Essays on The Empowerment Strategies for the Aboriginal Community Case Study

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The paper 'The Empowerment Strategies for the Aboriginal Community' is a perfect example of a human resource case study. Power is the ability to control and direct the way things happen. This ability is in different forms; social, economic, political, and cultural. A community is a group of people who live in the same habitat. and have a mutual link amongst themselves. The link may be historical or traditional. A community may constitute diverse groups with different interests. The Aboriginal community is an example of such a community. Community development is a process of providing the people in that community the ability to influence their lives productively.

This process of development encompasses the economic, social, political, and cultural aspects of life. The ultimate goal of this process is to empower the community. Empowering is building the capacity of people able to respond to various issues affecting them. The Aboriginal Australians were deeply affected by colonization. The aboriginal health and standards of living were caused significantly by social inequality and dis-empowerment. This state of affairs bred racism, lack of jobs, illiteracy, lack of proper health facilities, and poverty. BodyEmpowerment is realized when the community and its people are given the opportunity to take charge of their destiny.

People can take control when they have the capacity to influence decisions concerning community issues. Empowerment gives people the ability to set objectives about their life and plans to achieve them. Proper decision making is only possible when there is enough information. The process of empowering people involves the providence of knowledge and training. Collective and participatory decision making is critical to community development interventions (Tommy, 2001).

Other aspects that are critical in community development are the design of programs to incorporate cultural and local interests. This would increase the level of acceptability of the program by the Aboriginal community. Community stakeholders should get involved in the planning of community development so that they make the entire process their own. The program implementers should facilitate the running of the program and let the community change on its own. Forced change amounts to oppression and may ignite a rebellion. A well-designed program for empowerment should impart self-awareness and skills to understand challenges and form solutions.

It should create modalities for participating in decision making and resource accessibility. The Aboriginal communities have had few interventions that helped them ever since. This significantly diminished their trust in such interventions. For instance, the Northern Territory Emergency Response was an intervention in public health. This intervention did not apply the concept of community participation. Instead, it employed draconian measures like suspending the Racial Discrimination Act and the repeal to permit access to Aboriginal lands. This constituted a crisis that critically enhanced the failure of that intervention.

This led to the review of the strategy of developing social and civil bodies that cater to the community’ s values and beliefs. These institutions should invest in developing local skills and nurturing leadership capabilities. This would set the stage for the community to lead the process of community development. This is critical because not unless empowerment is driven from within, any other intervention breeds dis-empowerment. The empowerment of communities starts with individuals.

References

Bourke, C., & Bourke, E. (1998). Aboriginal Australia: An Introductory Reader in

Australian Studies. Brisbane: University of Queensland Press.

Eckermann, A. (1988). Cultural vacuum or cultural vitality. Australian

Aboriginal Studies, vol. 1, pp. 31-39).

Toomey, A. (2011). Empowerment and dis-empowerment in community development

practice: Eight roles practitioners play. Community Development Journal, vol. 46,

no. 2, pp. 181-195.

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