COMMUNITY ENGAGEMENT, SOLIDARITY AND CITIZENSHIP Q2 W5.pptx
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The document discusses developing a community action plan using participatory approaches. It explains that a community action plan is a roadmap that identifies what will be done to accomplish community change, who will do it, and how it will be done. The plan also describes the activities, timeline, and resources needed. When developing an action plan, it is important to consider having a clear vision, set of values, strategic framework, and overall goal. The document provides steps for creating a community action plan and engaging stakeholders.
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The document discusses three modalities of community action: community engagement, solidarity, and citizenship. Community engagement involves community members actively participating in community activities and decision making. Solidarity emphasizes unity among community members and working together towards common goals. Citizenship refers to both the rights and responsibilities of community members in obeying laws and improving their community.
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Each community is unique. Each community has its own dynamics. Do you know your own community? What makes it unique? How would you identify with your community?
As a member of the community you are aware that your own community has its own structure and way things work. But for those who are interested or would like to work in a community they need to have a clear grasp/perception of the community before any activity. They must learn to interact, appreciate, and accept the community and its dynamics. One must learn the environment, the physical, social, economic, cultural and political environment.
All the data you gather from the community serves as a background for your study. It can be your initial assessment. An understanding of how the community perceives the benefits and costs of participating will facilitate decision making and consensus building and will translate into improved program planning, design, policy development, organization, and advocacy. Knowing the community can also understand what can serve as assets and weaknesses of the community. It can also help you gauge the diversity of the community and the networks established within and outside the community. Also knowing how the community interact among them can help you understand how the community will respond to problems and situations.
Quoting Deng Xiao Peng “There are many ways to skin a cat.” The said quotation is also applicable in knowing a community. Melgarito and Mendoza (2016) stated that one of the best way to understand the community is though immersing with the community. Immersing is more than exposure. It makes you understand what makes them vulnerable and strong. To know is imperative to assess what they are and what are capable of.
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This document discusses community engagement, solidarity, and citizenship. It covers the following key points:
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The document discusses three modalities of community action: community engagement, solidarity, and citizenship. Community engagement involves community members actively participating in community activities and decision making. Solidarity emphasizes unity among community members and working together towards common goals. Citizenship refers to both the rights and responsibilities of community members in obeying laws and improving their community.
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Each community is unique. Each community has its own dynamics. Do you know your own community? What makes it unique? How would you identify with your community?
As a member of the community you are aware that your own community has its own structure and way things work. But for those who are interested or would like to work in a community they need to have a clear grasp/perception of the community before any activity. They must learn to interact, appreciate, and accept the community and its dynamics. One must learn the environment, the physical, social, economic, cultural and political environment.
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Quoting Deng Xiao Peng “There are many ways to skin a cat.” The said quotation is also applicable in knowing a community. Melgarito and Mendoza (2016) stated that one of the best way to understand the community is though immersing with the community. Immersing is more than exposure. It makes you understand what makes them vulnerable and strong. To know is imperative to assess what they are and what are capable of.
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This course focuses on the application of ideas and methods of the social sciences to understand, investigate, and examine challenges of contemporary community life. It focuses on community-action initiatives such as community engagement, solidarity, and citizenship as guided by the core values of human rights, social justice, empowerment and advocacy, gender equality, and
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This document discusses community engagement, solidarity, and citizenship. It covers the following key points:
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** Disclaimer:
All of the pictures and pieces of information on this site are the property of the respective owners. I do not hold any copyright in regards to these pictures and information. These pictures have been collected from different public sources including various websites, considered to be in the public domain. If anyone has any objection to display of any picture, image or information, it may be brought to my notice by sending an email (contact me) & the disputed media will be removed immediately, after verification of the claim.
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** Disclaimer:
All of the pictures and pieces of information on this site are the property of the respective owners. I do not hold any copyright in regards to these pictures and information. These pictures have been collected from different public sources including various websites, considered to be in the public domain. If anyone has any objection to display of any picture, image or information, it may be brought to my notice by sending an email (contact me) & the disputed media will be removed immediately, after verification of the claim.
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300 words Building healthier cities and communities involves local.docx
300 words
Building healthier cities and communities involves local people working together to transform the conditions and outcomes that matter to them. That civic work demands an array of core competencies, such as community assessment, planning, community mobilization, intervention, advocacy, evaluation, and marketing successful efforts. Supporting this local and global work requires widespread and easy access to these community-building skills. However, these skills are not always learned, nor are they commonly taught either in formal or informal education. The internet can provide an effective means for transmitting skill-building resources broadly and inexpensively. This section describes a free resource for building healthier communities called the
Community Tool Box
.
WHAT IS THE COMMUNITY TOOL BOX?
BACKGROUND.
In the early days of the World Wide Web (1995), we began work on an Internet-based resource for community change and improvement, the "Community Tool Box" (CTB). Our mission is to promote community health and development by connecting people, ideas, and resources.
We focused on developing practical information for community building that both professionals and ordinary citizens could use in everyday practice -- for example, leadership skills, program evaluation, and writing a grant application. The emphasis was on these core competencies of community building, transcending more categorical issues and concerns, such as promoting child health, reducing violence, or creating job opportunities.
We developed a broad and evolving Table of Contents and started writing, one section at a time. By mid-1999, there were over 160 how-to sections and over 3,500 pages of text available on the Community Tool Box. As of July 2000, there were over 200 sections online and more than 5,000 pages of text.
AUDIENCE.
The audiences or end users for this site include:
People doing the work of community change and improvement (community leaders and members)
People supporting it (intermediary organizations such as public agencies or university-based centers)
People funding it (governmental institutions, foundations, and others).
Use of the Community Tool Box grew nearly exponentially: over 100,000 hits in 1997, over 500,000 in 1998, and well over one million in 1999. Guestbook data confirm that users represent a wide variety of community-building settings and positions and come from all corners of the planet.
ATTRIBUTES.
Building healthier communities is hard work, requiring frequent adjustments to emerging opportunities and barriers. To be a resource for community work, a "tool box" would exemplify the following attributes:
Its content needs to be
comprehensive
. Since effective community members and practitioners need a variety of skills, sections of the Tool Box would have to reflect a broad array of core competencies (e.g., skills in conducting listening sessions, organizing focus groups, leading meetings, group facilitation and recording).
The inf.
Service Learning Curriculum_8_27_15
Here are some guiding questions to help students brainstorm
Community Issues:
- What problems were identified in the survey results?
- What issues negatively impact quality of life?
- What issues disproportionately affect certain groups?
- What recurring problems need innovative solutions?
3) Use the Consensus Method to narrow down and reach Consensus on the
Community Issue for their Service Learning Project.
4) Record the agreed upon Community Issue for future reference.
Activity Two:
20 Module 4
M ODULE 4:
Understanding the Community Issue
Module Overview:
Students build context around their Community Issue by identifying key
stakeholders and conducting research. This provides a foundation for identifying
root causes in
Strong starts Evaluation Report
New Mexico Strong Starts for Children (Strong Starts), is a project of the Paul J. Aicher Foundation and Everyday Democracy, funded by the W.K. Kellogg Foundation in January 2010, and is part of the Our Voices, Our Children initiative of the W.K. Kellogg Foundation. Our Voices, Our Children was aimed at engaging citizens and policymakers in talks about the future of early childhood development in New Mexico. Strong Starts was designed to use the Everyday Democracy dialogue-to-change model in community dialogues to reveal perceptions, priorities and policy preferences, and ultimately help improve practices and programs.
Five Strong Starts sites were funded in March of 2010: Decade of the Child/UNM Family Development Program (DOC/FDP); Cuidando los Niños/Campaign to End Child Homelessness (CLN); Native American Professional Parenting Resources (NAPPR); Youth Development Inc./Pajarito Mesa (PM); and All Indian Pueblo Council (AIPC).
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3. Conduct a landscape analysis to understand drivers of overweight in the local context and identify opportunities for social and behavioral change initiatives. The analysis findings are summarized in a report.
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Our final module helps you assess what does community regeneration success look like? And how do you evaluate it?
You will also learn that celebrating success is one of the most important things you can do. You will learn about the importance of reassurance marketing, vital as we emerge from the pandemic of 2020.
We provide our last set of practical templates and exercises which you can use to measure the success and impact of your projects and plan for the future for your community regeneration projects.
Community mob workshop slides for sharing day 2
The document summarizes steps in a community action cycle for community mobilization on health issues:
1. Prepare to mobilize by selecting an issue, forming a team, and gathering community information.
2. Explore the issues and set priorities by analyzing health problems and deciding objectives.
3. Plan together by determining activities, roles, and resources to achieve objectives.
4. Act together by accompanying community actions, strengthening capacity, monitoring progress, and problem-solving challenges.
participatorydevelopment-140914180657-phpapp01 (1).pdf
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2. It provides examples of participatory development projects from the Philippines that build social capital and empower communities. This includes a project that provides land titles and rehabilitation to urban squatter communities.
3. The document also describes a planning method used in a agricultural project in the Cordillera Highlands of the Philippines that uses participatory workshops and priority setting at the village, municipal, and provincial levels to maximize stakeholder participation.
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Urban Vulnerability Mapping Toolkit
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Participatorydevelopment 140914180657-phpapp01
1. The document discusses participatory development, which seeks to engage local populations in development projects by influencing and sharing control over initiatives and resources.
2. Key reasons for participatory development are that it strengthens civil society and economies while enhancing the efficiency, effectiveness, and sustainability of programs.
3. Stakeholders in participatory development include the general public, government, representative assemblies, civil society organizations, the private sector, and donors. Projects in the Philippines demonstrate participatory approaches.
Capstone Project Part II Needs AssessmentPeople often use a.docx
Capstone Project Part II: Needs Assessment
People often use advocacy to create positive change for society. Advocacy represents the strategies devised, actions taken, and solutions proposed to influence change for the betterment of society. The key to successful advocacy and creating a successful strategic plan is to conduct a needs assessment to determine the needs or priorities for a given agency, organization, or community.
A needs assessment is a systematic way of determining the gap between what an agency, organization, or community has and what is desired to meet the needs of individuals, groups, communities, or societies. The needs assessment will reveal whether there
may
be unmet services. It can then provide information about those needs and help inform your planning to meet them. The needs assessment also consists of planning
who
you need to target,
how
you will effectively gather new data, and/or how you will use existing data to inform your planning decisions.
To prepare:
· Think about the needs of the agency, organization, or community that you identified as being the focus for your strategic plan.
· Consider how you might collect data from stakeholders regarding met and unmet needs.
By Day 7
The Assignment (2–3 pages):
· Outline/describe steps you would take to conduct a needs assessment.
· State which stakeholders you would contact and why you would contact each.
· Develop a stakeholder survey related to your professional or societal issue.
o The survey must be at least 10 questions.
o Provide a justification for each question on the survey.
o Provide a rationale for the type/format of questions on the survey.
o State how you would vary items on the survey based on the role of the stakeholders who would complete it (administration, leadership, staff, recipient of surveys).
.
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- 1. COMMUNITY ENGAGEMENT, SOLIDARITY AND CITIZENSHIP QUARTER 2 WEEK 5
- 2. MostEssential Learning Competency Develop a community action plan using participatory approaches (HUMSS_CSC12-IVa-d- 119)
- 3. Objectives Explain community action plan. Analyze the six steps in community action plan; and Develop a community action plan.
- 4. Activity1 Direction: Arrange the following steps in community action plan in chronological order. Write numbers 1 to 6 in the space provided.
- 5. ______ Map out the community ______ Plot the community needs ______ Engage the stakeholders ______ Study the community ______ Evaluate and document the process ______ Mobilize the project
- 6. ActionPlan Is a road map for implementing community change by identifying and specifying WHAT will be done, WHO will do it and HOW it will be done.
- 7. ActionPlan It also describes what the community wants to accomplish, what activities are required during specific timeline and what resources (money, people, and materials) are needed to be successful.
- 8. ActionPlan Becomes a framework for implementing sustainable activities that are decided by the community itself.
- 9. Thingsto considerin formulatingan actionplan A clear vision A set of values A strategic framework An overall goal
- 10. Thingsto considerin formulatingan actionplan A clear vision A set of values A strategic framework An overall goal
- 11. Thingsto considerin formulatingan actionplan A clear vision A set of values A strategic framework An overall goal
- 12. Thingsto considerin formulatingan actionplan A clear vision A set of values A strategic framework An overall goal
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- 14. Thingsto considerin formulatingan actionplan A clear vision A set of values A strategic framework An overall goal
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- 17. Thingsto considerin formulatingan actionplan A clear vision A set of values A strategic framework An overall goal