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HSW235 Community Development Week 5 Community development: modes and frameworks Deakin University CRICOS Provider Code: 00113B Unit Chair: Rojan Afrouz E mail:
[email protected] Location: Waterfront Campus Phone:+61 3 52479612 HSW235 Community Development Week 5 Community development: modes and frameworks Click icon to add picture Deakin University CRICOS Provider Code: 00113B As we gather, we recognise the various traditional lands on which we meet today. We acknowledge the Elders – past, present and emerging - of all the lands on which we work, live and play, and their Ancestral Spirits with gratitude and respect. We acknowledge any Indigenous people present. 2 Click icon to add picture Overview of Rothman and Tropman frameworks Rothman, Tropman and Erlich described three ways or modes of working with communities in 1968 and revised their framework in 2001. They introduced three core modes of community (intervention) practice response: •Locality Development, •Social Planning/Policy, •and Social Action Deakin University CRICOS Provider Code: 00113B Three Community Practice Response Approaches 5 Mode A Locality Development Mode B Social Planning/Policy Mode C Social Action 1. Goal categories of community action Community capacity and integration; self-help (process goals) Problem-solving with regard to substantive community problems (task goals) Shifting of power relationships and basic resources; basic institutional change (task or process goals) 2. Assumptions concerning community structure and problem conditions Community eclipsed, anomie; lack of relationships and democratic problem-solving capacities; traditional static community Substantive social problems, mental and physical health, housing, recreation, etc Aggrieved populations, social injustice, deprivation, inequality 3. Basic change strategy Involving a broad cross-section of people in determining and solving their own problems Gathering data about problems and making decisions on the most logical course of action. Crystallising issues and mobilising people to take action against enemy targets Deakin University CRICOS Provider Code: 00113B Three Community Practice Response Approaches (Con.) 6 Mode A Locality Development Mode B Social Planning/Policy Mode C Social Action 4. Characteristic change tactics and techniques Consensus: communication among community groups and interests; group discussion Consensus or conflict Conflict confrontation, direct action, negotiation 5. Salient practitioner roles Enabler-catalyst, coordinator, teacher of problem-solving skills and ethical values Fact gatherer and analyst, program implementer, expediter Activist advocate; agitator, broker, negotiator, partisan, ORGANISER (current) 6. Medium of change Guiding small, task-oriented groups Guiding formal organisations and treating data Guiding mass organisations and political processes Deakin University CRICOS Provider Code: 00113B Three Community Practice Response Approaches (Con.) 7 Mode A Locality Development Mode B Social Planning/Policy Mode C Social Action 7. Orientation toward power structure(s) Members of the power structure as collaborators in a common venture Power structure as employers and sponsors Power structure as external target of action: oppressors to be coerced or overturned 8. Boundary definition of the beneficiary system Total geographic community Total community or community segment Community segment 9. Assumptions regarding interests of community subparts Common interests or reconcilable differences Interests reconcilable or in conflict Conflicting interests which are not easily reconcilable, scarce resources Deakin University CRICOS Provider Code: 00113B Three Community Practice Response Approaches (Con.) 8 Mode A Locality Development Mode B Social Planning/Policy Mode C Social Action 10. Conception of beneficiaries Citizens Consumers Victims ACTIVISTS, ACTIVE CITIZENS 11. The conception of beneficiary role Participants in an interactional problem-solving process Consumers or recipients RESIDENTS Employers, constituents, members 12. Use of empowerment Building the capacity of a community to make collaborative and informed decisions; promoting the feeling of mastery by residents Finding out from consumers about their needs for service; informing consumers of their service choices Achieving objective power for the beneficiary system – the right and means to impact community decisions; promoting a feeling of mastery by participants Deakin University CRICOS Provider Code: 00113B This is a ‘bottom-up’ approach which works with the whole of a community, generally a geographic community, but this can apply to a community of interest as well. The aim is to maximise people’s participation and capacity building, developing skills in the community, shared consensus decision making by sharing power. In this mode, goals can be achieved through the bottom-up process of involvement. This is a people-oriented approach, leaderships and controls of development are at the hand of people. Criticism: this approach, however, has been criticised for having a “soft strategy” and slow pace of progress. What is your idea about mode A? Locality Development (mode A) 9 Deakin University CRICOS Provider Code: 00113B This is a more ‘top-down’ approach often used when a community is experiencing a particular issue and a funding body/government agency needs or wants to resolve it. This is usually done through large bureaucratic organisations, policy and planning based on data. People’s voices and perspectives should be embedded in goal-setting and planning. Also, as those programs have public founding, all process should be transparent. This approach also has been criticised for being top-down and dismissing people’s viewpoints, voices and participation. What is your idea about mode B? \ Social Planning/Policy (mode B) 10 Deakin University CRICOS Provider Code: 00113B Social Action (mode c) 11 This is a ‘bottom-up’ approach, which usually consists of people or a group of people acting when they feel disadvantaged. This way of protesting for those might already have tried one or both previous models. The assumption is people need to be active to get their voice heard, against those who are more powerful. Social actions usually aim to change legislation to improve social justice for marginalised people. Strategies may be very creative to attract media, community and decision-makers attention, particularly through online social media. What is your idea about mode C? Deakin University CRICOS Provider Code: 00113B Share your understandings of three modes Discuss which one mode will be your road map for community development Over to you, small group discussion Deakin University CRICOS Provider Code: 00113B Who needs capacity building? Who should be involved? Locality development for capacity building 13 Deakin University CRICOS Provider Code: 00113B Capacity building 14 Improve community performance’, through increasing abilities, developing skills, knowledge, attitudes, values, relationships, conditions and behaviours that enable groups and individuals to generate benefits for themselves over time. Communities can do their own internal self-capacity building, and external assistance should take place when the community demands help. Capacity can involve bottom-up orientation, as the process can be participatory. Deakin University CRICOS Provider Code: 00113B need-based assessments asset-based assessments Community capacity building uses two main mechanisms for development purposes 15 Deakin University CRICOS Provider Code: 00113B The capacity building, Need assessment: 16 Normative need: using experts and their knowledge of research to set standards or define levels of need. Expressed need: an investigation of clients’ use of or requests for services. Felt need: which refers to clients’ perspectives and gathers data about their perception or beliefs Comparative need: aims to examine the characteristics of clients in a specific group that is receiving services and then using these data to estimate the extent of need for similar client groups located in other areas. Deakin University CRICOS Provider Code: 00113B Community capacity building framework 17 Infrastructure (physical capital) Skills and knowledge (human and cultural Capital – public Sphere) Social capital (networks) Material resources; for example, buildings, furniture, computers, printing, paper Examples include: – knowledge – democratic processes – open information – Internet access – confidence Examples include: – bridging and bonding – solidarity and linkages. Non-material resources; for example, money, credit, policies, practices, an active public sphere Examples include the capacity to: – define own needs – prioritise goals – identify facilitating and hindering factors – implement actions – problem solve – advocate – communicate (writereports and submissions), – run meetings – do public speaking. Examples include: – reciprocity – trust – mutuality – tolerance of diversity. Deakin University CRICOS Provider Code: 00113B What is your idea about community capacity building? 18 Deakin University CRICOS Provider Code: 00113B Most of our social work practice frameworks are indeed problem-focused Strength-based approach’s philosophy and belief that all human beings inherent capacities and abilities that help them flourish. This approach is based on American psychologist, Carl Rogers’s (1902-1987) existential- humanistic, client-centred approach to psychotherapy. Principles of recognising human capabilities and assets-based community development approach. This approach invites community developers to focus on what is right with people and the community rather than their problems. Strengths-based approaches focus on what’s strong with people and communities. (nit deficits-focused, disease-oriented) Strength-based approach 19 https://en.wikipedia.org/wiki/United_States https://en.wikipedia.org/wiki/Psychologist Five principles underlie strengths perspective (Saleebey 2006) •Every individual, group, family, and community has strengths. • There is a dignity to be found in having prevailed over obstacles. •Assume that you do not know the upper limits of the capacity to grow and change, and take individual, group, and community aspirations seriously using people’s visions, hopes, and values. When workers connect with the hopes and dreams of clients, clients are more likely to have greater faith in themselves. •We best serve people/service users/clients by collaborating with them. A worker is more effective when seen by the client as a collaborator or consultant rather than as an expert or a professional. •Every environment is full of resources. The strengths perspective seeks to identify these resources and make them available to benefit individuals, families, and groups in a community. Over to you, group discussion •This week group discussion should include the process of identifying your capacities and strengths in working as a community worker. •Discuss how your strengths will help you to work alongside people in the communities. Slide 1 Slide 2 Slide 3 Overview of Rothman and Tropman frameworks Three Community Practice Response Approaches Three Community Practice Response Approaches (Con.) Three Community Practice Response Approaches (Con.) Three Community Practice Response Approaches (Con.) Locality Development (mode A) Social Planning/Policy (mode B) Slide 11 Slide 12 Slide 13 Capacity building Slide 15 The capacity building, Need assessment: Community capacity building framework What is your idea about community capacity building? Strength-based approach Five principles underlie strengths perspective (Saleebey 2006)