The document discusses the institutional context needed for effective case management. It states that case management works best where there are existing agreements between social services and other institutions like health, education, and non-profits that the case manager can utilize. A local social plan created by municipalities can outline goals, priorities, and coordination of services to provide the "building blocks" case managers need. The document also emphasizes that case management is most effective when supported by organizational structures that provide oversight of budgets, resources, and outcomes.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
This document provides an overview of case management training. It defines case management as assisting people in need through a coordinated planning process that combines various social services. The goals of case management are to ensure continuity of care, address all client needs over time, help clients access services, and coordinate service providers. Benefits include a needs-led approach, clear responsibilities, empowering clients, and integrated services. Key aspects of case management include assessing client needs, creating individualized service plans, implementing and monitoring plans, and evaluating outcomes. The document discusses different case management models and the ethics of case managers in advocating for clients.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
The document discusses monitoring and evaluating social projects. It defines monitoring as focusing on proper implementation, while evaluation determines if the intended outcomes were achieved. A 3-part framework is provided for evaluating outcomes at the short, medium, and long term levels across changes in knowledge, attitudes, behaviors, and quality of life. The evaluation also considers appropriateness across dimensions like effectiveness, relevance, accessibility, acceptability, timeliness, transparency, and sustainability. Criteria are outlined for assessing each dimension.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
This document discusses case management training and welcoming social cases. It provides guidance on collecting basic information at the front office, determining priority and making referrals. The key points are:
1) The front office should collect basic information, provide referrals to appropriate units, and arrange appointments with specialists like case managers or for benefits.
2) Staff at the front office must separate their front office role from other duties like case management to maintain clear roles.
3) Referrals are made based on whether the client has an information need, administrative need, or social need requiring a case manager appointment.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
This document provides an overview of community networks and case management. It discusses how communities can be defined based on shared history, relationships, and resources. It also outlines the key dimensions that make up a community's culture, including technological, economic, political, institutional, aesthetic, and conceptual dimensions. The document explains how case management uses a proactive, community-based approach to develop formal and informal support networks to help individuals in need. These networks include services, volunteers, social relationships, and can be mapped to understand available resources and gaps.
Understanding Context that Produces Inequality_Kai_10.12.12i v2CORE Group
The document discusses contextual analysis and how understanding context is important for addressing inequities and extreme poverty. It outlines Concern's approach which views poverty as multi-dimensional, involving lack of assets, risk/vulnerability, and inequality. The approach involves analyzing the local context to understand who the extreme poor are, why they are poor, what maintains their poverty, opportunities that exist, and what needs to change. Key aspects of the context like assets, livelihoods, services, social factors, hazards/risks, and vulnerability are examined. Conducting a thorough contextual analysis is important for holistically designing anti-poverty programs.
Reflections on monitoring a large-scale civil society WASH initiative: Lesson...IRC
By A/Prof Juliet Willetts, Bruce Bailey, Dr Paul Crawford for the the Monitoring Sustainable WASH Service Delivery Symposium, 9 - 11 April 2013, Addis Ababa, Ethiopia
Stakeholder engagement is the process of involving stakeholders to discuss and direct efforts towards a specific outcome. The level and nature of engagement depends on the project goals. For simple projects, engagement may only require fact sheets and brief meetings, while more complex projects require greater collaboration over time to build relationships. There are different levels of engagement, from simply informing stakeholders to co-deciding with them. Effective stakeholder engagement follows key principles like setting clear goals, defining stakeholders, managing expectations, using group discussion, providing varied information formats, allowing mutual influence, and maintaining feedback.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
This document provides an overview of case management training. It defines case management as assisting people in need through a coordinated planning process that combines various social services. The goals of case management are to ensure continuity of care, address all client needs over time, help clients access services, and coordinate service providers. Benefits include a needs-led approach, clear responsibilities, empowering clients, and integrated services. Key aspects of case management include assessing client needs, creating individualized service plans, implementing and monitoring plans, and evaluating outcomes. The document discusses different case management models and the ethics of case managers in advocating for clients.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
The document discusses monitoring and evaluating social projects. It defines monitoring as focusing on proper implementation, while evaluation determines if the intended outcomes were achieved. A 3-part framework is provided for evaluating outcomes at the short, medium, and long term levels across changes in knowledge, attitudes, behaviors, and quality of life. The evaluation also considers appropriateness across dimensions like effectiveness, relevance, accessibility, acceptability, timeliness, transparency, and sustainability. Criteria are outlined for assessing each dimension.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
This document discusses case management training and welcoming social cases. It provides guidance on collecting basic information at the front office, determining priority and making referrals. The key points are:
1) The front office should collect basic information, provide referrals to appropriate units, and arrange appointments with specialists like case managers or for benefits.
2) Staff at the front office must separate their front office role from other duties like case management to maintain clear roles.
3) Referrals are made based on whether the client has an information need, administrative need, or social need requiring a case manager appointment.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
This document provides an overview of community networks and case management. It discusses how communities can be defined based on shared history, relationships, and resources. It also outlines the key dimensions that make up a community's culture, including technological, economic, political, institutional, aesthetic, and conceptual dimensions. The document explains how case management uses a proactive, community-based approach to develop formal and informal support networks to help individuals in need. These networks include services, volunteers, social relationships, and can be mapped to understand available resources and gaps.
Understanding Context that Produces Inequality_Kai_10.12.12i v2CORE Group
The document discusses contextual analysis and how understanding context is important for addressing inequities and extreme poverty. It outlines Concern's approach which views poverty as multi-dimensional, involving lack of assets, risk/vulnerability, and inequality. The approach involves analyzing the local context to understand who the extreme poor are, why they are poor, what maintains their poverty, opportunities that exist, and what needs to change. Key aspects of the context like assets, livelihoods, services, social factors, hazards/risks, and vulnerability are examined. Conducting a thorough contextual analysis is important for holistically designing anti-poverty programs.
Reflections on monitoring a large-scale civil society WASH initiative: Lesson...IRC
By A/Prof Juliet Willetts, Bruce Bailey, Dr Paul Crawford for the the Monitoring Sustainable WASH Service Delivery Symposium, 9 - 11 April 2013, Addis Ababa, Ethiopia
Stakeholder engagement is the process of involving stakeholders to discuss and direct efforts towards a specific outcome. The level and nature of engagement depends on the project goals. For simple projects, engagement may only require fact sheets and brief meetings, while more complex projects require greater collaboration over time to build relationships. There are different levels of engagement, from simply informing stakeholders to co-deciding with them. Effective stakeholder engagement follows key principles like setting clear goals, defining stakeholders, managing expectations, using group discussion, providing varied information formats, allowing mutual influence, and maintaining feedback.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
This document discusses tools and techniques for case managers, including gathering information to create a well-structured social dossier. It describes compiling a dossier that includes information on the client's social network and community resources, as well as a shared social project and assessment of the client's personal and social resources. A map of social resources is also discussed to identify available services and cooperation agreements.
The document is a pocket guide for NGO financial management. It provides guidance on setting up accounting policies and procedures for NGOs. It outlines 14 key areas that should be covered in an NGO's accounting procedures manual, including policy and procedures, accounting policies, cash management, budgeting, fixed assets, procurement, payroll, reporting, and computer systems. The guide aims to help NGOs properly account for financial transactions, monitor and control expenditures, satisfy reporting requirements, and ensure timely financial reporting to donors. It provides simplified explanations and procedures to develop an accounting manual.
The document summarizes key topics from the ICEGOV 2011 Conference on the management and coordination of e-government. It discusses evolving roles of government in providing services to citizens, consumers, and taxpayers. It outlines an agenda covering vision/strategy, public sector change management, and performance management. It emphasizes that e-government requires strong leadership, commitment to change, and a focus on users. Key challenges include balancing openness with stakeholder interests and providing more for less.
Social auditing involves regularly assessing an organization's social and environmental performance based on indicators agreed upon with stakeholders. It aims to evaluate impact on stakeholders, determine how well the organization lives up to its values, and improve strategic planning and accountability. The process involves defining objectives, identifying stakeholders, collecting and verifying data, analyzing and interpreting results, and disclosing findings publicly. Social audits empower communities and increase transparency and accountability in development programs.
The importance of social welfare to Anglo AmericanAnglo American
Jon Samuel, head of social performance talks about social welfare at Anglo American.
At Anglo American we have developed policies and initiatives to help improve the welfare of employees and host communities we operate in. These include: our approach to managing social performance risk management, efficient utilisation of resources, delivering socio-economic benefits, and collaboration.
You can find out more about Anglo American here:
http://www.angloamerican.com/
http://www.facebook.com/angloamerican
http://www.twitter.com/angloamerican
http://www.youtube.com/angloamerican
http://www.flickr.com/photos/angloamerican
http://www.linkedin.com/company/anglo-american
This is the final version of the synthesis of a discussion created in MaFI by Marcus Jenal in 2010. MaFI "member-led" syntheses are the product of a descentralised knowledge production model whereby MaFI members voluntarily produce a short synthesis of successful discussions created by them.
Presentació del programa Compartim a la 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning, New York Institute of Technology
Presentación del programa Compartim en la 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning, New York Institute of Technology.
Presentation of the program Compartim in 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning, New York Institute of Technology.
Nova York, 10 d'octubre de 2008.
Mobilising For Value Creation In The Public SectorStephen Neill
This document discusses mobilizing for value creation in the public sector by overcoming forces of inertia. It argues that progressive leaders can transform public sector organizations into centers of excellence for delivering services effectively and efficiently. However, achieving this goal requires systematic action to deal with institutional inertia. The document recommends igniting a "value creation revolution" by identifying visionary leaders, inspiring them with a plan to challenge the status quo and marginalize opposition, and spreading successes to build momentum for change. The end goal is entrenching a culture focused on maximizing utility and efficiency of services for citizens.
This document discusses community-based research (CBR) and provides examples of CBR approaches in Canada. CBR is defined as collaborative research between academics and community members that aims to promote social change through valuing multiple knowledge sources and methods. The document outlines several Canadian CBR centers and projects, including those in Montreal, Kitchener-Waterloo, Vancouver, and Toronto. It also describes Trent University's community-based education program and strategic research initiative as an example of their CBR approach.
Next Frontier of Shared Services in the Public SectorZachary Tumin
This document summarizes a program on shared services in the public sector. Key points:
- Over 70 government leaders from several countries attended to discuss strategies for shared services and the leadership skills needed.
- Sessions covered political management, funding, technology tools, and case studies of shared service initiatives.
- Five major challenges for leaders in moving to shared services were identified: developing a business case; gaining political support; managing change; adjusting operations as maturity grows; and innovating for new needs.
- Developing funding strategies, ensuring political sponsorship, improving governance, adopting new technologies, and creating an ongoing learning community were highlighted as important next steps.
The document discusses initial notes for restructuring the HMP program. It identifies challenges with the current village-level organization structure, including legal compliance issues, financial sustainability, and ensuring long-term continuity of projects. Possible solutions are proposed, such as establishing less stringent legal structures at the village level like mutual benefit trusts. These could be federated into a higher-level structure to help with monitoring, funding, and service provision. The new structures aim to balance legal recognition with reduced compliance costs while promoting long-term community ownership and sustainability of projects.
This document provides an overview of Peter York's presentation on nonprofit effectiveness. The key points discussed include:
1. Different types of nonprofits, including macro nonprofits focused on policy/advocacy, micro nonprofits providing direct services, and hybrid organizations.
2. A model for organizational effectiveness with four core capacities: leadership, management, adaptive, and technical.
3. A lifecycle model showing how organizations progress through stages of developing their core program, infrastructure, and impact expansion.
4. Factors that influence organizational sustainability, including leadership, program capacity, and adaptability.
5. Strategies for strategic learning, including listening to clients, quantifying and qualifying data
Advanced EC seminar on decentralisation and local governance
European Commission EuropeAid
2-5 July 2012, Brussels
The seminar reviewed the country context and the evolving international development framework and considered how to manage the political dimensions of decentralisation. It also looked at using decentralisation as a trigger to foster better development outcomes and governance and what all this means for future EU engagement in decentralisation and local governance. Jean Bossuyt, ECDPM, was the lead facilitator of this meeting. Alisa Herrero, ECDPM, was also one of the experts facilitating this seminar.
Mining operations are directly impacted by socio-political factors in the country or region. Stakeholder acceptance is key to successful project delivery, as 73% of delays relate to non-technical risks like permitting and community protests. Mining companies need to acquire sufficient understanding of social and political situations at national and local levels to manage these socio-political factors and gain stakeholder acceptance.
Instructors Guide Two Approaches to Solving Community .docxaryan532920
Instructor's Guide
Two Approaches to Solving Community Concerns:
Problem-Solving vs. Appreciative Inquiry
Capacity Inventory of Individuals
Community Participation and Leadership Inventory
Inventory of Local Institutions Worksheet
Group Skills of Volunteer Organization Members
PowerPoint Presentation
Asset Mapping Database
Lionel J. Beaulieu, Southern Rural Development Center
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/instructors_guide.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/two_approaches.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/two_approaches.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/capacity_inventory.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/leadership_inventory.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/institutions_inventory.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/voluntary_inventory.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/asset_mapping.ppt�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/assetmapping.mdb�
Introduction
In many communities across the country, it
is not uncommon for local leaders and citi-
zens to assemble together to try to make their
community an even better place in which to
live. Unfortunately, the beginning point for
these discussions usually is focused on the var-
ious problems and concerns existing in the
community. In some cases, these community
groups seek the advice of friends and neigh-
bors as to what they feel are the major prob-
lems. In other instances, elaborate community-
wide surveys are conducted of local residents
seeking their input on various topics.
In the end, what is produced is a laundry
list of all the problems being experienced by
residents of these communities. The list might
include concerns with the local school system,
the lack of health services, transportation
problems, inadequate child care services, limit-
ed availability of jobs that pay a decent wage,
or the lack of good recreation programs for
children. No matter what community you are
talking about, or how big or small the com-
munity might be in terms of population, com-
munity groups that begin taking a hard look
at their community by first documenting all
of its “problems,” are already starting things
off on the wrong foot.
That’s not to suggest that communities
should try to sweep all their problems under
the rug. What it does indicate is the best way
to effectively address the challenges that face
communities is to have a good knowledge of
the resources available to work on local issues.
So, an important beginning point involves
mapping the assets of the community — the
skills and talents of local residents, as well as
the capabilities available or possible through
local organizations and institutions. Collect-
ively, these resources offer the wherewithal to
address the host of important issues impac ...
The document outlines activities and potential areas of collaboration between disability programs in several regions. In Oklahoma, efforts include pediatrician training, county coordinator training, and replicating intensive intervention projects. The group discussed sharing resources on telehealth and training primary care providers to use developmental screeners. In New Mexico, funds have increased diagnostic and parent training programs. Missouri is working on insurance coverage and benefited from the regional summit. Arkansas has an active parent group and is formalizing linkages between programs. Nebraska faced resistance but their summit team continues efforts to improve care coordination.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
Working Together for the Wellbeing of the Poorrahimsaatov
The document discusses World Vision's ecosystem approach to development. It focuses on empowering communities through long-term, multi-sector interventions addressing the root causes of poverty. The ecosystem model aims to build sustainable communities through child-focused programs, community-based design, and long-term funding commitments. The document also outlines opportunities for partnerships between World Vision and private sector companies, such as providing agricultural inputs and training to small farmers or financial products tailored to low-income consumers.
This document discusses asset-based community development (ABCD), an approach that focuses on identifying and mobilizing community assets rather than focusing solely on needs and deficiencies. ABCD works from the principle that every individual and community has capacities, abilities, and gifts, and aims to inspire positive change from within communities by recognizing these assets. The document outlines the key tenants of ABCD and provides examples of how identifying and organizing local skills, talents, and resources has empowered communities to enact sustainable change from within. It also discusses the role of local groups, organizations, and enabling policy environments in supporting ABCD.
Advanced EC seminar on decentralisation and local governance
European Commission EuropeAid
2-5 July 2012, Brussels
The seminar reviewed the country context and the evolving international development framework and considered how to manage the political dimensions of decentralisation. It also looked at using decentralisation as a trigger to foster better development outcomes and governance and what all this means for future EU engagement in decentralisation and local governance. Jean Bossuyt, ECDPM, was the lead facilitator of this meeting. Alisa Herrero, ECDPM, was also one of the experts facilitating this seminar.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
This document provides an overview of case management training and processes. It discusses:
1. The general flow of the case management methodology involving guiding a coping network through steps to address a social need situation.
2. An example case of a family (Judith's) seeking help for their daughter's behavioral issues. The case manager works to widen the coping network to include informal and formal support members.
3. How a well-developed local social plan can benefit case management work by facilitating collaboration between social services, schools, healthcare services, and community organizations.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
This document discusses tools and techniques for case managers, including gathering information to create a well-structured social dossier. It describes compiling a dossier that includes information on the client's social network and community resources, as well as a shared social project and assessment of the client's personal and social resources. A map of social resources is also discussed to identify available services and cooperation agreements.
The document is a pocket guide for NGO financial management. It provides guidance on setting up accounting policies and procedures for NGOs. It outlines 14 key areas that should be covered in an NGO's accounting procedures manual, including policy and procedures, accounting policies, cash management, budgeting, fixed assets, procurement, payroll, reporting, and computer systems. The guide aims to help NGOs properly account for financial transactions, monitor and control expenditures, satisfy reporting requirements, and ensure timely financial reporting to donors. It provides simplified explanations and procedures to develop an accounting manual.
The document summarizes key topics from the ICEGOV 2011 Conference on the management and coordination of e-government. It discusses evolving roles of government in providing services to citizens, consumers, and taxpayers. It outlines an agenda covering vision/strategy, public sector change management, and performance management. It emphasizes that e-government requires strong leadership, commitment to change, and a focus on users. Key challenges include balancing openness with stakeholder interests and providing more for less.
Social auditing involves regularly assessing an organization's social and environmental performance based on indicators agreed upon with stakeholders. It aims to evaluate impact on stakeholders, determine how well the organization lives up to its values, and improve strategic planning and accountability. The process involves defining objectives, identifying stakeholders, collecting and verifying data, analyzing and interpreting results, and disclosing findings publicly. Social audits empower communities and increase transparency and accountability in development programs.
The importance of social welfare to Anglo AmericanAnglo American
Jon Samuel, head of social performance talks about social welfare at Anglo American.
At Anglo American we have developed policies and initiatives to help improve the welfare of employees and host communities we operate in. These include: our approach to managing social performance risk management, efficient utilisation of resources, delivering socio-economic benefits, and collaboration.
You can find out more about Anglo American here:
http://www.angloamerican.com/
http://www.facebook.com/angloamerican
http://www.twitter.com/angloamerican
http://www.youtube.com/angloamerican
http://www.flickr.com/photos/angloamerican
http://www.linkedin.com/company/anglo-american
This is the final version of the synthesis of a discussion created in MaFI by Marcus Jenal in 2010. MaFI "member-led" syntheses are the product of a descentralised knowledge production model whereby MaFI members voluntarily produce a short synthesis of successful discussions created by them.
Presentació del programa Compartim a la 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning, New York Institute of Technology
Presentación del programa Compartim en la 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning, New York Institute of Technology.
Presentation of the program Compartim in 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning, New York Institute of Technology.
Nova York, 10 d'octubre de 2008.
Mobilising For Value Creation In The Public SectorStephen Neill
This document discusses mobilizing for value creation in the public sector by overcoming forces of inertia. It argues that progressive leaders can transform public sector organizations into centers of excellence for delivering services effectively and efficiently. However, achieving this goal requires systematic action to deal with institutional inertia. The document recommends igniting a "value creation revolution" by identifying visionary leaders, inspiring them with a plan to challenge the status quo and marginalize opposition, and spreading successes to build momentum for change. The end goal is entrenching a culture focused on maximizing utility and efficiency of services for citizens.
This document discusses community-based research (CBR) and provides examples of CBR approaches in Canada. CBR is defined as collaborative research between academics and community members that aims to promote social change through valuing multiple knowledge sources and methods. The document outlines several Canadian CBR centers and projects, including those in Montreal, Kitchener-Waterloo, Vancouver, and Toronto. It also describes Trent University's community-based education program and strategic research initiative as an example of their CBR approach.
Next Frontier of Shared Services in the Public SectorZachary Tumin
This document summarizes a program on shared services in the public sector. Key points:
- Over 70 government leaders from several countries attended to discuss strategies for shared services and the leadership skills needed.
- Sessions covered political management, funding, technology tools, and case studies of shared service initiatives.
- Five major challenges for leaders in moving to shared services were identified: developing a business case; gaining political support; managing change; adjusting operations as maturity grows; and innovating for new needs.
- Developing funding strategies, ensuring political sponsorship, improving governance, adopting new technologies, and creating an ongoing learning community were highlighted as important next steps.
The document discusses initial notes for restructuring the HMP program. It identifies challenges with the current village-level organization structure, including legal compliance issues, financial sustainability, and ensuring long-term continuity of projects. Possible solutions are proposed, such as establishing less stringent legal structures at the village level like mutual benefit trusts. These could be federated into a higher-level structure to help with monitoring, funding, and service provision. The new structures aim to balance legal recognition with reduced compliance costs while promoting long-term community ownership and sustainability of projects.
This document provides an overview of Peter York's presentation on nonprofit effectiveness. The key points discussed include:
1. Different types of nonprofits, including macro nonprofits focused on policy/advocacy, micro nonprofits providing direct services, and hybrid organizations.
2. A model for organizational effectiveness with four core capacities: leadership, management, adaptive, and technical.
3. A lifecycle model showing how organizations progress through stages of developing their core program, infrastructure, and impact expansion.
4. Factors that influence organizational sustainability, including leadership, program capacity, and adaptability.
5. Strategies for strategic learning, including listening to clients, quantifying and qualifying data
Advanced EC seminar on decentralisation and local governance
European Commission EuropeAid
2-5 July 2012, Brussels
The seminar reviewed the country context and the evolving international development framework and considered how to manage the political dimensions of decentralisation. It also looked at using decentralisation as a trigger to foster better development outcomes and governance and what all this means for future EU engagement in decentralisation and local governance. Jean Bossuyt, ECDPM, was the lead facilitator of this meeting. Alisa Herrero, ECDPM, was also one of the experts facilitating this seminar.
Mining operations are directly impacted by socio-political factors in the country or region. Stakeholder acceptance is key to successful project delivery, as 73% of delays relate to non-technical risks like permitting and community protests. Mining companies need to acquire sufficient understanding of social and political situations at national and local levels to manage these socio-political factors and gain stakeholder acceptance.
Instructors Guide Two Approaches to Solving Community .docxaryan532920
Instructor's Guide
Two Approaches to Solving Community Concerns:
Problem-Solving vs. Appreciative Inquiry
Capacity Inventory of Individuals
Community Participation and Leadership Inventory
Inventory of Local Institutions Worksheet
Group Skills of Volunteer Organization Members
PowerPoint Presentation
Asset Mapping Database
Lionel J. Beaulieu, Southern Rural Development Center
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/instructors_guide.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/two_approaches.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/two_approaches.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/capacity_inventory.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/leadership_inventory.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/institutions_inventory.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/voluntary_inventory.pdf�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/asset_mapping.ppt�
http://srdc.msstate.edu/trainings/educurricula/asset_mapping/assetmapping.mdb�
Introduction
In many communities across the country, it
is not uncommon for local leaders and citi-
zens to assemble together to try to make their
community an even better place in which to
live. Unfortunately, the beginning point for
these discussions usually is focused on the var-
ious problems and concerns existing in the
community. In some cases, these community
groups seek the advice of friends and neigh-
bors as to what they feel are the major prob-
lems. In other instances, elaborate community-
wide surveys are conducted of local residents
seeking their input on various topics.
In the end, what is produced is a laundry
list of all the problems being experienced by
residents of these communities. The list might
include concerns with the local school system,
the lack of health services, transportation
problems, inadequate child care services, limit-
ed availability of jobs that pay a decent wage,
or the lack of good recreation programs for
children. No matter what community you are
talking about, or how big or small the com-
munity might be in terms of population, com-
munity groups that begin taking a hard look
at their community by first documenting all
of its “problems,” are already starting things
off on the wrong foot.
That’s not to suggest that communities
should try to sweep all their problems under
the rug. What it does indicate is the best way
to effectively address the challenges that face
communities is to have a good knowledge of
the resources available to work on local issues.
So, an important beginning point involves
mapping the assets of the community — the
skills and talents of local residents, as well as
the capabilities available or possible through
local organizations and institutions. Collect-
ively, these resources offer the wherewithal to
address the host of important issues impac ...
The document outlines activities and potential areas of collaboration between disability programs in several regions. In Oklahoma, efforts include pediatrician training, county coordinator training, and replicating intensive intervention projects. The group discussed sharing resources on telehealth and training primary care providers to use developmental screeners. In New Mexico, funds have increased diagnostic and parent training programs. Missouri is working on insurance coverage and benefited from the regional summit. Arkansas has an active parent group and is formalizing linkages between programs. Nebraska faced resistance but their summit team continues efforts to improve care coordination.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
Working Together for the Wellbeing of the Poorrahimsaatov
The document discusses World Vision's ecosystem approach to development. It focuses on empowering communities through long-term, multi-sector interventions addressing the root causes of poverty. The ecosystem model aims to build sustainable communities through child-focused programs, community-based design, and long-term funding commitments. The document also outlines opportunities for partnerships between World Vision and private sector companies, such as providing agricultural inputs and training to small farmers or financial products tailored to low-income consumers.
This document discusses asset-based community development (ABCD), an approach that focuses on identifying and mobilizing community assets rather than focusing solely on needs and deficiencies. ABCD works from the principle that every individual and community has capacities, abilities, and gifts, and aims to inspire positive change from within communities by recognizing these assets. The document outlines the key tenants of ABCD and provides examples of how identifying and organizing local skills, talents, and resources has empowered communities to enact sustainable change from within. It also discusses the role of local groups, organizations, and enabling policy environments in supporting ABCD.
Advanced EC seminar on decentralisation and local governance
European Commission EuropeAid
2-5 July 2012, Brussels
The seminar reviewed the country context and the evolving international development framework and considered how to manage the political dimensions of decentralisation. It also looked at using decentralisation as a trigger to foster better development outcomes and governance and what all this means for future EU engagement in decentralisation and local governance. Jean Bossuyt, ECDPM, was the lead facilitator of this meeting. Alisa Herrero, ECDPM, was also one of the experts facilitating this seminar.
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Integrated Social Services: Reaching the Most Vulnerable. Training package for case managers
1. CASE MANAGEMENT TRAINING PACKAGE
Module 2.
The institutional and organizational context
for the effective implementation of
Case Management methodology
2. The best institutional context for
enforcing Case Management
Case Management must not be “a house
built nowhere”.
Case Management enhances an institutional
context where several agreements among
involved institutions (beyond social protection
service) already exist.
Because case management is the professional skill to implement several individual social
projects involving the informal and formal network of the user, it is clear that pre-
existing agreements among the institutions involved – directly or indirectly – in social
support and protection (health services, schools, law & order, economic subjects,
municipalities, NGOs, and so on) can significantly facilitate the work of the Case
Manager; in fact, the Case Manager can use these agreements as the basic building
blocks for giving his own contribution when a specific coping network (the network which
is trying to help a family in a social need situation) implements a shared coordinated
project of intervention.
These institutional agreements can take the shape of a comprehensive plan:
the Local Social Plan.
Case Management – module 2 – slide 2
3. Case Management and Local Social Plan
In order to produce many different
individualized social projects (that is
the ultimate role of a case manager) it
is necessary to have an “engine” which
almost automatically produces the
component parts of them.
This engine is the Local Social Plan.
Case Management – module 2 – slide 3
4. • strategic goals • how to arrange the
• priorities social services
• tools • which financial,
Municipalities material and human
• means
resources are available
• data collection and How to ensure the
information system coordination
(administrative,
• modalities to ensure organizational and
an integrated system professional) among the
of social services different bodies involved
Drafting of in the Local Plan
the LOCAL
PLAN • ensuring a flexible • ensuring the best way
system of social of spending public
services money
• defining criteria for • foreseeing training
splitting up the processes for the
Local Health Unit expenses among all the practitioners in order
public and private to address identified
bodies involved priorities
Case Management – module 2 – slide 4
5. Local plan management structure
“support to “support to
parenthood” disabled
board people” board
“fight against
“promotion of Local Plan social exclusion,
the children and General Board mental disease
young people’s and poverty”
rights” board board
“support to “fight against
elderly people” alcohol and
board drugs abuse”
board
The “Local Plan General Board” can decide the promotion of projects shared
among the different Boards (i.e.: a project for work inclusion; a project
for home care, and so on)
Case Management – module 2 – slide 5
6. Steps towards building a local plan
• convening all the involved bodies
1 step • analysing the social needs of the community
• considering the available resources
• defining goals and priorities
2 step • drafting the Local Plan
• Signing of the Local Plan by all the
3 step involved bodies
•Building administrative tools
Case Management – module 2 – slide 6
7. The best institutional context for
enforcing Case Management
Case Management is a methodology that not
only tries to get the people in need out of
their bad situation, but also tries to avoid the
waste of public economic resources.
For Case Management methodology it is
important that the human and economic
resources are well administered: like in a well-
functioning family.
It is important that there is a check on:
1) the workload of each Case Manager; 2) methodological coherence among all the Case
Managers; 3) an exchange of experiences among the Case Managers working in the
same social protection service; 4) the outcomes of the cases treated by Case
Management methodology; and 5) the allocation of economic resources among the
different cases.
Case Management, unlike traditional and bureaucratic social work, foresees a partially
discretionary use of the economic resources and service provision: for this reason, a
general control is necessary on the criteria used by each Case Manager.
Case Management – module 2 – slide 7
8. Case Management and organizational context
"Every spade must have its handle”
This proverb means that a complex body, like a Social Protection
Service, has to be guided by a “single organizational liability
centre”, usually a general director with its staff. This liability
centre has to supervise:
1. The budget management;
2. The human resources management;
3. The management of administrative procedures;
4. The management of partnerships among external institutions;
5. The organizational quality of the Service.
Case Management – module 2 – slide 8
9. FACTORS DETERMINING THE QUALITY OF A
SOCIAL SERVICE UNIT
MAKING
ACCESS TO
SERVICES UPDATING
EASIER SOCIAL
SERVICES
IMPROVING
SERVICE
PROVISION
CHECKING AND
ADJUSTING
SERVICE
PROVISION
Case Management – module 2 – slide 9
10. MAKING ACCESS TO SERVICES
EASIER
Openness:
Information: Welcoming: Ensuring the
Let the services be known transparency of the
Welcoming and
orientation of the administrative and
beneficiaries technical praxis
Creating
geographically Creating a users‟ guide
Advertising the spread receptions to the available social
rights of for providing services
citizens and the information and
available social gathering requests
services for service provision
Case Management – module 2 – slide 10
11. IMPROVING SERVICE
PROVISION
Speed:
Making the service
provision faster Comfort:
Helping the users
through the
administrative Clarity:
praxis Using an
Managing waiting
understandable
lists:
language
Making the Personalization:
waiting time Adjusting the
Increase the number shorter and services to the
of welcoming points lighter needs of people
in the community;
extend the working
hours Creating one and
one only Using more user-
administrative friendly
office for all the application Ensuring alternative
services: modules services if the
Several front requested one is Delivering services
offices, one back not available through more
office
creative
methodologies and
different providers
Case Management – module 2 – slide 11
12. CHECKING AND ADJUSTING SERVICE PROVISION
Readiness of Standardisation: Listening:
Reliability: response:
Prevent and reduce ensuring a long- Listening to
Managing poor lasting quality of users and
errors services and services letting them
unforeseen evaluate the
events services
Delivering services
through more creative
methodologies and Management control,
different providers quality control,
managing human and
professional Periodical
Team work, resources customer
supervision and satisfaction
advisory services surveys
Case Management – module 2 – slide 12
13. UPDATING THE SOCIAL SERVICES
Enrichment: Innovation
Enlarge the users community Make the role of
and enrich the services public services
Focus on „special‟ clients‟ evolve
groups:
Strengthen services
For marginalised and
At-risk groups
Implementation of
Pre-setting of coordinated activities
operational protocols among several Promote new
based on the analysis service provider coordination modalities
of clients‟ satisfaction teams with health and
education services
and with private services
Case Management – module 2 – slide 13