conscientization UCD.pptx

Conscientization is an approach in UCD. Here are its processes

1. Conscientization UCD – Unit V By sakthi faculty, Dept of Social work

2. Conscientization According to Paul Freire, The process of developing a critical awareness of one’s social reality through reflection and action.  Action is fundamental because it is the process of changing the reality. Conscientization is a neologism, coming from the Spanish word  conscientización .It conveys the idea of developing, strengthening, and changing consciousness It is not enough for people to come together in dialogue in order to gain knowledge of their social reality.  They must act together upon their environment in order critically to reflect upon their reality and so transform it through further action and critical reflection.

3. Conscientization – Processes Assessing the community Needs Setting up the Goals and Objectives Identifying and developing Leaders Resource Mobilization

4. Conscientization – Processes Working with various groups and resolving group conflicts Programme planning Service delivery or Implementation processes through peoples participation Monitoring and Evaluation

5. Asessing Community needs Community Needs Assessments seek to gather accurate information representative of the needs of a community. Assessments are performed prior to taking action and are used to determine current situations and identify issues for action, establishing the essential foundation for vital planning. The process is an invaluable tool for involving the public in solving problems and developing goals. Needs assessments are an extension of strategic planning The community needs assessment process is an invaluable tool for involving the public in solving problems and developing goals A  Focus Group  is an informal technique used to help assess the needs and feelings of participants on particular subjects. Participants engage in informal discussions about the particular study area(s). Focus groups are typically small in size and usually range between six to twenty participants. They are commonly used during the needs assessment process

6. Assessing the needs of the community Surveys  are a particular form of data collection utilized during the needs assessment process. Types of surveys commonly applied are person-to-person interviews, drop-off and pick-up questionnaires, mail questionnaires and telephone interviews. SWOT Analysis  evaluates the Strengths, Weaknesses, Opportunities and Threats of an organization. "SWOT analysis is a broad overview of the most important internal Strengths and Weaknesses and the most important external Opportunities and Threats" 

7. Setting up the Goals and objectives A community can have multiple goals; however, one goal should be the priority. The goal should be something that directly achieves value for the community people and the organization. The main goal or objective of Community Development Programmes is to improve the standard of liv­ing of the village people. Goals and objectives are different concepts, but they work in harmony to help you achieve the desired results and maximize your team’s productivity. Creating goals without clear objectives leads to goals that never get accomplished. To make goals actionable, they need to be broken down into objectives and KPIs (key performance indicators). 

8. Setting up goals and objectives Objectives are the specific measurable results of the initiative. Objectives specify  how much of  what  will be accomplished by  when . Process objectives . These are the objectives that provide the groundwork or implementation necessary to achieve your other objectives.  Behavioral objectives . These objectives look at changing the behaviors of people (what they are doing and saying) and the products (or results) of their behaviors.  Community-level outcome objectives . These are often the product or result of behavior change in many people. They are focused on change at the community level instead of an individual level

9. When you should create goals and objectives The organization wants to address a community issue or problem, create a service, or make a community change that requires:Several years to complete. Several years to complete. For example, your child health organization might hope to increase the percentage of students who finish high school - a task that may take several years to complete. A change in behavior of large numbers of people. For example, your organization may be trying to reduce risks for cardiovascular diseases, and one of your objectives may be to increase the number of adults who engage in physical activity in your community A multi-faceted approach. For example, with a problem as complex as substance abuse, your organization may have to worry about tackling related issues, such as access to drugs, available drug rehabilitation services, legal consequences for drug use, etc., as well as reducing the prevalence (how often or how much) of drug use.

10. Identifying and developing leaders community leaders has been consistent with more organizationally based models of leadership; specifically, that leadership has been required to mobilize the resources necessary to achieve a common goal or set of goals (Pigg, 1999).  leaders influence their networks and contacts, although they may not have any formal leadership role. Throughout the organizing process, leaders have been shown to actively facilitate cooperation and teamwork (Yukl & Nemeroff, 1979) effective leaders also tend to be sensitive to conditions and respond accordingly. For example, leaders have been found to have an ability to align the purpose of the group to the environment and provide direction accordingly 

11. There are five primary methods for identifying leaders in the community: (a) positional approach -this method identifies leaders who are in positions of authority (b) reputational approach -this method uses members of the target audience to identify well-informed members of the community who should be engaged (c) opinion leadership approach- this method identifies leaders who set examples in the community. (d) decision-making approach -this method identifies leaders who are actively participating in formal decision-making in the community.  (e) social participation approach - this method identifies leaders through their participation in voluntary organizations in the community. (Boone et al., 2002)

12. Developing leaders Assist communities in developing practical skills and programs for effectively involving and empowering local citizens to become more effective leaders Provide conceptual-based skills for successfully bringing people together  Work with and assist communities with the development and implementation of methods, approaches and practices for successfully engaging groups and organizations in community-based development that allows them to create and implement purposeful desired community change, form effective relationships and sustain community vitality. Community is a fundamental building block of society. Leadership development enhances leaders. People have the capacity to collectively chart their future by creating, developing and building their community. The most effective community development requires building relationships among people.

13. Resource Mobilization Resource mobilization refers to all activities involved in securing new and additional resources for your organization. It also involves making better use of, and maximizing, existing resources Resource mobilization is actually a process of raising different types of support for your community programme Strategic communications are essential to mobilizing resources effectively. Human Resource Materail or Financial Resource Natural Resource Knowledge Resource

14. Proper Utilization of resources Resources utilization definition: this measures ‘how’ effectively your organization is making use of the available resources Using the resources to the fullest and effieciently Resource Allocation is also the important part of any project implementation without proper allocation of mobilized resources, there will be a lack of project completion

15. Working with groups in the community Social group work  is a method of social work  which helps individuals to enhance their  social  functioning through purposeful  group  experiences, and to cope more effectively with their personal,  group  or community problems working with groups involves engaging with, and seeking to enhance, interactions and relationships within a gathering of two or more other people. group work provides a context in which  individuals help each other ; it is a method of helping groups as well as helping individuals; and it can enable individuals and groups to  influence  and  change personal, group, organizational and community problems

16. Types of Groups in Urban Community Urban Community basically comprises of Urban poor (Slums) Migrant workers community Fishermen communities Squatters settlements WOMEN CHILDREN ADOLSCENTS YOUTH MEN ELDERLY PERSON TRANSGENDERS SEX WORKERS

17. Resolving Group Conflicts Group conflicts are common. Every group has its own problems and conflicts among group members. That can be solved and make them to understand the group culture. Define the problem Determine causes – Analyse the problem Develop alternative approaches – Generate possible solutions Assess the consequence – Evaluate the solutions Develop the action plan – Implementation of the solution

18. Problem characterstics the group should also address specific characteristics of the problem. Five common and important characteristics to consider are T ask difficulty, N umber of possible solutions, Group member interest in problem, G roup member familiarity with problem, and T he need for solution acceptance (Adams & Galanes, 2009).

19. Task difficulty.  Difficult tasks are also typically more complex. Groups should be prepared to spend time researching and discussing a difficult and complex task in order to develop a shared foundational knowledge.  Number of possible solutions. There are usually multiple ways to solve a problem or complete a task, but some problems have more potential solutions than others. Group member interest in problem.  When group members are interested in the problem, they will be more engaged with the problem-solving process and invested in finding a quality solution. Groups with high interest in and knowledge about the problem may want more freedom to develop and implement solutions, while groups with low interest may prefer a leader who provides structure and direction Group familiarity with problem.  Some groups encounter a problem regularly, while other problems are more unique or unexpected. Need for solution acceptance. In this step, groups must consider how many people the decision will affect and how much “buy-in” from others the group needs in order for their solution to be successfully implemented. 

20. Programme Planning Planning is a vital part of the programme and project management process. A plan is basically the route-map through the programme or project from start to finish Programme planning  is also a procedure of working with the people in an effort to recognize unsatisfactory situations or problems, and to determine possible solutions, or objectives or goals. Programme: Programme is a written statement which describes proposeddevelopmental activities, the problems they address, the actions, and resourcesrequired. P lan:Plan is schedule of development work outlining different activities in aspecific period. It answers the questions like what, why, how, and when as wellas by whom and where the work is to be done. Programme planning: Programme planning is the process of making decisionsabout the direction and intensity of development education efforts to bring aboutdesirable change among people /community.

21. Important objectives of having a programme planningas per Kelsey and Hearne (1966) are as follows. i)To ensure careful consideration of what is to be done and why. ii)To furnish a guide against which to judge all new proposals. iii)To establish objectives toward which progress can be measured and evaluated. iv)To have a means of choosing the important / deep rooted from incidental /minor / less important problems and the permanent from the temporarychanges. v)To develop a common understanding about the means and ends betweenvarious functionaries and organizations.

22. )To ensure continuity during changes in personnel. vii)To help develop leadership. viii)Avoid wastage of resources, money and promote efficiency .ix)To justify expenditure and ensure flow of funds. x)To have available a written statement for public use.

23. NEED IDENTIFICATION I N PROGRAMME PLANNING Successful programme planning is one of identifying accurately what peoplewant, think they need, and actually getting these items converted into a realisticwell organized and concerted series of forceful developmental activities- thismay properly called a programm e. Effective programmes to promote change aredeveloped through finding people’s needs and arranging action that helps meetthem. Hence, a clear understanding of the nature and role of people’s needs inprogrammes is essential to the urban development workers like you. Urban programmesdeveloped based on the needsbythe people, forthe peopleandofthe people have bestchances of succes

24. Principles of Programme planning Programme-planning should be based upon a careful analysis of a factualsituation. ii)Problems for action are selected on the basis of recognized needs of people. iii)Objectives and solutions are to be feasible and offer satisfaction. iv)Programme should be permanent and flexible to meet a long-term situation,short-term changes, and emergencies. v)Programme should have both balance and emphasis. vi)Programme should have a definite plan of work.vii)Programme planning is a continuous and coordinating process. viii)Programme planning should be educational and directed towards bringingabout desirable change .ix)Programme planning should have a provision for the evaluation o

25. PROGRAMME PLANNING PROCESSES These three phases have the following 8 sub-processes Collection of facts and analysis ii)Identification of problems iii)Determination of objectives iv)Developing the plan of activities v)Carrying out the activities vi)Continuous checking vii)Evaluation of results viii)Reconsideration Three phases involved in programme planning process are: i) Programme formulation ii)Programme execution iii)Programme evaluation

26. IMPLEMENTATION the process of putting a decision or plan into effect; execution. Implementation  is the  process  that turns strategies and plans into actions in order to accomplish strategic objectives and goals he implementation part of the community development process takes everything that has been done during planning and puts it into motion

27. The steps to implement process and tools in an organization. Step 1: Assess  Development  Organization. ... Step 2: Plan Process Implementation. ... Step 3: Execute Process Implementation. ... Step 4: Evaluate Process Implementation Effort.

28. Monitoring &Evaluation Monitoring and evaluation provide: information on what an intervention is doing, how well it is performing and whether it is achieving its aims and objectives; guidance on future intervention activities; an important part of accountability to funding agencies and stakeholders. Plans for monitoring and evaluation should be made at the beginning of an intervention development process.

29. Monitoring Monitoring Monitoring is the regular collection of information about all project activities. It shows whether things are going to plan and helps project managers to identify and solve problems quickly. It keeps track of project inputs and outputs such as: activities; reporting and documentation; finances and budgets; supplies and equipment. Monitoring is an ongoing activity that should be incorporated into everyday project work.

30. Who should be involved in monitoring and evaluation? Monitoring Monitoring is routinely carried out by project staff, project partners and peer educators as they keep track of their work. Monitoring can involve specially designed activities, such as regular meetings

31. Methods Both monitoring and evaluation can use a variety of quantitative, qualitative and participatory methods. Quantitative measurement enables easy comparison of changes over time, and qualitative methods are useful for obtaining insights into community perceptions and processes of change. Simple participatory tools can be developed to facilitate community involvement even if the participants are not literate, e.g. the use of maps, beads, charts, pictures or colour codes.

32. Evaluation Evaluation is a process that critically examines a program. It involves collecting and analyzing information about a program’s activities, characteristics, and outcomes. Its purpose is to make judgments about a program, to improve its effectiveness, and/or to inform programming decisions (Patton, 1987).

33. T ypes of Evaluation  Formative Formative evaluations are conducted during program development and implementation and are useful if you want direction on how to best achieve your goals or improve your program Summative Summative evaluations should be completed once your programs are well established and will tell you to what extent the program is achieving its goals.

34. Who should be involved in evaluation Evaluations can be performed by external agencies or by project staff, peer workers and stakeholders, or by a combination of the latter three groups and external agencies. External involvement lends technical expertise and objectivity to evaluations. However, the use of project staff and peer networks in an evaluation builds their capacity and provides a sense of ownership of the results. 

35. Conclusion Conscientisation happens when a critical awareness is formed. The application of this sense of awareness leads to collective action.This concept can individually fostered through community groups, specifically dialogue and direct action experience