (HRM) refers to the design of formal systems that ensure effective and efficient use of human talent, and serves as a vehicle to accomplish organizational goals. Effective HRM requires applying the same person-in-environment value orientation that guides client services to managing human resources. Considering the complexity of HRM, we have developed an organizing framework focused on employee development, organizational effectiveness, and cross-cutting HRM issues. In today's economic, legal, cultural and technological environment that emphasizes accountability, effective management of human talent is critical.
This article presents an overview of the field of organizational change as it applies to human service organizations (HSOs). It offers definitions, conceptual models, and perspectives for looking at organizational change, and notes common reasons that organizational change efforts fail. The article takes the perspective of an agency executive or manager who has the responsibility for initiating and implementing a planned organizational change initiative. It offers a comprehensive, evidence-based model for tactics to use and steps to take, from assessing change readiness and change capacity to institutionalizing and evaluating change outcomes within the organization. Common change methods are reviewed, including those particularly relevant to HSOs, such as implementation science; the use of consultants; and change efforts, which can be initiated by lower-level employees. A research agenda, with particular attention to change tactics, is offered.