Community Planning Practice

High School ・Sociology ・APA ・9 Sources

Oddiez, M.S. (2015). (2015). Tight schedule. Promoting culture improvement in Homan (Ed. 6). To do so in the real world. Belmont, CA: Colle Cengage Learning. Belmont. Social planning methods and techniques: strategic planning approaches: Homan's positions as social planners, M.S. Powerful planning. What is schedule? a. Planning puts power to use by providing approach and direction.   b. A plan is made up of decisions aimed at a given goal. i. The outcome of process of planning. ii. Plan comes about when a certain point has been reached and some sets of operations have been achieved and the desired goal to be achieved has been determined. C. it would be important to have a plan when you have reached a conclusion about the goals and the methods to reach them.
d. when planning putting down your plan help motivate you and seeing them on paper is critical.
e. when planning it would be important to decide what you want to achieve and at the same time determine the things that you have and those that might get you’re your way during the process. It would be critical to use what you have to achieve the goals. 2 it would be critical to specify the tsk and establish the responsibility and at the same time modify the plan

f. due to the fact that planning is an ongoing process you’ll never stop planning.
g. planning range from vision, decision making to action.
II. Some basic reasons for planning 

a. there is no way to avoid planning.  

b. good plans are motivating and creates urgency towards our goals.
c. planning is important because it would you’re your efforts effective and efficient.

 III. How much must you plan? 

  1. it would be substantial to know that success looks like ad take the first step towards the same
  2. First planning effort is important but should not exhaust you.
  3. It would also be important to involve participants since they motivate. It would be beneficial to educate the participants on the importance of planning before beginning.
    IV. Levels of planning 
  1. Start where you start planning be determine where you want to end up as this would bring about what you need.
  2. when planning, you need to include a sense of the ultimate desired condition as well as the specific targets representing the significant movements and ultimately knowing the steps you ought to take

Step 3: it is critical to know the framework effort, the goal and other major components of the plan. Planning for a short time is one of the most effective tings due to the fact that it keeps the tasks so much at hand and brings about a sense of urgency.
V. Basic planning elements .

  1. When planning, it would be important to identify the opportunity and it would be a leap towards the best results due to the fact that it provides a place of focus. It would be helpful if you moved the stakeholders in such a way that it is meaningful.
    Values driven planning is critical due to the fact that it is more powerful way to bring people together and at the same time recognize shared interest and brings about a common identity.
    It would be important to implement micro intervention agency and programs.
    The agency would provide service and resources.
    One’s own agency within the agency becomes the target system.
    It would also be important to note that the agency could have impact on other parts of the environment.
    II. It would be important to change the agency policy and make it a social wellbeing. Change agency policy to advance social well-being
  2.  A. Understanding agency policy 
  3. 1. Hanging the agency policy is easy due to the fact that it costs less. 2. Policies are some of the most important components due to the fact that they provide the godliness to functioning and outlines the programs in detail which in turn brings to light the activities that are needed to be perfumed the agency.
    A) Goals of the agency sometimes do not reflect the goals of the agency but when they do, they create informal goals. B) Changing agency goals can be significantly more difficult than changing otheragency policies because they are broad and affect a wide range of agencypersonnel.
    Sometimes changing the agency goals are some of the most daunting tasks due to the fact that they displace a wide variety of personnel in the organization. Changing policies on personnel is important due to the fact that they change the ability to perform optimally in serving their clients.

Steps: begin with an innovative idea; gather bolster and define an activity framework; recognize resources; specify goals, goals, and activity ventures to achieve them; execute the arrangement; kill restriction, assess advance.
Cases of ventures in large scale work on: meeting customers' extraordinary needs; gathering pledges ventures; assessing impacts of office or group changes; assessment of new intercession approaches; executing inward agency changes; giving inner administrations to your organization staff

III. Start and implement a venture A. Undertakings are coordinated at finishing some time-limited and particular objective.
Cases of ventures in large scale work on: meeting customers' extraordinary needs; gathering pledges ventures; assessing impacts of organization or group changes; assessment of new mediation approaches; executing inside agency changes; giving interior administrations to your office staff

IV. Start and implement a program

A program additionally alluded to as a social program is a continuous arrangement of services and administration arrangement methods proposed to address an assigned group of customers' issues.

B. Articulating the planned change processes and organizational change 

1. Follows the essential arranged change procedure of engagement, appraisal, arranging, usage, assessment, end, and line up utilized in working with people, families, and gatherings.

A) The contrasts amongst large scale and small scale arranged change prepare: The change handle includes numerous more individuals and frameworks.

A noteworthy piece of macro generalist practices requires assembling support from partners and influencing decision creators to impact change at the full scale level. Assess advance

VI. Detail an activity framework

A. Organization of the action system.

1. Identify resources - assets and focal points that will help you to embrace and complete your proposed change handle a) Time, abilities, staffing, financial resources

b) Prepare the organization for change - responsiveness to full scale change is regularly neglected.

C) Consider actualizing a possibility contemplate

d) Solicit the money related resources you need to start the change exertion.

Underline interchanges

2. Utilize an arranging apparatus to accomplish an organizational change A. To outwardly lay out the means in your arranged change effort.

3. Spunky diagram - Program Evaluation and Review Technique - a stream graph or time chart that delineates a progression of assignments or exercises in the request that such tasks should be done to accomplish an arrangement of objectives

a) Could be flat or vertical b) PERT graphs delineate goals and activity steps portray assignment succession charts necessary assets build up a time period

X. Kill restriction to a planned change exertion

A. Expel any obstacles that may hinder your project’s advancement.  

1. Ongoing coordination is important to keep all members required in the implementation prepare cooperating and on timetable.

Imparting with decision creators; exhibiting your arrangement to your objective framework; role determination implies choosing ahead of time who will go to the meeting, who will say what, and who will present the subject

D. Nearby authoritative responses

E. Periods of resistance

F. Shared and ill-disposed methodologies

G. Cooperation and influence; inducing as opposed to compelling

1. Evaluation administrations two noteworthy purposes: assessment can help survey the ongoing operation and exercises required in accomplishing a large scale level change.

Set up how administrations will be given on a progressing premise

a) Standardized procedures for proceeded with execution of the change ought to be clearly defined

b) New change ought to be connected however much as could be expected with other units and parts of the association

c) The change's significance ought to be established inside the setting of different projects and administrations in the group

XII. Utilize the full scale change procedure to set up a socially skilled, engaging association

A. Social ability is a multifocused, unifying thread associating staff practices and states of mind, office strategies, and formal structure

1. Assessing social competency

a) How mindful is the association in responding adequately and effectively to the requirements of the socially diverse people it serves?

b) In what ways is the office enabling its staff so that staff may, thus, engage customers from different foundations? In social work, it implies seeing the 10,000 foot view particularly with bigger frameworks in the financial environment.

B. The qualities point of view fits well with the standards of large scale hone while Spectrum of full scale social work incorporates: group social arranging, community development, group sorting out, program advancement in associations, social work organization, authoritative improvement, social arrangement and politics, social activity and social developments, and worldwide social work.

II. A Social Systems Approach Toward a bound together social work hone hypothesis

1. Hearn depicted the potential estimation of general frameworks hypothesis to the development of a brought together social work hone hypothesis

a) We utilize our understanding of one level of framework to better comprehend another level; we can translate the conduct of an authoritative office the way we could do so for the degenerate individual from a gathering

b) All levels of frameworks are potential targets for mediation

 III. The Individual-System Interaction has separated.

A. In a current, mechanical, and to a great extent urban culture, the relationship between individuals and society has developed complex.

C. The extent of administration, individuals can without much of a stretch lose all sense of direction in the framework.

D. The trouble of human correspondence

IV. Intervening the Individual-System Engagement

A. On significant issue confronting laborers in executing this part is their possess feelings.> specialists over identify with the individual customer against the framework and its representatives Specialists ought to move past their underlying responses and attempt to comprehend

19 b) it would be important to work with the system of the school when the student is suspended; this is important and depicts the mediation role and brings the light the importance of a two client framework. 

Confrontation and social pressure are some of the driving forces and attempt to start communications between the client and the system; this would help overcome barriers to common grounds.
Because there is always resistance to change, systems together with their representatives do not will to deal with obstacles.

Additional pressure the make the system more rigid to change.
It would be important to establish a working relationship with the system whenever there are conflicts. The workshop pioneer could endorse the master's feelings by tending to and perceiving their own variations.

19 b) Work with the school system when an understudy is suspended: demonstrates the intervention part in real life and the importance of the two-customer idea.

Encounter, social weight, and backing: attempt to open up communications amongst customers and pertinent frameworks so as to defeat the obstacles to characteristic shared opinion.

Due to the inborn imperviousness to change, frameworks and their representatives do not generally react with eagerness to manage the deterrents.

The extra constrain upsets the semi stationary balance and rolls out the system more open to improvement.

V. Proficient Impact on the System

A. Proficient effect - exercises of social workers intended to impact changes in the accompanying two ranges:

1. Strategies and administrations in their own particular organization and different offices and foundations, as well as more extensive social approaches that influence customers

2. The work culture that impacts understaff connections inside their own particular agency and with different offices and organizations.

Stereotyped perspectives of organization

VI. from Individual Problems to Social Action

A. Delineations of agency change - the laborer who is alive to the dynamic strain between customers' needs and the office administration will search for chances to sum up from direct practice experience to approach issues

VII. Proficient Impact and Interstaff Relationships

A. Work culture impacts staff connections both inside and between offices.

B. Poor Interstaff working connections for the most part have a solid negative impact on the arrangement of administrations to customers

C. The duty regarding reinforcing staff working relationship and for managing snags that square effective collaboration rests with supervisory and managerial staff.

Staff individuals an) Administrators, social laborers, administrative staff, and so forth.

Intermittent open doors for a general audit of the working relationship in setting can be useful just if the setting is as of now working at a sophisticated level of open correspondence on a progressing premise F. Concentrate on process in relation to an issue or issue - concentrate on particular issues straightforwardly identified with service issues; more supportive.

Interdisciplinary joint effort in work with a customer can make strain between staff individuals

VIII. Effect on relations with staff at different offices

A. Positive relationships fortify participation among experts.

Two minimized populaces on the planet, the LGBT people group and the elderly, are getting new consideration as both separate groups require and have been accepting more administrations and direct arrangement changes.

With constrained bolster systems and group based backings, and financial security, the populace is at high hazard for extreme social disconnection. As projects and strategies keep on changing, operators will have more opportunities to interface with other social change specialists to make shared action and change. Social change operators must perceive the interconnections between approach issues affecting the LGBT elderly gathering.

Jessica Martin      Textbook reading: Promoting Community Change: Making It Happen in the Real World    Author: Homan, M.S. Chapter 8: Powerful Planning  

Planning provides the approach and direction for your actions.
A plan is a set of decisions made on actions to be taken to reach a goal.
The steps to the planning process are: 

Decide what you want to achieve.

 Evaluate current situation

 Identify your strengths and challenges.

 Select actions to be taken within a given period of time.

Use what you have to overcome obstacle and move you in the desired direction.

 Determine specific tasks 

Establish responsibility.

 Analyze the outcome of your intentions and actions.

 Resources/Inputs: are those things dedicated to the program or used by the program such as staff time, equipment, money, supplies, forms of community capital, and so forth.

The values statement describes the core values held dear by the organization, what inform their culture and how it relates with the stake holders; founders, members of staff and consumers. The value statements become the standard against which the most fundamental actions and decisions of the organization are measured.   .

In the planning process, it is important to have various indicators that measure effectiveness. One set of information to gather involves what you are learning from reviewing the indicators regarding task completion.

The evaluation plan generally involves; determining outcome and its impact, gathering and analyzing information, who to do the work and how to use the results to improve effectiveness and to inform others about the work.

The third set of information involves the new knowledge and information you come upon while you are engaged in this action.

Textbook reading: Generalist Practice with Organizations and Communities Authors: Kirst-Ashman, K. and Hull, Jr., G.H. Chapter 6: Decision Making for Organizational Change  

Usually, agency administrators implement changes as part of their administrative responsibility, or agency authority figures solicit help and advice from outside consultants.

Organizational change results from the actions of practitioners with little or no administrative power. If for whatever reason, agency administrators do not do what you think is right, necessary, or ethically responsible, it becomes your responsibility to identify problems and investigate change.

Projects are likely to cost less than new programs and have fewer repercussions than major agency policy changes.

Changing Agency Policies

Policy: a rule or set of rules that help in decision making.

Internal operations include Formal policies: written down and clearly specified, often in a policy manual.

Informal Agency Policies are unwritten rules about how the agency should operate.

Informal agency goals often replace formally stated goals and thus become the real goals the agency strives to reach.

Change agent is the person who believes some change within the agency is needed.

We should first do Problem Identification- The first step is identifying the problems you feel are most significant.

Reality Check- Review Your Macro and Personal Reality

Macro Reality: the macro environment in which you work.

Review your personal reality-the strengths and weaknesses that might act for or against successful change efforts.

People Resources-Identify Relevant People of Influence. Whom do you know who might be able to help you make the changes you want to pursue? Potential action systems might include specific people or groups within the organization or the surrounding community.

Assess Potential Costs and Benefits to Clients and Agency Any macro change requires some new input.

Assess Personal Strengths and Weaknesses in the Context of Organizational Change When agency policy and/or practice is wrong or ineffective, you will need to review and evaluate your own personal and professional risk if you engage in macro change, and weigh the severity of risk against the need and potential for positive change.

Evaluate the Potential Success of a Macro-Change Process Evaluation and determination whether to continue your change efforts.

Excerpted Text: The Skills of Helping Individuals, Families, Groups, and Communities Author: Shulman, L Summary of Chapter 15: Professional Impact and Helping Clients Negotiate the System Macro Practice.

 All social workers have some responsibility for macro activities even if they are essentially not involved in direct clinical practice working in an agency. In regards to social work, it involves the ability to see and intervene in the big picture, specifically with larger systems in the socio-economic environment.

Macro social work: community social planning, community development, community organizing, program development in organizations, social work administration, organizational development, social policy and politics, social action and social movements, international social work.

Social Systems Approach: the use of an approach based on systems theory makes this possible because different levels of systems have universal properties, and insights into one level can serve as hypothesis for understanding another.

This is a general framework for understanding the clients in his or her social broader social contexts. Systems try to maintain a quasi-stationary social equilibrium in which customs and social habits create an inner resistance to change.

Professional Impact: activities of social workers designed to effect in the following two areas Policies and services in their own agency and other agencies and institutions, as well as broader social policies that affect clients. The work culture that influences inter-staff relationships within their own agencies and with other agencies and institutions. A worker may point out, to the agency administration, and agency policy that negatively affects service to his clients.

Every professional has a responsibility to focus on both the specific problems faced by the client and the social issues raised by those problems. Often times as professionals, we tend to focus on the micro work that is in front of us and we pay less attention on the process of advocating for social change. It would also be important to have administrators, social workers, supervisors, clerical staff, and so on.


Kirst-Ashman, K. & Hull, Jr., G. H., (2017). Generalist practice with organizations and communities (7th Edition). Cengage.  

Parada, H., Barnoff, L., Moffatt, K. J., Homan, M. S., & Homan, M. S. (2011). Promoting community change: Making it happen in the real world. (6th Edition).  

Shulman, L. (2009). The Skills of Helping Individuals, Families, Groups, and Communities (Sixth Edition). Belmont, CA: Brooks/Cole.  

Adams, M. M. (2016). An intersectional approach to services and care for LGBT elders. Generations, 40(2), 94-100. Retrieved from &AN=118292967&site=swrc-live

Homan, M. S. (2015). Powerful planning. In Homan (Ed. 6)., Promoting community change:  making it happen in the real world. Belmont, CA: Brooks/Cole Cengage Learning.

Kirst-Ashman, K. & Hull, Jr., G. H., (2017). Implementing macro interventions: agency policy,  projects, and programs.

In Kirst-Ashman, K. & Hull, Jr., G. H. (Ed. 7), Generalist practice with organizations and communities.

Cengage. Shulman, L. (2012). Professional impact and helping clients negotiate the system. In Shulman  

(Ed. 7)., The skills of helping individuals, families, groups, and communities. Belmont, CA: Brooks/Cole.

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