Mobilising Communities to Prevent - Raising Voices

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introduction introduction Organisations do not need to be experts in all of the strategies in order to effectively facilitate change within their community. Some organisations may be experienced in creating materials and have access to a talented artist, yet feel inexperienced in facilitating training. Some NGOs may be skillful community organisers while others may be building those skills for the first time. We hope the Resource Guide provides enough detail and examples to allow each organisation to feel they can competently facilitate many of the activities, even without prior experience in the area. Activities For each strategy there are a variety of activity ideas listed and described within the Resource Guide. The activities are diverse and participatory. They are designed to maximize the impact of the Project and correspond to the phases of community social change. There are many activities listed for each strategy to give your organisation an opportunity to choose which activities you feel are most appropriate for your community. All activities are suggestions and will require adaptation and modification depending on the capacity of your organisation and the context of the community. The activities described in the Resource Guide have worked successfully in different settings, yet your community will invariably have many ideas to add. We strongly encourage using the activities, samples of learning materials, and the Community Activism Course as jumping off points for your own unique community. While all the activities in the Guide are meant to be adapted and contextualized, ideally, the sequence of the five phases of community mobilisation and use of diverse strategies, to reach various groups would be maintained. These are the practical expression of the six guiding principles upon which the Project is based. Community Assessment Raising Awareness Building Networks Integrating Action Consolidating Efforts Engaging the general public, community members, other NGOs, health care and social service providers Engaging professional sectors such as police, health care providers, teachers, social welfare officers, religious leaders, local leaders, journalists Engaging community members, leaders, the general public, local institutions, journalists and editors Engaging religious leaders, other NGOs, community leaders, professional associations, teachers, traditional healers, local and national governments Engaging women and men, youth and children within the community Learning Materials Strengthening Capacity Media and Events Advocacy Local Activism Activities such as development of booklets, posters, murals, story cards, games Activities such as a Community Activism Course, staff workshops, training of resource persons, seminars, volunteer training sessions, study tours Activities such as radio programs, fairs, marches, exhibitions, seminars, newspaper campaigns, Activities such as NGO collaborations, community charters, lobbying local leaders, community newsletters, workplace dialogues, school outreach Activities such as working with volunteers, booklet clubs, domestic violence watch groups, community hero awards, local theatre 18 Mobilising Communities to Prevent Domestic Violence
preparing for the project obilising communities is a complex process and will require preparation and Mmanagement. It will also require your organisation to maintain a long-term vision. The internal culture of an organisation itself becomes a critical factor influencing the Project’s success. Participatory leadership, solidarity among staff, and staff’s sense of being a valuable part of a growing, vibrant organisation can greatly contribute to the spirit of the work. As an organisation and individuals promoting equity, justice, and rights in the community, it is important to strive toward those values internally as well. The following suggestions can help prepare your organisation and staff. 1. Discuss your organisational vision and identity. Reflect on how your organisation is perceived in your community, how staff members understand the organisational goals, and how your organisational identity is constructed. It is important that these issues are considered before committing to a project that requires clarity of purpose and security in your organisation’s identity. This process of reflection is important to enter into with honesty and perseverance. You may choose to seek help from external facilitators, board members, or colleagues to design a process of reflection. Consider, for example, some of the questions below: ■ What was the original goal of your organisation ■ What was the mission statement that your organisation developed when it was established ■ Is preventing domestic violence within your organisation’s mandate If not, is this a conscious move, and do all the stakeholders agree ■ Are you predominantly seen as an organisation that provides specific services or are you seen as an organisation that raises awareness of various issues and campaigns for change ■ Where do you place your organisation on the continuum between service delivery and activism How will a project like this shift where you place yourself on this continuum How will the community react to this change 2. Critically evaluate your organisation’s leadership and structure. Ideally, to implement this project, the leaders in your organisation will share decision-making power while guiding staff and holding them accountable. Leadership will mean strengthening capacity and confidence of staff over the life span of the Project and continuing to inspire your colleagues to take risks and commit to investing themselves in the work. This is often best accomplished by operating in a participatory manner that respects a variety of viewpoints and fosters leadership and initiative. Consider the following questions: ■ Does the structure of your organisation encourage participation and collective learning ■ Do staff members feel supported ■ Do staff members have clear job descriptions and responsibilities ■ Are there open lines of communication between staff and leadership ■ Are there established work ethics ■ Are there clear lines of decision-making authority ■ Are the leadership roles and responsibilities defined and known to all preparing for the project Mobilising Communities to Prevent Domestic Violence 19
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