Downloaded 21 times
Uploaded byScot Evans
Presentation community engagement 020813
Community engagement efforts should empower communities by building on their strengths and assets. Organizations should work with community members to identify local priorities and design programs, with a culture of reciprocity where the community leads initiatives. However, challenges include clearly defining engagement goals and building trust and relationships and understanding the community context over the long term. Effective community engagement facilitates self-determination and capacity building at the community level.
More Related Content
Similar to Presentation community engagement 020813
Presentation community engagement 020813
- 1. Community Engagement Scot Evans & Isabella Aivaliotis Twitter: @evanssd, @umcscmasters https://www.facebook.com/UMiamiCSC http://www.slideshare.net/evanssd ##PF2013evans
- 2. patients vessels to be filled sinners to be saved risks to be reduced threats raw material to be shaped problems clients OBJECTS targets at which to aim programs recipients of services commodities tender plants to be cultivated diseases to be cured
- 3. problem solvers talented energetic assets sources of ideas RESOURCES sources of opinions creative partners in service resourceful
- 4. powerful brave experts on their own experience connected experts in the community AGENTS OF CHANGE passionate leaders partners in the struggle for social justice
- 5. Communities have beenconditioned to look to outsiders and experts for help. Over time, their skills needed to achieve autonomy have atrophied due to years of exclusion, marginalization and neglect. This is exacerbated by the fact that in many current forms of community development, leadership is thought to best originate "from above" because a belief that local citizens lack the necessary talents or ambition. Unfortunately, this belief can get propagated throughout communities so that residents become unable to see their own assets and power. Evans, S.D. (2012). Community leadership. Global Journal of Community Psychology Practice, 3(3), 1-6. Murphy, J. W. (2010). Leadership in community- based development. Unpublished manuscript, University of Miami, Miami, FL.
- 6. Can we empowerothers? empowerment
- 7. power creatingthe conditions and opportunities for community members to see their strengths, build capabilities, and experience power
- 8. power = socialanalysis + agency + opportunity
- 9. How are wedoing? Fewer than 50 percent of the organizations surveyed consistently offer activities that build clients’ capacity for community engagement and civic participation Kunruether, F., & Bartow, F. (2010). Catalysts for Change: How California Nonprofits Can Deliver Direct Services and Transform Communities (Part 1). Social Service Social Change Series. Building Movement Project. Retrieved from http://buildingmovement.org/pdf/catalysts_part_one.pdf
- 10. community engagement is grounded in the principles of fairness, justice, empowerment, participation, and self-determination
- 11. Citizen control is citizen power AGENTS OF CHANGE RESOURCES OBJECTS Arnstein, S.R. (1969). A Ladder of Citizen Participation, Journal of the American Institute of Planners, 35, (4), 216-224.
- 12. OBJECTS RESOURCES AGENTS OF CHANGE Source: CTSA Community Engagement Key Function Committee Task Force. (2011). Principles of community engagement.
- 13. AGENTS OF CHANGE RESOURCES OBJECTS
- 14. How do organizationsbetter engage community? What examples do you have?
- 15. Constituent identification ofpriorities Organization: Uniting Youth for Change Organizing and training inner-city youth to develop stronger schools and communities
- 16. Constituent engagement inprogram design Organization: Dare to Dream provides services and support to homeless and other low-income families in a way that promotes their movement out of poverty; advocating for policy change
- 17. Culture of Reciprocity Organization:Queens Community House •“We see services as a means, not just as an end,” says Irma Rodriguez, executive director. •Reciprocity •‘Community Building’ staff members •Resident-led committee
- 18. Community engagement viatheater! Organization: Somos Mayfair
- 19. Community led initiatives Organization:Family & Children’s Service (The Family Partnership)
- 20.
- 21.
- 22. Be clear aboutthe goals of the engagement effort and the populations and/or communities you want to engage.
- 23. Become knowledgeable about the community’s culture, economic conditions, social networks, political and power structures, norms and values, demographic trends, history, and experience with efforts by outside groups to engage it in various programs.
- 24. Establish relationships, buildtrust, work with the formal and informal leadership, and seek commitment for mobilizing the community.
- 25. collective self- Remember and accept that determination is the responsibility and right of all people in a community. No external entity should assume it can bestow on a community the power to act in its own self-interest.
- 26. Organizations that wishto engage a community must be prepared to release control of actions or interventions to the community and be flexible enough to meet its changing needs.
- 27. Community engagement canonly be sustained by identifying and mobilizing community assets and strengths and by developing the community’s capacity and resources to make decisions and take action.
- 28.
- 29. build common purpose- shared aims and values
- 30. Community engagement andcollaboration requires long-term commitment by the engaging organization and its partners.
Editor's Notes
- #17 In Dare to Dream ’ s adult education program, the idea for the program came from constituents who wanted services such as day care and learning support they needed. Despite the initial lack of support for this idea, the women who came up with the plan convinced the board that this was a program they felt extremely beneficial to their needs and development, so it was created and has been successful. (From the Ground Up, p.95)
- #18 We asked people to get involved to learn about the systems they were in and to work with an organizer as well as a case manager. We would hold discussions and ask, ‘ Who owns the wealth? Who ’ s contributing to affordable housing policy? ’” -Queens Community House ’ s strong reputation for quality services to children, youth, families, and older adults allowed the organization to win increasingly competitive contracts. The organization now reaches more than 20,000 residents yearly at 21 different sites and employs over 450 full- and part-time staff. -By the late 1990s, city funding to the community service program shifted from a focus on building- wide tenant organizing to individual tenant emergency response. -The settlement house movement had been pushed away from social action and into social services, into [government] contracts and grants that required organizations to do more with less, ” -In the community organization context, reciprocity acknowledges community members ’ assets and involves individuals as actors in contributing to the organization. For example, reciprocity may involve the mutual exchange of services: the community member receives a service and in return participates in voluntary work with the organization. -Reciprocity: showcased the concept through a computer-training program in which participants were asked if they would like to give back by becoming voluntary instructors after completing their own classes. He viewed the program as an important success: “ There was 80 percent give-back by the participants, and residents created support networks with each other. ”
- #19 Organization: Somos Mayfair in California, cultivating the dreams and power of the people of Mayfair, through cultural activism, social services, and community organizing “ With the organization transitioning from the Initiative ’ s programs, staff piloted a new approach to community education through popular theater. The first production, ¡Hasta La Vista Baby! (See You Later, Baby!), depicted the relentless daily struggles of many immigrants, such as not having a driver ’ s license and facing job loss, evictions, and language barriers. The production ’ s popularity attested to the audience members ’ identification with the stories. When the community saw their own struggles reflected back to them, trust was developed, and they began to share their experiences in public dialogues. This process led to the recruitment of community residents as actors, dissolving the barriers between actor and audience, educator and resident. Community engagement through theater became formalized as one of three Somos program areas ”
- #20 By working together to create community change, community members build strong relationships of trust with Family & Children ’ s Service community organizers; that trust often enables them to ask for help when needed.