2. Class 6: Identifying social conditions as problems/opportunities UTA SSW, SOCW 5306: Generalist Macro Practice Professor Dick Schoech Copyright 2005 (permission required before use) Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale options

3. Summary of Classes 1- 6 Generalist macro practice history, change process, roles, levels of intervention Theories, values, perspectives The community as client Social conditions as problems/opportunities Assessing social conditions/communities Intervening in social conditions Administrative practices

4. Learning Objectives of Class To be able to distinguish conditions, problems, needs, capacities, and barriers To understand the capacities vs. needs perspective To understand the process of examining conditions of concern To understand the roll of needs and capacities in intervention planning

5. The Power of Focusing on Outcomes Outcomes help focus on the desired state of being of clients Outcomes help you focus on the end result of the desired change Outcomes open you up to many intervention options The public and funding sources understand outcomes

6. Definitions (1 of 2) Condition=phenomena of concern e.g., lack of housing, addictive personalities, high # of single teen pregnancies, violence Starting with conditions broadens scope and helps focus on strengths and outcomes Problems=condition considered detrimental Problems tie conditions to people/neighborhoods Problems tell who defines it, whose values threatened, who supports/opposes change Consider “problem” the same as “presenting problem” in direct practice

7. Distinguish problem from condition Distinguish condition from problems. Ask yourself: 1. What is nature of condition 2. How are terms defined 3. Characteristics of society with condition 4. Scale & distribution of condition in society 5. Social values threatened by condition 6. How widely is condition recognized 7. Who defines condition as problem 8. What is the etiology of problem

8. Definitions (2 of 2) Needs Tells where to focus solution Basing needs in outcome is strongest (vs. service) E.g., clients need sober lifestyle vs. need detoxification Summarizes what need & who has need Usually one need per statement Capacities Tells how to design a solution Cover individuals experience/knowledge/skills, associations, and organizations Barriers Identify roadblocks during solutions

9. Steps in Exploring the Condition Define condition Implications of definition, measures of the condition History & causes (societal, community, agency, individual) Who defines as problem for society, stakeholders, etc, does consensus exist What’s known about typical victims of the problem? How do victims typically solve problem (best practices, models, continuum of care)? What is your vision of a client without the condition? Politics of condition (power, $s, responsibilities) Opportunities and capacities associated with problem

10. Conclusion Design of assessment influences results Needs tell you what to do Capacities tell you how to do it Involving broad, representative # stakeholders including consumers is politically important Politics avoided in data collection, included in need prioritization and designing solution Know & target audience from beginning §

11. Advice on working in committees Keep to roles Stay formal, practice motions, voting, etc. Do not become overly dependent on one person or step (networks more powerful than hierarchies- -Internet) Use groups to brainstorm & decide Delegate individuals to write (do not wordsmith in groups, chair assigns or seeks volunteer to write & bring back)

12. Examples and links Putnam, social capital McKnight, community capacities building Other