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Priorities Include Salaries and Reimbursement Chapter
Board Establishes Center for Social The Chapter’s Board
of Directors, following 12 months of developing a three year strategic
plan, established the The
purpose of the Center is to create a place for all of the work that is
being done, and will be done in the future, to address the contribution of
professional social workers. Three
top objectives developed in the Strategic Plan are the objectives of the
Center, and include: Objective
One: The chapter will identify
and describe the State of Objective
Two: The Chapter will promote
policies and practices that support payment/reimbursement for and funding
of social work services that reflect the value of the service delivered. Objective
Three: The Chapter will identify,
select, and advocate on behalf of a set of issues that are of relevance to
the profession and its clients, that are compatible with the
organization’s mission and strategic goals, and effectively communicate
the value
and impact of social work. Documenting the State of One set of activities
within the Center will be to documentthe state of social work practice
within fields. Data will be
collected from members and other social workers for the purposes of
describing the following: •
Contributions of practitioners
to consumers of service within their field of practice. •
Factors that inhibit effective practice such as lack of resources
and restrictive policies. •
Impact of poor services on consumers. •
Recommendations for ameliorating problematic conditions. The knowledge and
information gained from this will be used for advocacy and/or
collaborative efforts with government officials and for gaining the
interest of the media and educating them about human services.
Selected fields of
practice will be addressed over time. In addition, the
Board agreed that it would be important to cross cut service sectors in
the following ways: 1.
To address the needs and opportunities associated with licensing. 2.
To address social work in relation to specific communities,
including: •
The Latino Community •
The African American and •
The Asian Community Support of selected projects Projects
already exist within the Chapter that are addressing selected fields of
practice and/or communities and would be brought together under the
umbrella of the Center. In
addition to documenting the State of •
The Gerontological Social Work Project with the NY •
The creation of the Latino Social Work Task Force with the Puerto
Rican Family Institute •
Demonstrating the contribution of social workers in •
The Managed Care Project of the Chapter’s Health Care Policy and
Practice Network •
The Chapter’s Lobbying Alliance with the NYS-NASW and 1199/SEIU Create the task force on social work salaries and reimbursement In addition to the numerous projects that the Chapter is
already engaged in, the Board agreed to establish the Task Force on Social
Work Salaries and Reimbursement. Once
established, the Task Force will begin by collecting data.
According to the plan, the Task Force will also: “Conduct
appropriate and informed advocacy in support of improved social work
salaries, benefits, and reimbursement within a context of a social work
career trajectory, that is on par with comparable professions and with
regard to comparisons within the profession.” Professional and personal development for our diverse membership The
Strategic Plan also calls upon the Chapter to provide high quality
programs and services to support the professional and personal development
of NASW’s diverse membership. It
intends to do this through the following: •
Provide opportunities for members to learn through peer education
and mentoring. •
Provide relevant, interesting, and high quality continuing
education opportunities for members to increase their professional
knowledge and expertise and improve
their practice. • Systematize the delivery of resource information to
Chapter members. • Provide high quality communication vehicles to increase
members’ knowledge of important trends and issues in the field. •
Provide opportunities for members to learn through peer education
and mentoring. The process for
developing the Strategic Plan was supported through the
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