This document provides information on a community development and capacity building framework from the First Nations and Inuit Health Branch. It discusses key concepts such as community capacity, cultural competence, strength-based approaches, community-centeredness, leadership, holistic health, and partnerships. The goals are to increase knowledge and competencies around indigenous community development, better support community capacity, and facilitate innovative partnerships. Lessons from pilots highlighted the need for organizational change, building community capacity, and allowing communities to plan according to their own authorities.
The document discusses the concepts and history of community development in India. It explains that community development aims to promote better living through local participation and initiatives rather than outside charity. The community development program was launched in India in 1952 based on concepts from the United States, with the goal of improving rural livelihoods, education, health, and infrastructure through coordinated efforts across government departments.
This document discusses community capacity building and adaptive challenges. It defines key terms like community and community capacity. It explains that community capacity building is a collaborative process that strengthens a community's ability to act on its own behalf. The document outlines different types of change, from incremental to transformational. It discusses elements of change like shifting perceptions and the adaptive dilemma of declining resources and increasing demands. The role of government is described as moving from benevolent dictatorship to facilitating community-led development. Big challenges are noted, and a progression of change is presented, moving from exclusion to inclusion and belonging.
Function of social welfare administrationKamran Khan
The document discusses the key functions of social welfare administration including planning, organizing, staffing, directing, coordinating, reporting, and budgeting. It provides details on each function and their importance in achieving organizational goals and delivering social services. Planning involves preparing objectives and programs in advance. Organizing divides work and establishes structure. Staffing deals with human resource management. Directing and coordinating ensure tasks are completed efficiently. Reporting keeps stakeholders informed. Budgeting allocates financial resources and acts as a control mechanism. Overall, the functions work together to transform social policies into services delivered to communities.
The document discusses the concept of community, including definitions from various sociologists. It describes community as a social group bound together by common interests, geography, values or experiences. The key elements that make up a community are a group of people, a definite locality, community sentiment, likeness, permanence, neutrality and size. Community sentiment involves a sense of "we", roles within the community, and feelings of dependency. Types of community include geographic and communities of interest. Community social work aims to address community needs, promote participation, and support formal and informal relationships and institutions within a community.
The document discusses policy implementation, which involves carrying out the activities designed by the legislative branch to achieve its policy goals. This includes establishing and staffing new agencies or assigning new responsibilities to existing agencies. The implementing agencies then translate the legislative intent into operational rules and guidelines, and coordinate resources and personnel to achieve the intended goals.
This document discusses organizational development (OD) and the diagnostic process used in OD. It defines OD as a planned, systematic, and collaborative process that applies behavioral science principles to improve organizational effectiveness. The diagnostic process involves collecting information through methods like questionnaires, interviews, observations, and unobtrusive measures in order to analyze issues and plan interventions. The interventions are then implemented and evaluated in an ongoing process of maintenance to continuously monitor and improve the organization.
Community organization aims to identify community needs, mobilize resources, and implement strategies to address issues collectively. It brings people together to problem solve, achieve equality, and shift power dynamics to benefit oppressed groups. The process involves conscious community efforts to control their own affairs democratically and access high quality services. Community organization recognizes that united communities have the power and skills to help themselves through cooperation and scientific methods. The overall goal is to empower communities to deal with their own problems.
The document discusses the concepts and history of community development in India. It explains that community development aims to promote better living through local participation and initiatives rather than outside charity. The community development program was launched in India in 1952 based on concepts from the United States, with the goal of improving rural livelihoods, education, health, and infrastructure through coordinated efforts across government departments.
This document discusses community capacity building and adaptive challenges. It defines key terms like community and community capacity. It explains that community capacity building is a collaborative process that strengthens a community's ability to act on its own behalf. The document outlines different types of change, from incremental to transformational. It discusses elements of change like shifting perceptions and the adaptive dilemma of declining resources and increasing demands. The role of government is described as moving from benevolent dictatorship to facilitating community-led development. Big challenges are noted, and a progression of change is presented, moving from exclusion to inclusion and belonging.
Function of social welfare administrationKamran Khan
The document discusses the key functions of social welfare administration including planning, organizing, staffing, directing, coordinating, reporting, and budgeting. It provides details on each function and their importance in achieving organizational goals and delivering social services. Planning involves preparing objectives and programs in advance. Organizing divides work and establishes structure. Staffing deals with human resource management. Directing and coordinating ensure tasks are completed efficiently. Reporting keeps stakeholders informed. Budgeting allocates financial resources and acts as a control mechanism. Overall, the functions work together to transform social policies into services delivered to communities.
The document discusses the concept of community, including definitions from various sociologists. It describes community as a social group bound together by common interests, geography, values or experiences. The key elements that make up a community are a group of people, a definite locality, community sentiment, likeness, permanence, neutrality and size. Community sentiment involves a sense of "we", roles within the community, and feelings of dependency. Types of community include geographic and communities of interest. Community social work aims to address community needs, promote participation, and support formal and informal relationships and institutions within a community.
The document discusses policy implementation, which involves carrying out the activities designed by the legislative branch to achieve its policy goals. This includes establishing and staffing new agencies or assigning new responsibilities to existing agencies. The implementing agencies then translate the legislative intent into operational rules and guidelines, and coordinate resources and personnel to achieve the intended goals.
This document discusses organizational development (OD) and the diagnostic process used in OD. It defines OD as a planned, systematic, and collaborative process that applies behavioral science principles to improve organizational effectiveness. The diagnostic process involves collecting information through methods like questionnaires, interviews, observations, and unobtrusive measures in order to analyze issues and plan interventions. The interventions are then implemented and evaluated in an ongoing process of maintenance to continuously monitor and improve the organization.
Community organization aims to identify community needs, mobilize resources, and implement strategies to address issues collectively. It brings people together to problem solve, achieve equality, and shift power dynamics to benefit oppressed groups. The process involves conscious community efforts to control their own affairs democratically and access high quality services. Community organization recognizes that united communities have the power and skills to help themselves through cooperation and scientific methods. The overall goal is to empower communities to deal with their own problems.
Community development is a process where government efforts are united with community participation to improve social, economic, and cultural conditions. It involves communities coming together through mutual learning to develop themselves and address common problems. Approaches to community development include capacity building, social capital formation, economic development, and community-driven development. In India, community development focuses on improving habits and attitudes through group work and community organization at the village level with an emphasis on active community participation.
Power duties functions ra 7160 sec 465 468 467 local government codeCherry Belle Milagrosa
The document outlines the powers, duties, and functions of provincial governors and sanggunian panlalawigans (provincial boards) according to the Local Government Code of 1991. It states that governors are mandated to promote general welfare in their provinces through exercising executive powers. Some of a governor's key responsibilities include enforcing laws; generating resources; ensuring basic services; and appointing officials. Sanggunian panlalawigans are responsible for legislative duties like enacting ordinances, appropriating funds, and establishing councils. They work to maintain peace, protect the environment, and provide for constituents' safety, health, education, and livelihood.
The document discusses the Philippines' full disclosure policy, which requires local government officials to publicly post financial transactions and budgets to promote transparency. It aims to minimize corruption by increasing public awareness of funds. The law mandates posting summaries of revenues, expenditures, procurement bids, and more within certain timeframes. Non-compliance can result in sanctions like suspension or removal from office. The Department of the Interior and Local Government oversees implementation and compliance through guidance and a rewards system. It also created an online portal for viewing local government disclosures.
This document discusses resource mobilization for organizations. It defines resource mobilization as identifying the resources needed to achieve an organization's mission through developing relationships with resource providers. Resources include financial support, human skills and expertise, physical goods, and free services. Resource providers include organizations, governments, businesses, individuals and groups. The document outlines important aspects of developing a resource mobilization plan like identifying objectives, implementing strategies, and monitoring outcomes. Effective resource mobilization is necessary for organizational sustainability and independence.
This document discusses concepts and approaches related to community development. It provides numerous definitions of community development that emphasize self-help, participation of community members, and improving economic and social conditions. Community development is described as a process that helps individuals and communities grow through collective action. It involves strengthening relationships within communities and between communities and authorities. The goal of community development is to empower communities and make them self-reliant through identifying needs, prioritizing them, and developing solutions.
This document outlines principles for community mobilization including engaging the whole community through circles of influence, facilitating a process of social change from awareness to support to action, and providing repeated exposure to ideas while promoting community ownership using a human rights framework.
Ppt. strategies of social action. jins josehjinsjoseph000
The document discusses strategies for social action, which is a process used when other social work methods like group work and community organization fail to address community needs, especially related to unequal distribution of resources and power. It outlines three main strategies - collaboration, using pressure tactics like negotiation, and disruption through confrontation like strikes. The purpose of social action strategies is to enact structural changes and promote social justice in communities.
This presentation provides an overview of resource mobilization and fundraising. It discusses key topics like the types of resources, defining resource mobilization, the resource mobilization process, challenges, and the importance of resource mobilization. The presentation outlines the development and management of a resource mobilization program, including preparing a strategy, identifying stakeholders, developing messages, selecting vehicles, monitoring and evaluation, and ensuring readiness. It also covers funding proposal writing. The overall goal is to help organizations attract resources and broaden donor support through effective resource mobilization.
The document discusses the barangay development planning process in the Philippines. It explains that the barangay development plan is an official document that contains programs, projects and activities to address community issues and improve quality of life. It also describes the legal basis for preparing these plans, the importance of involving stakeholders, and ensuring the plan's contents address community needs. Finally, it outlines the barangay budget process, including requirements to properly fund prioritized programs and the calendar of activities for development plan preparation and budget submission.
The document outlines the guidelines for developing a comprehensive development plan (CDP) according to the Department of Interior and Local Government. It explains that the CDP is mandated by law and must address 5 sectors - social, economic, infrastructure, environment, and institutional. The guidelines provide a 4-part process for organizing the planning structure, preparing the plan, implementing the plan through various investment and agenda programs, and monitoring/evaluating the plan. Key steps include organizing a planning team, reviewing existing plans and the vision, and preparing profiles and priority projects across all sectors. The completed CDP must be approved by the local government's legislative body.
Scope and Colonial Influences of Public Administrationjonasguevarra08
Presented to the students of Master of Public Administration at Bataan Peninsula State University in partial fulfillment of the requirements in Theory and Practice in Public Administration.
Social mapping is a visual method of showing the relative location of households and distribution of different demographic groups in a community. It can be used to:
1) Overview community structure and identify who lives where;
2) Identify different social groups using local criteria and discuss social inequities; and
3) Identify vulnerable community members and locations.
The process involves drawing a map of the community using materials like paper or the ground, and marking locations of households, landmarks, and services. Demographic information is then added to analyze social patterns.
This document outlines the roles of civil society organizations (CSOs) in grassroots participatory budgeting and bottom-up budgeting processes in the Philippines. It discusses how CSOs can act as fiscalizers that monitor government spending, as advocates that promote public interests, and may sometimes be co-opted by the government. The document also reviews the legal basis for CSO participation in the 1987 Philippine Constitution and laws like the Local Government Code and Social Reform and Poverty Alleviation Act. It details the composition and functions of the National Anti-Poverty Commission and provides definitions and accreditation processes for CSO representation in local special bodies.
The document discusses community development and its key aspects. It defines community development as the process of empowering communities to improve their social and economic conditions through collective action. The core aims of community development are to enable, empower and educate communities. It focuses on participatory approaches and engaging the whole community. Rural and urban community development are also discussed.
The document discusses the meaning, importance, and process of local legislation in the Philippines. It defines local legislation as both the power of local legislative bodies to make laws through ordinances and resolutions, as well as the interaction between legislative and executive branches that results in policies promoting local development. Key points include that local legislation addresses citizens' problems, promotes general welfare, and helps attain the local government's vision. The local Sanggunian or council, local executives, constituents, and other stakeholders all participate in the legislative process.
The document is the 2021 DENR Competency-Based System Manual for the Environmental Management Bureau. It contains 6 sections that outline the functional, core, organizational, leadership and technical competencies required for various support and technical positions in EMB. The sections cover competencies for areas such as administration, legal, environmental quality management, environmental impact assessment, and environmental science. The manual provides competency indicators for basic, intermediate, advanced and superior proficiency levels to aid in human resource systems like recruitment, performance evaluation and training needs identification.
The document discusses the system theory, which views organizations as complex systems made up of interconnected subsystems. It defines key aspects of the system theory, including that organizations rely on synergy between subsystems like departments and employees. The premises of system theory are explained, noting organizations function like living organisms through interdependent subsystems working together. Characteristics of system theory focus on communication, boundaries, and organizations being goal-directed. Advantages include a broad theoretical view of organizations and dealing with complexity, while disadvantages are a lack of focus on specific tasks and interpersonal relationships. Modern organizations apply system theory to measure performance and interactions between individuals and departments.
The document discusses various phases and methods involved in community organization. It begins by outlining key phases like study, analysis, assessment, decision making, organization, action, evaluation and modification. It then examines specific methods that can be used in each phase, such as surveys, interviews, meetings and committees for gathering and analyzing information. The summary emphasizes that community organization involves systematic planning, assessment of community needs and resources, and collective decision making and action to address issues in a sustainable manner.
Gavin Prendergast(ACON) talks about the challenges of achieving effective health promotion engagement with a geographically dispersed population. This presentation was given at the AFAO/NAPWA Gay Men's HIV Health Promotion Conference in May 2012.
This document provides an overview of healthy communities and community development. It discusses the history of the healthy communities movement in Canada from the 1840s onward. Key frameworks and definitions are outlined, including the WHO's definition of health and the Ottawa Charter. Determinants of health are identified along with characteristics of healthy communities. Principles of healthy communities strategies include asset-based community development, equitable engagement, intersectoral involvement, and health policy. Community development is defined as a process that creates economic and social progress through community participation and initiative. The benefits of taking a healthy communities approach are also summarized.
Community development is a process where government efforts are united with community participation to improve social, economic, and cultural conditions. It involves communities coming together through mutual learning to develop themselves and address common problems. Approaches to community development include capacity building, social capital formation, economic development, and community-driven development. In India, community development focuses on improving habits and attitudes through group work and community organization at the village level with an emphasis on active community participation.
Power duties functions ra 7160 sec 465 468 467 local government codeCherry Belle Milagrosa
The document outlines the powers, duties, and functions of provincial governors and sanggunian panlalawigans (provincial boards) according to the Local Government Code of 1991. It states that governors are mandated to promote general welfare in their provinces through exercising executive powers. Some of a governor's key responsibilities include enforcing laws; generating resources; ensuring basic services; and appointing officials. Sanggunian panlalawigans are responsible for legislative duties like enacting ordinances, appropriating funds, and establishing councils. They work to maintain peace, protect the environment, and provide for constituents' safety, health, education, and livelihood.
The document discusses the Philippines' full disclosure policy, which requires local government officials to publicly post financial transactions and budgets to promote transparency. It aims to minimize corruption by increasing public awareness of funds. The law mandates posting summaries of revenues, expenditures, procurement bids, and more within certain timeframes. Non-compliance can result in sanctions like suspension or removal from office. The Department of the Interior and Local Government oversees implementation and compliance through guidance and a rewards system. It also created an online portal for viewing local government disclosures.
This document discusses resource mobilization for organizations. It defines resource mobilization as identifying the resources needed to achieve an organization's mission through developing relationships with resource providers. Resources include financial support, human skills and expertise, physical goods, and free services. Resource providers include organizations, governments, businesses, individuals and groups. The document outlines important aspects of developing a resource mobilization plan like identifying objectives, implementing strategies, and monitoring outcomes. Effective resource mobilization is necessary for organizational sustainability and independence.
This document discusses concepts and approaches related to community development. It provides numerous definitions of community development that emphasize self-help, participation of community members, and improving economic and social conditions. Community development is described as a process that helps individuals and communities grow through collective action. It involves strengthening relationships within communities and between communities and authorities. The goal of community development is to empower communities and make them self-reliant through identifying needs, prioritizing them, and developing solutions.
This document outlines principles for community mobilization including engaging the whole community through circles of influence, facilitating a process of social change from awareness to support to action, and providing repeated exposure to ideas while promoting community ownership using a human rights framework.
Ppt. strategies of social action. jins josehjinsjoseph000
The document discusses strategies for social action, which is a process used when other social work methods like group work and community organization fail to address community needs, especially related to unequal distribution of resources and power. It outlines three main strategies - collaboration, using pressure tactics like negotiation, and disruption through confrontation like strikes. The purpose of social action strategies is to enact structural changes and promote social justice in communities.
This presentation provides an overview of resource mobilization and fundraising. It discusses key topics like the types of resources, defining resource mobilization, the resource mobilization process, challenges, and the importance of resource mobilization. The presentation outlines the development and management of a resource mobilization program, including preparing a strategy, identifying stakeholders, developing messages, selecting vehicles, monitoring and evaluation, and ensuring readiness. It also covers funding proposal writing. The overall goal is to help organizations attract resources and broaden donor support through effective resource mobilization.
The document discusses the barangay development planning process in the Philippines. It explains that the barangay development plan is an official document that contains programs, projects and activities to address community issues and improve quality of life. It also describes the legal basis for preparing these plans, the importance of involving stakeholders, and ensuring the plan's contents address community needs. Finally, it outlines the barangay budget process, including requirements to properly fund prioritized programs and the calendar of activities for development plan preparation and budget submission.
The document outlines the guidelines for developing a comprehensive development plan (CDP) according to the Department of Interior and Local Government. It explains that the CDP is mandated by law and must address 5 sectors - social, economic, infrastructure, environment, and institutional. The guidelines provide a 4-part process for organizing the planning structure, preparing the plan, implementing the plan through various investment and agenda programs, and monitoring/evaluating the plan. Key steps include organizing a planning team, reviewing existing plans and the vision, and preparing profiles and priority projects across all sectors. The completed CDP must be approved by the local government's legislative body.
Scope and Colonial Influences of Public Administrationjonasguevarra08
Presented to the students of Master of Public Administration at Bataan Peninsula State University in partial fulfillment of the requirements in Theory and Practice in Public Administration.
Social mapping is a visual method of showing the relative location of households and distribution of different demographic groups in a community. It can be used to:
1) Overview community structure and identify who lives where;
2) Identify different social groups using local criteria and discuss social inequities; and
3) Identify vulnerable community members and locations.
The process involves drawing a map of the community using materials like paper or the ground, and marking locations of households, landmarks, and services. Demographic information is then added to analyze social patterns.
This document outlines the roles of civil society organizations (CSOs) in grassroots participatory budgeting and bottom-up budgeting processes in the Philippines. It discusses how CSOs can act as fiscalizers that monitor government spending, as advocates that promote public interests, and may sometimes be co-opted by the government. The document also reviews the legal basis for CSO participation in the 1987 Philippine Constitution and laws like the Local Government Code and Social Reform and Poverty Alleviation Act. It details the composition and functions of the National Anti-Poverty Commission and provides definitions and accreditation processes for CSO representation in local special bodies.
The document discusses community development and its key aspects. It defines community development as the process of empowering communities to improve their social and economic conditions through collective action. The core aims of community development are to enable, empower and educate communities. It focuses on participatory approaches and engaging the whole community. Rural and urban community development are also discussed.
The document discusses the meaning, importance, and process of local legislation in the Philippines. It defines local legislation as both the power of local legislative bodies to make laws through ordinances and resolutions, as well as the interaction between legislative and executive branches that results in policies promoting local development. Key points include that local legislation addresses citizens' problems, promotes general welfare, and helps attain the local government's vision. The local Sanggunian or council, local executives, constituents, and other stakeholders all participate in the legislative process.
The document is the 2021 DENR Competency-Based System Manual for the Environmental Management Bureau. It contains 6 sections that outline the functional, core, organizational, leadership and technical competencies required for various support and technical positions in EMB. The sections cover competencies for areas such as administration, legal, environmental quality management, environmental impact assessment, and environmental science. The manual provides competency indicators for basic, intermediate, advanced and superior proficiency levels to aid in human resource systems like recruitment, performance evaluation and training needs identification.
The document discusses the system theory, which views organizations as complex systems made up of interconnected subsystems. It defines key aspects of the system theory, including that organizations rely on synergy between subsystems like departments and employees. The premises of system theory are explained, noting organizations function like living organisms through interdependent subsystems working together. Characteristics of system theory focus on communication, boundaries, and organizations being goal-directed. Advantages include a broad theoretical view of organizations and dealing with complexity, while disadvantages are a lack of focus on specific tasks and interpersonal relationships. Modern organizations apply system theory to measure performance and interactions between individuals and departments.
The document discusses various phases and methods involved in community organization. It begins by outlining key phases like study, analysis, assessment, decision making, organization, action, evaluation and modification. It then examines specific methods that can be used in each phase, such as surveys, interviews, meetings and committees for gathering and analyzing information. The summary emphasizes that community organization involves systematic planning, assessment of community needs and resources, and collective decision making and action to address issues in a sustainable manner.
Gavin Prendergast(ACON) talks about the challenges of achieving effective health promotion engagement with a geographically dispersed population. This presentation was given at the AFAO/NAPWA Gay Men's HIV Health Promotion Conference in May 2012.
This document provides an overview of healthy communities and community development. It discusses the history of the healthy communities movement in Canada from the 1840s onward. Key frameworks and definitions are outlined, including the WHO's definition of health and the Ottawa Charter. Determinants of health are identified along with characteristics of healthy communities. Principles of healthy communities strategies include asset-based community development, equitable engagement, intersectoral involvement, and health policy. Community development is defined as a process that creates economic and social progress through community participation and initiative. The benefits of taking a healthy communities approach are also summarized.
This document provides an overview of key concepts and principles related to community development. It defines community development as "a process where community members come together to take collective action and generate solutions to common problems". The document notes that community development can range from small initiatives within small groups to larger initiatives involving broader communities. Effective community development should be long-term, well-planned, inclusive, equitable, holistic, initiated and supported by communities, and lead to benefits for community members. It also lists several principles of community development, including community participation, ownership, empowerment, lifelong learning, inclusion, access and equity, social action, advocacy, networking, and self-help.
This document summarizes a presentation given by Ismo Heikkila on effectively managing community wealth. The presentation discusses establishing community priorities and managing change through communication strategies and financial education programs. It emphasizes building community capacity to enhance decision making for growing wealth today and preserving it for the future. The presentation covers topics like managing change, literacy, financial education, communication, and Appreciative Inquiry. It stresses taking a community-based approach to capacity building using frameworks like CIRCLE that incorporate Western concepts and community research.
Mark Webster Pathways to development through Local Faith CommunitiesDevelopment Futures
The document discusses pathways to development through local faith communities. It notes that international trends favor increased engagement of faith groups in development. Specifically, it mentions faith groups' influence, reach in delivering health services, and potential contributions in areas like capacity building, cross-sector alliances, resilience, and effectiveness. The document also emphasizes the need for evidence about faith-based activity and contributions to inform policymaking and best practices.
Community development principles then and nowMerlyn Denesia
Community development principles have evolved over time. Originally in the 1940s-1980s, community development focused on holistically understanding community needs, culture, and felt needs. It emphasized self-help, cooperation, leadership, and participation. Now, principles stress responding to expressed community needs, concerted action through multi-purpose programs, changing attitudes, participation in governance, training local leaders, involving women and youth, mobilizing community resources, and national support for local development. Definitions of community development emphasize assisting community growth and betterment through organizing local resources, improving living conditions through collaborative people-centered efforts, and enabling democratic participation in priority problem-solving.
BISAP is the acronym of “Bangladesh Integrated Social Advancement Programme”. It is a non-political, non-profitable, secular and non-government development organization. It came into existence in 1989 in response to the felt-needs of the area of the poor and hard core people, especially problems of endemic poverty, which manifest in landlessness, unemployment, illiteracy, malnutrition and vulnerability to frequent natural disaster, by the active initiative of local social workers, philanthropists and educationists with a view to alleviating poverty through empowerment, education and resource mobilization for improving their life and livelihood and innovating appropriate development strategies to lead the programme towards sustainability.
This document provides information about the Oikoumene Development Foundation (ODF), a non-profit organization in Bangladesh. It details the organization's address, leadership, legal status, establishment date, mission, vision, objectives, program areas, staff, and current programs/activities. The ODF was established in 2012 and works in the areas of health, education, livelihoods, and human rights, serving people across religions and backgrounds through partnerships and community development.
people centric development is one of the rarely discussed concept but is highly important topic in the present day advanced world. this presentation gives idea about different concepts like peoples participation, capacity building, facilitation of extension personnels, multistakeholder interactions, brokering in extension, innovation platforms etc. it gives a basic idea about all these concepts
Leveraging Expertise: A Multi-Stakeholder Partnership Approach to Strengtheni...CORE Group
This document discusses leveraging expertise through multi-stakeholder partnerships to strengthen community health systems in 7 countries. It describes a collaborative project between multiple organizations to develop common metrics to measure quality, coverage, and equity of frontline health worker programs. It also discusses integrating community health collaboration at global and national levels through various partnership and advocacy approaches.
1. It empowers community members by allowing them to have a voice in identifying health priorities and solutions. This gives them a sense of ownership over programs.
2. It incorporates local knowledge and perspectives that outsiders may not be aware of. This leads to interventions that are more appropriate and effective for that specific community.
3. It facilitates buy-in and support for programs from community members. When communities help design and implement programs themselves, they are more likely to participate in and support the initiatives.
The document is the 2007 Community Sustainability Plan for the Town of Stony Plain. It outlines the town's vision, mission, values and commitments to good governance. It identifies core strategies around social equity, economic viability, cultural vitality and environmental responsibility. For each strategy, it lists strategic action items for 2007-2009 to achieve goals like creating affordable housing, promoting business, preserving culture and heritage, and environmental stewardship. The plan aims to make Stony Plain a strong, vibrant community that respects its heritage and embraces the future.
Abc of capacity building and employee performanceHossain003
This document discusses capacity building, which involves developing the skills, resources, structures, and commitment of organizations and individuals to improve health. It defines capacity building and discusses its importance and components. Capacity building aims to enhance the ability of organizations at all levels to address social determinants of health inequities. It involves developing competencies through training as well as institutional measures like funding and policies. The key components identified include awareness raising, developing evidence and information, organizational development, skills development, partnership development and leadership, and policy development.
Community development aims to empower communities and promote social justice. It is defined as building active communities based on mutual respect and removing barriers to participation. A community can be defined by geography, culture, social factors or networks. Key principles of community development include participation, empowerment, being community-led, and promoting social justice. Activities involve profiling communities, capacity building, organizing, networking and negotiating. Practitioners face dilemmas around funding, accountability, acceptability of issues to authorities, and evaluating complex community-level outcomes. The overall goal is to empower disadvantaged communities to have greater control over decisions impacting their health and lives.
The document discusses Amartya Sen's influential work on human development and capabilities approach that shaped UNDP's work, how UNDP implements a human development approach by empowering people and strengthening institutions, and how UNDP helps countries build resilience to shocks through approaches like disaster risk reduction and crisis prevention.
Presenter: Lucie Stephens, Head of Co-Production, NEF
Event: Dance & Health Networking Event, Newcastle upon Tyne, 16 June 2015, part of our Making Connections events series.
Between May 2015 and March 2016, we are running a series of regional events to bring together commissioners, arts and cultural providers, and others interested in increasing levels of cultural commissioning.
The Cultural Commissioning Programme works to help the arts and cultural sector engage in public sector commissioning and to enable public service commissioners to increase their awareness of the potential for arts and cultural organisations to deliver their outcomes. This three year programme, funded by Arts Council England, is being delivered through a partnership between NCVO (lead partner) , NEF and NPC .
www.ncvo.org/CCProg
Social mobilization is a process through which communities take action to improve health, hygiene, education, and standards of living. It involves bringing together individuals, groups, and organizations within a community to facilitate participatory decision making. The goals of social mobilization include raising awareness of issues, engaging leaders, motivating partners, and cultivating sustained community involvement to facilitate change. Some key principles include mobilizing decision makers, communities, interpersonal communication, media, and promoting sustainability, gender inclusion, and non-harm.
The community development programme was started in India after independence in 1952. It was a multi-project programme aimed at overall rural development. It included projects focused on agriculture, animal husbandry, irrigation, cooperation, public health, education, communication, and village industries. The programme sought to improve the lives of 80% of India's population that lived in rural farming communities. Officials at the district level planned, executed, and evaluated the program activities at the village level.
This document outlines plans for a summit on connected communities. It discusses mobilizing research to enhance self-reliance, health, and well-being through better connecting stakeholders, communities, and research. The goals are to contribute to community resilience, citizenship, diversity, health, and sustainability. It also discusses the government's vision to empower citizens and give more power to local groups. Finally, it discusses understanding changing connections within and between communities through an integrated research approach.
Similar to Community Development and Capacity Building (20)
Leadership and Management Program, Blue Quills First Nations Collegebanffcentre
The document summarizes the leadership and management program at Blue Quills First Nations College. The program is grounded in Indigenous knowledge and focuses on holistic development. It teaches students to honor traditions, balance personal and professional responsibilities, and make decisions through an Indigenous lens. The program prepares students to be effective leaders through experiential learning and strong employment outcomes. Graduates gain the skills to work in business, administration and support their communities.
Creating Indigenous Economies and Sustainable Communitiesbanffcentre
This document discusses creating indigenous economies and sustainable communities. It covers traditional indigenous property regimes that supported agriculture, hunting, fishing and trade [1]. Euro-American impacts included land dispossession and policies of dependency and removal [2]. Data shows Native American business ownership per capita is significantly lower than other groups [3]. Poverty has led to related issues but business ownership can help community stability through earned income and employment [4,6]. Effective self-governance is needed to create environments where people invest in communities [7]. Obstacles to economic development include lack of investments, rural locations, and bureaucratic hurdles [10]. With improved conditions, indigenous poverty is not inevitable and communities can assist and partner with
Ch'nook aims to mediate the success of Indigenous leaders, managers, and administrators through three main initiatives:
1) The Advanced Management Program provides business and leadership training to experienced Indigenous professionals.
2) Partnerships with educational institutions help bridge Indigenous student communities and business education. This includes making post-secondary programs more relevant and supportive of Indigenous students.
3) Community development efforts increase collaboration between Indigenous communities and businesses. This helps Indigenous communities participate in and benefit from regional economic opportunities.
VACFSS: A Story of Success Through Wise Practicesbanffcentre
This document summarizes the story of success of the Vancouver Aboriginal Child and Family Services Society (VACFSS). It outlines seven key success factors that have contributed to VACFSS becoming the largest urban Aboriginal child welfare agency in Canada: 1) Focusing on Aboriginal identity and culture; 2) Developing strong Aboriginal leadership; 3) Establishing a strategic vision and planning process; 4) Implementing effective governance and management; 5) Ensuring accountability and stewardship; 6) Conducting regular performance evaluations; and 7) Fostering collaboration, partnerships and good relationships. The document provides details on the practices VACFSS has implemented under each success factor.
Indigenous Business and Economic Development in the USbanffcentre
The document discusses two approaches to economic development in Indigenous communities: the standard approach and the nation-building approach. The standard approach is short-term, non-strategic, views economic development as an economic problem alone, and sees Indigenous cultures as obstacles. The nation-building approach emphasizes practical self-rule, capable governing institutions that match cultural beliefs, strategic long-term decision-making, and public-spirited leadership. This approach provides a stronger foundation for sustainable development by putting Indigenous nations in control. The document also discusses some contemporary tensions that can make the nation-building principles difficult to implement.
Deep Listening is an Aboriginal concept of respectful listening that builds community. It involves giving one's undivided attention and understanding relationality to all things. The tepee exchange between Indigenous groups in Canada and Australia demonstrated Deep Listening, with a focus on connection to land, ancestors, and each other. Students in Australia learned about local shearwaters and expressed the birds' journey in an original song in the Boonwurrung language, celebrating the relationship between people and environment.
The document discusses the importance of strong financial management practices for Indigenous communities. It outlines how the First Nations Financial Management Board (FMB) establishes standards for First Nation financial administration, management systems, and performance. Communities that meet FMB standards gain access to capital markets for infrastructure financing. The standards are designed to build confidence with investors while supporting Indigenous self-governance and economic development. Meeting FMB requirements can improve governance, administration, transparency, and overall community capacity.
Tribal Councils Investment Group of Manitoba Ltd.banffcentre
This document summarizes the operations of the Tribal Council Investment Group (TCIG), a corporation owned by 7 Tribal Councils in Canada. It operates numerous businesses that generate over $120 million annually, including Arctic Beverages (a Pepsi bottler), transportation and logistics companies, food franchises, and investments. TCIG aims to continue growing its revenues to $1 billion by 2025 while providing financial returns to its Tribal Council owners and economic opportunities for Indigenous communities.
Mapping Indigenous Arts Leadership in Canadabanffcentre
The document discusses indigenous arts leadership in Canada. It provides historical context noting that indigenous arts were fully integrated into daily life pre-colonization. It then discusses two indigenous arts organizations as examples of wise practice in indigenous arts leadership: Inuit Circus, and Wapikoni Mobile, an itinerant audio-visual studio that has worked with over 2000 indigenous youth across Quebec on film and music projects.
Aboriginal Leadership Development in Australiabanffcentre
This document discusses aboriginal leadership development in Australia. It provides biographies of several influential aboriginal leaders such as William Cooper, Vincent Lingiari, and Pearl Gibbs. It also examines some of the challenges to aboriginal entrepreneurship and leadership development, including racism, lack of human and social capital, and diminishing cultural capital. The document discusses some programs aimed at building aboriginal leadership and entrepreneurial skills, such as the Indigenous Leadership Program, the Aurora Project, and entrepreneurship education programs at various universities. It also profiles some aboriginal business organizations and chambers of commerce working to support aboriginal entrepreneurship.
Indigenous Leadership Development in the United Statesbanffcentre
This document discusses indigenous leadership development in the United States. It provides context on key policy developments like the Indian Self-Determination and Education Assistance Act of 1975. It also outlines the main organizations in the field, dividing them into public vs corporate and generalist vs specialist. Several example organizations are described for each category. Finally, it discusses implications for how indigenous communities can thoughtfully utilize these training resources while maintaining self-determination.
Onion Lake Cree Nation: Treaty Six First Nations Gatheringbanffcentre
The Elder's Forum of Onion Lake Cree Nation is hosting a Treaty Six First Nations Gathering from January 18-20, 2012 to discuss protecting Cree values and beliefs based on natural law. The gathering will focus on discussions around the Cree worldview before, during, and after treaty negotiations as well as relationships with the Crown and other First Nations under the numbered treaties. Participants will also discuss governance, training treaty representatives, and protecting inherent and treaty rights at the community level for future generations.
Onion Lake Cree Nation Integrated Cree Governancebanffcentre
The Onion Lake Cree Nation is working to become a self-sufficient sovereign nation by developing its own resources and governance structures. It is creating a Declaration of Sovereignty and economic development plan to achieve independence and provide for its citizens. The Nation aims to exercise its inherent rights through collaborative governance, traditional knowledge, family wellness, and economic programs.
St. Eugene Golf Resort Casino: A First Nation Partnership Success Storybanffcentre
The document summarizes a unique partnership between the Chippewas of Rama First Nation and St. Eugene Mission. It describes how the First Nation has partnered with St. Eugene to build a casino, golf resort, and other community facilities like a seniors center and school. The partnership allows the Ktunaxa people to reclaim the land where their culture was once suppressed in a residential school and build a sustainable future.
Overview of the Master of Northern Governance and Development (MNGD) programbanffcentre
The document provides an overview of the Master of Northern Governance and Development (MNGD) program presented by the International Centre for Northern Governance and Development. The MNGD program was developed in response to the needs of northern partners and is designed to train the next generation of northern leaders. It utilizes a blended distance education model and professionalized cohort model to provide specialized, interdisciplinary training while incorporating Indigenous perspectives and international collaboration. Students conduct applied research internships to gain experience addressing real issues in the North.
Understanding how Indigenous community factors affect Indigenous entrepreneur...banffcentre
The document discusses factors that affect Indigenous entrepreneurship. It notes that Indigenous communities face many challenges, including a history of colonization that disrupted Indigenous culture, economies and self-sufficiency. Successful Indigenous entrepreneurship can help address these issues by creating businesses that respect traditions while allowing Indigenous people to participate in the modern economy. The author aims to understand how community-level Indigenous context influences the entrepreneurial process and outcomes. Case studies of various First Nations communities are presented to explore how factors like dependency, land issues, culture and social environment impact entrepreneurial success.
The Purdy Crawford Chair in Aboriginal Business Studiesbanffcentre
The Purdy Crawford Chair in Aboriginal Business Studies promotes Aboriginal interest in business education and conducts research to support Aboriginal communities and business success. The Chair focuses on three areas: examining models of Aboriginal business success, recruiting Aboriginal students to study business, and enhancing business curriculum. Regional roundtables found interest in business but barriers around proximity, funding, and preparation. The Chair's research shows Aboriginal populations are growing fast with potential but lower education rates. Business education can promote self-reliance and independence. The Chair's mentorship program attracted many applicants and saw early success in university attendance.
The document summarizes the path of Westbank First Nation to self-government. It discusses how the Indian Act previously limited their potential but through negotiations, WFN established self-government in 2005. This gives them control over their lands and the ability to pass their own laws on issues like membership, education, health services and land management. Self-government has allowed WFN to engage in community planning and economic development to better support their members.
Social change leadership for collective impact: Lessons from the USbanffcentre
This document summarizes a presentation on social change leadership based on a collaborative research project. The research involved 92 community-based organizations and 164 social change leaders. It identified leadership as a collective achievement involving three key practices: reframing discourse to challenge mental models, bridging differences to build alliances, and unleashing human energies. Implications for leadership theory include recognizing the strategic value of difference and experiences of communities of color and low-income groups.
A First Nation Partnership Success Storybanffcentre
Wise Practices Symposium Presentation by Chief Sharon Stinson Henry, St. Eugene. September 2012, Indigenous Leadership and Management at The Banff Centre, Alberta Canada.
Introduce Rhonda.This is a longer deck, but I’m only going to touch on the relevant pieces for you. The whole deck is available from the conference.
10 secondsCopyrighted because this is material developed for the Indigenous Community Development course for FNIHB employees.
1 minuteWe know that communities function well together, when individuals have skills, when organizations have the competencies to fulfill their mandates. But we also know that communities do well with the support of others, such as governments and innovative partners like corporations, non-profits. Based on my experience, these partnerships need partners who understand each other, and uphold the value of communities making decisions for themselves. Community development happens within community – external partners cannot “do” community development to a community. So we are undertaking an extensive training approach within FNIHB to build the competencies of our employees, so that they define their roles as supporters and facilitators of what happens in community. We all share the vision of strong vibrant healthy community.
1minuteHere are two different ways to consider what healthy community could look like. Each community defines this for themselves, but here’s some options. The first written by Marcia Krawll a number of years ago, talks a lot about social connections, social networks, and individuals supporting each other. The second comes from our Maori friends in New Zealand. If it were adapted to our world, this is what it would look like: healthy individuals, contributing to community, knowing their own culture, working together. The reason why we always start with the vision, is that it reminds us that we actually are working on something together. So let’s define it – community development.
1 minuteThis is the Framework in one image. See the three pillars on the outside, the principles in red in the inside, all founded on cultural competence. This will be available in the future in a text format.
First, the pillars: Community Capacity, Government Partners…., and Partnerships for Well-being. These are entry points into doing the work of community development. How do communities continue to build their own capacity, so that self-determination and excellence in service delivery is achieved? But the way we do the work, is almost more important than the work itself. Process is product?
Then, the principles. Many of these will be familiar to you. Let me focus on just a few of them, as you know what many of them are already. I’m going to focus on Indigenous Knowledge and Culture, and Leadership in Community. These are only 2 of the five principles, the rest you can review on your own. I’ll also talk about how we describe Cultural Competence.But first, what’s the point again of community development?
3 minutesThe point is to build capacities in communities, so that you can build on your own assets and address your own issues. Capacities are those in individuals, in organizations too. We describe capacities in the widest possible way, whatever is needed for individuals to be ready-to-learn, ready-to-work. And capacities for organizations too, whatever your health centre needs to be excellent at fulfilling its mandate. The key message here for us as external partners and supporters of the work that you do in community, is “first do no harm”. We should not be compromising community capacities, decision-making and planning. Every interaction with community should build its strengths, build towards a hopeful future. [Rhonda, can you insert a story of your own, on how to do that?]
10 secondsI’m going to skip these slides too, because I want to talk about leadership.
Finally, cultural competence. The Community Development Framework is based in cultural competence. Because it’s an expectation that FNIHB should be culturally competent, and because all the evidence says that culturally competent approaches are the ones that are going to be most sustainable. Lifelong learning….let me just touch on this a bit. Cultural competence as we see it, it’s not a checkbox approach, it’s not a one-time course. It is a lifelong journey, as we all have experiences to learn more about other cultures, to learn how to build more effective relationships across cultures.