ABSTRACT

From a longitudinal perspective, three successive directors of a Joint Master of Social Work program analyzed the process and strategies used in gaining Council on Social Work Education candidacy status and accreditation. Joint MSW programs are partnerships combining the resources of two or more universities to conduct one collaborative program. A literature review indicated that primary advantages for universities to create joint programs include innovative opportunity, social justice, the value of collaboration over competition, and cost savings for faculty lines. The process of building and negotiating a bi-university infrastructure, in addition to developing a new program, has many hidden complexities. Evidence-Based Management was a practical approach utilized during program development. The benefits and drawbacks of establishing a Joint MSW program are considered and can be used as a guide to determine if starting a joint program is warranted. Recommendations for how to establish a joint program are discussed along with the process of attaining accreditation. Key learnings during the process included developing fruitful collaborations, navigating value differences, understanding the importance of advocacy, assessing hidden costs, and managing necessary resource allocations. Given contemporary fiscal pressures within universities, it is important that joint programs develop a road map plan.

摘要

从纵向的角度来看，社会工作联合硕士项目的三位连续主任分析了获得社会工作教育委员会候选资格和认证的过程和策略。联合 MSW 计划是将两所或更多大学的资源结合起来开展一项合作计划的合作伙伴关系。一项文献综述表明，大学创建联合项目的主要优势包括创新机会、社会正义、合作优于竞争的价值以及教员队伍的成本节约。建立和谈判双校基础设施的过程，除了开发一个新项目之外，还有许多隐藏的复杂性。循证管理是在项目开发过程中使用的一种实用方法。考虑了建立联合 MSW 计划的好处和缺点，并可将其用作确定是否有必要启动联合计划的指南。关于如何建立联合计划的建议与获得认证的过程一起讨论。在此过程中的主要经验包括开展富有成效的合作、驾驭价值差异、理解宣传的重要性、评估隐性成本以及管理必要的资源分配。鉴于大学内部当前的财政压力，联合项目制定路线图计划非常重要。在此过程中的主要经验包括开展富有成效的合作、驾驭价值差异、理解宣传的重要性、评估隐性成本以及管理必要的资源分配。鉴于大学内部当前的财政压力，联合项目制定路线图计划非常重要。在此过程中的主要经验包括开展富有成效的合作、驾驭价值差异、理解宣传的重要性、评估隐性成本以及管理必要的资源分配。鉴于大学内部当前的财政压力，联合项目制定路线图计划非常重要。