The Theory And Practice Of Community Work: A Southern African .

ContentsPART 2E.THE PRACTICE OF COMMUNITYWORK.CHAPTER 4.T H E N A TU RE A N D A P P L I C A T I O N O FT H E C O M M U N I T Y DE V E L O P M E N TMO DEL.3.4 Steps 4 & 5: Implement the plan ofaction and evaluate .CHAPTER 6T H E N A TU RE A N D A P P L I C A T I O N O FT H E C O M MU N I T Y E D U C A T I O NMO DEL1. The nature of the communityeducation model1. The nature of the communitydevelopment model . Error! Bookmark not defined.2. When to use the communityeducation model . Error! Bookmark not defined.2. When to use the communitydevelopment model3. How to use the communityeducation model . Error! Bookmark not defined.3. How to use the communitydevelopment model3.1 Step 1: Do a situation-analysisError! Bookmark not defined.3.1 Step 1: Do a situation-analysis3.2 Step 2: Identify and analyse theimpediments . Error! Bookmark not defined.3.2.13.2.23.2.3Make contact and negotiate entryMobilise representation from withinthe communityUndertake a needs and resourceassessment . Error! Bookmark not defined.3.3 Step 3: Formulate a plan of action3.3.13.3.2Procedures in the planning ofdevelopment projectsType of projects that could beundertaken . Error! Bookmark not defined.3.2 Step 2: Identify and analyse theimpediments . Error! Bookmark not defined.3.3 Step 3: Formulate a plan of action3.3.13.3.23.3.33.3.43.3.53.3.6Decide on objectives and learningmaterial . Error! Bookmark not defined.Decide on the level of intervention Error! Bookmark not defined.Decide on the programme/ project'sbasic format . Error! Bookmark not defined.Decide on educational opportunitiesand techniques . Error! Bookmark not defined.Mobilise an action system . Error! Bookmark not defined.Formulate programmes and projects Error! Bookmark not defined.3.4 Steps 4 and 5: Implement the planof action and evaluate . Error! Bookmark not defined.3.4 Steps 4 & 5: Implement the plan ofaction and evaluateCHAPTER 7CHAPTER 5.THE NATURE AND APPLICATION OFE.THE SOCIAL MARKETING MODEL.T H E N A TU RE A N D A P P L I C A T I O N O FT H E SO C I A L P L A N N I N G M O D E L1. The nature of the social planningmodel .Error! Bookmark not defined.2. When to use the social planningmodel .Error! Bookmark not defined.3. How to use the social planningmodel .Error! Bookmark not defined.3.1 Step 1: Do a situation-analysis3.2 Step 2: Identify and analyse theimpediments . Error! Bookmark not defined.3.3 Step 3: Formulate a plan of action3.3.13.3.23.3.33.3.4Mobilise an action committee.Plan the programme.The characteristics of projects andproject planning . Error! Bookmark not defined.Plan the projectsError! Bookmark not defined.1. The nature of the socialmarketing model2. When to use the socialmarketing model . Error! Bookmark not defined.3. How to use the socialmarketing model . Error! Bookmark not defined.3.1 Step 1: Do a situation-analysisError! Bookmark not defined.3.2 Step 2: Identify and analyse theimpediments . Error! Bookmark not defined.3.2.13.2.23.2.33.2.4Task 1: Define the impediments andbroad target groups . Error! Bookmark not defined.Task 2: Do a market segmentation Error! Bookmark not defined.Task 3: Evaluate the marketsegments/target groups . Error! Bookmark not defined.Task 4: Select the target markets/groups . Error! Bookmark not defined.3.3 Step 3: Formulate a marketing plan3.3.1Task 1: Formulate the marketinggoals .

Contents3.3.23.3.33.3.43.3.5Task 2: Choose a marketing strategyTask 3: Choose the marketingchannel and media . Error! Bookmark not defined.Task 4: Compile a marketing mix Error! Bookmark not defined.Task 5: Put the marketing plan inwriting . Error! Bookmark not defined.3.4 Step 4: Implement the marketingplan . Error! Bookmark not defined.3.4.13.4.2Task 1: Legitimise the marketingplan . Error! Bookmark not defined.Tasks 2 and 3: Implement the planand utilise media . Error! Bookmark not defined.3.5 Step 5: Evaluate the process andresults . Error! Bookmark not defined.3.5.13.5.23.5.3Task 1: Monitor the marketingcampaign . Error! Bookmark not defined.Task 2: Evaluate the results of themarketing campaignTask 3: Do a marketing auditCHAPTER 8.3.3.23.3.33.3.4Task 2: Establish a steeringcommittee or working groupError! Bookmark not defined.Task 3: Decide on the form of theaction system . Error! Bookmark not defined.Task 4: Organise the action system Error! Bookmark not defined.3.4 Step 4: Plan and go over to action3.4.13.4.23.4.33.4.4Task 1: Select the strategy Error! Bookmark not defined.Task 2: Select the appropriatetactics and techniques. Error! Bookmark not defined.Task 3: Schedule the events Error! Bookmark not defined.Task 4: Go over to action . Error! Bookmark not defined.3.5 Step 5: Evaluate . Error! Bookmark not defined.Annexure 1: A quick checklist forcommunity impediments . Error! Bookmark not defined.Annexure 2: Some South African andinternational special calendar daysAnnexure 3: Possible themes forknowledge, attitudes and skills (KAS)focused empowerment . Error! Bookmark not defined.1.The physical domain . Error! Bookmark not defined.THE SOCIAL ACTION MODEL2.The intellectual domain . Error! Bookmark not defined.1. The nature of the social actionmodel .Error! Bookmark not defined.3.The emotions domain . Error! Bookmark not defined.4.The social domain . Error! Bookmark not defined.5.The occupational domain . Error! Bookmark not defined.6.The environmental domainError! Bookmark not defined.7.The financial and material domainError! Bookmark not defined.8.The spiritual and cultural domainTHE NATURE AND APPLICATION OF.2. When to use the social actionmodel .Error! Bookmark not defined.3. How to use the social actionmodel .Error! Bookmark not defined.3.1 Step 1: Do a situation-analysisGlossary . Error! Bookmark not defined.3.2 Step 2: Identify the issue.Index .3.2.13.2.23.2.3Task 1: Be sensitive to issuesTask 2: Define the issueTask 3: Analyse the issue's context Error! Bookmark not defined.3.3 Step 3: Mobilise a constituency/power base . Error! Bookmark not defined.3.3.1Task 1: Make contact with potentialrole-players . Error! Bookmark not defined.References . Error! Bookmark not defined.

Preface(2nd Edition)This book was originally born out of the need of South African students andpractitioners for a publication that would provide both the theory of community workand community development and guidelines for its application in practice. It wentthrough various development stages. First as a reader, later as a guide and then, in2001, as a fully-fledged handbook.In the intervening years and because of its numerous reprints and wide distribution,it became clear that ‘Theory and Practice’ was fulfilling a need amongst students,academics and practitioners for a text that would not only answer the ‘what?’ questionre community work and development, but also how it could be applied in practice.Feedback received from various sources has indicated that, although the basicframework of the book was sound, some of its content had become outdated, thatelements of the original text needed simplification and that some new content shouldbe included in order to make it even more relevant and useful to a broader SouthernAfrican readership. This feedback was used in the substantive rewriting of the text andthe development of a more comprehensive second edition of the book. The input ofStephan Geyer and Pedro Rankin was also elicited to help accomplish this task.The approach that will be followed in this book is still twofold in nature. The firstis to provide an overview of the nature and context of community work and communitydevelopment (see Part 1). This will mainly cover the theory underlying practice andwill focus on the nature of community work, the three core components found inpractice and the basic process that could be followed in intervention. The core pointof departure is that intervention within the Southern African context usually takes on acommunity development, social planning, community education, social marketingand/or social action form. These approaches are grouped into five practice models.The second part of the text will consist of a more detailed look at the nature ofeach of the practice models, when it would be appropriate to use them and how theycould be applied. This will include guidelines, ideas and examples, as well as some ofthe most important tools that could be utilised.This book was especially written with social workers in mind. This does not implythat other practitioners from within the broad field of community development wouldnot also be able to use it effectively. On the contrary, over the years it has been foundthat representatives from fields as diverse as development studies, community nursing,education, psychology, sociology, family ecology and marketing have gained valuableinsights and skills from its contents.It is hoped that this book will pave the way for some of you in your first journeyinto uncharted territory. For others I hope that it will expand your practice-relatedknowledge and skills in becoming more effective in your efforts to make South andSouthern Africa a better place to live in. For all of you I hope that it will inspire you tobe that light in the lives of others that no amount of darkness could ever extinguish.Mike WeyersPotchefstroom1st July 20101Preface

Preface2LIST OF SPECIAL CONTRIBUTORSDr. L.S. (Stephan) GeyerStephan Geyer is a lecturer in Social Work in the Department of SocialWork and Criminology at the University of Pretoria, South Africa. Hiscontribution to the formulation of the roles of community workers (seeChapter 3) and the critique of the manuscript is gratefullyacknowledged.Prof. P. (Pedro) RankinPedro Rankin is a lecturer in Social Work in the School for PsychosocialBehavioural Sciences at the North-West University: PotchefstroomCampus. His contribution to the development of the Programme LogicModel (PLM) (see Chapter 3) and review of the manuscript isappreciated. For convenience' sake, only the concept "community work" will be used where possible.This concept would mostly also include the meanings that are attached to the concept"community development". In the text, use will only be made of the male mode of address. This is done tosimplify the presentation and does not imply any form of discrimination. Although the concepts ‘practitioner” and 'social worker' will be used throughout, it willper implication also refer to all professionals who are involved with community workand community development practice, as well as to students.

Part1THE THEORY OFCOMMUNITYWORK3Part 1: The theory of community work

Part 1: The theory of community work4Introduction to Part 1The first part of this book will be devoted to an analysis of the nature and contextof community work and community development. Its main purpose is to provide thereader with an answer to the questions: "What is community work?" and "What is thegeneral process that I should follow when applying community work in practice?"Having worked through Chapter 1, you will understand where present-daycommunity work thought and practice comes from, the theories and perspectives onwhich it is based, how it links to social work as a profession and what the similaritiesand differences between community work and community development entail. Thisoverview will form the foundation for the rest of the book.Chapter 2 will focus on the three core components involved in the 'communitywork event'. They are the community, the practitioner and the (organisational, socioeconomic and political) context within which the interaction between these two takesplace. Its main practical purpose is to provide the practitioner with appropriate toolsto demarcate target communities effectively, to evaluate his or her own ability tobring about the required change in that community and to develop interventions thatare in line with the expectations imbedded in the context within which he or sheoperates.The third chapter will provide an overview of the generic form that interventioncould take. It is based on the premise that intervention usually follows the five-stepscientific process of the analysis of a given situation, the identification and analysis ofthe impediments (i.e. problems, needs and underutilised potential) that exists withinthat situation, the formulation of a plan of action to address the identifiedimpediments, the implementation of the plan, and the evaluation and sustainment ofthe change that it produces. It is not the purpose of Chapter 3 to provide a blueprintfor action, but rather to set out the generic requirements that all interventions shouldmeet and to highlight the core tasks that practitioners should perform. This wouldprovide the basis for Part 2's focus on the development of practice model basedinterventions that would meet the specific needs found in specific types of practicesettings.

5Chapter 1: Community work: an overviewChapter 1Community work:an overview“I have the audacity to believe that peoples everywhere can havethree meals a day for their bodies, education for their minds, anddignity, equality and freedom for their spirits" Martin Luther KingLEARNING OBJECTIVESAfter completing this chapter, you should be able to:DEFINEthe concepts ‘community work’ and ‘community development’.DESCRIBEthe origins of present day community work thought.EXPLAINsome of the core constructs on which community work and community development are based.DIFFERENTIATE BETWEENthe orkandCOMPAREthe fields of practice of community work and community development.community

Chapter 1: Community work: an overview6DEFINITIONS OF CORE CONCEPTS/CONSTRUCTSAdaptive fit [also described as goodness of fit]: The matching between people’s needs,capacities and goals and the capabilities of their social and physical environment.Community development: The method, process, programme and strategy by means of whichchange agents, with or without the help of external systems: (a) speed up the tempo atwhich a community develops; (b) provide direction to the development process in orderto realise objectives purposefully within the economic, psychosocial, bio-physiological,technological, spiritual-cultural, political, environmental, educational and other spheresof life; (c) makes the goal attainment process as cost-effective, streamlined andsustainable as possible so that both human and environmental resources are usedoptimally; and (d) contribute to human growth and the unlocking of human potential byempowering community members to take responsibility for their own, as well as thewhole system's development.Community work: The method of social work that consists of the various processes andhelping acts of the social worker that are targeted at the community system, as well asits sub-systems and certain external systems, with the purpose of bringing about requiredsocial change with the help of especially community development, social planning,community education, social marketing and social action as practice models.Community-based school of thought: A school of thought that views community work as adirect service strategy implemented in the context of the local community. Its scope ofpractice is narrowed down to working in and directly with community members.Community-centred school of thought: A school of thought that views community work as aservice strategy implemented in and with the community, and on behalf of and to thebenefit of communities and their members.Conceptual framework: A set of concepts, beliefs, values, propositions, assumptions,hypotheses that forms the basis of practice.Construct: A concept employed in summarising multitudes of facts and in formulatingexplanatory theories.Domain of practice: The field of knowledge and service delivery to which a profession laysclaim.Goal: A statement of the desired outcomes of a particular intervention processGoal, operational: Intended change to a practitioner’s employer organisation in order tomake it a more effective service delivery system.Goal, process: Intended change in people, especially in their knowledge, attitudes andbehaviour (i.e. KAB).Goal, task: Intended change in the circumstances or environment of a community.Impediment: Any type of (unresolved) social problem, (unfulfilled) social need or un-/underutilised potential that hampers or obstructs effective social functioning. .Need: The discrepancy or ‘gap’ that exists between “what is” or the present state of affairs and“what should be” or the desired state.Practice model: A set of concepts and principles that guide intervention.Practice variable (as used in this text): A set of characteristics that can be used as anorganising principle to structure and compare different practice models.Resilience: The process, capacity and outcome of successful adaptation to challenges andadversity, sustained competence under threatening circumstances and the ability torecover from trauma.Social [role] functioning: Fulfilling one's roles in society in general, to those in the immediateenvironment and to oneself. These functions include meeting one's own basic needs andthose of one's dependants and making positive contributions to society.Social reform: Changing the cal environmentin such a way that it would provide the opportunities, resources and services that allpeople require to develop their full potential, enrich their lives, and prevent dysfunction.Social work method: The processes and skills that are used to bring about the necessarychanges in the person-in-environment domain.Strengths: Personal abilities, resourcefulness and creativity, as well as resources in interpersonal relationships, culture, organisational networks and community connections.

7Chapter 1: Community work: an overview1. INTRODUCTIONIn a fast globalising world there is a real danger that countries, regions and evencontinents would lose the ‘human development race’. Of the 179 countries covered bythe 2006 Human Development Index, only three African countries (Libya, Seychellesand Mauritius) were placed at the “high human development” level, while adisproportionate number fell in the lowest category.1 It included six of the 14 memberstates of the Southern African Development Community (SADC), viz. Lesotho (155th),Angola (157th), Malawi (162nd), Mozambique (175 th), the Democratic Republic of theCongo (177th) and Zimbabwe.2 Some of the other rankings were South Africa (125th),Botswana (126th), Namibia (129th), Swaziland (141st) and Tanzania (152nd). Of these,Botswana, Namibia and especially South Africa were worse off

3.2.2 Principle 2: You should be objectiveError! Bookmark not defined. 3.2.3 Principle 3: You should do no harm 3.2.4 Error! Bookmark not defined.Principle 4: You should treat people with dignity . Error! Bookmark not defined. 3.2.5 Principle 5: You should build on the community's strengths 3.2.6 Principle 6: You should empower