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.
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.
Bradford W. Sheafor
In U.S. society, individuals are designated “professional” when they meet the requirements for a profession. However, professions are developed and maintained through various professional organizations and associations. As social work has evolved, the professional membership and professional education organizations have periodically unified, split, and later reunified when maintaining an identity as a single profession competed with the need to address the interests of different practice specialties, educational levels, and special interest groups within social work.
Cheryl L. Franks and Marion Riedel
Privilege is the invisible advantage and resultant unearned benefits afforded to dominant groups of people because of a variety of sociodemographic traits. Privilege provides economic and social boosts to dominant groups while supporting the structural barriers to other groups imposed by prejudice. Social work education and practice seldom challenges us to evaluate the effects of privilege on our professional relationships and the concomitant systems of oppression that marginalize many of the groups we work with. Privilege nurtures dependence, distances us from others, and creates a barrier to reflective social work practice. Acknowledging the effects of privilege increases our capacity to affirm our humanity and that of the communities we serve.
Philip R. Popple
Formal or institutional social services began in the United States in the late 19th century as a response to problems that were rapidly increasing as a result of modernization. These services were almost entirely private until the Great Depression in the 1930s when the government became involved via provisions of the Social Security Act. Services expanded greatly, beginning in the 1960s when the federal government developed a system wherein services were supported by public funds but provided through contracts with private agencies. This trend has continued and expanded, resulting in a uniquely American system wherein private agencies serve as vehicles for government social service policy.
John G. McNutt
Information technology has had a profound effect on social work practice with larger systems. These tools improve traditional practice and allow new forms of practice. This entry reviews the use of technology in macro social work practice. It examines the role of technology in social administration, community practice, and social policy practice; discusses current practice and tools and discusses the challenges faced in the use of technology in macro practice.