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The Social Work Leadership Imperative

The Social Work Leadership Imperative. 2008 CSWE Annual Program Meeting. Patricia J. Volland, MSW, MBA SVP for Strategy and Business Development Director, Social Work Leadership Institute. Social Work Workforce Projections.

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The Social Work Leadership Imperative

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  1. The Social Work Leadership Imperative 2008 CSWE Annual Program Meeting Patricia J. Volland, MSW, MBA SVP for Strategy and Business Development Director, Social Work Leadership Institute

  2. Social Work Workforce Projections • National Institute of Aging (NIA) projected need of 60,000 to 70,000 geriatric social workers by 2020 • Estimated number of social workers in long term care settings projected to increase from 36,000 in 2002 to 109,000 by 2050 • Currently less than 4% of social workers specialize in aging • In 2006 NASW survey 75% of licensed social workers report that they have older adults (55 years and older) in their caseloads • 24% report that older adults comprise at least 50% of their caseloads

  3. Social Work Training and Education • Shortage of faculty • 40% of schools lack faculty in aging • 80% of BSW programs have no coursework in aging • 29% of MSW programs offer aging focus • Curricula do no place sufficient emphasis on geriatric training • Lack of financial incentives such as scholarships and loan forgiveness • Limited institutional resources to sustain programmatic efforts once funding streams end • The academy does not see its primary role as training the workforce • Professionals in the workforce have few opportunities for ongoing education

  4. Social Work Recruitment and Retention • Poor financial compensation • Median salaries for geriatric social workers slightly lower than those of all social workers • Lack of educational incentives • Workload and practice environment • Survey of licensed social workers in aging • Increased workload but fewer supports in providing services • Limited interaction with other geriatric social workers • Lack of competitiveness compared to other sectors • Ageism

  5. Why Leadership: Broad View Needed in Complex World • Intersection of social, cultural, economic and other effects on health • Complex systems to navigate • Importance of evidence-based practice • Strengthen university-community partnerships • Opportunities to influence policy

  6. The Social Work Leadership Institute: Recruiting Future Leaders in Aging

  7. SWLI Overarching Goals • Raising awareness around social work and aging • Recruiting students/future professionals to geriatric social work • Enhancing geriatric competence in education and training • Building social work workforce data and evidence-based practice • Developing new models of care with emphasis on care coordination • Cultivating leaders in social work

  8. SWLI Beginnings: The HPPAE • The Hartford Partnership Program for Aging Education (HPPAE) • The Social Work Leadership Institute (SWLI) began with HPPAE (formerly PPP) in 1998 • Recruits and Trains MSW students to the field of aging • Innovative field education model provides multiple rotations integrated with academic learning • Competency-based educational model • Leadership focus for Deans, Directors and Students

  9. Hartford Partnership Program for Aging 72 HPPAE programs in 33 states

  10. Working Toward a Goal to Train Over 2,500 Social Workers by 2011

  11. SWLI Initiatives Focused on Leadership Development

  12. Leadership Imperatives • Engage social work community to address critical shortage of elder-serving social workers • Build university and community partnerships to expand training opportunities, serve community needs, and develop workforce • Recruit and train new cohorts of leaders to grow and sustain these partnerships • Promote social work expertise to navigate complex systems of care and participate in interdisciplinary care teams • Promote policies to support new models of care that are patient centered and well coordinated • Linking health and social service systems • Financially feasible

  13. SWLI Leadership Goals • Normalize the HPPAE in all MSW Programs • Advance leadership in the intersection of social work and aging by working with: • Deans and Directors • Field Directors • Students

  14. Leadership Deans and Directors • Needs • Business management skills; entrepreneurial attitude; marketing of ideas • Partner • National Association of Deans and Directors (NADD) • Aging Landscape • Schools have medium-priority focus on aging but need to make it a higher priority • Learning model • Cohort model of learning

  15. Leadership Academy in Aging • Goals for Deans and Directors • To explore multiple models for effective leadership • To assess perceived leadership strengths and areas for improvement • To develop individual action plans for broadening leadership repertoire • To develop mentorship and peer learning relationships • To strengthen aging program

  16. Leadership Sites Leadership Academy Sites – Cohort 1

  17. HPPAE Field Director Leadership • Needs • Field Directors do not see themselves as leaders within their institutions; often not tenure-track faculty, but can become leaders and improve their position by implementing the HPPAE. • Partner • North American Network of Field Education Directors (NANFED) • Learning model • Tap into regional conferences that NANFED chapters organize around the country to set up trainings followed by phone and web-based implementation support. • Assessment • Partner with the North American Network of Field Education Directors (Ronnie Glassman and Ginger Robbins)

  18. HPPAE Student Leadership • Needs: • Mentorship, communications skills across disciplines, opportunities to network, professional development, publishing and presentation skills • Partner: • HPPAE Alumni and Student Committee on Leadership in Aging • Learning model: • Peer networking at professional conferences • Information sharing and e-learning via the web • Activities • Focus group conducted in June 2007 • SWLI currently maintains a growing list of 543 student contacts

  19. SWLI Initiatives: Convene Leaders for Policy Change

  20. SWLI State Leadership • SWLI is working with NYS Department of Health (DOH) and NYS Office for the Aging (SOFA) to develop “blueprint” for care coordination • Convening groups of key stakeholders in series of meetings: • Provider organizations • Care/Case Management Administrators • Government officials/agencies • Consumers • SWLI to present final report to DOH and SOFA • Comprehensive review of other care coordination programs • Best practices in care coordination • Standards for care coordinator qualifications (competencies and training requirements) • Steps towards implementation

  21. SWLI National Leadership • SWLI/ASA Partnership: National Coalition on Care Coordination (N3C) • “Find common ground” and engage in policy advocacy for care coordination • Develop universally understood principles of care coordination • Clarify role of different health and social service professionals • Build evidence of care coordination efficacy • Action steps • Synthesize and analyze “State of Science” • Identify proposed legislative and regulatory measures to support • Articulate future legislative and regulatory opportunities

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