Standards for Case Manager

The following 10 standards are generally organized into three areas: the client, the system, and the social work case manager. Beginning with the necessary qualifications of the social work case manager (standard 1), standards 2 through 5 pertain to client issues: primacy of the client’s interests, self-determination, confidentiality, and client intervention. Standards 6 through 8 pertain to systems issues: system intervention, fiscal accountability and quality assurance, and program evaluation. Standards 9 and 10 return to the initial focus of the social work case manager with a discussion of adequate staffing and intraprofessional relationships.

 

Standard 1. The social work case manager shall have a baccalaureate or graduate degree from a social work program accredited by the Council on Social Work Education and shall possess the knowledge, skills, and experience necessary to competently perform case management activities.

 

Interpretation

The practice of social work case management is highly complex and calls for a variety of roles and skills, such as advocate, broker, diagnostician, planner, community organizer, evaluator, consultant, and therapist. The qualifications of staff should be appropriately matched to the skills required to perform case management duties. Where required by state law, the social work case manager should be licensed or certified to practice.

System-Level Intervention

Today we are going to discuss on System Level Intervention. An organization’s structure, policies, and budget as well as the community network of services should adequately provide for the implementation of client-centered case management. The social work case manager is responsible for understanding how the agency and environmental systems can both positively and negatively affect clients and to intervene at the system level to optimize these conditions. To this end, the social work case manager engages in a range of tasks that support and enhance the system in which case management exists. For example, the social work case manager

• analyzes the strengths and limitations of environmental systems
• delineates desired outcomes
• selects strategies to improve systems
• assesses the effectiveness of strategies
• continues to revise, as indicated, desired outcomes and strategies.

Specific activities include, but are not limited to, resource development, financial accountability, social action, agency policy formation, data collection, information management, program evaluation, and quality assurance. Like client intervention, system intervention occurs along a continuum and comprises an ongoing, uninterrupted cycle of tasks that are performed by the social work case manager.

Ref: social work

Client-Level Intervention

Once the social work case manager has identified and engaged clients as a result of outreach or referral activities, he or she conducts a face-to-face comprehensive assessment with each client of that client’s strengths and limitations and of the social, financial, and institutional resources available to the client. The social work case manager focuses particularly on how these resources relate to the principal concerns identified during the assessment. On the basis of this assessment, the social worker develops an individualized service plan with the client that identifies priorities, desired outcomes, and the strategies and resources to be used in attaining the outcomes. The responsibilities of the social worker, the client, and others should be clarified throughout development of the plan. The direct contact between social worker and client is essential to effectively accomplish the assessment and service plan development.

Additional social work case management tasks related to client intervention include implementing the service plan aimed at mobilizing the formal and informal resources and the services needed to maximize the client’s physical, social, and emotional well-being, and coordinating and monitoring service delivery. The social work case manager also advocates on behalf of the plan for needed client resources and services; periodically reassesses client status, the effectiveness of interventions, and the attainment of outcomes with revision of the service plan as indicated; and terminates the case.

Goals

The primary goal of case management is to optimize client functioning by providing quality social services in the most efficient and effective manner to individuals with multiple complex needs. Like all methods of social work practice, case management rests on a foundation of professional training, values, knowledge, theory, and skills used in the social service of attaining goals that are established in conjunction with the client and the client’s family, when appropriate. Such goals include

• enhancing developmental, problem- solving, and coping capacities of clients
• creating and promoting the effective and humane operation of systems that provide resources and services to people
• linking people with systems that provide them with resources, services, and opportunities
• improving the scope and capacity of the delivery system
• Contributing to the development and improvement of social policy.

Tasks and Functions

Although the roles and responsibilities of individual social work case managers can vary considerably depending on program or system objectives, social work case managers perform a range of common tasks related to client- level intervention and system-level intervention.

 

Ref: social work

Social Work Case Management

The practice of case management varies greatly across social work settings and is even more diverse as applied by other professionals. Despite this diversity, several elements distinguish social work case management from other forms of case management.

 

Social work case management is a method of providing services whereby a professional social worker assesses the needs of the client and the client’s family, when appropriate, and arranges, coordinates, monitors., evaluates, and advocates for a package of multiple services to meet the specific client’s complex needs. A professional social worker is the primary provider of social work case management. Distinct from other forms of case management, social work case management addresses both the individual client’s biopsychosocial status as well as the state of the social system in which case management operates. 

Social work case management is both micro and macro in nature: intervention occurs at both the client and system levels. It requires the social worker to develop and maintain a therapeutic relationship with the client, which may include linking the client with systems that provide him or her with needed services, resources, and opportunities. Services provided under the rubric of social work case management practice may be located in a single agency or may be spread across numerous agencies or organizations.

Types of NGOs-1

There are also numerous classifications of NGOs. The typology the World Bank uses divides them into Operational and Advocacy:

 

The primary purpose of an operational NGO is the design and implementation of development-related projects. One frequently used categorization is the division into ‘relief-oriented’ or ‘development-oriented’ organizations; they can also be classified according to whether they stress service delivery or participation; or whether they are religious or secular; and whether they are more public or private-oriented. Operational NGOs can be community-based, national or international.

 

The primary purpose of an Advocacy NGO is to defend or promote a specific cause. As opposed to operational project management, these organizations typically try to raise awareness, acceptance and knowledge by lobbying, press work and activist events.

 

USAID refers to NGOs as private voluntary organizations. However many scholars have argued that this definition is highly problematic as many NGOs are in fact state and corporate funded and managed projects with professional staff.

 

NGOs exist for a variety of reasons, usually to further the political or social goals of their members or funders. Examples include improving the state of the natural environment, encouraging the observance of human rights, improving the welfare of the disadvantaged, or representing a corporate agenda. However, there are a huge number of such organizations and their goals cover a broad range of political and philosophical positions. This can also easily be applied to private schools and athletic organizations.

Types of NGOs

Apart from ‘NGO‘, often alternative terms are used as for example independent sector, volunteer sector, civil society, grassroots organizations, transnational social movement organizations, private voluntary organizations, self-help organizations and non-state actors (NSA’s).

 

Nongovernmental organizations are a heterogeneous group. A long list of acronyms has developed around the term ‘NGO‘.

 

These include:

1. BINGO is short for business-oriented international NGO, or big international NGO;
2. CSO, short for civil society organization;
3. DONGO, Donor Organized NGO;
4. ENGO, short for environmental NGO, such as Global 2000;
5. GONGOs are government-operated NGOs, which may have been set up by governments to look like NGOs in order to qualify for outside aid or promote the interests of the government in question;
6. INGO stands for international NGO;
7. QUANGOs are quasi-autonomous non-governmental organizations, such as the International Organization for Standardization (ISO). (The ISO is actually not purely an NGO, since its membership is by nation, and each nation is represented by what the ISO Council determines to be the ‘most broadly representative’ standardization body of a nation. That body might itself be a nongovernmental organization; for example, the United States is represented in ISO by the American National Standards Institute, which is independent of the federal government. However, other countries can be represented by national governmental agencies; this is the trend in Europe.)
8. TANGO, short for technical assistance NGO

Non-Governmental Organization-1

The vital role of NGOs and other “major groups” in sustainable development was recognized in Chapter 27 of Agenda 21, leading to intense arrangements for a consultative relationship between the United Nations and non-governmental organizations. Globalization during the 20th century gave rise to the importance of NGOs. Many problems could not be solved within a nation.

 

International treaties and international organizations such as the World Trade Organization were perceived as being too centered on the interests of capitalist enterprises. Some argued that in an attempt to counterbalance this trend, NGOs have developed to emphasize humanitarian issues, developmental aid and sustainable development.

 

A prominent example of this is the World Social Forum which is a rival convention to the World Economic Forum held annually in January in Davos, Switzerland. The fifth World Social Forum in Porto Alegre, Brazil, in January 2005 was attended by representatives from more than 1,000 NGOs.[citation needed] Some have argued that in forums like these, NGOs take the place of what should belong to popular movements of the poor.

 

Others argue that NGOs are often imperialist in nature and that they fulfill a similar function to that of the clergy during the high colonial era. Whatever the case, NGO transnational networking is now extensive.

Non-Governmental Organization (NGO)

A non-governmental organization (NGO) is a legally constituted organization created by private organizations or people with no participation or representation of any government. In the cases in which NGOs are funded totally or partially by governments, the NGO maintains its non-governmental status insofar as it excludes government representatives from membership in the organization.

 

The number of internationally operating NGOs is estimated at 40,000. National numbers are even higher: Russia has 277,000 NGOs. India is estimated to have between 1 million and 2 million NGOs. International non-governmental organizations have a history dating back to at least 1914 (Rotary, later Rotary International, was founded in 1904), where there were 1083 NGO’s. They were important in the anti-slavery movement and the movement for women’s suffrage, and reached a peak at the time of the World Disarmament Conference. However, the phrase “non-governmental organization” only came into popular use with the establishment of the United Nations Organization in 1945 with provisions in Article 71 of Chapter 10 of the United Nations Charter for a consultative role for organizations which are neither governments nor member states – see Consultative Status. The definition of “international NGO” (INGO) is first given in resolution 288 (X) of ECOSOC on February 27, 1950: it is defined as “any international organization that is not founded by an international treaty”.

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Conventional Philanthropy

By the conventional definition of philanthropy, donations are dedicated to a narrowly defined cause and the donation is targeted to effectuate a recognizable change in social conditions. This often necessitates large donations and financial support sustained over time.

 

The need for a large financial commitment creates a distinction between philanthropy and charitable giving, which typically plays a supporting role in a charitable organization initiated by someone else. Thus, the conventional usage of philanthropy applies mainly to wealthy persons, and sometimes to a trust created by a wealthy person with a particular cause or objective targeted.

 

Many non-wealthy persons have dedicated – thus, donated – substantial portions of their time, effort and wealth to charitable causes. These people are not typically described as philanthropists because individual effort alone is seldom recognized as instigating significant change. These people are thought of as charitable workers but some people wish to recognize these people as philanthropists in honor of their efforts.

 

A growing trend in philanthropy is the development of giving circles, whereby individual donors — often a group of friends — pool their charitable donations and decide together how to use the money to benefit the causes they care about most. The re-emergence of philanthropy in recent years, led by Bill Gates and Warren Buffet, which involves applying the techniques of business to philanthropy, has been termed philanthrocapitalism.

Volunteerism

Volunteerism is the willingness of people to work on behalf of others without being motivated by financial or material gain. Volunteers may have special training as rescuers, guides, assistants, teachers, missionaries, amateur radio operators, writers, and in other positions. But the majorities work on an imprompt basis, recognizing a need and filling it, whether it is the dramatic search for a lost child or the everyday giving of directions to a lost visitor.

 

In economics, voluntary employment is unpaid employment. It may be done for altruistic reasons, for example charity, as a hobby, community service or vocation, or for the purpose of gaining experience. Some go so far as to dedicate much of their lives to voluntary service. One way in which this is done is through the creation of a Non-Profit Franchise

 

Skills-based volunteerism is a term used to describe volunteering where the volunteer uses their professional skills. This is in contrast to generic volunteerism where specific skills are not necessary. The average hour of traditional volunteerism is valued by the Independent Sector at between $18-20 an hour. Skills-based volunteerism is valued at $40-500 an hour depending on the market value of the time.

 

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Definition of the Volunteer

A volunteer is someone who works for a community or for the benefit of environment primarily because they choose to do so. The word comes from Latin, and can be translated as “will” (as in doing something out of ones own free will). Many serve through a non-profit organization – sometimes referred to as formal volunteering, but a significant number also serve less formally, either individually or as part of a group.

 

A volunteer work is not and should never be a required work. A volunteer may or may not get paid or receive compensation for services rendered. General Andrew Jackson’s Tennessee Volunteers were paid by the General personally, although he did seek reimbursement at Washington for his expenditures.

 

Volunteering comes in many forms: serving food at the local homeless shelter, providing computer technical support to a non-profit organization, acting in a leadership capacity on a charitable organization’s board of directors or coordinating the emergency response in the case of a disaster. Around the world volunteer centers exist to support the voluntary sector and make a difference in the communities that they serve.

Social enterprise

Social enterprises are social mission driven organizations which trade in goods or services for a social purpose. Their aim to accomplish targets that are social and environmental as well as financial is often referred to as having a triple bottom line. Social enterprises are profit-making businesses set up to tackle a social or environmental need. Many commercial businesses would consider themselves to have social objectives, but social enterprises are distinctive because their social or environmental purpose is central to what they do.

 

Rather than maximizing shareholder value, their main aim is to generate profit to further their social and environmental goals. Therefore some commentators describe them as ‘not-for-profit’ as their profits are not (at least primarily) distributed to financial investors. Others dislike the term as it suggests they have unbusiness like attitude. An ingenious solution to this quandary is to call them for ‘more-than-profit’ (a term used at the Social Enterprise Institute Conference, Herriot-Watt University, in 2003). 

It could be that the profit (or surplus) from the business is used to support social aims (whether or not related to the activity of the business, as in a charity shop), or that the business itself accomplishes the social aim through its operation, for instance by employing disadvantaged people (social firms) or lending to businesses that have difficulty in securing investment from mainstream lenders.

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Venture Philanthropy

Venture philanthropy (sometimes referred to as “philanthrocapitalism”) takes concepts and techniques from venture capital finance and high technology business management and applies them to achieving philanthropic goals.

Venture philanthropy is characterized by:

• Willingness to experiment and try new approaches.
• Focus on measurable results: donors and grantees assess progress based on mutually determined benchmarks.
• Readiness to shift funds between organizations and goals based on tracking those measurable results.
• Giving financial, intellectual, and human capital.
• Funding on a multi-year basis – typically a minimum of 3 years, on average 5-7 years.
• Focus on capacity building, instead of programs or general operating expenses.
• High involvement by donors with their grantees. For example, some donors will take positions on the boards of the non-profits they fund.

There are three models for engaging in venture philanthropy. The first is traditional foundations practicing high-engagement grant making. The second is organizations which are funded by individuals, but all engagement is done by professional staff. An example of this type of venture philanthropy is the Robin Hood Foundation in New York City. The third is the partnership model, in which partner investors both donate the financial capital and engage with the grantees. Most of these are pass-through funds.

 

ref: wikipedia

Youth Philanthropy

Youth philanthropy is the donation of time, energy or resources, including money, by children and youth towards philanthropic causes. According to one study, “youth philanthropy is, at the broadest level, youth giving of their time, talents and treasure.” It is seen as an effective means in which youth develop knowledge of and participate in philanthropic projects such as volunteering, grant writing, and community service.

Youth philanthropy educates young people about social change in order to identify community problems and design the most appropriate solutions in a systemic way. Philanthropy in this case is defined as anything young people do to make the world around them a better place.

Focused on youth-adult partnerships and youth voice, youth philanthropy is seen as a successful application of service learning. Youth philanthropy helps young people develop skills, knowledge, confidence and leadership abilities. Youth philanthropy is also identified as a particularly effective means for educating children and youth about volunteerism and civic engagement. Within the Jewish community institutions such as synagogues, day schools, Jewish federations and other organizations have created Jewish youth philanthropy programs to provide Jewish teens with opportunities to engage in grant making activities through a Jewish lens. The Jewish Teen Funders Network serves as a central address for Jewish youth philanthropy, and aims to help grow and strengthen the burgeoning field.

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AFP Philanthropy Awards 2008–3

 

Outstanding Individual Youth Award

Breanna was involved with the Ubuntu Club (Humanity towards Others) for three years at A.Y. Jackson Secondary School. The school partners to help a small rural school north of Kisumu in Kenya, and is responsible for the tuition of two girls, at $500 each, as well as raising morale at the school.

 

“Breanna’s leadership and genuine passion to help has contributed greatly to A.Y’s ambience,” says Cathy Belanger, teacher at A.Y. Jackson Secondary School and Breanna’s nominator. She represented the school as a Youth Leader in Beijing, China, in November 2007. “Breanna is always willing to help with any global or local issues,” she says. “She has donated time and efforts to Operation Christmas Child, Tsunami Relief, and the Pen Pal Program at A.Y. Jackson. As well, Breanna is actively involved in the community and her church.”

 

Breanna greatly motivated younger students, as well as teachers, to become more involved in global initiatives in the school. Over the three years she was involved in the Ubuntu Club, Breanna helped raise almost $20,000. “This is no small feat considering she was only 17 years old and our school population on a good day is about 800. Breanna has left her mark on the school.”

 

Outstanding Corporate Philanthropist:

TD Bank Financial Group

“I’ve worked side by side with people from TD financial institution and always noticed they get tremendous support from their company,” says David Seibel, local businessman and a volunteer with the United Way, who nominated the TD Bank Financial Group for the award.More…

 

ref: Insurance CRM, manav parivar,  Volunteering

AFP Philanthropy Awards 2008–2

Outstanding Volunteer Fundraiser
Mark Sutcliffe
“We nominated Mark partially because of his success as board chair at the United Way,” says Eileen Dooley, vice-president, community services, of the United Way. “He was also the chair of the board at the Great Canadian Theatre Company when they had tremendous success. They built and created a wonderful venue the whole community has been proud of. In essence, there are all kinds of ways for giving and philanthropy in the community – Mark gives of his time, his money, his knowledge, his passion for the community, and he is a humble and understated leader. He does it simply because it’s the right thing to do, and he puts his passion into practice every single day. It’s the people like Mark, the quiet, humble leaders, who make such an incredible difference.

Outstanding Philanthropic Group
Volunteers’ Circle of the National Gallery of Canada
“We were delighted to nominate the Volunteers’ Circle for the AFP’s Outstanding Philanthropic Group Award, as their members represent the very core of the National Gallery of Canada family,” says Joanne Charette, the NGC’s Director of Public Affairs.

“We owe them all a huge debt of gratitude for all their tireless efforts and remarkable contributions to the many different areas of our organization which bring pleasure to so many of our visitors,” she says. “These range from education and travel programs to fundraising for major restoration projects (such as the Rideau Chapel), and from arranging community outreach events to administrative assistance. They are simply an integral and invaluable asset to our institution.”

AFP Philanthropy Awards 2008 – 1

Strong philanthropy is a sign of a strong and caring community, and tonight the Ottawa region celebrates some stunning examples of the philanthropic impulse in our area. “We hope you will be inspired by these few examples and apply that same philanthropic impulse in giving back to your community, in your own special way,” says Eric Dean, volunteer president of the Ottawa Chapter of the Association of Fundraising Professionals. “Congratulations to all our honourees and our thanks to all of you for your generosity of spirit.” 

 

Here’s a round-up of the award recipients, and a little bit on why they were nominated: 

 

Outstanding Individual Philanthropist Dan Greenberg 

“Dan, and the entire family of Shirley and the late Irving Greenberg really exemplify philanthropy in Ottawa,” says Mr. Dean, of the Queensway Carleton Hospital Foundation, who nominated Dan for the award. “They have supported so many causes, and have truly transformed their favourite charities and, through them, the entire community. Dan’s vision in creating Ottawa’s largest gift ever to health care, and to choose to do so in a way that celebrates partnership and collaboration is typical of his concern for the community and his innovation in expressing the family’s philanthropy.” 

 

He says that Dan has been a great role model to the Foundation board members and campaign volunteers and also to the entire donor community. “He takes a very deliberate and thoughtful approach to philanthropy and this has been an example and inspiration to many others. He has often credited his own father, Irving, as his example and I see a commitment in Dan to serve as an example to others.”

 

ref: Insurance CRM, insurance software, manav parivar,  Volunteering

 

 

Philanthropy

We are talking social entrepreneurship here. Let’s talk today and understand what philanthropy is. Now a day many corporate are going to have their own philanthropy and foundations. Let’s understand philanthropy.

 

Philanthropy is the act of donating money, goods, services, time or effort (often referred to as time, talent or treasure) to support a charitable cause, usually over an extended period of time and with a defined objective. In a more general sense, philanthropy may encompass any altruistic activity intended to promote good or improve human quality of life. One who practices philanthropy may be called a philanthropist. Although such individuals are often rich, people may perform philanthropic acts without possessing great wealth.

 

Philanthropy is a major source of income for fine arts and performing arts, religious, and humanitarian causes, as well as educational institutions.

 

During the past few years, philanthropy has become more mainstream, owing in part to the high profile of rock star Bono’s campaign to cancel Third World debt to developed nations; the Gates Foundation’s massive resources and ambitions, such as its campaigns to eradicate malaria and river blindness; and billionaire investor and Berkshire Hathaway Chairman Warren Buffett’s donation in 2006 of $31 billion to the Gates Foundation.

What is a Social Entrepreneur?

I was reading on social entrepreneur and I fond one very good note at ashoka.  Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. They are ambitious and persistent, tackling major social issues and offering new ideas for wide-scale change.

 

Rather than leaving societal needs to the government or business sectors, social entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution, and persuading entire societies to take new leaps.

 

 Social entrepreneurs often seem to be possessed by their ideas, committing their lives to changing the direction of their field. They are both visionaries and ultimate realists, concerned with the practical implementation of their vision above all else.

 

Each social entrepreneur presents ideas that are user-friendly, understandable, ethical, and engage widespread support in order to maximize the number of local people that will stand up, seize their idea, and implement with it. In other words, every leading social entrepreneur is a mass recruiter of local changemakers—a role model proving that citizens who channel their passion into action can do almost anything.

 

ref: ashoka, agents website design

Social and Welfare Services -1

Most of the things done today by individuals, charitable societies or governments as social and welfare services have been done in the past in many societies.  Closer to current times, poverty, child neglects, and other social ills were pioneers in many of today’s social and welfare services, although they too had called such services by various other names such as “organized charity,” or “philanthropic work”

 

Notably the newly independent and developing countries, have attempted to apply the term social services to those services, such as education and health, that are addressed to the general population and to apply the tem welfare services to services rendered to vulnerable groups – groups that are socially, economically, physically, or mentally handicapped or special groups would apply to those persons who because of the misfortunes of circumstances have tended to lag behind or fall by the wayside

 

Another classification of social and welfare services focuses on their remedial, preventive, and supportive roles.  Remedial services express the basic humanitarian and social responsibility of society toward people in their need or distress.  The y seek to meet the special needs of various sections of the population, such as the young, the old, the destitute, and the handicapped. Preventive services seek to lessen the stresses and strains of life resulting from social and technological changes.  The try to provide built-in safeguards to meet the problems facing individuals and families, particularly in times of economic growth.  If effective, they should reduce the need for more expensive remedial programs,  Supportive services deal with educational programs, health services, population policies, manpower planning, employment and training, and community development projects.

 

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Social Entrepreneurship

Social entrepreneurship is the work of a social entrepreneur. A social entrepreneur is someone who recognizes a social problem and uses entrepreneurial principles to organize, create, and manage a venture to make social change. Whereas business entrepreneurs typically measure performance in profit and return, social entrepreneurs assess their success in terms of the impact they have on society. While social entrepreneurs often work through nonprofits and citizen groups, many work in the private and governmental sectors.