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SOCIAL WORK ADVOCACY: LINKING CLINICAL COMMUNITY PRACTICE

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SOCIAL WORK ADVOCACY: LINKING CLINICAL COMMUNITY PRACTICE

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    1. SOCIAL WORK ADVOCACY: LINKING CLINICAL & COMMUNITY PRACTICE

    2. ADVOCACY: A CONCEPTUAL FRAMEWORK Linkages Between Individual and Society CASE ADVOCACY CLASS ADVOCACY INTERNAL ADVOCACY EXTERNAL ADVOCACY

    3. ADVOCACY GRID

    4. ADVOCACY: A CONCEPTUAL FRAMEWORK CASE - client system is identifiable - usually an individual, family, or small group. CLASS - client system is an anonymous grouping or collective, e.g., consumers of a service, the aged, the poor. INTERNAL - change agent (worker) is employed within the target system or organization to be changed. EXTERNAL -change agent (worker) is not employed by target system and is external to the organization that is being changed.

    5. ADVOCACY GRID

    6. ADVOCACY GRID

    7. ADVOCACY GRID

    8. ADVOCACY GRID

    9. ADVOCACY GRID

    10. MAKING A DIFFERENCE: IDENTIFY AND DESCRIBE A CLIENT/CONSTITUENCY WITH WHOM YOU HAVE MADE A DIFFERENCE

    11. HOW DO YOU KNOW YOU ARE MAKING A DIFFERENCE? EXAMPLES: Before and After/Pre and Post Informants Client Perception Indices and Scales

    12. HOW DO YOU DOCUMENT THOSE DIFFERENCES? IN CASE RECORDS CLIENT FEEDBACK CASE CONFERENCES STAFF MEETINGS BOARD MEETINGS PUBLIC PRESENTATIONS MEDIA AND PUBLICATIONS

    13. WHO ELSE IS MAKING A DIFFERENCE? Where does information come from? Journals Case Studies Empirical Studies Advocacy Organizations Internet Sites/Blogs

    14. COMPARISON OF “EVIDENCE-BASED” MEDICINE AND SOCIAL WORK MORE UNCERTAINTY IN MEDICINE THAN THOUGHT MORE INSTRUMENTATION IN MEDICINE DIAGNOSES OFTEN SIMPLER AND STRAIGHT FORWARD- CONTRAST AN MI OR A BROKEN BONE TO SCHIZOPHRENIA OR HOMELESSNESS

    15. COMPLEXITY OF EVIDENCE-BASED SOLUTIONS LIMITATIONS ON TYPES OF RESEARCH PERMITTED ETHICALLY- DENYING CONTROL GROUPS POLITICALLY- THE IDEOLOGICAL COMPONENT OF A RESEARCH AGENDA FINCIALLY-COST OF RESEARCH DEFINITIONALLY- WHO DECIDES THE OUTCOMES?

    16. WHO ELSE NEEDS TO KNOW YOU’VE MADE A DIFFERENCE? YOUR SUPERVISOR? YOUR COLLEAGUES? THE CLIENT AND FAMILY? PRESIDENT OBAMA? A BOARD/COMMISSION? THE MEDIA?

    17. WHO ELSE NEEDS TO KNOW? The Story of the Kings County Hospital Social Worker How Do We Tell Our Stories in Compelling Ways? The politics of “thank you?” From back to front stage– the “enabler” is not a passive role Shifting the Kaleidoscope

    18. ORGANIZATIONAL CHANGE MODELS 1. Holding Institutional Providers Accountable (Monitoring Organization from the Outside)

    19. ORGANIZATIONAL CHANGE MODELS 2. Creating Alternative Services/Agency (Planning and Program Development)

    20. ORGANIZATIONAL CHANGE MODELS 3. Developing or Strengthening Consumer and Staff Involvement Participations (Creating Structures and Processes from the Inside- “Top Down”)

    21. STRATEGIES FOR MAKING CHANGE Consensus Campaign Contest Conflict

    22. Consensus

    23. Campaign

    24. Contest Know your environment Know history Show model somewhere else i.e.,competition with other business, other countries, communities, services

    25. Conflict Social Action Tactics, e.g. Boycott; shadowing; massive telephoning Non-violent protest Civil Disobedience-The Ethics of Protest

    26. BASIC PRINCIPLES FOR MAKING CHANGE: PERSPECTIVES FROM PRACTICE

    27. Basic Principles of Making Change 1.Plan ahead in order to attend to both process and product. 2. Planning is a complex socio-political as well as technical process. 3.Assume nobody knows anything, anytime.

    28. Basic Principles of Making Change 4. There is no such thing as “rational” and “irrational” 5. Know and make your case. 6. Once you define the problem, the next step is to document the problem.

    29. Principles of Making Change

    30. Principles of Making Change 9. Assume the principle of least contest. 10. Assume good will and common cause on part of the workers and those who run the system 11. There will always opposition to change at some level

    31. Principles of Making Change 12. Minute taking, and record keeping in general, is a political, not a clerical function. 13. In taking action, assess risks realistically. Identify and weigh costs against gains. 14. The media is neither friend nor foe.

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