Social Work and Society: International Online Journal, 1(1), 2003, Online only
Publisher:
University of Bielefeld
This article provides a brief overview of social indicators and social welfare services in Turkey before discussing the nature of Turkey's social work education.
This article provides a brief overview of social indicators and social welfare services in Turkey before discussing the nature of Turkey's social work education.
Social Work Education (The International Journal), 26(6), September 2007, pp.573- 582.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
This paper discusses the history and uniqueness of social work education in Macao, a small city in southern China, with a small population and an economy driven mainly by gambling and the tourism industry. The population of Macao has grown over the past 10 years creating increasing demands for social services. In response, the Macao government has adopted a proactive role in social service planning and the development of innovative services to meet newly emerging needs. Macao is now in a stage of new development in social services, with ample opportunities and challenges. Professional training, professional associations and accrediting organizations form a sophisticated interlocking system that reflects the development of a profession and its level of maturity. Social work education is playing a significant role in the development of professional social services and in enhancing the professionalization of social work, though the process is slow. This paper argues that reasons for the slow progress are manifold. It is expected that there will be further developments in social work education in Macao, and its interplay with the expansion of social welfare services will certainly set a new scene for the social work profession.
This paper discusses the history and uniqueness of social work education in Macao, a small city in southern China, with a small population and an economy driven mainly by gambling and the tourism industry. The population of Macao has grown over the past 10 years creating increasing demands for social services. In response, the Macao government has adopted a proactive role in social service planning and the development of innovative services to meet newly emerging needs. Macao is now in a stage of new development in social services, with ample opportunities and challenges. Professional training, professional associations and accrediting organizations form a sophisticated interlocking system that reflects the development of a profession and its level of maturity. Social work education is playing a significant role in the development of professional social services and in enhancing the professionalization of social work, though the process is slow. This paper argues that reasons for the slow progress are manifold. It is expected that there will be further developments in social work education in Macao, and its interplay with the expansion of social welfare services will certainly set a new scene for the social work profession.
Subject terms:
social services, social work education, social workers;
Administration in Social Work, 30(4), 2006, pp.5-18.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
The social service industry in the United States has experienced tremendous growth and change since the early 1970s. Unfortunately, the social work profession has not kept up with this growth and change. This article explores several issues that have emerged in social work administration that may contribute to the seemingly diminished role of social workers in management positions in social service agencies. They include the role that schools of social work play in educating social workers for administration, competition for administrative positions in social service agencies, and the differences which exist between administration in social service agencies and other types of organizations. (Copies of this article are available from: Haworth Document Delivery Centre, Haworth Press Inc., 10 Alice Street, Binghamton, NY 13904-1580).
The social service industry in the United States has experienced tremendous growth and change since the early 1970s. Unfortunately, the social work profession has not kept up with this growth and change. This article explores several issues that have emerged in social work administration that may contribute to the seemingly diminished role of social workers in management positions in social service agencies. They include the role that schools of social work play in educating social workers for administration, competition for administrative positions in social service agencies, and the differences which exist between administration in social service agencies and other types of organizations. (Copies of this article are available from: Haworth Document Delivery Centre, Haworth Press Inc., 10 Alice Street, Binghamton, NY 13904-1580).
Subject terms:
management, social services, social work education, social workers;
Care and Health Magazine, 14.12.04, 2004, pp.28-29.
Publisher:
Care and Health
The author, of Sutton Community Services, looks at the ingredients of successful inter-agency working in relation to the training of social workers. Looks at inter-agency working between Sutton Community Services and Brunel University and Westminster University.
The author, of Sutton Community Services, looks at the ingredients of successful inter-agency working in relation to the training of social workers. Looks at inter-agency working between Sutton Community Services and Brunel University and Westminster University.
Subject terms:
interagency cooperation, post qualifying education, social services, social work education;
Journal of Training and Development, 3(1), January 1993, pp.51-57.
Publisher:
PEPAR Publications
Draws on experience of the Enfield SSD/Middlesex University student unit to consider the process of obtaining agency approval from CCETSW for practice placement, identifying the key issues of policy, structure, staff development, finance, and chronology of planning.
Draws on experience of the Enfield SSD/Middlesex University student unit to consider the process of obtaining agency approval from CCETSW for practice placement, identifying the key issues of policy, structure, staff development, finance, and chronology of planning.
Subject terms:
practice placement, social services, social work education, student social workers;
This document illustrates some connections between your practice as a social work student and the six leadership capabilities promoted and developed in social services in Scotland. There are six leadership capabilities which are needed to support good leadership in social services. These are: vision; self-leadership; creativity and innovation; collaborating and influencing; motivating and inspiring; empowering.
(Edited publisher abstract)
This document illustrates some connections between your practice as a social work student and the six leadership capabilities promoted and developed in social services in Scotland. There are six leadership capabilities which are needed to support good leadership in social services. These are: vision; self-leadership; creativity and innovation; collaborating and influencing; motivating and inspiring; empowering.
(Edited publisher abstract)
Subject terms:
leadership, social work, student social workers, social work education, social services;
Administration in Social Work, 33(3), July 2009, pp.297-318.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
This study examines organisational learning (OL) with member organisations of a state association for children and family services. OL has been studied in business organisations, but the concept has value in the context of human service organisations (HSOs) as well. HSOs face increasing demands for accountability through evaluating outcomes, requiring new organisational skills and activities. The state association has collected outcome data from member organisations and has provided external consultants to help organisations interpret and use the information to improve organisational functioning. OL was measured pre- and post-external consultation using a questionnaire developed by Templeton, Lewis, and Snyder (2002). Two factors were identified through factor analyses, organisational culture and environmental awareness. In the qualitative findings, respondents identified the following facilitating factors: leadership, philosophy, new staff/new leadership, willingness, planning, and training. Perceived obstacles to OL included resistance, philosophy, finances, and time. External consultants were perceived as contributing to evaluation, awareness, motivation, and training. Implications for organisational practice, the education of future HSO leaders, and future research are discussed.
This study examines organisational learning (OL) with member organisations of a state association for children and family services. OL has been studied in business organisations, but the concept has value in the context of human service organisations (HSOs) as well. HSOs face increasing demands for accountability through evaluating outcomes, requiring new organisational skills and activities. The state association has collected outcome data from member organisations and has provided external consultants to help organisations interpret and use the information to improve organisational functioning. OL was measured pre- and post-external consultation using a questionnaire developed by Templeton, Lewis, and Snyder (2002). Two factors were identified through factor analyses, organisational culture and environmental awareness. In the qualitative findings, respondents identified the following facilitating factors: leadership, philosophy, new staff/new leadership, willingness, planning, and training. Perceived obstacles to OL included resistance, philosophy, finances, and time. External consultants were perceived as contributing to evaluation, awareness, motivation, and training. Implications for organisational practice, the education of future HSO leaders, and future research are discussed.
Subject terms:
organisational development, organisational learning, social services, social work education, consultants;
International Social Work, 52(1), January 2009, pp.22-35.
Publisher:
Sage
For social work researchers, engaging managers and practitioners in evaluation has always proved complex. A recent international seminar facilitated a comparison of challenges and opportunities for undertaking collaborative research evaluations in Italy and Australia. Issues concerning motivation and resistance regarding the evaluation process are discussed, along with the role for social work education.
For social work researchers, engaging managers and practitioners in evaluation has always proved complex. A recent international seminar facilitated a comparison of challenges and opportunities for undertaking collaborative research evaluations in Italy and Australia. Issues concerning motivation and resistance regarding the evaluation process are discussed, along with the role for social work education.
Subject terms:
research skills, social services, social work education, social workers, evaluation;
Australian Social Work, 58(1), March 2005, pp.26-35.
Publisher:
Taylor and Francis
An innovative university/industry partnership has been developed between the Australian Catholic University (ACU) and Centrelink (the Australian Government's Service Delivery Agency). This partnership has been established on a 'no exchange of monies' basis and has proved to provide clear specific benefits to the School of Social Work at ACU and Centrelink's National Social Work Services Team and also to both organisations more generally. The authors argue that this type of university/industry partnership offers a framework that has wide applicability in the human services where relationships between training institutions and 'the field' appear to be becoming increasingly difficult.
An innovative university/industry partnership has been developed between the Australian Catholic University (ACU) and Centrelink (the Australian Government's Service Delivery Agency). This partnership has been established on a 'no exchange of monies' basis and has proved to provide clear specific benefits to the School of Social Work at ACU and Centrelink's National Social Work Services Team and also to both organisations more generally. The authors argue that this type of university/industry partnership offers a framework that has wide applicability in the human services where relationships between training institutions and 'the field' appear to be becoming increasingly difficult.
Subject terms:
higher education, joint working, social services, social work education, social work methods;
WALES. Welsh Assembly Government. Social Services Inspectorate for Wales
Publisher:
WALES. Social Services Inspectorate for Wales
Publication year:
2004
Pagination:
55p.
Place of publication:
Cardiff
The guidance is intended to be a framework illustrating good practice, and it provides a practical toolkit for employers to support the development and implementation of trainee schemes, which can be applied to other forms of employer support for those undertaking social work training. The good practice guidance can be adopted and implemented by all social work employers.
The guidance is intended to be a framework illustrating good practice, and it provides a practical toolkit for employers to support the development and implementation of trainee schemes, which can be applied to other forms of employer support for those undertaking social work training. The good practice guidance can be adopted and implemented by all social work employers.
Extended abstract:
Author: WALES. National Assembly Government. Social Services Inspectorate for Wales Title: Investing in the future: an employers guide to good practice in the development and implementation of social work trainee schemes Publisher: Wales. National Assembly Government. Social Services Inspectorate for Wales, 2004
Summary
This guidance is intended to be a framework illustrating good practice, and provides a practical toolkit for employers to support the development and implementation of trainee schemes which can be applied to other forms of employer support for those undertaking social work training. The good practice guidance can be adopted and implemented by all social work employers.
Context
The 1999 Social Services White Paper for Wales Building for the Future made a commitment to the development of a quality workforce in social care. In relation to social work qualifying training the objective was to secure enough professionally qualified staff to meet employment needs. In 2001 the Minister for Health and Social Services set up a Task and Finish Group to consider workforce issues. Its report, published in September 2001, identifies a number of key themes and recommendations including the development of a scheme for trainees. This guidance document is a direct response to that recommendation.
Contents
This guidance sets out good practice on how to implement social work trainee schemes which can be linked to the new social work award. It is not intended to provide a set of instructions, rather a framework that illustrates good practice and provides a practical toolkit for employers to support the development and implementation of trainee schemes and which can be applied to other forms of employer support for those undertaking social work training. Local authorities are the largest employers of social workers in Wales ; however, this good practice guidance can be adopted and implemented by all social work employers. It is linked to the Planning for Caring guidance for HR Planning. Social work trainee schemes should be developed as a consequence of workforce planning for the social care sector and in relation to the Planning for Caring guidance document. This document has been produced on the basis of the information currently available from the Reform of Social Work Project Groups.
Employers will need to adapt trainee schemes to reflect decisions made about social work training and in particular, the new award and practice learning arrangements. It is also linked to the Social Care Workforce Development Programme. Ring fenced funding is available in the grant to support the development and implementation of trainee schemes for social workers in Wales . Local authorities will be asked to plan and monitor trainee schemes in relation to the good practice outlined in this guidance document. A social work trainee is someone whose primary role is identified as undergoing social work training. It is not someone who is employed in another role and is released or funded to undertake social work training whilst remaining in their substantive post. The model of good practice for social work traineeships put forward in this guidance document is that trainees should be employed in a designated fixed term social work trainee post, leaving their previous employment for the duration of the traineeship period. They may on completion of social work training return to their substantive or original post or be employed in a new post. Alongside social work trainee schemes employers may want to retain other ways of assisting employees to gain qualification. Employees may seek to renegotiate their contracts on a temporary basis in order to undertake training and employers may chose to support this in different ways in accordance with their policies. This would include employees who remain in their substantive posts whilst being supported in some way to undertake social work qualification training.
This guidance document provides a framework for employers to establish and implement social work trainee schemes. However, the good practice guidelines can, and should, be applied to other arrangements that employers may use to support the achievement of social work qualification. T he trainees will be: (1) internal – employers are increasingly recognising that part of the solution to their recruitment and retention problems may lie within their existing workforce, and existing employees have already demonstrated a commitment to the employer and are likely to want to remain within the organisation once qualified. In addition to providing a solution to recruitment difficulties, developing a social work trainee scheme for existing employees also provides career development opportunities in line with Lifelong Learning; (2) ex ternal local: many local authorities are pursuing Local Jobs for Local People policies and are anxious to create and encourage schemes which offer training and career opportunities for local people, particularly in rural areas where depopulation is high or in areas of relatively high economic deprivation and unemployment; and (3) e xternal national – employers may also be anxious to draw in talented individuals from outside the local area. The purpose of this document is t o provide a framework for the sector on how to implement social work trainee schemes; to provide the tools to enable employers to plan and develop their own trainee schemes; and to provide guidance on good practice, partnership and collaboration. It has been developed through discussion and debate with social services directors, social services HR managers, corporate HR managers, training managers, Reform of Social Work Project group members, Care Council employees, DipSW students, DipSW lecturers / tutors, current trainees, and practice learning co-ordinators. The two parts comprise an i ntroduction and overview, and detailed guidance on p lanning, definitions and models, costs and resources, access, selection, pre-training, social work training, practice learning, first year of practice, and Welsh language needs. An a ppendix contains a planning tool, a table designed to help in thinking for the planning process with examples of decisions that need to be made, factors to be considered, and pointers to relevant sections of the document.
Subject terms:
social services, social work education, social workers, staff development, training;