F.

DOCUMENTATION AND REPORTING

1. FAMILY HEALTH RECORDS
● Family medical history is a record of health information about a person
and his or her close relatives. A complete record includes information
from three generations of relatives, including children, brothers and
sisters, parents, aunts and uncles, nieces and nephews, grandparents,
and cousins.
● What information should be included in a family medical history?
▪ Sex.
▪ Date of birth.
▪ Ethnicity.
▪ Medical conditions.
▪ Mental health conditions, including alcoholism or other substance
abuse.
▪ Pregnancy complications, including miscarriage, stillbirth, birth
defects or infertility.
▪ Age when each condition was diagnosed.

2. COMMUNITY PROFILE
● Is a data sheet that records information on a broad range of factors
(such as environmental/natural features and management,
sociodemographic characteristics, political and economic structures,
local institutions, economic activities and livelihoods, basic household
and community facilities, and social organization).
● Earle et al (2007) described a community profile in terms of a wide-scale
assessment of that community's needs: 'It is a comprehensive
description of those needs, the resources available to meet those needs
and, as such, improve the health and wellbeing of the community.
 WORKING WITH GROUPS TOWARDS COMMUNITY DEVELOPMENT

COMMUNITY DEVELOPMENT

● Community development is a process where community members come

together to take collective action and generate solutions to common
problem.
● Anything dealing with people working together to make our community
better whether those are economic, social, environmental and cultural.
● The goal is to make the entire community stronger.
WHY IS COMMUNITY DEVELOPMENT SO IMPORTANT?

● Community development is important because it provides the

foundation a city builds off of to improve the lives of its citizens.
● It creates strong, diverse communities that are able to attract and keep
talent, start and grow businesses, and overcome issues that arise.
● Citizens will be happier, healthier, richer, and live longer lives.
● Businesses will have a larger base of customers who can purchase their
products and services, and the city will earn tax income to continue to
support important programs and reduce debt.
● When community development is effective, there is less crime, less
disparity between citizens, better jobs available, a more talented
workforce, and less overall issues that impact residents.
● Community development doesn’t necessarily solve problems in a city; it
reduces problems and increases opportunities for growth. Without
community development, both economic and business development
suffer greatly.
A.STAGES OF GROUP DEVELOPMENT
● This process of learning to work together effectively is known as group
development. Research has shown that teams go through definitive
stages during development. Bruce Tuckman, an educational psychologist,
identified a five-stage development process that most teams follow to
become high performing. He called the stages: forming, storming,
norming, performing, and adjourning.
▪ FORMING STAGE
● The forming stage involves a period of orientation and getting
acquainted.
● Uncertainty is high during this stage, and people are looking for
leadership and authority. A member who asserts authority or is
knowledgeable may be looked to take control.
● Team members are asking such questions as “What does the team
offer me?” “What is expected of me?” “Will I fit in?” Most
interactions are social as members get to know each other.
● Represents a time where the group is just starting to come
together and is characterized with anxiety and uncertainty.

▪ STORMING STAGE
● The storming stage is the most difficult and critical stage to pass
through. It is a period marked by conflict and competition as
individual personalities emerge. Team performance may actually
decrease in this stage because energy is put into unproductive
activities.
 ● Members may disagree on team goals, and subgroups and cliques
may form around strong personalities or areas of agreement. To
get through this stage, members must work to overcome
obstacles, to accept individual differences, and to work through
conflicting ideas on team tasks and goals. Teams can get bogged
down in this stage. Failure to address conflicts may result in long-
term problems.
● Where dispute and competition are at its greatest because now
group members have an understanding of the work and a general
feel of belongingness towards the group as well as the group
members.

▪ NORMING STAGE
● If teams get through the storming stage, conflict is resolved and
some degree of unity emerges. In the norming stage, consensus
develops around who the leader or leaders are, and individual
member’s roles.
● Interpersonal differences begin to be resolved, and a sense of
cohesion and unity emerges.
● Team performance increases during this stage as members learn to
cooperate and begin to focus on team goals. However, the
harmony is precarious, and if disagreements re-emerge the team
can slide back into storming.
● When the team establishes its values for how individuals will
interact and collaborate.
▪ PERFORMING STAGE
● In the performing stage, consensus and cooperation have been
well-established and the team is mature, organized, and well-
functioning.
● There is a clear and stable structure, and members are committed
to the team’s mission. Problems and conflicts still emerge, but they
are dealt with constructively.
● The team is focused on problem solving and meeting team goals.
● It's time for the group to get things done. Members are motivated
to work together as a cohesive group and they find ways to solve
lingering or new disagreements.

▪ ADJOURNING STAGE
● In the adjourning stage, most of the team’s goals have been
accomplished.
● The emphasis is on wrapping up final tasks and documenting the
effort and results. As the work load is diminished, individual
members may be reassigned to other teams, and the team
disbands.
● There may be regret as the team ends, so a ceremonial
acknowledgement of the work and success of the team can be
helpful.
 ● If the team is a standing committee with ongoing responsibility,
members may be replaced by new people and the team can go
back to a forming or storming stage and repeat the development
process
● Occurs when a group wraps up its work and then dissolves. At this
time, it is important for members of the team to get appropriate
closure as well as recognition for the work they accomplished.

B.INTERVENTION TO FACILITATE GROUP GROWTH

● Group facilitation is an important management skill that can really help a

team achieve their goals in the most effective and constructive manner.
Hence the role of the facilitator is to help the group make progress and find
their own solution in the easiest and most effective way.
● GROUP GROWTH - the term that describes the group that focuses on the
growth and development of each individual member.

1. ORIENTATION, STRUCTURE, DIRECTION

● Mentally and physically prepare yourself as the facilitator
▪ Mental and physical preparation is essential to get the best out of
any group facilitation you undertake. First of all, take time to
familiarize yourself with some useful group facilitation
techniques. Then, on the day, make sure you are well rested and
focus on creating a positive state of mind, for a successful
outcome.
 ▪ In addition, take along your facilitator toolkit with everything you
are likely need for the group. This will ensure you are prepared
for any unexpected change in working methodology.
● Create the right environment
▪ We recommend plenty of space, informal seating, natural day
light and tables at the side of the room for small group working,
where needed.
▪ Also ensure that sufficient time has been arranged with the
participants to achieve their goals.
● Ensure the expected outcome/s or objectives are clear
▪ Review objectives with the group at the beginning of the meeting,
if these have been established in advance of the meeting.
Alternatively, agree them with the group at the time.
● Establish expectations
▪ Ask about the expectations the participants have of you and
each other. Then ask them to list their hopes and concerns of
the meeting. If necessary, help them to set their own ‘ground
rules’ whilst working together I.E. acceptable behaviours.
● Energize the group throughout the meeting
▪ First of all, run through initial introductions and then consider
using an ice breaker to get the group engaged, as well as an
energizer when energy levels get low.
▪ Another useful tip is to regularly change the activity, or change
participant roles. Also consider moving participants around the
room, where physically able.
 ▪ In addition, focus their discussion with questions, statements,
summaries and reflections of what you have heard or observed
from the group, whilst remaining neutral.
● Manage participation
▪ Participant’s communication styles may vary, along with their
quantity of verbal contributions. Draw out the quieter
participants through small group work. Try asking a ‘safe’
question or establishing their opinion, once the topic has been
initially debated.
▪ In addition, consider allocating different roles to the high
frequency or noisy contributors such as minute taker, time
keeper, or writing on the flip-chart.
▪ Ensure group work has a balance of participants with different
communication styles.
● Adjust your facilitation style
▪ The facilitation style needs to meet the needs of the group at
different development stages. For example, a directive style of
facilitation works well at the beginning of a meeting. This is
because participants typically prefer someone to initially take
charge and take them in the right direction – particularly in new
group meetings. However, after time when the group has settled
down working effectively together, a more suggestive or
consultative facilitation style would be more appropriate.
2. PROCESS, NEGOTIATE AND RESOLVE CONFLICTS
● Provide a variety of group working methods.
● This helps to maintain the levels of engagement within the group,
and to support different learning and communication styles. It also
assists the group achieve the best results from the meeting.
● Group working methods could include:
▪ Brainstorming
▪ Meta-planning (individual note pads on a flip-chart, placed into
similar categories by the participants) to generate ideas
▪ Decision making techniques (for example: explore options,
select the best solutions and make decisions)
▪ Action planning
▪ Capturing information on the flip-chart or white board
▪ Small group activities
▪ Holding a group review to check progress

3. AWARENESS OF THE EFFECTS OF BEHAVIOUR

● Recognize and reinforce supportive behaviors and responses.
Recognition helps the group to build on each other’s ideas and
suggestions through your comments, questions and reflections of the
group dynamics. Hence, it’s important to challenge any repetitive
negative statements or behaviors observed during the meeting.
 ● You can do this by using one or more of these simple techniques:
▪ Move the focus away from the person
▪ Change activities (to change their mental ‘state’)
▪ Reflect their statement back to them as a question e.g. “it
always happens?”
▪ Ask the group for their view on the situation and then move
the group on.

4. APPLICATION OF NEW LEARNING

● Evaluate the group’s success
▪ Evaluate success either by using individual or group feedback,
to review and draw out responsibility for the action points.
Initial evaluation is always helpful at the end of the meeting,
followed up with a review of how the group has progressed
after an agreed period of time.
▪ To facilitate effectively, the facilitator needs to focus all of
their energy and commitment to the group. In addition, they
need to help the group in the most appropriate and relevant
way. This could involve challenging some of the group thinking,
or what is not being said through supportive questioning.
▪ Above all, the most effective facilitator is one who quickly
establishes and builds trust with the group, through their
honesty and transparency in their communications.
Importantly, they don’t necessarily have the answer for the
group they are facilitating, but they hold the belief that the
 answer lies within the group (or their network). Consequently,
they use group working methods to bring these answers and
solutions out.

C. COLLABORATION AND PARTNERSHIP

● A community partnership is a collaborative relationship between willing
entities formed to address shared objectives. Effective partnerships
leverage the strengths of each partner and apply it strategically to the issue
at hand. It might take more work, and it might take longer, but strong
partnerships build the relationships, shared understanding, and collective
focus to make lasting progress on issues related to community and
economic development.
● Characteristics of Effective Community Partnerships:
▪ Leadership
▪ Aligned Vision
▪ Roles, Responsibilities and Accountability
▪ Framework for Culture and Values
▪ Communication
● Collaboration is the process that makes it possible to reach a goal that
cannot be achieved by one person or agency alone. This implies a need for
negotiation and agreement about the goal and strategies. Partners work
together by sharing expertise, resources, and responsibility for achieving
the goal. Collaboration is not an easy process. Success or failure is
determined by the interaction of three dynamic forces:
▪ Time. It takes time and effort to develop a working partnership.
Sometimes it might be faster to complete a task without relying on
 partners to participate and contribute, but in the long run, collaboration
will result in better, longer-lasting outcomes.
▪ Turf. Collaboration works only when all partners both contribute to and
benefit from the effort. When partners perceive an imbalance, imagined
or real, tied to the benefits of the collaboration, the process of working
together might stall, or the partner who feels disadvantaged might leave
the collaborative.
▪ Trust. Effective collaborations require trust among partners. Trust in
others enables partners to share benefits and resources and to take on
challenges.