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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 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 • 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
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
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
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
The Social Work Leadership Institute: Recruiting Future Leaders in Aging
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
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
Hartford Partnership Program for Aging 72 HPPAE programs in 33 states
Working Toward a Goal to Train Over 2,500 Social Workers by 2011
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
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
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
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
Leadership Sites Leadership Academy Sites – Cohort 1
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)
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
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
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