![]() | Feature: “Recreation Sport and Social Change in Sustainable Community Development” | No.55 January 2009 |
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An analysis of the theory of social change brings the following central elements forward: (1) a process of transformation or alteration in social systems and individual behaviour over time; (2) triggers or catalysts initiate and drive the change; (3) mechanisms or partnerships mobilise, drive and direct the process of change in a desired direction; and (4) a dynamic interaction between the elements of social change.
The issue of sustainability underpins the process of desired social transformation or alteration or individual behaviour. Sustainability implies continuation of efforts, actions, initiatives or programmes in communities over time. Four components of community work are related to sustainability or continuation of social change:
Sustainability is complex and should be planned carefully. The following principles underly sustainability:
The following model outlines the interconnectedness of the 4 key components of planning for sustainable social change (Dubois and Kisby, 2001). ![]() Component One: Sustaining the Issue
An issue refers to a point or matter, the impact of which is of special or public importance. To address social issues requires many years of continued work as one is dealing with changing behaviours and attitudes. The goal of sustaining the issue in social change is therefore to convince people and institutions to make long-term commitments to the particular issue. This requires that the issue needs to be kept alive and important to the public, community decision makers and partners on all levels.
Communication is a key strategy and concept to keep the issue alive and on social change agendas and to continuously inform decision makers and the public of progress. Mass media channels are useful to drive awareness campaigns and advocacy on specific and collective aspects of the issue.
Diffusion as a key concept implies “making a case for the issue” and requires the following:
Leadership as a key component implies identifying internal and external program champions to drive the issue. Factors that will influence efficiency of leadership are:
Component two: Sustaining the Programs
A program of social change is one individual activity within the overall issue that may stand-alone or be a part of a larger initiative. Program sustainability implies working towards the continuation of programs within communities at all levels (local, regional, global).
Key concepts relevant to sustaining the programs require community integration, best practices, managing programs through stages, diffusion and leadership. Community integration requires a program to be integrated into community efforts. A program is integrated when one or more organisations assume responsibility for it and it continues after the initial agency retreats from the decision-making process. It is more likely that a program will be sustained when it is based on best practice. Programs flow through a series of stages (initiation, implementation, evaluation, integration) and the sustainability factors vary depending on the stage. More people are reached when a program is widely disseminated. Increased uptake, and therefore greater impact, can occur in new settings/channels or in new geographic areas. Effective program leadership is essential and finding program champions who are able to cultivate, unify and link the divergent aspirations of various people in the interest of the program and the issue, is a key success factor.
In initiating and implementing programs to identify appropriate actions consider the following factors:
Component three: Sustaining behaviour changes
Behaviour change is a process with 5 stages: pre-contemplation; contemplation; preparation; action; and maintenance. People or institutions attempting behaviour changes often do so via public programs or individual efforts. Community support depends on supporting policies and practices as well as physical structures while individual support relies on available and accessible programs and resources as well as social support networks such as role models and peer support. Factors that will influence sustainable behaviour changes include:
Component four: Sustaining partnerships
Sustaining partnerships will provide support to the activities and programs of the issue via strategic direction, management and coordination and will provide support to the behaviour change process via involving the community, which leads to sustained changed through community ownership, social networks, building social capital and community capacity and competence.
Key concepts to be considered include:
Individuals or organisations do not become members of a partnership without some direct, perceived benefit to themselves, no matter how altruistic or ideal the cause might be.
Partnerships are more than its membership and who provides the leadership. How the group conducts business and the way in which it works is a key factor in the effectiveness of a partnership and will increase the likelihood of sustaining the partnership. Consider the following:
The outcome of the above four key components should be increased global, regional and local knowledge and desired actions regarding a particular social issue. Sustainability in social change is an ongoing process requiring a constant hands-on approach to realise desired behaviour and infrastructure changes. Bibliography
Dubois, N and Kisby, M. (2001). Heart Health Sustainability. Heart Health Resources Center. Ontario, Canada
Kluka, D.A. (2008). The Brighton Declaration on Women and Sport: A Management Audit of Process Quality. Unpublished D Phil Thesis, University of Pretoria, Pretoria. Contact
Darlene A. Kluka, Ph. D., D Phil Department of Sport and Exercise Sciences Barry University, Miami Shores Florida, USA Extraordinary Professor, University of Pretoria, South Africa Email: dkluka@mail.barry.edu Anneliese Goslin, D Phil, MBA Department of Biokinetics, Sport and Leisure Sciences University of Pretoria Pretoria, South Africa Visiting Professor, Barry University, Miami Shores, Florida, USA Email: goslin@sport.up.ac.za Gerrie van Wyk Department of Biokinetics, Sport and Leisure Sciences University of Pretoria Pretoria, South Africa Email: vanwyk@sport.up.ac.za Salmar Burger Department of Biokinetics, Sport and Leisure Sciences University of Pretoria Pretoria, South Africa Email: salmar.burger@up.ac.za ![]() http://www.icsspe.org/portal/index.php?w=1&z=5 |