The world needs new policies, social contracts and practices that foster relationships and partnerships that build security and confidence for all people and promote the sustainability of the planet, say world social work leaders. The social work profession is an important stakeholder and partner for global action to further this commitment.

To help set these goals in motion, a people’s summit was held summer 2022 with the theme “Co-building a New Eco-Social World: Leaving No One Behind.” The United Nations Research Institute for Social Development and the International Federation of Social Workers (IFSW) organized the summit.

NASW is a member of IFSW, and NASW President Mildred Joyner serves as vice president of the IFSW North America Region. The NASW Foundation helps administer NASW’s international social work efforts by serving on the international committee, spearheading IFSW reporting requirements, and assisting with international conferences for the North America Region.

The people’s summit brought together social workers, community representatives, politicians, unions, civil rights leaders, and climate justice leaders to create opportunities for all people to contribute to changing world values. The virtual event took place before the United Nations (U.N.) High Level Political Forum in July and aimed to deliver messages to the U.N. and all world leaders on the future values that need to underpin relationships within nations. IFSW President Silvana Martinez noted the summit was “a once in a generation opportunity for us all to act together and make the difference we all seek.”

Read the full story at the NASW Social Work Advocates magazine here. 

Ukraine Relief Organizations

• Care Ukraine Crisis Fund
• Doctors Without Borders
• Unicef
• World Central Kitchen
• International Rescue Committee
• International Committee of the Red Cross
• UN Crisis Relief
• Save the Children

Statements from Social Work Organizations on war against Ukraine

• National Association of Social Workers
• International Federation of Social Workers
• Irish Association of Social Workers (statement on mistreatment refugees who are ethnic minorities)

Haiti on Aug. 14 was hit with a 7.2 magnitude earthquake that has killed more than 2,000 people and injured more than 12,000.  The true scope of the disaster is unknown and the death toll will likely rise in coming days.

Haiti was in crisis before this latest disaster. Haitians have not recovered economically or socially from the January 2010 earthquake that killed nearly 200,000 people. And 140,000 people remain displaced from Hurricane Matthew in 2016.

Camp set up by people displaced by an earthquake in Haiti. Getty Images.

These natural disasters have been compounded by the ongoing and destabilizing political turmoil that culminated in the July assassination of President Jovenel Moïse ― leaving the population under a daily threat of violence.

Over the years, Haiti has shown a high degree of resiliency in the face of these struggles― this capacity to survive is to be admired. However, there is a limit to resiliency. No country can or should be expected to endure continued poverty, political instability, and natural disasters.  For that reason, it is critical that the United States and the rest of the world respond to the August 2021 earthquake with compassion and medical, and economic support.

The U.S. policy on deportation of Haitian asylum seekers and those with Temporary Protective Status (TPS) is equally important. TPS was granted after the earthquake of 2010. Though not widely known, even before the latest political turmoil and the earthquake, thousands of Haitians have been stranded in less-than-ideal conditions in Mexican border towns as they seek asylum protection in the United States. Additionally, more than 2,000 more have been recently deported back to Haiti.

As Haitians struggle to cope with the deaths and consequences the August earthquake, the Biden administration should immediately halt all deportation and expulsion flights to Haiti. Moreover, the administration should promptly return to the United States Haitians who were deported although they were eligible for Temporary Protected Status (TPS) protections. Finally, avenues must be explored to gain the release of Haitian immigrants ―including Deferred Enforced Departure (DED)― detained in immigration facilities in the United States, Puerto Rico, and other territories and grant humanitarian parole to Haitians at the U.S.-Mexico border.

This is the least that we can do for a country that have been living through seemingly unending political upheaval and natural disasters for decades― if not centuries.

Want to help Haitians? NPR recommends these relief organizations.

Social Work Day at the United Nations

World Social Work Day is the key day in the year that social workers worldwide stand together to advance our common message globally. This year, according to the the International Federation of Social Workers (IFSW), the 2021 World Social Work Day highlights Ubuntu: I am Because We Are. This is the first theme of the 2020 to 2030 Global Agenda for Social Work and Social Development. More information below.

• 2021 World Social Work Day Poster in available in English and in many other languages.
• 2021 World Social Work Day Message from NASW President and North America Region Resident, Mildred “Mit” C. Joyner, DPS, MSW, LCSW

The 37th Annual Social Work Day at the United Nations will be held Tuesday, March 16, 12:00 PM (ET). The program is hosted by Fordham University Graduate School of Social Service, Monmouth University School of Social Work, and Rutgers University School of Social Work. Opening remarks will be made by Dr. Darla Spence Coffey, President and Chief Executive Officer of the Council on Schools of Social Work (CSWE) and Dr. Angelo McClain, Chief Executive Officer of the National Association of Social Workers (NASW). Links to program and registration information below.

• 37th Annual Social Work Day at the United Nations Program
• 37th Annual Social Work Day at the United Nations Registration

The International Federation of Social Workers is the global body for the profession. The Federation and its national members strive for social justice, human rights and inclusive, sustainable social development through the promotion of social work best practice and engagement in international cooperation.

I’m so pleased to be here in Kampala in Uganda in Africa for many, many reasons it warms my soul to be with you today. To learn, to collaborate, to inspire, to continue the work towards “The Promised Land” of social, economic, political and environmental justice for all people whomever they may be and wherever they might live.

The pursuit of social, economic and political transformation requires extraordinary leadership—the kind of leadership that causes significant and lasting change in individuals, families, communities and social systems.  Transformative social work leadership presents an innovative and integrative approach that interweaves micro, mezzo, and macro methods for achieving collective impactful for the entrenched social issues commonly addressed by social workers. Transformative leadership is about reshaping our notions of transformation as change that manifest itself as a collective effort that specifically addresses the structural barriers to profound social change.

I taught a leadership class for six years at Simmons University. Each semester I started the class by asking two questions:  Leaderships Is?  And Leadership for what?  I responded to that questioning look in my students’ eyes by saying, “When you understand these fundamental questions, you will not only understand leadership you will have a relentless desire to unleash its power for social good.

Leadership Is?  And Leadership for What?

It’s been said that there are two kinds of power – organized money and organized people.  Through collective impact we are able to organize both of these precious resources: money and people – not necessarily in that order.

Transformational leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality. “Leadership” is Pulitzer Prize-winner James M. Burns’ pioneering study of leadership, first published in 1978 and still considered the seminal work in the field of leadership studies. In it Burns introduced the influential theory of ‘transformational leadership,’ which states that the best leaders are those who inspire others to come together toward the achievement of higher aims, a theory that has been the basis of more than 400 doctoral dissertations.

Speaking to the first question: What is transformational leadership?  Several years ago, I wrote a column that appeared in the NASW News, entitled “Transformative Social Work Leadership,” speaking to the importance of transformative leadership for social work and how this leadership style is congruent with the altruistic values of social work articulated in the NASW code of Ethics.

I want to start the discussion by drawing a contrast between transactional and transformative leadership.  Transactional leadership is about rank, position, follower compliance, leader authority, and has a short-term focus.  On the other hand, transformational leadership is about character, competence, commitment, follower development, leader’s values and has a long-term focus.

Transformational leadership is a flexible leadership style for leading change through engagement, motivation, persuasion, and influence that breaches the natural resistance to change.  A departure from traditional and reactive management styles, transformational leadership provides a proactive and engaging way to inspire happy and productive teams.  I want to emphasize that transformational leadership is a tool that social work leaders can use to transform and motivate team members.

I want to now share the four I’s of Transformational Leadership: idealized influence, inspirational motivation, individual consideration and intellectual stimulation.  In the next few slides, I will delve further into the four I’s of transformational leadership and their application to social workers committed to developing the competencies needed for exemplary leadership.

Idealized Influence is the ability of a charismatic leader to generate enthusiasm and optimism for their vision and serve as a role model for highly ethical behavior.  They instill admiration, respect and trust in followers and influence others to want to emulate their leadership.

Idealized influence is best expressed through a leader’s willingness to take calculated risks and follow a core set of values, convictions and ethical principles in the actions they take.  It is through this concept of idealized influence that the leader builds trust with followers and the followers, in turn, develop confidence in their leader.

Leaders with idealized influence go for the highest achievements possible, focusing on a big brilliant dream that’s larger than life.  They focus on the reasons why they can achieve their dream instead of focusing on barriers. They proactively translate their vision into goals and objectives and lead others on the journey to achieving them.

Inspirational Motivation refers to the leader’s ability to instill confidence, belief in the cause, and high expectations for followers.   It involves providing meaning to the challenge and future aspirations and instilling a sense of hope and accomplishment in team members.

Leaders with inspirational motivation challenge followers with high standards, communicate optimism about goals, and provide meaning for the task at hand. The visionary aspects of leadership are supported by superb communication skills that make the vision understandable, precise, powerful and engaging.

The transformational leader articulates a clear vision for the future, communicates expectations and demonstrates a commitment to the goals and objectives. Followers are motivated and driven to move forward by having a strong sense of purpose.

Individual Consideration is the ability to know team members, coach and mentor them, and provide opportunities for them to meet their personal goals.  It is a concept based upon leaders listening to the needs of team members.  Individual consideration pivots on being able to see others’ perspectives and through being open to and considering others’ points of view, which comes through listening to others, being broad-minded, asking for others’ opinions and considering them as a course of action is chosen.

Each follower has specific needs and desires and have intrinsic motivation for their tasks. For example, some are motivated by money while others by change and excitement. The individualized consideration element of transformational leadership recognizes these needs. The leader must be able to recognize what motivates each member. Through one-on-one coaching and mentoring, the transformational leader provides opportunities for customized training sessions for each team member, which allows team members to grow and become fulfilled in their positions.

Intellectual Stimulation is defined as having a leader who values and encourages innovation and creativity, as well as critical thinking and problem-solving. Intellectual stimulation involves arousing followers’ thoughts and imagination, as well as stimulating their ability to identify and solve problems creatively.

Leaders with this style stimulate and encourage followers to be innovative and creative by questioning assumptions, reframing problems and approaching old situations in new ways. They nurture and develop people who think independently.  The followers ask questions, think deeply about matters and figure out better ways to execute their tasks. The leader supports followers by involving them in the decision-making process and stimulating their efforts to be as creative and innovative as possible to identify solutions.

The skills most needed to deliver results and growth are related to interpersonal skills more than technical or functional expertise.  A balanced approach is needed that focuses on both technical/functional skills and interpersonal skills, such as: communication, relationships, problem-solving, prioritization, delegation, commitment, creativity, strategic thinking, emotional Intelligence, decision-making.  However, the transformative leader needs additional resources that are equally important to these skills.

When you think about the skill sets, attributes, and capacities required of leaders in the current atmosphere of urgency, high-stakes, economic instability, and demands for equity and justice, remember the critical importance of a clear mandate, a solid cohesive leadership team, and a strategic plan that sets forth the roadmap for success.

Transformational leadership requires the leader to have deep personal resolve.  When I taught, I told my students, “Your personal resource reservoir is far deeper than you’ll ever imagine.  Nelson Mandela once said, “That our biggest fear is not that we are powerless, our biggest fear is that we are powerful beyond belief.”  You might ask, “if so, then why don’t we act?”  One word: responsibility. We’d prefer that action and responsibility were easier burdens to bear.  In their book entitled; leadership on the line Heifetz and Linsky (Harvard University Faculty, speak quite eloquently to the dangers of leadership.

My biggest lesson in transformational leadership was understanding the importance of continuous learning and improvement.  There’s a continuous need to improve, to innovate, and to integrate—as human beings we naturally tend toward working in silos.  At all times, we must make knowledge-informed decisions and we must keep the fear of failure in its place; not through denial, avoidance or struggle, but through fully embracing the fear and its underlying message to keep going, to prepare more, to fill-in the gaps in your learning and leadership.

Leading through crisis is always an opportunity to test your leadership metal: can you stay the course; can you over-communicate and be overly inclusive; can you be authentic and vulnerable; can you suspend judgement and provide support; can you set the many excuses to the side (time for that late)r; can you embrace the truth that the crisis is not impossible, it’s merely difficult; do you have what it takes to leverage the crisis for good.

People admire leaders who awaken their curiosity, challenge them to think and learn, and encourage openness to new, inspiring ideas and alternatives.  They appreciate being encouraged to try new approaches, not being criticized when their ideas differ from the leader’s; and being respected and celebrated for the individual contributions they make to the team.  The transformational leadership model is well-suited for social workers leading transformative individual, community, organizational and societal change.

The social, economic, and political development and justice we seek requires understanding the interactions between different parts of a system and how together they effect change, rather than trying to understand specific components in isolation.  Systemic change to remove the barriers to development and justice must be built on transformational and sustainable change.

Ultimately, we desire social change that helps people gain control over their own lives and have the confidence and self-esteem to act on issues they identify as important; economic change that gives people access to secure and sustainable incomes and livelihoods; and political change wherein people have the capacity to analyze, organize, and mobilize to change policies, practices, and institutional systems.

It is often quoted that “The single biggest failure of leadership is to treat adaptive challenges like technical problems.” This follows in research administration as well. As problems arise, and change management becomes part of your daily life, you begin to recognize the difference between solving an easy technical glitch and strategizing to effect organizational adaptive change.

Some leadership challenges may require a change in just one local place, while others may extend to the furthest organizational boundaries. People are generally receptive to technological problems because they recognize the need and solutions can be implemented easily.  Adaptive challenges are more difficult to identify and organize around.

Sustainable progress requires working at many levels simultaneously – individual, household, community, and national. Change at an individual level is unsustainable without positive change in organizations and government policy. Likewise, national policy development may not be effective without working to address changes in communities and households.

The transformative approach to achieving transformation, whether in economic, political or social spheres, requires changes at both the individual, family and community levels as well as systemic levels. Change is also required at both the informal level in rules and practices and the formal level in terms of institutional rules, laws and governmental policies.

Four principles for achieving transformation regardless of where you might be in the system:

• Increase the voice – of those we seek to help in the household, in communities, in institutions and in political spaces.
• Take a systems approach – to the complex web of social, economic and political factors that negatively impact on people’s access to power; create meaningful and sustainable supportive social and economic activities.
• Build partnerships that embed ownership in local systems – focusing on specific opportunities that are feasible with specific groups within their context and building partnerships across a range of actors to advance those.
• Challenge social norms and improve social inclusion – convene stakeholders to address the social norms that dictate the expected societal roles (less than, more than, less deserving, more deserving, better than).

Leaders are not born but evolve into that role. According to Warren Bennis, a noted authority on leadership, “The most dangerous leadership myth is that leaders are born—that there is a genetic factor to leadership.  In fact, the opposite is true. Leaders are made rather than born.”

Perhaps President John F. Kennedy put it best when he observed, “Leadership and learning are indispensable to each other.” Leaders learn to become leaders, and they continue to learn in their role as leaders.

Kampala, Uganda

Traditional approaches are not solving our toughest and most complex challenges. We must understand that social problems – and their solutions – arise from interaction of many organizations within the larger system.  Cross-sector alignment with government, nonprofit, philanthropic and corporate sectors as partners.  Organizations actively coordinating their actions, sharing lessons, working toward the same goal, and measuring the same things can best be described as collective impact.  There are five elements of the collective impact approach: common agenda, shared measurement, mutually reinforcing activities, continuous communication, and backbone organizations.

The collective impact approach can apply to solving many complex social Issues: education, healthcare, homelessness, workforce development, economic development, and community development.  Working in collective impact requires a mindset shift from adaptive to technical problems and solutions, supporting common agenda building, information sharing, and problem-solving coordination and alignment.  Collective impact coordination happens through cascading levels of linked collaboration, common agenda steering, shared measures, committee governance, vision and strategy working groups, action planning, and backbone partners.

Through the collective impact approach, organizations work collaboratively to achieve a perpetual state of simultaneous planning and doing, prepare themselves for “shock of the possible,”  pay attention to relationships, listen for how to respond to unanticipated results, use data points to guide the way, and adopt a mindset of “burning patience.”

Shared measurement is a critical piece of pursuing a collective impact approach.  Identifying common metrics for tracking progress toward a common agenda across organizations, and providing scalable platforms to share data, discuss learnings, and improve strategy and action. The benefits of using shared measurement, include improved data quality, tracking progress toward a shared goal, enabling coordination and collaboration, learning and course correction, and catalyzing action.

It is not always easy to see the value of a backbone organizations’ work. The role of backbone organizations Is best described as facilitation and doing the behind the scenes work.  They are an umbrella that can say, “This is an issue, let‘s address it together.”  They serve as the voice that brings issues to the table that may not otherwise be heard. The backbone organization forms a bridge between all of the players under the big tent.  Effective backbone organization leadership is critical to collective impact success.

In my family, I was taught, “Those who can, must.”   Those who can step-up and take on leadership roles, must!  As a social work leader, you must always strive to “be the best you can be.”    You ask, “What difference does it make?”  It makes a big difference; your skill set, your leadership could possibly be the difference between for example positive youth development and putting lives at risk, at great risk!

You did not wake up one day and learn: “oh, I’m going to be a social worker.”   No, you transformed yourself into the professional social you are through hard work, disciplined study, and a relentless passion to make a difference in this world.

ISFW Africa, my wish for you is that,  “You wholeheartedly embrace the transformative leader that’s within you; that you go forth and cause the significant and lasting alternative futures you pray, hope and dream of for your clients, your communities, and the world.”

©Thinkstock

Disasters exacerbate pre-disaster inequities and intensify the vulnerability of women and other marginalized and disempowered groups. Thus, disaster policies and responses should incorporate the experiences and perspectives of those who are marginalized. A recent issue of the journal Social Work included an article by two Japanese researchers on using an interactive, collaborative technique to highlight women’s experiences of disaster and recovery.

At 2:46 local time on March 11, 2011, a 9.0-magnitude earthquake struck the northeast region of Japan, which triggered one of the most devastating tsunamis in recorded history and caused massive destruction to the natural and built environment. Over 122,000 houses were destroyed, and many more were partially destroyed or submerged. Nuclear meltdowns and hydrogen explosions at the Fukushima Daiichi Nuclear Power Plant, located about 110 miles southwest of the earthquake’s epicenter, released a high dose of radioactive material, the effects of which are ongoing. The accident was rated a level 7, the highest on the International Nuclear Event Scale. This combined natural and technological disaster led to the evacuation of many residents; at its height, over 470,000 people were displaced. More than 119,000 individuals were still living in exile six years later, the majority from Fukushima. The disaster took the lives of 15,893 individuals, and over 2,500 people remain missing. The disaster continues to affect people’s lives to this day. An additional 3,523 deaths were recognized by the government as related to the disaster.

As a nation that experiences many disasters, including earthquakes, typhoons, volcanic eruptions, and heavy snowstorms, Japan has a strong government-centered disaster prevention and response system. However, women’s experiences and perspectives have not been adequately reflected in disaster responses and policies in Japan. Prior to the Great East Japan Disaster, the major policies on disaster—the Disaster Countermeasures Basic Act and the Basic Disaster Management Plan—made limited reference to gender. The scant attention to gender is not limited to the policy level. Although many studies have been conducted to examine and document the consequences of various major disasters in Japan, only a small number have focused on women’s experience of the disasters. Few, if any, have used participatory methods of investigation to capture women’s lived experiences and perspectives to inform the development of disaster policies and programs that are more socio-culturally responsive to their conditions and needs.

Addressing these gaps in policy and research is urgently needed. Major disasters exacerbate pre-disaster inequities and intensify the vulnerability of women and other marginalized and disempowered groups. Thus, disaster policies and responses should incorporate the experiences and perspectives of those who are marginalized. The authors sought to conduct a research project to help develop more inclusive, gender-informed disaster responses and policies. Participatory action research methods would enable us to obtain empirical data that reflect the perspectives of disaster victims, especially women. Using PhotoVoice methodology, they worked with groups of women affected by the disaster to investigate the consequences of the disaster on their lives.

PhotoVoice involves a series of group meetings, in which participants share photographs they have taken and discuss the issues important to their lives and communities. At group meetings, selected photographs are projected or otherwise shown to meeting participants to guide discussion. In general, participants create voices (that is, short written texts) to accompany the selected photographs. Dissemination can occur through any print or digital format, and exhibits may be mounted in community venues. Beyond its frequent use in health promotion and health-related research, PhotoVoice has been used in a wide range of fields, such as labor studies; studies of immigrants and refugees; community development; and education, including social work training.

Right after the Great East Japan Disaster, concerned with the welfare and rights of women and other marginalized individuals, the first author, a Japan-born, U.S.-trained social work practitioner–educator–researcher, contacted several professionals and activists in Japan, including the second author, to explore possible action. A series of discussions led to the establishment of a national network aimed at promoting gender-informed disaster response, the first of its kind in Japan. After working with various NGOs and other disaster recovery groups, the authors decided to pursue a participatory investigation to illuminate the experiences of women disaster survivors. The authors recruited several women, ages from mid-30s to 70s, and provided them with cameras to document their environment post-disaster.

The authors make several interesting observations about the participatory investigative process in the aftermath of the Great East Japan Disaster. For instance, the women recruits sometimes said they felt guilty of being voyeuristic or exploiting the disaster. The authors themselves report needing to proceed slowly because although they themselves are Japanese, they were from a different part of Japan, and were viewed as outsiders. Of course, the authors report that they themselves, as well as the women participants, experienced many of the post-disaster hardships, including transportation, finding meeting space, etc.

Nevertheless, the authors report that using the PhotoVoice method helped illuminate the particular experiences of the women in the disaster aftermath, and that the insights gained are valuable. In addition, it was worthwhile to see the PhotoVoice method in practice. PhotoVoice recognizes those who are affected by the social issue under investigation as experts and values their experiences as valid and prime sources of knowledge. Not only do participants produce empirical data (that is, photographs and group discussion narratives), but they also engage in data analysis collectively and may do so in repeated group discussions on an ongoing basis. Participants themselves further engage in the dissemination of such knowledge, which in turn informs policymakers, practitioners, and the citizens at large. The challenges are numerous, but participatory action research captures the often-neglected experiences and perspectives of women and other marginalized groups and inserts them into public discourse on important social issues.

Grameen Bank provides credit without collateral to those who are poor in rural Bangladesh.

Aimed primarily at women, these microcredit loans of often no more than $100 are meant to help those who are poor launch small businesses.

The bank says it has 8.92 million borrowers, 97 percent of whom are women, and it provides services to 97 percent of the villages in Bangladesh.

NASW member Michael Cronin, associate professor at Monmouth University, said this microcredit model and other emerging financial tools can be cost-effective as well as a social approach to fight poverty across the world.

Social workers promote social work’s role in promoting the U.N.’s sustainable development goals in New York.

Cronin offered this and other finance tools that have the potential to help alleviate poverty on a wider scale at a special workshop at the United Nations Headquarters in New York in July.

He was among the members of International Federation of Social Workers’ representatives to the U.N. from New York and Geneva that hosted the workshop, which was held before an audience of mostly NGO representatives across the globe.

Presenters shared insight about the social worker’s role for reaching the 17 Sustainable Development Goals, or SDGs, proposed by the U.N.

Cronin’s presentation focused on SDGs 1 (End poverty in all its forms everywhere) and 9 (Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation).

He said more and more social workers are embracing business principles for social good.

Cronin was joined by NASW Social Work Pioneer and IFSW representative to the U.N. Elaine Congress, associate dean and professor at Fordham University Graduate School of Social Service.

She highlighted social work’s role in relation to SDG 3 (Ensure healthy lives and promote well-being for all at all ages) and SDG 5 (Achieve gender equality and empower all women and girls).

The SDGs apply to not only developing countries, but to developed countries as well, Congress explained. This includes the U.S., which she notes has poor health outcomes in several areas, including high rates of maternal and infant mortality and heart and lung disease.

She explained the health risks for women and girls that occur across the life cycle, which include maternal and infant mortality, rape, violence, diminished educational opportunities, substance abuse, suicide, childhood marriage, and lower pay.

From the November 2017 NASW News. NASW members may read the full story here.

The National Association of Social Workers (NASW) has joined other members of the Coalition to End Violence Against Women and Girls Globally to welcome the introduction of the International Violence Against Women Act (IVAWA) in the Senate.

The legislation was introduced by Sens. Jeanne Shaheen (D-N-H), Susan Collins (R-ME), Robert Menendez (D-NJ) and Johnny Isakson (R-GA). IVAWA makes ending violence against women and girls a top diplomatic, development, and foreign assistance priority by ensuring the U.S. government has a strategy to efficiently and effectively coordinate existing cross-governmental efforts to prevent and respond to gender-based violence globally.

Read the full letter of support from the Coalition to End Violence Against Women and Girls Globally

The bill empowers the United States to work with other countries toward preventing violence against women and girls and responding to the effects of these practices on societies and economies. It holds governments accountable for acting to end rampant violence while empowering women and girls to lift their voices against it.

IVAWA recognizes that violence against women and girls is embedded in cultural and societal norms of unequal status and power, requiring a long-term approach that fosters personal, community, and societal changes.

The number of women who are victims of violence around the world are shocking. One out of three women will face physical, mental or sexual abuse in their lifetimes. Each day almost 39,000 girls under age 18 are married and female genital cutting has affected more than 200 million women and girls alive today.

NASW and other members of the Coalition to End Violence Against Women and Girls Globally urges Congress quickly pass this legislation in order to empower women and girls, and communities and nations, to end the violence.

NASW again participated in the global meeting of the professional social work and social development association – the International Federation of Social Workers, or IFSW.

NASW President Darrell Wheeler, back row at right, stands with the newly elected IFSW Executive Committee.

Meetings from June 22-26 were in conjunction with the biennial World Conference on Social Work, Education and Social Development, held in Seoul, South Korea.

NASW President Darrell Wheeler, NASW staff and around 50 NASW members participated in meetings and/or hosted presentations at the events.

“Social Work is practiced on a global stage and being part of this international meeting is an opportunity for our association to share and learn about best practices, challenges to share in setting a global vision for social work with our colleagues and sister associations,” said Wheeler.

As a member of the IFSW, NASW also holds a key position on its executive committee. The U.S., Canada and the Caribbean Social Work Association together constitute the North American Region of IFSW.

Leadership for the North American Region alternates between the presidents of the Canadian and U.S. Associations. This summer, Wheeler was named North American Regional Chair, a two-year term.

In addition to the IFSW meetings, the Joint World Conference on Social Work, Education and Social Development provides a unique opportunity for NASW as an association to come together with practitioners, policy makers, activist and educators from around the world as they discuss, explore, debate and plan for the provision of social work and social development services, Wheeler noted.

“Being part of this is exciting, invigorating and inspiring,” he said. “This world meeting provides a unique venue where social work — as seen through the international lenses —  is unabashedly the sole focus.”

The next World Conference will be held from July 4-7, 2018 in Dublin, Ireland.

“Now is a perfect time to consider making a submission for peer/competitive review or to just plan to attend this powerful global meeting of our professional peers,” Wheeler said.

More information: http://ifsw.org

From the September 2016 NASW News.