욕구 조사 : 결핍(문제) 중심 사회사업의 핵심 방편

[한덕연]

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There are two paths for seeking to find solutions for deteriorated communities: the deficiency-oriented model and the asset-based approach.

지역사회를 돕는 데 두 길이 있습니다. - 결핍 중심 모델과 자산 중심 접근 - 

A key instrument used in the deficiency model is a “needs” survey,
which focuses on the deficits in a community.

결핍 모델에서 사용하는 핵심 수단은 '욕구 조사'입니다. 결핍에 주목하는 겁니다.

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Asset-Based Community Development

Many American (and foreign) cities have pockets of deeply troubled communities. These pockets have high rates of crime, violence, unemployment, welfare dependency, gangs, drug involvement, homelessness, and vacant and abandoned land and buildings.

There are two paths for seeking to find solutions for deteriorated communities: the deficiency-oriented model and the asset-based approach. Both of these approaches will be briefly described.

1. Deficiency oriented model

The deficiency model focuses attention on what is “wrong” with a community. A key instrument used in the deficiency model is a “needs” survey, which focuses on the deficits in a community.

The deficiency model often leads to the creation of “client neighborhoods.” The creation of a client neighborhood is often accelerated by the mass media with its focus on emphasizing the spectacularly problematic components of a client neighborhood.

It is apt to lead residents in these neighborhoods to view themselves as deficient victims who are incapable of taking charge of their lives and of their community’s future.

Targeting resources based on a “needs map” directs funding to service providers rather than directly to the residents. The service providers, with the deficiency approach, then relate to the residents as “clients.”

This approach furthers the perception that only outside experts can provide “real help.”

Such an approach hinders the development of the leadership capacities of the residents.

Furthermore, service providers are under funding pressure to provide annual evidence that problems continue to intensify—in order for funding to be renewed.

All of these factors tend to lead to the deepening of the cycle of dependence.

2. Asset-based model

The asset-based model focuses on the development of policies and activities based on the assets, skills, and capacities of lower income people and their neighborhoods.

The asset-based approach believes that significant local community people are committed to investing themselves and their resources in improving the community.

This approach believes sustainable development of a community must start from within the community—rather than waiting for significant help to arrive from outside the community.

Instead of viewing the residents of a deteriorated neighborhood as being “clients,” this model views residents as being “citizens”—who have untapped resources, assets, capabilities, and potential.

The focus is on the community’s assets, capacities, and abilities.

In addition, every community has a number of citizens’ associations where the citizens assemble to share common interests and activities, and to solve problems. (Every community has associations with religious, athletic, cultural, and recreational purposes.) These associations are key instruments in having the potential for community development.

Additional assets in a community are private businesses; public institutions such as police and fire stations, parks, schools, and libraries; social service agencies; hospitals; and medical clinics.

The key to asset-based community development is mobilizing the assets of individuals associations, businesses, and public institutions to build a community from inside out.

How can this mobilization be accomplished?

Mathie and Cunningham edited a text that summarizes a number of successful efforts in many countries—in Egypt, Brazil, the United States, Ecuador, Vietnam, Canada, Morocco, India, South Africa, Kenya, and the Philippines.

The mobilization of one of these efforts, Building the Mercado Central in Minneapolis will be summarized.

The Mercado Central is located on Minneapolis’ Lake Street. Historically this area was a commerce center. However, in the 1960s the area experienced serious deterioration. Established businesses began to close their doors. Homeowners fled this area. City services no longer were sufficient to upgrade the aging infrastructure. By 1970, this area was a “seedy” district with pawn shops, liquor stores, bars, and adult sex businesses.

Today, the Mercado Central is a thriving retail business cooperative that was developed by the Latino immigrant community in Minneapolis. More than 40 established businesses are located in this area. It is the hub of this community. It is a place of pride and culture for Latinos, and for non-Latinos.

The Mercado Central is a central marketplace where people gather to socialize, shop, celebrate, share news, and share concerns. Traditional mercados in Latin American cities are in the center of a city and are designed to be an informal place for families to shop, socialize, and dine.

What led to the transformation of this seedy area in the 1970s to a thriving central market area that Latinos and non-Latinos now cherish?

According to Sheehan, it began in 1990 when five Salvadoran immigrants asked Juan Linares, a social worker for Catholic Charities, to make St. Stephen’s (the local Catholic church) available to community access during the week. The immigrants wanted a place to pray, and gather, during the week. (The church had been locked during the week)

Juan Linares had moved to the United States from Mexico City. Juan Linares’ request that this church be opened during the week was granted. The Salvadoran immigrants then requested some church masses be held in Spanish.

With the assistance of Isaiah (a multidenominational, congregation-based community organizing coalition in Minneapolis), the first Spanish mass was conducted at St Stephen’s in 1991.

The deacon, Carl Valdez, in this area (at the request of Juan Linares) then arranged for 12 bilingual priests to commit to a weekly rotation at St. Stephens.

(From the 1970s to the 1990s this area of the city increasingly saw Latino immigrants settle in this neighborhood. These immigrants were from Mexico, Central and South America, Cuba, and Puerto Rico.)

Carl Valdez then visited over 200 families in the neighborhood to discuss their desire to build a spiritual community in this area. He also asked them whether they were willing to help build such a spiritual community.

In 1995 a church was established in St. Stephen’s Parish called Sagrado Corazon, which resulted in over 750 Latino families regularly attending this new Spanish-focused church. This church eventually became the center from which Latino residents would mobilize to build their local economy and to address community concerns.

From these church families, a “sponsoring team” of community members was formed to develop an action plan that addressed the community’s concerns about what the community believed were unfair immigration practices of the Immigration and Naturalization Service (INS). This team wanted the INS to transform its interactions with Latino residents in ways that respected language barriers and other concerns.

Juan Linares and Salvador Miranda (one of Isaiah’s community organizers) then began working with congregation members to develop a Community Talent Inventory (CTI) that was focused on developing entrepreneurial skills within the community and building relationships among community members.

This CTI identified a desire for targeted entrepreneurial training.
Since an entrepreneurial training program in Spanish was already offered in the neighboring city of St. Paul, the provider of this training, Neighbourhood Development Center, agreed to offer this training to this geographic area in Minneapolis.

During this 16-week entrepreneurial training, the participants began to discuss how they could develop individual businesses that would be profitable, without competing with one another.

The participants agreed to develop a cooperative that would allow each business owner to make a profit, while working together and supporting each other’s efforts.

Reflecting on their assets and cultures, this cooperative decided to build the Mercado Central, which is a central marketplace for people to gather, shop, and socialize.

The plan that emerged from the coordinating committee was fairly complex. A plan was developed for the Mercado Central. Land was purchased. A business development plan was formulated for the business start-ups. In addition, financing for the Mercado Central was obtained from about 25 sources—including banks, the city of Minneapolis, foundations, local corporations, nonprofit development organizations, and the Catholic Campaign for Human Development.

Many residents of this geographic area contributed their time, talents, capabilities, and assets to transform this geographic area from a seedy district into a thriving community that is a source of pride and a cultural treasure.

An asset-based community development has the potential to turn other deteriorated neighborhoods into communities that will prosper and flourish.

Introduction to Social Work and Social Welfare: Empowering People

12th Edition by Charles Zastrow 2016 / pp. 412~414

[최장열]

선생님~ 영어책 안에서 복지요결의 증거를 하나하나 만나며 느끼는 기쁨, 당연, 보물찾기 이런 느낌인데요? 늘 응원합니다. 항상 고맙구요~~

[한덕연]

고맙습니다.