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LMSW Exam > Community Practice > Flashcards

Community Practice Flashcards

1
Q

Orientation: Community Organization Practice

A

(COP)

uses a sociological, social systems, and social action perspective to address community problems

individual pathology is viewed as a product of a flawed social system, and unresponsive or destructive social institutions

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2
Q

What does COP do?

A

emphasizes knowledge related to social power, social structure, social change, and the social environment

recognizes the reciprocal process between the person and the social environment

social problems are explained as consequences of structural arrangements rather than resulting from personal inadequcies

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3
Q

Orientation: What do tasks and goals include?

A
  1. Altering public or private priorities to focus on problems of inequality and social injustice
  2. Promoting legislative change or the allocation of public funds
  3. Influencing public perceptions of social issues and social problems
  4. Improving or changing community agencies or institutions to satisfy community needs better
  5. Developing new methods, strategies and programs for addressing community problems
  6. Coordinating existing services and develop new ones
  7. Improving access to services
  8. Establishing new services and programs in response to new or changing needs
  9. Managing community organizations and programs
  10. Building the capacity of grassroots citizen groups to solve problems and make claims on public resources for under-served communities
  11. Seeking justice for oppressed minorities
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4
Q

Definitions and Characteristics: Brager and Specht (1987)

A

COP is an intervention method through which individuals, groups, and organizations engage in planned action to influence social problems

involves two major processes: planning and organizing

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5
Q

Brager and Specht (1987): Council on Social Work Education

A

Community Organization and social planning refer to a field of activity in which organizational methods of intervention are used to meet social needs and to counteract social problems

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6
Q

Common Characteristics: COP

A

focus of attention is on the social environment, not on psychological problems

involves professional intervention and activities accomplished with the participation and involvement of community representatives and coalitions with community organizations

emphasizes the development of enhanced social resources responding to community needs

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7
Q

Common Characteristics: Values

A
  1. Enhancing participatory skills of citizens by working with them, not for them
  2. Developing leadership
  3. Strengthening communities so they can better deal with future problems
  4. Redistributing resources to increases the resources of the disadvantaged
  5. Planned changes
  6. Problem-solving process
  7. Advancing the interests of the disadvantaged so they can influence the process of distributing social resources and the problem definitions causing services to be provided
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8
Q

Definitions and Characteristics: Assumptions Underlying COP (Ross)

A
  1. Community members can develop the capacity to resolve communal and social problems
  2. Members want to improve their situation
  3. Members must participate in change efforts rather than have changes imposed on them
  4. A systems approach considering the total community is more effective than programs imposed on communities
  5. Participation in community organization initiatives that involve social workers is designed to expose community participants to democratic decision-making
  6. Community participants can learn analytic, strategic, and interpersonal skills from an organizer who enables them to address community problems independently
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9
Q

Tasks of the Worker: Interactional

A

relating to people

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10
Q

Tasks of the Worker: Analytical

A

assessment steps in a COP process that will facilitate realizing agreed upon goals

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11
Q

Tasks of the Worker: Technical

A

techniques for distributing information to community members

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12
Q

Key Roles to COP: Socio-therapeutic

A

helps community members and leaders gain self and community problem understanding to facilitate problem resolution

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13
Q

Key Roles to COP: Enabler

A

helps community members use their own resources toward problem resolution

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14
Q

Key Roles to COP: Broker

A

Mediates and negotiates among different community groups

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15
Q

Key Roles to COP: Expert

A

Provide data and advice that community representatives can use to resolve problems

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16
Q

Key Roles to COP: Advocate

A

sides with the disadvantaged and represents their interests

attempts to help the disadvantaged secure a larger share of resources from power elements in the community

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17
Q

Key Roles to COP: Activist

A

most compatible with an advocate role

activist uses bargaining and power tactics, confrontation, and conflict (or contest) with those who control resources to influence the reallocation of decision-making power and social resources

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18
Q

Key Roles to COP: Organizer

A

joins groups and institutions together to take joint action toward specific goals

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19
Q

Tactic Selection (Brager and Specht, 1987): Selection of Tactics Three Major Factors

A

the degree of commonality or differences in the goals between the community group and target system

the relative power of the community group and the target system

the relationship of the community group to the target system

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20
Q

Types of Tactics: Collaborative

A

the existence of a perceived consensus in goals, parity of power, relatively close relationships, and cooperation and sharing

problem solving, joint action, education, and mild persuasion

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21
Q

Types of Tactics: Campaign

A

the existence of perceived differences in goals, inequality in power, intermediate relationships

hard persuasion, political maneuvering, bargaining and negotiation, and mild coercion

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22
Q

Types of Tactics: Contest

A

the existence of public conflict, dissensus in goals, uncertain power, distant or hostile relationships

public conflict and pressure

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23
Q

What’re the steps in the Problem-Solving Model in COP?

A
  1. Introduce self to the group
  2. Clarify why everyone is there
  3. Address problems
  4. Help the group develop guidelines and a consensus on the problems to address
  5. Help the group evaluate the advantages and disadvantages of focusing on specific problems
  6. Help the group
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24
Q

What is involved in step 6 of the problem-solving model, help the group?

A
  1. Focus on a concrete problem that is of immediate concern to the group
  2. Select a problem it can successfully solve
  3. Study alternative solutions
  4. Evaluate available resources
  5. Evaluate potential for public support
  6. Consider how the target problem constituencies will respond
  7. Evaluate potential for agreement among community members
  8. Monitor implementation including how the target population is responding by obtaining feedback
  9. Adjust and revise strategies and tactics in light of new information
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25
Q

Models of Practice: Locality Development

A

neighborhood work aimed at improving the quality of community life through the participation of a broad spectrum of people at the local level

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26
Q

Locality Development: Community Integration

A

process-oriented, the purpose is to help diverse elements of the community join together to resolve common problems and improve the community

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27
Q

Locality Development: Change Strategy

A

broadly defined community can resolve its problems and develop increased ability to solve problems through rational participatory problem solving

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28
Q

Locality Development: Tactics

A

an emphasis on consensus and capacity building

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29
Q

Locality Development: Worker Roles

A

enabler, coordinator, educator, broker within such settings as the neighborhood or village

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30
Q

Locality Development: Boundaries

A

total geographic community

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31
Q

Locality Development: Agency Type

A

settlement houses, Peace Corps

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32
Q

Models of Practice: Social Planning

A

emphasizes careful, rational study of community’s political, social, economic, and population characteristics to provide a basis for identifying agreed-upon problems and determining a range of solutions to community problems

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33
Q

Social Planning: Problem Solving

A

task-oriented

problems might include lack of child care, mental health services, police protection, etc

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34
Q

Social Planning: Change Strategy

A

fact gathering, rational action, and needs assessment

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35
Q

Social Planning: Tactics

A

consensus or conflict

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36
Q

Social Planning: Worker Roles

A

researcher, reporter, data analyst, program planner, program implementer, facilitator

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37
Q

Social Planning: Boundaries

A

total community or functional community defined by a common problem, such as the elderly or disabled needing special care

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38
Q

Social Planning: Agency Type

A

welfare councils, federal bureaucracy, planning board

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39
Q

Social Planning: Example

A

planning homeless shelters, after school recreation programs

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40
Q

Models of Practice: Social Action

A

requires an easily identifiable target and relatively clear cut, easily explainable goals

target is usually those community institutions that control and allocate funds, community resources, and power

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41
Q

Social Action: Examples of Situations Appropriate for Social Action Methods

A

conflicts between landlords and tenants, or employers and employees

direct action may be the only way to convince those with power to relinquish some of their resources and power

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42
Q

Social Action: Early Settlement Movement

A

used confrontation to achieve social goals, and frequently supported the efforts of unions to organize and to secure improved wages and better working conditions

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43
Q

Social Action: Change Strategy

A

issues identified, labeled, and described

individuals affected are helped to take action against powerful community institutions

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44
Q

Social Action: Worker Roles

A

advocate, activist, and negotiator

the worker is committed to a cause and pursues it with the clients and others

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45
Q

Social Action: Tactics

A

conflict, confrontation, contest, and direct action

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46
Q

Social Action: Examples

A

welfare rights organizing, tenant organizing, working with women’s rights movement

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47
Q

Models of Practice: Social Reform

A

work with other organizations for the disadvantages

workers role is to develop coalitions of various groups to pressure for change

by changing laws, the worker can overcome community resistance to local programs

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48
Q

What is social reform?

A

mixture of social action and social planning

49
Q

Social Reform: Change Strategy

A

fact gathering and publicity to assist disadvantaged populations, lobbying, and political pressure

50
Q

Social Reform: Participants

A

the social reform approach tends to operate within long time frames andis a strategy usually pursued by elites in behalf of disadvantaged groups

51
Q

Social Reform: Sponsors

A

professional associations (NASW), public interest groups (Ralph Nader’s organization or the Child Welfare League)

52
Q

Social Reform: Examples

A

increasing welfare benefits or services such child care for working parents, improved economic development to resolve unemployment problems

53
Q

Stages of Practice: Socialization Group

A

first phase

organize members who may lack community consciousness, or awareness of possible solutions to local problems or organizational skills

54
Q

Socialization Group: Technical Task

A

worker helps people identify and define some community problems for which the agency might wish to provide service

55
Q

Socialization Group: Interactional Tasks

A

worker (often with core group) identifies potential members, meets with community members, facilitates meetings of potential activists, motivates and recruits them as members of a group, and help them identify and describe a problem agenda that requires action

56
Q

Socialization Group: Task View

A

secondary during the early phase and primary focus is on process, establishing relationships with and among community people as group members, and building trust and confidence that group action can make a difference

57
Q

Socialization Group: Socialization

A

within formal organization or informally

58
Q

Stages of Practice: Primary Group

A

cultivating group cohesion of the new group and developing some goals but not yet addressing more complex or major tasks that may seem overwhelming

59
Q

Primary Group: Technical Task

A

second phase

still concerned with fostering group cohesion but now the focus is to link community’s problems to goal development

60
Q

Primary Group: Interactional Tasks

A

cultivate social bonds among group members and increase group cohesion

61
Q

Stages of Practice: Organizational Development Group

A

third phase

emphasis is still not on completing tasks but on creating an organization with program objectives and formulating programs to achieve goals

62
Q

Organizational Development Group: Technical Tasks

A

develop program and organizational structures

63
Q

Organizational Development Group: Interactional Tasks

A

develop leadership and coalitions, broaden support, and reduce organizers’ role

64
Q

Organizational Development: Task View

A

shifts from secondary to primary concern

65
Q

Stages of Practice: Institutional Relations Organization

A

fourth phase

a more complex organization directed toward change and negotiation with a target system

worker is more heavily involved in technical tasks at this stage of group organization

group now working in coalitions with individuals and groups to attain its goals

66
Q

Institutional Relations Organization: Technical Tasks

A

implement strategy, administration, and planning

67
Q

Institutional Relations Organization: Interactional Tasks

A

develop tactics of education, persuasion, bargaining, and political pressure

68
Q

Institutional Relations Organization: Task View

A

primary concern now is to achieve tasks and generate changes desired by the group

69
Q

Organizational Goals: Integrative

A

purpose is not focused on changing the social system

emphasizes developing accessible services for consumers who are in need, and helping them live normally within the context of the existing community

70
Q

Integrative: Social Stability

A

organization with integrative goals can attract substantial community support since they do not challenge existing social arrangements

usually framed as enhancing or coordinating remedial services

services are streamlined but basic concepts are not changed

71
Q

Organizational Goals: Socio-therapeutic

A

to raise consciousness of participants

72
Q

What improvements can socio-therapeutic relationships make?

A

-changes participants to improve their sense of themselves

-tasks are secondary to enhancing consciousness and competence

-seeks to develop leadership

-participants encouraged to assume responsibility

-participants encouraged to develop pride in their ethnic, racial, gender, and/or social group

73
Q

Organizational Goals: Environmental Change

A

to resolve a community problem

74
Q

What improvements can environmental change goals make?

A

substantive change in problem areas

75
Q

Environmental Change: Substance of Change

A

the greater change sought, the more likely that resistance will be encountered

76
Q

What’re modest subtances of change?

A

new traffic light at a street corner

more frequent trash collection

77
Q

What’re significant substances of change?

A

improved access to healthcare

increasing school budgets

78
Q

Environmental Change: Scope of Change

A

local

city, state, national policy

international

79
Q

Concepts of Community: Types

A

Gemeinschaft

Gesellschaft

80
Q

Types: Gemeinschaft

A

people live and work in their community

they know one another, and care about and are committed to their local community

agricultural economy encouraged family and village relationships as basic economic and social unit

informal relationships

intimate relationships allow sentiment to determine helping relationships

relationships are end in themsleves

80
Q

Types: Gesellschaft

A

because of industrialization and urbanization, people are less involved with family and the local community

often work in communities distant from the ones in which they live, and relate more to professional and business associates than to friends

industrial production requires more instrumental relationships than those of less complex societies

formal relationships

impersonal relationships

relationships are means to other ends

81
Q

Community Definitions: Functional vs. Geographic

A

community defined by organization of social activities accessible in day-to-day living rather than through spatial relations

82
Q

Community Definitions: Functional vs. Geographic

A

production, distribution, and consumption

socialization

social control social participation

mutual support

83
Q

Community Definitions: Dimensions of Community Differences

A

local autonomy

coincidence of service areas

psychological identity

horizontal patterns: decisions are made within the community’

vertical patterns: decisions affecting community are made outside of community

84
Q

Community Definitions: Loss of Control of Community Functions

A

a major problem of communities

specialization and division of labor

differentiation and division of labor

bureaucracies

impersonal relationships

value differences

85
Q

Community Definitions: Social Change at the Community Level

A

Issue Consensus

Issue Differences

Issue Dissensus

86
Q

Social Change at the Community Level: Issues Consensus

A

issue agreement exists or will follow when considered

common interests of various community groups

collaborative strategies

87
Q

Social Change at the Community Level: Issue Differences

A

issue agreement is possible but may be difficult to achieve

common interests exist but are not perceived as such

campaign strategy to persuade those who disagree

88
Q

Social Change at the Community Level: Issue Dissensus

A

issue agreement does not exist nor is it necessarily desired

segmented interests polarize issues and permit clarity of purpose

contest strategy, value differences

89
Q

Power: Definition

A

ability to influence others in intended ways

90
Q

Sources: Control of Resources

A

resources controlled by an individual or organization lead to increased power and influence

91
Q

Sources: Numbers of People

A

a constituency can be translated into political power through democratic means or through the power to disrupt

92
Q

Sources: Degree of Social Organization

A

a high degree of social organization suggests and ability to control and order resources to conform to agendas

a well-organized community group can easily convert a dispute into a demonstration

the higher the degree of the organization, the greater the need to listen to the organizational leadership

93
Q

The Concept of Elites: Zero Sum Theory

A

asserts a limited amount of power and resources

when one group gains power, another must relinquish power making conflict inevitable

power is concentrated in a small minority

conflict strategies are necessary for a group to secure influence or power

94
Q

Views of Power: Pluralist Concept

A

power is decentralized, its use regulated by contests between conflicting interests

power is distributed according to specific interests and domains

may exercise undue influence over government such as controlling resources

power is more fluid and accessible

power shifts between different groups and among members of a population, depending on the mix of interests involved or mobilized

collaborative strategies and large coalitions can acquire sufficient power and influence to realize their objectives

95
Q

History of Community Organization: 1865-1885

A

coordination of private and state-operated systems of relief agencies to insure services were provided to the needy and duplicate services were not offered to anyone

public services rudimentary, very limited, and often punitive

concern with control of “pauperism,” the tendency of the poor to become dependent upon charity and to manipulate charitable organizations

96
Q

History of Community Organization: Charity Organization Movement

A

introduces idea of scientific philanthropy and notion that purpose of philanthropy should be to promote moral and social betterment

97
Q

History of Community Organization: 1885-1914

A

the period between 1885 and the beginning of WWII is generally described as the Progressive Era

marked by rapid urbanization and industrialization

governments and universities were seen as ways to aid social problems

applying science to human problems reaches maturity

social research and other forms of investigation become the tools of social reform

government acts as a broad base to help delegate and create resources that can help with social problems

98
Q

What is the Progressive Era characterized by?

A

large-scale immigration

concern with neighborhood problems

increased emphasis on legislative action

development of social reform movements by Settlement Houses which provide a venue for college students and educated men and women to learn about the poor

focus on improved public administration, increased resources for public health, and greater business regulation to prevent exploitation of children and families

distinct orientation to social reform and involvement of young, middle-class professionals in resolving social problems of the poor

faith in public information, research, and the power of an informed and active public

focus on facilitating intergroup relations and protecting immigrants and the poor

99
Q

History of Community Organization: 1918-1933

A

postwar period

some government institutions founded during the Progressive period continue and even expand, the general attitude expressed by government is to limit its involvement in social problems

private nonprofit sector continues to expand

the general attitude expressed by government is to limit its involvement in social problems

social workers are taken with the new Freudian psychology and begin to adapt social work methods, particularly in work with children and families

beginnings of movement to professionalize social work and identify it more closely with medical model

100
Q

History of Community Organization: United Fund

A

umbrella organization for raising funds and coordinating services of various agencies

101
Q

History of Community Organization: Lane Report

A

attempts to define COP and considers whether it is a legitimate form of social work

102
Q

History of Community Organization: 1933-1945

A

election of Franklin Roosevelt at the heigh of the Depression leads to a radical alteration of the American framework for social welfare

much of the legislation creating the programs of the New Deal is passed during this period

during the second phase of the New Deal, the elements of the modern Social Security Program are enacted, these include the Social Security Act of 1935, the basic federally-funded or mandated social insurance and income maintenance programs that fundamentally change the role of the federal government in providing support to families and individuals

economic depression alters perceptions about the role of government, and introduces the idea that government should provide a safety net of programs and services for the poor, as well as programs designed to insure the well-being of the aged

COP emphasizes a professional role as technical experts, planners for social change, and implementers of government policy

new bureaucracies are created to carry out the Social Security Act, as well as the work and welfare programs introduced by Roosevelt’s New Deal

social workers become the managers and organizers of the new public programs

the locus of social research shifts from the private sector to the federal government as planners seek to calculate need and understand trends

103
Q

History of Community Organization: 1945-1960

A

Postwar period

social emphasis shifts to reintegration of veterans and economic development

housing and urban redevelopment emerge as major public priorities, while family issues become larger themes in American culture

multi-family is identified as the locus for many social problems, but clinical strategies eventually dominate social welfare thinking, and larger reform issues are ignored

organized localities for community collaboration

COP emerges as a social work method

many schools introduce a COP training program as an alternate specialization

104
Q

History of Community Organization: 1960-1975

A

The Office of Juvenile Delinquency, headed by Robert Kennedy, identifies community change as an important variable in reducing delinquency

motivated by research and in part by social reformers

projects such as Mobilization for Youth in New York City and ABCD in Boston, actively call for a redistribution of power and resources

the passage of Economic Opportunity Act in 1964 creates new opportunities for community organization practitioners to identify with urban responds by training many organizers in community settings

COP first accepted by CSWE as a social work method (1962), leading to the development of COP method tracks in schools of social work

community organizers are active in the civil rights movement, helping disenfranchised citizens organize and develop programs designed to secure their rights

organize disadvantaged for social change and redistribution of power

new federal programs in the 1960s and early 1970s acknowledge the importance of community participation in programs designed to affect the living conditions and neighborhoods of the poor

105
Q

What is the “War on Poverty”?

A

Economic Opportunity Act of 1964

national concern with meeting the needs of the poor

mandates community participation in planning and administering agency services for programs receiving federal funds

federal government-funded community organizations bypass urban governments and, for a brief period, provide funding for hundreds of local nonprofit organizations such as Community Action Programs

106
Q

What is maximum feasible participation of the poor?

A

an open-ended standard introduced by planners of the Community Action Program of the Office of Economic Opportunity to insure municipal and state government did not dominate federally-funded programs targeted to urban neighborhoods

107
Q

What is the Welfare Rights Movement?

A

organizes the power to change the policies of public welfare organizations

108
Q

History of Community Organization: 1975-1990

A

period of social reaction that changes the nature of COP

changes in social policy reduce the availability of residential services, such as inpatient mental health care and services for the developmentally disabled; this leads to a growth of a nonprofit, community-based social agency structure that benefits from privatization of social services and the expansion of community-based care for many client categories

a period of reaction to the turmoil of the 1960s and growing unease among many about the growth in numbers of dependent families

emphasis shifts to management, planning, and organization of service as a partial response to growing public criticisms of programs for the poor and changing political climate

community organizers also serve as program developers also serve as program developers to involve communities in planning and implementing new programs

working with communities to provide community-based programs

109
Q

How do you develop more efficient and effective agencies? (1975-1990)

A

-Effectiveness refers to the extent to which an organization accomplishes its goals

-Efficiency refers to the relationship between the amount of resources an organization uses to achieve its goals and the outcomes it actually generates

110
Q

COP redefines itself to include additional causes, including….

A

-Protecting the interests of clients

-Securing and protecting social services and health care for different groups

111
Q

History of Community Organization: 1990-Present

A

rising welfare costs accompanied by a rapidly growing welfare population leads to changes in perception about the value of social programs

increasingly, violent crime and growing drug use in cities are perceived by conservative legislators as symptoms of family breakdown

these problems are associated with welfare support for unwed mothers

social research points to findings that suggests few families remain on welfare for long periods and represent a relatively small proportion of the welfare population, pressure grows for change

these perceptions lead to a radical alteration in public assistance and the development of new models

public assistance administered through the Clinton administration

program limits welfare

Temporary Assistance for Needy Families (TANF) is implemented during the 1990s

costs of many income support, social, and health programs emerge that promise to control costs while not necessarily reducing program quality

Affordable Health Care Act passed in 2010; increased controversy about the design may require future congresses to make dramatic changes in the goals and designs of the program

idea of mental health care gradually gains support

idea of managed care demonstrates that managed care reduces the rate of growth in health care costs over care traditional adopted care

idea of managed care be limiting required raises concern of patients being denied necessary services

costs of many income support, social, and health programs for the non-poor rapidly accelerates

Medicare, Public Assistance, and Social Security have come under increasing criticisms as costs rise and methods for controlling substance abuses appeared to be inadequate

new techniques and programs emerge that promise to control costs while not necessarily reducing program quality

passage of the ACA in 2010 changes the landscape of health insurance; hesitation and scrutiny about ACA and many states refused to implement the Medicaid features of the program

mental health care gradually; managed care organizations demonstrate that managed care reduces the rate of growth in health care-costs over traditional indemnity insurance

112
Q

What does TANF provide?Ins

A

mandated time limits for assistance, work training, and child care as a comprehensive approach to reducing the use of welfare

advocates for the poor argue the program is leading to widespread misery and the costly employment-training and child-care components are largely illusory

113
Q

HMO Plans

A

mostly nonprofit organizations, profit-making corporations have recently made substantial inroads in the delivery of health care

large publicly owned hospital conglomerates now control thousands of hospitals and HMOs throughout the U.S.

health care professionals and patients have become concerned about the new climate in health services and are pressing states to demand greater accountability

practice emphasizes short-term methods

have higher threshold of need for mental health services

greater emphasis on group and psychoeducational models

HMOs often “contract out” mental health services to private practitioners or groups, and authorize services for limited time periods

frequent reauthorization of individual and family services limits care and requires clear short-term behavioral goals for all interventions

HMOs often “contract out” mental health services to private practitioners or groups, and authorize services for limited time periods

frequent reauthorization of individual and family services limits care and requires clear short-term behavior goals for all interventions

114
Q

State Response to HMOs

A

passed legislation to permit patients to sue HMOs and health care professionals for malpractice

115
Q

Short-Term Methods with HMO Plans

A

cognitive and behavioral strategies are preferred

insight-based treatments are used less frequently since they cannot easily be evaluated and require longer-term, more costly treatment

116
Q

Psychoeducational Models with HMOs

A

parenting groups

common problem groups

117
Q

Last Decade of the 20th Century

A

role and purpose of COP becomes increasingly ambiguous

larger well-funded organizations such as the Children’s Defense Fund and major research institutes have taken leadership in social welfare advocacy, while institutional social work advocacy has tended to emphasize self-interested professional issues such as licensing and reimbursement for services

empirical research becomes a significant source for change

television, the internet, and other news sources now provide high levels of information about social problems and have, to a greater extent, played a later role in defining social agendas

fewer forces that use the information to press for social change

most successful advocacy programs achieved prominence because of skillful marketing, a clear simple message and focused fund-raising

agendas are largely framed in the context of demands for greater efficiency, reduced government involvement in the economy, increased international competition, and a reduced commitment to redressing social imbalances

future of community practice is unclear in the 21st century

LMSW Exam (15 decks)

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