First and Immediate Assistance Given to Any Person Essay

INTRODUCTION First aid is the immediate assistance or treatment given to someone injured or suddenly taken ill before the arrival of an ambulance, doctor, or other appropriate qualified persons. It is a skill, based on knowledge, training and experience. First aid training is important as it is relevant at home, work place or industries and any other place. The term “FIRST AIDER” is usually applied to someone who has completed a theoretical and practical instruction course, and passed a professionally supervised examination.

The standard first aid certificate awarded by St John Ambulance, St Andrews Ambulance Association and the British Red Cross is proof of all round competence. First aid must be administered as soon as possible. In case of critical injury, a few minutes can make the difference between complete recovery and loss of life. First aid requires rapid assessment of victims to determine whether life threatening conditions exists. First aid measures depend on the victims need and the provider’s level of knowledge and skill. Knowing what not to do in an emergency is as important as knowing what to do.

DEFINITION OF TERMS FIRST AIDER: someone who has completed a theoretical and practical instruction course, and passed a professionally supervised examination. EMERGENCY: A serious, unexpected and potentially dangerous situation requiring immediate action or an unexpected event that must be dealt with urgently. CASUALTY: somebody who has a fatal accident, or receives a serious injury or suddenly falls ill. ACCIDENT: An unpleasant incident that happens unexpectedly. INCIDENT: An event, the occurrence of dangerous or exciting event. AMBULANCE: A vehicle for taking sick or injured people to and from hospital.

HOSPITAL: An institution providing medical treatment and nursing care for sick or injured people. IMMOBILIZE: Prevent from moving or operating as normal. SIGN: What you see on the casualty. SYMPTOMS: What the casualty feels and tells you. FIRST AID DEFINITION: – immediate assistance or treatment given to an injured person or someone who suddenly falls ill before the arrival of an ambulance, doctor, or other appropriate qualified persons. It is also the first care given to a casualty or someone who suddenly falls ill before the arrival of a doctor or before taking the person to the hospital.

AIMS AND OBJECTIVE OF FIRST AID •To save life. •To promote quick recovery. •To prevent the situation from getting worse •To save time. •To save cost. PRINCIPLES OF FIRST AID The golden rule is ‘’ first do no harm’’ while applying the principle of calculated risk. You should use treatment that is most likely to be beneficial to a casualty but do not use a doubtful treatment just for the sake of doing something. Assess the situation ?Observe what has happened quickly and calmly. ?Look for dangers to yourself and to the casualty. ?Never put yourself at risk. Make area safe. Protect the casualty from danger. ?Be aware of your limitations. Assess all casualties and give emergency aid ?Assess each casualty to determine treatment priorities, and treat those with life-threatening conditions first. Get help ?Quickly ensure that any necessary specialist has been summoned and is on the way QUALITIES OF A GOOD FIRST AIDER •Be resourceful at all times. •Be sympathetic and empathetic to your casualty. •Be smart and confident. •Be observant. •Be bold. •Be gentle SCOPE OF FIRST AID This is the systematic way of administering first aid;- DIAGNOSIS:- •History Signs •Symptoms CARE:- This should be given in order of priority i. e. breathing, bleeding, burns and broken bones Transportation- Arrange to convey the casualty without delay to his home, suitable shelter, hospital and or summon a doctor in any serious case. EMERGENCY RESPONSE This is another procedure taken to ensure that appropriate first aid and safety is observed while assisting a casualty. When to use it depends on the situation you find yourself. D – Danger. R – Response (A. V. P. U. i. e. Alert, voice, pain, unresponsive). A – Airway. B –Breathing (L. L. F i. e. ook, listen and feel). C -circulation THE RESUSCITATION SEQUENCE To assess and treat a casualty who has collapse use the resuscitation techniques, obtained on the following pages. If breathing and pulse return at any points place the casualty in a recovery position. The resuscitation sequence Check response ? Open airway and check breathing ? Breathe for the casualty ? Assess for circulation ? commence CPR. CHECKING RESPONSE On discovering a casualty, you should first establish whether the casualty is conscious or unconscious. Ask a simple question such as ‘’hello can you hear me’’. ’What has happened to you’’. or give a command such as’’ open your eyes’’. Speak loudly and clearly, close to the casualty’s ear. OPEN THE AIRWAY An unconscious casualty’s airway may become narrowed or blocked. This makes breathing difficult and noisy or completely impossible. The main reason for this is that muscular control in the throat is lost, which allows the tongue to fall back and block the airway. Lifting the chin and tilting the head back lifts the tongue away from the entrance to the air passage, allowing the casualty to breathe. To open the airway –

Place two fingers under the point of the casualty’s chin lift the jaw. At the same time, place your other hand on the casualty’s forehead and gently tilt the head well back. CHECKING BREATHING ?Kneel besides the casualty and put your face close to his mouth. ?Look, listen and feel for breathing. ?Look along the chest to see if the chest rises and falls, indicating breathing. ?Listen for sounds of breathing. ?Feel for breath on your cheek. ?Do these checks for up to ten seconds before deciding that breathing is absent. BREATHE FOR THE CASUALTY )Look into the mouth and remove any obvious obstruction including broken or displaced dentures from the mouth. Leave well fitted dentures in place. 2)Open the airway by tilting the head and using two fingers to lift the chin. 3)Close the casualty’s nose by pinching it with your index finger and thumbs. Take a full breathe and place your lips around his mouth, making a good seal. 4)Blow into your casualty’s mouth until you see the chest rise. Take about two seconds for full inflation. 5)Remove your lips and allow the chest to fall fully, which takes about four seconds.

Repeat this once and then assess for signs of circulation. If pulse is absent and there are no sign of recovery such as any movement, swallowing, coughing or breathing, begin cardio pulmonary resuscitation. If breathing returns, place the casualty in the recovery position. ASSESSING FOR CIRCULATION Check the pulse for up to ten seconds, during which, look for other signs of recovery such as movement, breathing, swallowing and coughing. If you cannot find the pulse or there are no other signs of circulation, Begin chest compressions immediately. CARDIOPULMONARY RESUSCITATION (CPR)

If there is no pulse, this means that the heart has stopped beating and you will have to provide an artificial circulation by means of chest compression. To be of any use, this process must always be combined with artificial ventilation. This procedure is known as Cardio-Pulmonary Resuscitation or CPR for short. If both you and your helper have been trained to administer C. P. R, you can do so together. GIVING CHEST COMPRESSIONS ?Kneel beside the casualty locate one of his lowermost ribs with the index and middle finger. Slide your finger along the ribs to the point where lowermost ribs meet at the breast bone. Place the heel of your other hand on the breast bone and slide it down until it reaches your index finger. This is the point at which you should apply pressure. ?Place the heel of your first hand on top of the other hand and inter lock your fingers. ?Leaning well over the casualty with your arms straight, press vertically down and depress the breast bone approximately 4-5cm, release the pressure without removing your hands. Compress the chest 30 times aiming for a rate of about 100 compressions per minute. Then give two artificial ventilations.

Continue this cycle of alternating 30 chest compressions with two breaths of artificial ventilation until help arrives. CPR FOR A CHILD AND A BABY The same resuscitation sequence is applicable for a child but alternate five chest compressions with one breath of artificial ventilation. For one minute before calling an ambulance. Position your hand as you would for an adult but use heel of one hand only. For a baby under one year, place the tip of finger on the lower breast bone. Do this five times at a rate of 100 per minute Give one full breath of artificial ventilation, by breathing into the baby’s mouth and nose.

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Support Children and Young People`s Health and Safety

After looking at my schools health and safety policy the school makes reference’s to current legislation and complies with Leicester city council legislation. To show that we understand the health and safety policy and that we will comply with it we have to sign a document. So if we use a chair instead of a ladder to put up a display and fall off the chair and hurt yourself you can’t sue the school or HCC.

This would be a good place to visit as some of the children have never been but there are concerns about health and safety and the risk of being in a big open space but to minimise the risk a risk assessment will be done. This will identify the hazards and the control measures to reduce the risk. You would discuss this as a year group to ensure that all staff understand their roles on the trip. A letter will be sent home with the children in your year group to get parental consent if the school doesn’t have a parent signature the child will not be allowed to go on the trip.

This letter also has all the information the parents will need to know like places they will be visiting e. g. a museum, butterfly gardens. Also in the letter it will have information such as 1. date the trip will take place. What clothing and shoes the children will need to wear.  Arrangement for packed lunch and free school meals and what drinks are suitable to take. The cost of the trip if any. When the trip will return back to school. They will be a slip at the bottom of the letter to return back to the school. For all staff and governors going on the trip they will be given a timetable with what will be happen during the day at set times and where to meet. This will also have the focus of the day. There will be a group list with the timetable which has the name of all staff that are going on the trip and the children they will be looking after and anyone on one requirement’s.

In the school office there are two lists, one which has all staff and governors going on the trip, there contact details, there emergency contact details, and the other list has all the children going on the trip and there emergency contact details. The school uses a ratio of 1:6 in years 1 &2 and a ratio of 1. 4 in year R against the national recommendation of 1. 8 for an infant school on a trip. All children are given name tags to wear with the schools details just in case they get lost or separated from their group with their names are facing down.

Before going on the trip the children are talk to about stranger danger this not done intrusive with the children there are told never to lose sight the adult in there group so their will not need to talk to strangers when on the trip. This is done couple of times during the week as a class and in small groups. Amiria should say to the group of children let’s let the men get on with their work and engage them in an activity away from the fence, if there is enough space, if not she should take them inside.

Because she doesn’t know if the men are CRB checked and following the schools child protection policy. Within my workplace I support a child with physical needs so I have to be aware of where he is and what he is doing and point out potential risks to make him aware, such as walking across a classroom with toys in his path. In this case I stopped him and asked why that route was not a safe way to walk, I then discussed what could happen and together we chose a safer way to cross the room.

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Emergency Management (Paramedic)

The duties of the first ambulance team to arrive at a major accident’s scene are essential in two ways (NSW Department of Health, 2008). First, they ascertain the rate at which other resources are mobilized to save as much casualties as possible. Secondly, they are important to give the receiving healthcare institutions the maximum time possible to prepare for the wounded. As such, the duties should be performed rapidly and efficiently.

The attendant in the crew assumes the role of Ambulance Commander (Silver Paramedic) while the driver takes the task of silver control. This paper aims to discuss the duties assigned to these roles of the first ambulance crew on the scene of major accident. Discussion On their arrival at the scene, the crew’s attendant should take the task of Ambulance Commander (AC) or Silver Paramedic and should remain in this position until relieved by a senior ambulance officer. There are various responsibilities assigned to this role.

First, the attendant should carry out a rapid exploration of the site using either CHALET or METHANE mnemonic (Greaves et al, 2006, p. 560). Under CHALET, the attendant should a)estimate the number of Casualties, b) evaluate potential and present Hazards, c) identify Access paths for other emergency ambulances, d) identify the precise Location of the accident, e) identify already available and needed Emergency services, and f) evaluate to identify the Type of accident.

Under METHANE, the Ambulance Commander should evaluate the scene to identify Major accident, Exact place, Type of incident, Hazards possible and present, Access paths, estimated Number of casualties and Emergency services present and required. Having finished the evaluation and identification process, the attendant should feed back the gathered information to the driver to pass it to the Emergency Operations Center (EOC). The commander uses “triage sieve and sort” method to assign priorities to the casualties of the incident (Nocera & Garner, 2000, p. 35).

Other duties assigned to Silver Paramedic are to identify a parking point and casualty clearing station. The casualty clearing station should be located in an area that will enable smooth and rapid transfer of casualties to nearby hospitals. On the other hand, parking point should be easily accessible by other incoming ambulances. The attendant must not, under any situation, become involved in treating casualties. On the other hand, the crew’s driver should assume the role of silver control in which his/her major duty is to serve as a communication link between AC and EOC.

The driver should stay with the ambulance so as to remain in contact with the Silver Paramedic at all times (Trevithick et al, 2003, p. 165). His first duty is parking the ambulance as close to the incident sites and leave the beacon switched on. Once he/she has made contacts with the attendant, the driver should declare a major accident to the EOC at the earliest time possible providing all details based on either METHANE or CHALET. He/she should remain in the vehicle until instructed to do so by a senior ambulance officer. Conclusion

After arriving at a site of major incident, the foremost ambulance crew’s attendant should take the role of Ambulance Commander while the driver should assume role of Silver Control. The AC should carry out a rapid exploration of the site using either CHALET or METHANE mnemonic. SC on the other hand should act as a communication link between AC and EOC. References Greaves, I. , Porter, K. , Hodgetts, T. & Woollard, M. (2006). Emergency care: A textbook for paramedics. (2nd ed. ). Adelaide: Elsevier Health Sciences. Nocera, A.

& Garner, A. (2000). Australian disaster triage: A colour maze in the tower of Babel. Australian Journal of Emergency Management 15(2): pp. 35-40. NSW Department of Health. (2008, July). The management and operations of the Ambulance Service of NSW. General Purpose Standing Committee Report No. 2. August 1, 2010. <www. ambulance. nsw. gov. au/docs/… /081020councilreport. pdf> Trevithick, S. , Flabouris, A. , Tall, G. & Webber, C. F. (2003). International EMS systems: New South Wales, Australia. Resuscitation 59(2): pp. 165-170.

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Evacuation

Table of contents

Evacuations have become more common in today’s world than many people realize. They are majorly the results of fires, floods or any calamity that occurs within our homes. Other storms like hurricanes upon their occurrence make mass-scale evacuation. Some occurrence takes place as a result of the activities done by man on land and some exist naturally. For example, transportation and industrial accidents that take place end up in releasing harmful substances at homes, places of work or along the water bodies, which make people to leave their homes and even places of work. However, the amount of time one leaves depends on the nature of the hazard. In case the event is in form of weather condition, you might have a day to ready. Some disasters do not give people time to pick their basic necessities and they end up vacating without any single asset.

For this matter, planning ahead is very essential.An organized evacuation can result to either confusion, injury to the people vacating or damage of the property vacated. Therefore, when developing an emergency action plan, it is important to determine factors like the conditions under which evacuation would be necessary, evacuation procedures like routes and exits. Some important symbols also include fire, emergency and disaster planning diagrams, stairwell, security camera, sprinklers, and roof access, among many others. In this plinth, the paper aims at designing a well furnished evacuation plan with proper mapping, planning exit doors, and the plan for the disable. It will also pinpoint the importance of planning in advance for evacuation as well as stating some of the safety equipments and alarms. The safety equipment herein is good quality smoke detector, regular maintenance and the survival kits in case of emergency.

Mapping

Map is very instrumental in the design of evacuation plan. It provides instant clarity during the occurrence of the event. Some of the elements to consider include the basic layout of the property like the walls and the doors. This is very important because it help in showing the outside of the property for the people to go to in case of the emergency. The compass in the corner is also instrumental and it should indicate the direction of North with a capital letter “N.” The exit points like the doors should be left wide open most of the time for clear accessibility during exit. The marshal area, the point where the evacuees meet should be safe and a distance from the building site to provide enough protection from fie and any onsite peril like chemicals and explosive materials.

Planning in Advance

Apparently, planning in advance help in preventing most of the problems thereafter. Planning should start as far as the foundation of the building is laid. In planning, there should be a well stated chain of command, the person responsible for assessing the situation, the one in charge of high building, and even notifying the emergency services. It is important to plan and make everyone knows his or her role and be trained how to perform it. For instance, posting an evacuation plan on each floor, and identifying a trained personnel helps a lot in the getting people out in case of the disaster. The personnel ensure that everyone is accounted for and taken care of during the event. Planning for a visitor managing system also assist in the provision of a digital visitor log, this in return helps in account for any of the non-employee who might be present in the building during the occurrence.

Planning Exit doors and Surveying the Site

Specific evacuation procedures should be well planned and designed. Location of the emergency equipment like, routes, and exits like the doors, windows, should be marked and kept clear, open and safe all the time. They should be without any obstructions. In case of any building with interior spaces like the stairwells, painting should be done for clear visibility. Also, survey should be done in these places regularly to and reports made to the personnel responsible so that in case if damage, repair is made at an early stage. Evacuation plan suitable for disabled people Managers and the owners of institutions have the sole responsibility of providing the emergency facilities for people with disability.

Disability like hearing, visually, speech, mentally should be taken care of. The elderly persons and children should also be considered in this case. A means of communication to people with hearing and seeing problems should be provided so that they are accommodated in case of the event. Color coding for the room identification should be simple and easy to identify for the disabled. Moreover, the employees should be taken to seminars and workshops and trained adequately on how to handle unexpected behavior as well as providing necessary assistant to people with such problems. Additionally, they should be made aware on how to handle mentally impaired persons and make good attempts to communicate with them efficiently, in a loving and caring manner.

The Importance of Planning in Advance for Evacuation

It is important to understand that disasters are has to happen in every society. The response and recovery of the disaster starts and end at the local level and therefore it is important for the community to work together so as to prevent, avoid or control the occurrence of such phenomenon. Advance preparation ensures that most of the problems are controlled or saved. It is very important to alert the family members or the workers on how to respond to the cyclone watches and warnings for it helps them escape the danger within a short period of time.

Children at the age of between nine and eleven when taught how to call police or fire department will help them save their lives in case they are alone in the house. Listening to instructions from the officials in various departments within the office helps one to prepare in advance to vacate the room when they inform you to do so. The fly away kits, which are the small bags or backpacks that contain family documents like the identification cards, the ATMs, credits cards should be kept in plastic bags to keep them dry most of the time. The kit helps in gathering most of the items like medicine, money and any important document before departure. Maintaining important credentials like the education, birth, marriage certificates, immunization records easily allow the foreign workers to grab their files quickly and plan for their travel back to their home countries or the adjacent states for safety.

Testing the Escape Plan

Plans must be checked, assessed and updated sporadically to ensure that they are up to date. Any contingency plan is better than failing to plan completely. It is important to test the workability of the plan to ascertain yourself that it is functional. Practicing the plan made underway will ensure that the problems and the weaknesses in the plans are identified at their primary stages and the corrective measure taken before everything goes a mess. Practicing also enables the planners to exactly know what they are required to do and where they should go at what particular time.

Safety Equipment and Alarm

No one plans for an emergency or disaster, especially the ones that affects their lives. The truth is that the emergencies and disasters can strike anyone, anytime and anywhere and therefore preparing for them is very essential. One can be forced to vacate the house, work place or company at the time he or she least expected. In this precept, it is important to avail the safety equipment and alarms so that in case of any emergency, one is caught on the safe side.

Good Quality Smoke Extinguishers and Fire Detectors Fire detector and smoke extinguishers is very appropriate and should be very effective. It must be able to sound a strong warning to all people within the premise in all circumstance. In as much as there are different types of fire alarms, one should consider the appropriate one for that risk assessment. Before installing the detector system, it is inherent to discuss with the local fire authority and advise accordingly. There are series of factors one should consider before installation. Ensure that the escape route is short, clear passageways to all the escape routes, the escape are kept free from any obstructions. It is very instrumental to install the emergency lighting system so as to provide enough light in the room in case of the event.

Regular Maintenance

Maintenance should be done regularly to ensure that the systems are in good conditions always. The personnel should do frequent check up on the workability in order to avoid the last minute rush. During assessment, the personnel may require that you provide portable multi-purpose fire extinguishers so that people on your premises can tackle a fire in its early stages. These fire extinguishers should be installed, tested and maintained in accordance with manufacturers’ directives. In smaller business grounds, you may only need one or two transportable extinguishers.

However, larger, big premises require a number of portable extinguishers, which are situated in suitable locations. Survival kits in case of Emergency The employees may need personal protective equipment to help them vacate the room in case of an emergency. Protective kits and equipment must be based on the likelihood of the hazard at work place and the ability of the workers to use them. Some of the safety kits in this case are the safety glasses, goggles or the face shields for protection, the chemical suits, gloves, hoods and boots for body protection against chemicals. It also important to have the hard hats and the safety shoes for head and foot protection.

Conclusion

It is inherent to state that evacuation plan is very fundamental in our day to day life. It is not only used at home, but also in offices, big and small companies and any enterprise because a disaster is never planned for. It can occur to anyone, anywhere irrespective of the statues, social class, or the geographical locality. When planning for the evacuation plan, it is important to take care of all groups of people, the able and the disabled, the young and the old, and those living in low and high roofs.

Also, it’s important to take the preventive measure to avoid the occurrence of the event both at home and at work place, and in case it takes place there should be ways through which the victims find their ways out. Maintenance of the equipments used is very vital since it helps in ensuring that they are in good conditions always. They should also be tried always to ensure their workability and to avoid not only using them during crisis.

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Leadership and People

Promoting Servant Leadership in the Youth Defining Leading and Leadership Leading is defined as: 1. Influencing others to take action toward specific goal. 2. Guiding and directing on a course, and as serving as a channel. A leader is someone who has commanding influence. Leadership is defined as: 1. It is the process of influencing and directing activities of members toward goal accomplishment. 2. It is about ordinary people who care. People who care enough to get extra ordinary things done. 3. It is the capacity and will to rally men and women to a common purpose and the character which inspire confidence. . It is simply not an art (emotional/instinctual) or a science (rational/acquired). It is a blend of the rational and emotional, the innate and acquired, the ideal and practical. (Source: Peter Northouse, Leadership Theory and Practice, 2001)

Lecture 6 – Leadership Styles Let us compare leadership styles. We can do this best by contrasting two opposite styles of leadership: the authoritarian and the democratic (or participate) style. 1. The Authoritarian Style shows certain characteristics and we can sum them up by saying that leaders falling under this category: are generally strong-willed, domineering, and to some extent, aggressive. • must have their own way, which for them, seems the only way. • look upon subordinates more as functionaries than as persons, and the best subordinates, in their estimation, follow directions without question. • ordinarily are not ready to listen to views and suggestions of others (although they may pretend to), if they offer different opinions. • not encourage equal relationships (i. e. adult to adult with underlings. As a rule, they do not allow themselves to get close to employees.

They do not like to see employees get close to one another, for such cliques, as authoritarian leaders perceive them, might endanger their authority. • have business-like and task-oriented attitudes. The job comes first. • generally blame poor results on the inability of others to carry out instructions correctly. The following self-talk describes the attitudes of authoritarian leaders: I know best what is to be done here. After all, I am better trained, more experienced, and better informed on the matter than anyone else here. The others in the group expect as much of me.

This is after all, my job as their leader. Because I cannot do everything myself, I need their help, not their ideas and plans, to implement what needs to be done. I can take care of the thinking, and I do more than my share of the doing too, but I shall need their help here. I suppose I’ll have to listen to them. These days, they expect that much of me. But I don’t expect to hear anything new. I’m quite confident that we will end up doing it my way. Of course, I’ll handle the proceedings during the meeting and I’ll manage to control the pace of things as well.

After all, the agenda is mine and I’ve thought each point through already. I’ll also dispose of any disputes that may arise, since the task is the thing that counts, and we can’t be held up by any petty personal squabbles. That would be a sheer waste of time. Better that we all keep our feelings to ourselves anyway. As a member of this leader’s group, one might see things this way, whether one likes it or not: The leader is the real spokesman of the group. He usually does most of the talking and all of the actual planning and only wants our approval and cooperation. In fact, his credentials are good.

He does have more experience and competence than I have and he seems to have our best interests at heart. During the meetings, he doesn’t like to waste any time. While he’s not a very personable man, he’s always ready to help any of us, whatever the hour and however serious the problem. In one way, I’m happy that the leader takes all the responsibility of the group upon himself. That leaves me to do more or less what I want, just as long as I do the job he asks me to do. And he is generous with his praise of my work – I guess, because this reflects well on his leadership in the eyes of outsiders.

But at the same time and probably for the same reason, he comes down hard when we make mistakes or he feels that we have let him down. I sometimes resent being so uninvolved and feeling so unimportant. I would like to speak out and even disagree with the leader – for he is not right all the time, but I’m not sure how this would go over with the others in the group. While we spend a lot of time talking about the boss and his ways outside meetings, we tend to turn into lambs when he is around. I guess it is because we would not like to hurt and upset him. So things keep going on in the usual way. 2.

Democratic or Participative Style Characteristics of democratic leaders can be summed up in the following: • They are generally as concerned with maintaining group effectiveness as with completing the task to be done. • They encourage members in their groups to express their ideas and feelings, because they believe that such a climate leads to greater creativity and commitment. • If they encounter resistance or conflicts, they allow them to surface and they seek the help of their groups in removing the resistance or resolving the conflicts. • They encourage joint decision-making as well as shared goal-setting. They rarely set policies without explaining the reasons and proposing them to their groups, when they can, for suggestions and criticism. • They believe that responsibility for getting a job done depends as much on the group as upon themselves. They try to have this attitude shared by all group members. • They allow group members a good deal of freedom in their work, once they have shown their ability to do it. • They keep looking for better ways to do things and are open to change when convinced that such changes seem called for and would lead to greater effectiveness. • They believe in the effectiveness of group work.

They also believe that groups of committed individuals working together have greater potentials than when those same members work as individuals. When we characterize the attitudes of such leaders in the following bit of self-talk: I place a high value on sound and creative decisions that emerge from real understanding and searching within a group of committed people who take their life together seriously. I listen for, and try to elicit, ideas and opinions that differ from my own. I have clear convictions, but I am also open to change in the face of sound ideas and reasoning.

I realize that, however, competent and experienced I am, I may not have all the information needed, and definitely lack the experience of others in the group. I am always ready to learn. When conflicts arise in the group, I do my best, with the group’s help, to identify the issues involved and to uncover their resources. When aroused by someone or something, I try to contain myself and stay in touch with whatever might be going on inside of me. I try to maintain a sense of humor to keep things in perspective. I put a lot of energy into group work, because I firmly believe in the effectiveness of teamwork.

As a member of this leader’s group, one might see things this way: I find the other members of the group quite friendly and cooperative, including the leader of the group. We all seem to have a common stake in what we are doing and in the group we belong to. We have developed a true team spirit, along with initiative and creativity. We keep looking for new better ways and our leader encourages us to do so. As far as possible, we make decisions and set goals as a result of group consensus. We all share in the success or failure. In our working together, as a group, we have experienced a “circle of success” more than once.

That same group member might reflect on the circle of success this way: A shared commitment to the group and its task leads to – interdependent efforts from its members to find the best way to complete those tasks, which in turn lead to – a degree of shared success in achieving those targets, and this accomplishment leads to – confidence in the group’s potential and back to – renewed commitment to the group and to its ongoing tasks. You like the atmosphere, and you find your own role both interesting and rewarding. 3. Another type of leadership style is the laissez-faire. This is a leader in name only.

He fails to provide any direction for his group. Members are left the responsibility of leading and directing. (Source: Peter Northouse, Leadership Theory and Practice, 2001) Lecture 7 – Indispensable Qualities of a Leader The following are the indispensable qualities of a leader: 1. Character – How a leader deals with circumstances of life tells you many things about his character. – Crisis does not make character, but it certainly reveals it. – It is more than talk. Anybody can say that he has integrity, but action is the real indicator of character. Your character determines who you are. – It is a choice.

It is said that talent is a gift but character is a matter of choice. – The beginning of character repair comes when your face your flaws, apologize and deal with the consequences of your action. 2. Charisma – Most people think of charisma as something mystical, almost undefinable. They think its’ a quality that comes at birth or not at all. But that’s not true. Charisma, plainly stated is the ability to draw people to you. And like other character traits, it can be developed. – In order to gain charisma, one should love life. People enjoy leaders who enjoy life. Think of the people you want to spend time with.

How would you describe them? They are celebrators and not complainers. They are passionate about life. If you want to attract people, you need to be like the people you enjoy being with. 3. Commitment – It separates the doers from the dreamers. If you to be an effective leader you have to be committed. True commitment inspires and attracts people. It shows them that you have conviction. They will believe in you only if you believe in your cause. – It starts in the heart. Most individuals want everything to be perfect before they are willing to commit themselves to anything.

But commitment comes before achievement. It is an antecedent. If you want to make a difference in other people’s lives as a leader, look into your heart to see if you are really committed. – It is one thing to talk about commitment. But it is another to do something about it. The only real measure of commitment is action. As quoted by Arthur Gordon: “Nothing is easier than saying words. Nothing is harder than living them day after day. ” 4. Competence – Responsible people show up when they are expected. But highly competent people take it a step farther. They don’t show up in body only.

They come ready to play everyday – despite of what they feel, what kind of circumstances they are in, or how difficult to expect the game to be. – Like Benjamin Franklin, All highly competent people continually search for ways to keep learning, growing, and improving. – Performing at high level of excellence is always a choice, an act of the will. As leaders, we expect our people to follow through when we hand them the ball. Constituents expects that and a whole lot more form their leaders. 5. Courage – It begins with an inward battle. Every test you face as a leader begins within you.

The test of courage is no different. As quoted by the psychotherapist Sheldon Kopp: “All the significant battles are waged within self. ” Courage is not the absence of fear. It is doing what you are afraid to do. It means letting go of the familiar and forging ahead into something new. 6. Passion – Researchers spend a lot of time trying to figure out what makes other people successful. They often consider a person’s credentials, intelligence, education, and other factors. But what goes beyond those is what we call passion. Your burning desire determines your destiny. Think of great leaders, and you will be struck by their passion: Gandhi for human rights, Winston Churchill for freedom, Martin Luther King Jr. for equality, Bill gates for technology. – Anyone who lives beyond an ordinary life has great desire. It’s true in an any field: weak desire brings weak results, just as a small fire creates little heat. The stronger your fire, the greater the desire – and the greater the potential. 7. Problem Solvers – Effective leaders always rise to a challenge. That is one thing that separates winners from winners. While others complain, leaders rise above predicaments with creativity and tenacity.

No matter what field a leader is in, he will face a problem. – Leaders with good problem-solving ability demonstrate five qualities. 1. They anticipate problems. Since problems are inevitable, good leaders anticipate them. Anyone who expects the road to be easy will continually find himself in trouble. 2. They accept the truth. People respond to problems in these ways: they refuse to accept them; they accept them and put up with them; or they accept them and try to make things better. Leaders must always do the latter. Effective leaders face up to the reality of the situation. 3. They see the big picture.

Leaders must continually see the big picture. They cannot afford to be overwhelmed by emotion. Nor can they allow themselves to get so bogged down in the details of the problems that they lose sight of what’s important. 4. They handle one thing at a time. Effective leaders never try to solve all the problems at once because they know it would be a ceaseless striving. If you are face with lots of problems, make sure you really solve the one you are working on before moving to the next one. 5. They don’t give up a major goal when they are down. Effective leaders understand the peak-to-peak principle.

They make major decisions when they are experiencing a positive swing in their leadership, not during the dark times. To improve your problem-solving skills, do the following: 1. Don’t avoid hassles/problems. If you have been avoiding them you’ll never have the opportunity to solve them. You’ll only get better if you gain experience dealing with them. 2. Develop a method. Some people have a hand time solving problems because they don’t know how to tackle them. Try using the TEACH process: T IME– spend time to discover the real issue. E XPOSURE– find out what others have done.

A SSISTANCE– have your team study all angles. C REATIVITY– brainstorm multiple solutions. H IT – implement the best solution. 8. Team Player – If you get along, they’ll go along. Leaders should have a contagious cheerful and positive disposition. They should be able to create an atmosphere of oneness. – According to Mr. John Maxwell, people don’t care how much you know, until they know how much you care. It is true the ability to work with people and develop relationships is absolutely indispensable to effective leadership. People truly want to go along with people they get along with.

And while someone can have people skills and not to be a good leader, he cannot be a good leader without people skills. 1. Have a Leader’s Head – Understand people – The first quality of a relational leader is then ability to understand how people feel and think. As you work with others, recognize that all people, whether leaders or followers, have some things in common. – They like to feel special, so sincerely compliment them. – They want a better tomorrow, so show them hope. – They desire direction, so navigate them. – They want success so help them win. 2. Have a Leaders Heart – Love people According to the President and CEO of Difinitive Computer Services, Henry Gruland: “Being a leader is more than just wanting as lead. Leaders have empathy for others and a keen ability to find the best in people…not the worst…by truly caring for others. ” 3. Extend a Leader’s Hand – Help people – People respect a leader who keep their interest in mind. If your focus is on what you can put in at people rather than what you can get out of them, they will love and respect you – and these create a great foundation for building relationships. 9. Visionary – You can seize only what you can see. Vision is everything for a leader. Because vision leads the leader. It paints the target. It sparks and fuels the fire within. Show me a leader without a vision, and I’ll show you someone who is not going anywhere. – To get a handle on vision and how it comes to be a part of a good leader’s life, understand these things: 1. Vision starts within. If you lack vision, look inside yourself. Draw on your natural gifts and desires. Look to your calling if you have one. 2. Vision draws on your history. Vision is not some mystical quality that comes out of a vacuum as some people seem to believe.

It grows from a leader’s past and the history of the people around him. Talk to any leader, and you’re likely to discover key events in his past that were instrumental in the creation of his vision. 3. Vision meets other’s Needs. True vision is far-reaching. It goes beyond what one individual can accomplish. And it has real value, it does more than just include others; it adds value to them. 4. Vision helps you gather resources. One of the most valuable benefits of vision is that it acts like a magnet-attracting, challenging, and uniting people. It also rallies finances and other resources.

The greater the vision, the more winners it has the potential to attract. (Source: Peter Northouse, Leadership Theory and Practice, 2001) Lecture 8 – Towards Transformational Leadership Society’s transformation requires transformational leadership (Stephen Covey, 1992), transforming people and organizations in a literal sense – to change them in mind and in heart, enlarge vision, insight, and understanding, clarify purposes, make behavior congruent with beliefs, principles, or values, and bring about changes that are permanent, self-perpetuating and momentum building.

Transformational leadership for Covey basically means that we change the realities of our particular world to more clearly conform to our values and ideals. It focuses on the “top line” and is principle-centered, thus it: – builds on man’s need for meaning – is preoccupied with purposes and values, morals and ethics – transcends daily affairs – is oriented toward meeting long term goals without compromising human values and principles – separates causes and symptoms and works at prevention – values profit as the basis of growth – is proactive, catalystic, and patient focuses more on mission and strategies for achieving them – makes full use of human resources – identifies and develops new talent – recognizes and rewards significant contributions – designs and redesigns jobs to make them meaningful and challenging – releases human potentials – models love – leads out in new directions – aligns internal structures and systems to reinforce over arching values and goals Leadership is the ability to influence others towards desired goals, but transformational leadership includes doing the right things.

The following virtues are considered as the foundation of transformational leadership: 1. Prudence – the habit which enables man to direct his actions to human life’s goals of knowing the right thing to do and applying it. 2. Justice – the habit of giving each one his due with constant and perpetual will; gives stability which man needs to work without fear and anxiety in the search for happiness. 3. Fortitude – the habit of overcoming the difficulties and pressures of life in the pursuit of good. 4. Temperance – the habit of bringing the desires and natural inclinations of man under the control of right reason. . Industry – the habit of working hard and working under pressure. 6. Loyalty – the habit of remaining true to your friends and to your principles (goals) inspite of difficulty. 7. Responsibility – the habit of being accountable for one’s actions, duties, obligations; readiness to answer to the consequences of our actions. 8. Cheerfulness – the habit of being optimistic, positive, always seeing the bright side of things. 9. Generosity – the habit of sharing the good that one has with other people; thinking first of the people around him and looking for ways he can help and serve them. 0. Magnanimity – the habit of having great ideals and ambitions of doing good; being concerned with doing great deeds of service to others by devoting his life to serve his country or to help people. Covey identifies the following characteristics of principled-centered leaders: 1. They are continually learning: – constantly educated by their experiences – read, seek learning, take classes, listen to others, learn through both their eyes and their ears – continually expand their competence and ability to do things – develop new skills, new interests make and keep promises or commitments – increase their personal worth as they elevate themselves to the next level of challenge and make their self-mastery grow 2. They are service-oriented: – see life as a mission not as a career – “yoke” up every morning, think of others and put on the harness of service in various stewardships – believe that the effort to become principled-centered without a load to carry simply will not succeed – have a sense of responsibility, of service, of contribution 3. They radiate positive energy: cheerful, pleasant, happy – attitude is optimistic, positive, upbeat, enthusiastic – spirit is hopeful, believing – have an energy field or an aura that charges or changes weaker, negative energy fields around them – attract and magnify smaller positive energy fields – tend to either neutralize or sidestep the negative energy they come into contact with – wisdom gives them a sense of ho strong the negative energy source is and a sense of humor and timing in dealing with it 4. They believe in other people: do not overreact to negative behaviors, criticism or human weaknesses – realize that behaviors and potentials are two different things; believes in the unseen potential of people – feel grateful for their blessings – don’t carry grudges – refuse to label other people, to stereotype, categorize and prejudge – seek the oak tree in the acorn and understand the process of helping the acorn to become a great oak – create a climate for growth and opportunity 5. They lead balance lives: – intellectually active, having many interests – healthy sense of humor, particularly laughing at themselves and not t other’s expense – open their communication, simple, direct, and non-manipulative – their actions and attitudes are proportionate to the situation-balanced, temperate, moderate, wise – live sensibly in the present, carefully planning the future and flexibly adapting changing circumstances – genuinely happy for other’s success and do not feel in any sense that these take anything from them – see success on the far side of failure; the only real failure for them is experience not learned from 6. They see life as an adventure: savor life because their security comes from within instead of from without – see old faces freshly, old scenes as if for the first time, rediscover people each time they meet them – like courageous explorers going on an expedition into unchartered territories – their security lies in their initiatives, resourcefulness, creativity, will power, courage, stamina, protection, and abundance of comfort zones in their home-camps – completely present when they listen – basically unflappable and capable of adopting virtually to anything that comes along 7. They are synergistic: as changed catalysts, they improve almost any situation they get into – in team endeavors they build on their strength and strive to complement their weakness with strength of others – in negotiating and communicating with others in seemingly adversarial situations, they learn to separate the people from the problem – focus on other person’s interests and concerns rather than fight over positions – together they arrive at sybergetic solutions, which are usually much better than any of the original proposals, as opposed to compromise solutions wherein both parties give and take a little . They exercise for self renewal: – regularly exercise the four dimensions of the human personality, physical, mental, emotional, and spiritual – exercise their minds through reading, creative problem-solving, writing, and visualizing – emotionally, they can make an effort to be patient, listen to others with genuine empathy, show unconditional love, accept responsibility for their own lives, make decisions, and reactions (Source: V. Gonzales, Values Integration and Promotion, 1997) Part IV – Volunteerism Lecture 9 – Serving Others: Volunteerism

Volunteerism is a cross-cutting social phenomenon that involves all groups in society and all aspects of human activity. Volunteer action directly contributes to economic growth, social welfare and protecting the environment. It also helps to build and/or consolidate social capital and to promote more participation and self-initiative, thereby, establishing or stabilizing democratic processes. Volunteerism opens wide doors of opportunities for other things. Serving others can lead an individual to new avenues which he can gain valuable experiences in life.

Through volunteer work, one can expand his horizon and learn how to live with other people and can even gain new friends. The experience of living in a new environment can make him more understanding and compassionate while at the same time learning new skills to develop his self-esteem and interpersonal skills. Opportunities abound for him to share his skills and resources, but so much more to share his hopes and dreams, and in the process, make other dreams come true. Serving others through volunteer work can challenge one to tap his resources, get in touch with his inner self and discover latent abilities he never thought he had.

Given the responsibilities of a volunteer, many people have discovered their deep sense of commitment and the heart to help others. Volunteerism recognizes the power of individuals driven by their commitment to make a difference wherever they are. (Source: VSO Leaflet) Part V – Life Skills Seminar 1 – Disaster Preparedness and Management Disaster management has a broad scope covering disaster preparedness, organization and training, construction of disaster reduction facilities, disaster response and rehabilitation, public information, and research and development.

Over the past few years, various emergencies services necessary during disaster have been developed in all the region and provinces. Designated organizations have been oriented in their various roles in the disaster management. Specialized skills in search and rescue, evacuation, disaster medicine, vulnerability analysis, damage assessment and first-aid have been widely undertaken. In 1995 alone, 159 training sessions on various aspects of disaster management have been conducted all over the country.

Organizations and training are continuing disaster preparedness tasks which are undertaken to equip staff in various government services agencies, including volunteers from private sectors who are engaged in disaster response. Recognizing the vital role of the youth in rescue, evacuation, emergency and relief services, they are also trained to have specialized skills in disaster response for future mobilization by the National Service Reserve Corps. (Source: NDCC; OCD) Seminar 2 – Basic First Aid Safety is an ongoing concern that must never leave your thoughts.

There is a primal instinct in many people to dash to the rescue of those in need. Basic first aid allows you to quickly determine a person’s physical condition and the correct course of treatment. Basic first aid refers to the initial process of assessing and addressing the needs of someone who has been injured or is in physiological distress due to choking, a heart attack, allergic reactions, drugs or alcohol or other medical emergencies. First aid is the provision of initial care for an illness or injury. It is usually performed by a non-expert person to a sick or injured casualty until definitive medical treatment can be accessed.

Certain self-limiting illnesses or minor injuries may not require further medical care past the first aid intervention. It generally consists of a series of simple and in some cases, potentially life-saving techniques that an individual can be trained to perform with minimal equipment. (Source: Philippine National Red Cross) Part VI – Community-building: A Community Development Challenge Activity 9 – Story Telling Friendship Rainbow – Friendship Value Once upon a time the colors of the world started to quarrel. All claimed that they were the best. The most important. The most useful.

The favorite. Green said: “Clearly I am the most important. I am the sign of life and of hope. I was chosen for grass, trees and leaves. Without me, all animals would die. Look over the countryside and you will see that I am in Majority. ” Blue interrupted: “You only think about the earth, but consider the sky and the sea. It is the water that is the basis of life and drawn up by the clouds from the deep sea. The sky gives space and peace and serenity. Without my peace, you would all be nothing. ” Yellow chuckled: “You are all so serious. I bring laughter, gaiety, and warmth into the world.

The sun is yellow, the moon is yellow, the stars are yellow. Every time you look at sunflower, the whole world starts to smile. Without me there would be no fun. ” Orange started next to blow her trumpet: “I am the color of health and strength. I may be scarce, but I am precious for I serve the needs of human life. I carry the most important vitamins. Think of carrots, pumpkins, oranges, mangoes, and papayas. I don’t hang around all the times, but when I fill the sky at sunrise or sunset, my beauty is so striking that no one gives another thought to any of you. “

Red could stand no longer he shouted out: “I am the ruler of all of you. I am blood – life’s blood! I am the color of danger and of bravery. I am willing to fight for a cause. I bring fire into the blood. Without me, the earth would be as empty as the moon. I am the color of passion and of love, the red rose, the poinsettia and the poppy. ” Purple rose up to his full height. He was very tall and spoke with great pomp: “I am the color of royalty and power. Kings, chiefs, and bishops have always chosen me for I am the sign of authority and wisdom. People do not question me.

They listen and obey. ” Finally Indigo spoke, much more quietly than all the others, but with just and as much determination: “Think of me. I am the color of silence. You hardly notice me, but without me you all become superficial. I represent thought and reflection, twilight and deep water. You need me for balance and contrast, for prayer and inner peace. ” And so the colors went on boasting, each convinced for his or her own superiority. Their quarreling became louder and louder. Suddenly there was a startling flash of bright lightning, thunder rolled and boomed.

Rain started to pour down relentlessly. The colors crouched down in fear, drawing to close to one another for comfort. In the midst of the clamor, Rain began to speak: “You foolish colors, fighting amongst yourselves, each trying to dominate the rest. Don’t you know that you were each made for a special purpose, unique and different? Join hands with one another and come to me. ” Doing as they were told, the colors united and join hands. The rain continued: “From now on, when it rains, each of you will stretch across the sky in a great bow of color as a reminder that you can all live in peace.

The Rainbow is a sign of hope for tomorrow. ” And so whenever a good rain washes the world, and a rainbow appears in the sky, let us remember to appreciate one another. Friendship is like a rainbow: Red like an apple, sweet to the core. Orange like a burning flame, never dying out. Yellow like the sun that brightens your day. Green like a plant that keeps on growing. Blue like the water that is so pure. Purple like a flower that is ready to bloom. Indigo like the dreams that fill your heart. Thank you for our friendship! Lecture 10 – Working Together through Community Development

An honest reflection on the many local and national issues that exist today can be intimidating, even discouraging. The present Filipino community is beset with problems such as low level of living, low level of productivity, poor marketing system, oppressive and teneurial arrangements and practices, unemployment and underemployment, limited genuine support facilities for socio-economic development, poor health condition, low level of education, cultures of silence and poverty, personalized policies and community disorganization.

These factors exist, and they play a part in shaping our society. But just as these limitations are facts of life, so too is our genuine concern to those in need. The ultimate goal of development is “to improve the quality of life. ” To achieve this goal of development, this requires an integrative process of mobilization and the raising of the consciousness of the people and the building of community organizations. The development process to be truly responsive, effective, equitable and sustainable, must be people-empowered, people-centered and towards community empowerment.

Such empowerment implies that the decision-making must be given to the people involved, thereby incorporating into the development process their own needs and values (Dr. Vivian Gonzales, VIP-CWS, Laguna: Sikap Strive Foundation, 1997). Through community development, the students together with the people in the community develop a common feeling of solidarity and become aware that they can achieve positive changes not only for themselves but also for their community. Lecture 11 – A Brief History of Community Development

Community development as a new discipline, grew out of an older concept – community organization. In the 1950’s a number of social scientists and educators formed the American Council on the Community, a relatively short-lived organization whose purpose was the institutionalization of scattered efforts throughout the United States to improve American community life. This effort was built on the experience acquired during World War II when millions of Americans participated in volunteer efforts and organized to deal with local problems.

This was the time when United Unions agencies and the technical assistance programs of the West sought to help the developing countries (Third World countries) move along the road to economic progress (modernization). Community development became one of the models (strategies) employed toward the transformation. The term received so much attention and recognition not only in the developing world but also in the US that it came to replace “community organization” even in the US.

Programs to help the impoverished areas of Appalachia or large metropolitan centers were legislated into existence and were labeled either as Community Development or Rural Development in the statutes. The essential feature was resource mobilization (people as well as material resources) at the community level so as to introduce a better quality of life. It included, among others, a new kind of stock taking by local residents, the use of outside consultants in interpreting the facts collected and in planning programs to meet the needs that were identified.

In the 1960’s over sixty countries either had well-formulated national community development programs or were in the process of bringing them into existence. Leaders of nations in Africa, Central, and South America, and Asia/Pacific after World War II faced tremendous tasks of nation building. This was due to the long periods of colonization under European nations faced with large-scale problems and relatively inadequate resource-utilization (low technical-know-how) national leaders embraced the idea of mobilizing local people carry out community projects.

The Community Development program of India, for example, was set up to aid the inhabitants of 558,000 villages attain a higher social and material level of well – being. Multi-purpose village level workers, especially trained for this new challenge, met with the village people, helped them to recognize and identify their needs and potentials and offered technical and moral assistance to meet their needs. The technical assistance was given by specialists in agriculture, animal husbandry, road building, irrigation, education, health and sanitation, rural cooperatives, etc. The basic unit was the block which comprised 100 villages.

Other countries, of course, worked out the kind of community development programs best fitted to their situation. The key common element to all countries was the thrust toward self-help and communal labor to undertake projects they considered important. Any compensation of labor was often channeled through the local community authorities by the external funding agencies so that other projects could be further financed (e. g. the “food-for-work” programs). These community development program were often fitted into national five-year to ten year plans to ensure the allocation of sufficient resources to these efforts at the “grass-roots” level.

To many national leaders such programs seemed a way toward democratization and decentralization of the political process; they gave local people a feeling of being involved in nation-building and showed that the central government was actually beginning to show an interest in their welfare. In recent years, however, the central government is found wanting in this direction because the interest in this approach begins to wane due to greater focus being placed on urban development at the expense of rural development. (Source: ASI CD Monograph, 1998) Lecture 12 – Definition of the Concept

There are many definitions of community development. The definitions vary according to type of agency, the setting, the method of operation and the purpose of the agency. Despite their differences, they share certain commonalities in their definitions. Thus, in defining the concept community development, these elements are evident: • a group of people; • residing in a community; • reaching a decision; • to initiate a social action process (planned intervention); • in order to have a desirable change in their social, economic, political, cultural, or environmental situation.

Community Development is a planned, organize and evolutionary process whereby a group of people with common aims, needs and aspirations come together to initiate social action in order to improve their social, economic, political, cultural, and environmental conditions. The term “community development” came into international usage to connote the processes by which the efforts of people themselves are united with those of governmental authorities to improve the economic, social and cultural conditions of communities, to integrate these communities into the life of the nation, and to enable them to contribute fully to national progress.

This complex of processes is made up of two essential elements: the participation of the people themselves in efforts to improve their level of living with as much reliance as possible on their own initiatives and the provision of technical and other services in ways which encourage initiative, self-help, and mutual help and make them more effective in programs designed to achieve a wide variety of specific improvements such as health, environmental conservation etc. This definition was coined by the United Nations. (Source: ASI CD Monograph, 1998)

Lecture 13 – The Aims and Objectives of Community Development Aim, is a term that is simply defined as a “clearly directed purpose”. It is sometimes used interchangeably to mean objective or goal. In the context of Community Development, the words “aim” and “objectives” are not easy to defined. However the aim of community development is refer to a community action. This does not help much to understand without referring to the reality of community development practice. In reality the primary objective of community development is to promote, sustain, support and maintain community action.

Apparently, community development is related to community action, just as education, is related to learning. Hence, in promoting community development these must be some kind of community action to initiate or to guide the promoter to carry out either social or economic activities to improve their welfare or to solve their real problems. In order to arrive at a simpler understanding of the aims and objectives of community development, it may be worthwhile looking into the different types of community development and their respective objectives. Looking at each of them will underline both their differences and similarities.

From this standpoint, it may be possible to infer a general aim of community development through the synthesis of their common element. 1. Community Work Type This can be regarded as a professional approach to community development which has developed within the field of social work. It came into being in response to increasing demand for social services for the age, the sick, the unemployed etc. The objective of this type of community development work ahs been given as the, “giving of aid and support to people who need more control over their lives. ”

Examples: a. When members of a community offer voluntary services to a victim of say, typhoon, who lost his/her house. Oftentimes, other people in the community may offer temporary shelter, food, clothing etc. to the victims. This is typical norm of the Asian people, specially in rural areas. b. Community voluntary work in the community such as clearing, or weeding the local market or repairing the streets. 2. Colonial Social Development Type This type came into existence when many colonized nations in the Third World attained self – rule (independence).

The objective of colonial social development type was to integrate economic and social programs into education for self – management programs and for the development of the political structure in the newly independent nations. Examples: a. Rural Rice Milling Cooperatives. b. Rural Thrift and Savings Societies. c. Educational and Health programs. 3. Urban Renewal Types The purpose of urban renewal type is to break down social isolation and give more meaning to personal existence by encouraging the formation of social groups of different kinds which will organize own affairs. Example:

When urban squatters are re-settled, new residential associations are formed to undertake the provision of water, light, and sanitary facilities for their benefit. They are encouraged to undertake self-help projects to realize their own social activity goals. 4. Adult Education Types The aim of adult education type is to help in the identification and development of local leaders; to foster the concern life and enable communities to deal with existing problems. Example: The institution of skill training and livelihood development programs in order to produce people who will be more enterprising and entrepreneuring. . Institutional Type The objective is to encourage those who have been provided formal service, to take action on their own behalf and in addition, to accept responsibilities to render service to others. Example: Youth organizations provide social, recreational and cultural services for the community. 6. The Idealist / Political Activist Types It aims at giving practical expression to social justice through militant action in order to see beneficial change for the participants within the shortest possible time. 7. The Community Development Type This is known the “kampong-based” type.

The aim is towards the development of the potential of individual members of the target group. It stresses on self-reliance and participation to bring about desirable socioeconomic transformations. It also stresses on cultural exchange between Kampong in other countries to stimulate globalization. (Source: ASI CD Monograph, 1998) Lecture 14 – The Major Purposes of Community Development The overall purpose of community development is to help people employ the rights methods to organize self-help initiatives and to develop techniques relevant to their own situation for socio-economic and cultural progress.

Specifically, community development: 1. Is designed to meet the learning needs of significant groups in the community e. g. community leaders or civic or special interest organizations. 2. Enhance the ability of groups of individuals so that they can work collectively to attain community social and economic goals. 3. Teaches about matters relating to community or region, generally associated with social structures and public as well as private and voluntary enterprises. 4. Emphasis on shaping infrastructure and social organizational support through involvement in the legislative, including formal financial and business enterprises. Source: ASI CD Monograph, 1998) Lecture 15 – Basic Stages in the Community Development Process A process is something which has a beginning and an end, and it happens over time. In the community development process, certain distinct stages are essential for its promotion. There are various listings of stages or steps in literature on community development. But I shall somehow oversimplify it here. 1. The Problem Situation A situation may exist in a community which represents a need, a problem, an opportunity, or a challenge to a community group, or to the entire community.

Usually it would be tackled as a community project. 1. The Will To Do Through discussion, diffusion of ideas and with information input, the group involved may reach a point where it is beginning to form a will to do something about it. 2. Organizing Some form of organization is established with a certain amount of commitment from individuals to some in-depth and specific thinking about the project. 3. Getting to the People At this stage, the process moves to the general membership of the community. Information is diffused and educational work is undertaken community-wide. The potential exists for conflict.

Considerable discussion, and expression of viewpoints. General goals may become clear and some commitments may be made. 4. The Planning Process If the project is blessed by legitimizers, the planning process will begin. The definition of objectives, availability of options or alternatives, and availability of resources may be assessed. The end result may be a plan to approach the project with specific information. 5. Execution Phase Initiation of the projects is often an occasion to build community spirit and identity and to cement commitment depending on the project, it is often an important occasion in the community. . Evaluation Evaluation is an on – going process (monitoring) but the final assessment is undertaken upon completion of the project. Community members try to review their experience for strength and weaknesses. The experience gained may be used in future community development projects. (Source: ASI CD Monograph, 1998) Part VII. Understanding Community Organizing Lecture 16 – Defining Community Organizing Community Organizing (CO), as commonly used has already joined the “wagon of over-used” words both in the academic and non-academic circles.

Every agency or organization has its own interpretation of things around its own interpretation of things around it and therefore it must be no surprise that CO, like other terms, has different definitions depending on who, where and for what. It is popularly used among development practitioners, social workers, health workers, agriculturists, forest workers, teacher and even students. There are those who use CO to promote en environmental protection while there are those who use environmental protection promotes community organizing.

Some say that CO is building organizations, other say it is just one of the aims of CO. some practitioners say that tantamount to doing community development. Community organizing is not just physically gathering and organizing people so that they can collectively participate in solving problems. CO is more a process of community-based decision-making involving the intervention of a change agent particularly regarding the exploitation of community-based resources. As Paulo Freire noted in his participatory approach research, “Man is being who exist in and with the world.

To exist is thus a mode of life which is proper to the being who is capable of producing, of deciding, of creating and communicating himself. ” Let us now look at several definitions of community organizing: It is the process of bringing about and maintaining adjustment between the social welfare needs and resources in a geographical area or special field of service. This means that a community needs to be aware that their needs can be responded by what the community’s physical boundaries. Adjustment of these needs with the available resources will require: ) Identifying what resources are exploitable; b) Planning on how to tap, use and re-use them; c) Employing environmentally safe appropriate technology; and d) Promoting collective human action in the resource management/maintenance. That is, in the essence, organizing the people for a common purpose/goal. According to the Philippines Business for Social Progress (PBSP), “CO is a systematic, planned and liberating change process of transforming a complacent, deprived malfunctioning community into conscious, empowered, self-reliant and just humane entity and institution”.

This means, the community as a social unit, needs to learn so that they become empowered to address problems confronting them. CO is a process forged along people’s empowerment and the eventual formation of a self-reliant organization that will facilitate development in a sustainable manner. Apart from the above definitions, I would like to re-visit the concern that has been expressed for sometime now on the misuse and abuse of the concept of CO. (Source: ASI CD Monograph, 1998) Lecture 17 – The Concept of Community Organizing 1. Of Means and Ends (Process and Result)

As a process, CO is a series of interrelated activities with the aim of unifying the people into an organization process, characterized by people’s participation in all aspect or stages of the organizing process. CO is a complex process that goes beyond the mere setting up of a formal organization. It is a process which ultimately influences the patterns of relationships in the community through the development and maintenance of a normative system. Such norms are expected to affect the values, belief, attitudes and aspiration of the people in the community.

As a radical approach in bringing development to the community. Being radical, CO employs coercion, advocacy and even threat to uproot the causes of social injustice in the development of the people. Although CO starts by addressing small and simple issues which the people can immediately act on or solve, its main focus is to dig into the root cause of the problems. As a result of the organizing process, CO refers to the resulting entity, which is the legitimate and real organization of the people.

It becomes the real manifestations of the people’s collective wills to be able to participate, voice out and be heard and also to act and decide as unified body (group). The resulting organization mirrors the people’s interests, sentiments and aspiration. Does the end always justify the means? There is, without a flaw, the perennial question about the ethical considerations of the irreverent attitude and the unconventional methods that effective COs have employed in their practice. But Alinsky resorted thus:

Conscience is the virtue of observations and not of agent of action; in action, one does not always enjoy the luxury of a decision that is consistent both with one’s individual conscience and good of mankind; action is for mass salvation and not for individual’s personal salvation – particularly in the midst of society’s innate hypocrisy, its contradictions and apparent failure of almost every facet of our social and political life. 2. Of Power By giving power to the people we bring about “the future secured in the people’s hands”.

Power is the basic element in the community organizing process. People’s power in CO is not based on material wealth in status in society. A powerful people’s organization (PO) is, therefore, an important means to find redress for their grievances and act against those conditions that appear and dehumanize them. People’s empowerment is making the people more assertive and advocative to face and fight human rights violations and exploitations. It is a process involving the recognizing and building upon innate capacity.

It is not a program or activity but a process of enabling people, especially the weak, the poor, the unorganized, the illiterate, the oppressed to learn to surmount their powerlessness and to try to develop their God-given capacity to reach their in-born potential. Becoming vocal, they may be guaranteed basic freedom, opportunities and self-governance at the grassroots level. 3. Of Conflict (And Controversy) In CO, dissatisfaction or discontent (discontentment) is viewed as a positive ingredient that nourishes the enlightenment and development of a community.

This is because it motivates people to come together and discuss and determined to solve problems affecting them. CO sees confrontation as a necessary and useful tool in solving social injustice. Change is part of human life and conflict (or friction) indispensable in social change. To live is to change. Change and conflict are fraternal twins in societal change. One functional aspect of conflict is that it leads to a search for solutions. It is an instrumental for innovative change.

It also helps to release the latent socio-psychological frustration. 4. Of Praxis (Theory and Practice/Reflection and Action) By a praxis here, it means that theory and practice o0f community organizing. In the day-to-day community improvement or organizing work, it is difficult to identify or separate the theory from the practice. Theory and practices should be so inter-woven and complementary, each testing and strengthening the other. It also refers to reflection and action. 5. Of Conscientization (Critical Awakening)

Conscientization refers to the process in which men (humans) are not recipients, but as knowing subjects, achieve deepening awareness both of the socio-cultural reality which shapes their lives and their capacity to transform that reality (Paulo Freire; 1972). Conscientization involves reflection and action occurring simultaneously in the process of organizing wherein critical reflection becomes form of action. Features of Conscientization: 1. It is people’s organized response because the system it contends (struggles with) is organized. . It mirrors and unmasks the different aspects (realities) of the system so that the people see them for what they are. 3. It changes attempts by elites to petrify (solidify) the culture of poverty and galvanize (electrifies) within people the spirit of critical awareness and mass protest. At the same time, it promotes the spirit of cooperation, unity and sincerity among the people to fight against the individualistic, competitive, exploitation and selfish characteristics of the elites. (Source: ASI CD Monograph, 1998)

Lecture 18 – Goals of Community Organizing Community organizing aims at achieving the following broad goals: 1. People’s Empowerment CO helps the community to become better equipped with appropriate skills, ethics to assert and advocate for their rights, towards social equity, fairness and human dignity. 2. Building Organization The organizing process brings into being relatively permanent structures that can better serve the needs and aspirations of the community. A viable, self- reliant and grassroots-managed organization (PO) is one of the aims of CO. hrough formal or non-formal set-ups or structures, the community acquires the skills of community management. 3. Building Alliances Community organizing aims to give the people, skills in intra and inter organizational management and processes through group linkages and networking among the various groups in the community. 4. Popular Democracy Popular democracy entails such attributes as consensus-building in decision-making, planning and participation in community projects. It gives rise to “one man one vote” system, freedom of speech and freedom of religion, among others. . Social Transformation CO seeks to change the life of a community and the whole society into a democratic, nationalistic, self-reliant and self-governing entity. An entity to address the needs of individual members as well as community-based concerns such as environmental degradation. 6. Development of Local Leaders It aims to identify local leaders and equip them with the necessary skills to better serve their people. (Source: ASI CD Monograph, 1998) Lecture 19 – The Guiding Principles of Community Organizing

CO like other concepts, has set of principles to guide the practice. It is people’s organized response because the system it contends (struggles with) is organized: Go to the people. Live among them. Learn from them. Plan with them. Work with them. Start with what they know. Build on what they have. Teach by showing. Learn by doing. Not by showcase, but a pattern. Not odds and ends, but a system. Not piecemeal, but an integrated approach. Not to conform, but to transform. Not relief, but release. Go to the people and live among the people.

Learn the culture of the people and try to integrate into the culture. Learn, plan and work with the people. The people are highly knowledgeable about the local situation so the community organizer must avail of this opportunity. Start from where the people are in their development. There must be a proportionate blend between top-down and bottom-up technologies in order to tap the indigenous resources in the community. Teach by learning first from the people. The community organizer must realize that local or indigenous knowledge is not inferior to Western or scientific knowledge.

Respecting the people’s knowledge will encourage them to learn other skills to complement what they already know. Integrative and holistic approach. The community organizing must focus on the interdependency and the interrelatedness of the factors needed to transform the situation of the people for the better. Cumulative and continuous. CO is not one time great even but grows gradually without break until specific problems are addressed and phased-out. (Source: ASI CD Monograph, 1998)

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Structural Collapses

Structural collapses are disasters that require efficient and immediate responses by engineers and other emergency services. This report discusses these responses in order to expose barriers and issues that could potentially cause a structural failure. It is imperative that each role is played at the highest degree of efficiency in such a disaster to minimize casualties and maximise safety. For this to occur, ICT engineers become critical to the instant response of such a disaster as through harnessing technology, they are able to monitor important data and effectively establish a reliable communicative network. Furthermore, communication before any structural collapse is necessary, as it serves to improve accuracy through peer to peer assessment and collaborative data. (Matsushiba & Nishi 2010; Chintalapudi et al 2006; Ferworn & Ribeiro 2010; Lawson 2005)

Structural health monitoring (SHM) is highly effective in preventing structural collapses.

SHM is a low cost sensor network technology that collects extremely significant monitoring data of a structure and is used to identify any potential faults in the pre collapse, as well as the specific reason of failure in the post collapse (Matsushiba & Nishi 2010; Chintapaludi et al 2006). Such data is considered to be highly valuable in response to a structural collapse and its value is confirmed by Matsushiba & Nishi ‘The system monitors structural vibration caused by earthquakes, detects structural damage and predicts performance and lifecycle of the structure’ (2010, p.76).

The monitoring data collected thus results in not only the location of any structural damage, but as well as the overall performance and condition of the structure. With this, the SHM system is able to determine a structures approximate lifep and thus reducing its overall operational costs (Chintalapudi et al 2006). In addition to this, since the sensors are at low cost they are economically viable allowing for mass placement especially for large structures. This indefinitely improves safety as well as its property of monitoring wirelessly. Therefore with the use of such an advanced piece of sensor technology, the SHM system is highly effective in the prevention and thus response to structural collapses through constant monitoring.

Instant communication is essential during a structural collapse.

Communication is the basis of teamwork and collaboration. Such an idea becomes extremely significant during a structural collapse as it is required for engineers and emergency services to communicate, but actively play another role completely. This level of communication is necessary as through such differences in experience and skills, the collaboration is resultant in a much more precise analysis and in turn, a highly efficient approach to the structural collapse is found. Therefore the integration of technology becomes vital as it accelerates communication such that it becomes seamless and instantaneous, which is specifically necessary for such an immediate response to a disaster. As stated, ‘in emergency management it is imperative that the communications be reliable and responsive’ (Ferworn & Ribeiro 2010).

During a structural collapse, instant communication is clearly essential as any delay of significant information could lead to further failure or disaster (Ferworn & Ribeiro 2010). Such significant information could very possibly be from as discussed above, a SHM system which through its data can effectively determine the location of damage (Matsushiba & Nishi 2010; Chintapaludi et al 2006). This essential type of data being instantaneously shared between the different teams during a structural collapse is of immeasurable value. Furthermore, through the application of technology, instant communication becomes more dynamic and reliable, especially due to its wireless property. Therefore, the establishment of such a network is highly recommended.

Communication beforehand is necessary for future preventions.

In the prevention of structural risks and damages, engineers and other significant roles need to communicate effectively beforehand in order to maximise the overall insight into a structure as similarly discussed above (Ferworn & Ribeiro 2010). Such pre communication involves peer to peer reviews and collaborations. With peer to peer reviews, structures beforehand are assessed by different people and thus aspects, effectively exposing much more potential faults rather than being reviewed by similar people in the same field of experience (Lawson 2005).

Pre communication through collaboration is also an essential factor in the prevention of structural collapses as it allows for the full sharing of knowledge and in turn creates a sense of openness as well as teamwork (Lawson 2005). Such a positive atmosphere is a catalyst for strong and critical thinking, inevitably leading to strong structures accordingly.

These peer to peer communications have been discussed and described as ‘powerful tools to improve safety as well as to improve performance’ (Lawson 2005, p.319). Due to the degree of effectiveness that they have upon engineers as well as other services, and thus the prevention of structural collapses, organisations have been formed to support these concepts. Such notable examples is the World Association of Nuclear Operators (WANO) and the Institute of Nuclear Power Operations (INPO). These organisations have implemented strategies like the peer to peer reviews and collaborations, which have resulted in the improvement of cooperation and the prioritisation of safety (Lawson 2005).

Conclusion

It is evident through these findings that ICT engineers skilled with modern technology become invaluable before, during and in the response to a structural collapse. This is due to their many abilities such as monitoring a structure through wireless sensor technology like the Structural Health Monitoring (SHM) system which provides copious amounts of important data (Matsushiba & Nishi 2010; Chintapaludi et al 2006), or the establishment of a network which essentially is a source of instantaneous communication, and thus teamwork (Ferworn & Ribeiro 2010). This teamwork through communication should also be established before any collapse, as it is a necessity to effectively share essential information with other engineers and services alike (Lawson 2005).

The issues within a structural collapse though, can be realised to be very specified in accordance for the need of collective data and group cooperation. This is clear through the prioritization of safety and maximizing efficiency. In result, situational change is also be a factor in terms of priorities for a structural collapse response. Therefore for engineers, it is a common ground for the collaboration of skill and knowledge in order to truly become successful in the response to a structural collapse.

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Supervise Children and Young People on Journeys

Supervise children and young people on Journeys, visits and activities outside of the setting 1 . Understand the policy and procedures for supervising children and young people on Journeys, visits and activities outside of the setting. There are various organisational and legal requirements for supervising children on journeys, visits and activities outside of the school setting. These include policies and procedures which should be carried out by the school including risk assessments of areas that will be visited (New2teaching, 2013).

Risks assessments will identify any hazards and/or dangers and who might be armed and how this may happen, allow the risks to be evaluated and check if the precautions are sufficient. They also allow staff to record their findings and review and revise assessments if necessary. Prior to the trip, the school will have to inform parents or guardians of all the necessary details in good time and obtain their consent for their child to go on the school trip. This should be in writing and include at least the location, date and time of departure and arrival, purpose, price and what is required on the trip by the children.

The school should have other necessary information of each child going on the trip, ncluding dietary information, allergies, any other medical conditions and also if they suffer from travel sickness. Also, the school should ensure that there is a suitable adult-child ratio and that all Moreover, there must be sufficient insurance cover for all participants of the trip as well as accidents and emergency policies and procedures, which should be in place for off-site visits. There should be a budget in place for the school trip, including expenditure and contingency costs and all money should be accounted.

A record should be made showing all payments made by pupils and receipts should be issued to each of hem. It is important that children, young people and adults have complete and accurate information about travel arrangements in good time. This is to ensure that everyone arrives on time, prepared with any necessary resources. This is to avoid delay of departure or even not going on the visit if there is something missing or another difficult situation arises where someone or all of those who are involved may not be able to go on the trip as planned.

It is necessary to ensure that vehicles used on trips are in good condition and safe for all passengers (New2teaching, 2013). Also, if the Journey is long, then it will be necessary to make sure there are snacks and check that there is a toilet on the coach or the relevant transport. If this is not possible then there should be an arranged stop for toilet breaks. It should be checked that drivers are competent and have the correct licence and if necessary whether to have more than one driver in case of fatigue.

The preparations which need to be made by all those going on Journeys, visits and off-site activities would be to ensure that all individuals have appropriate clothing and sufficient food and drink should be taken where necessary. There should be a list of all those attending the visit and registers made for supervisors in order to account for all children on the trip. There should be someone who is in charge of funds in case of an emergency or break down of vehicle during a trip. should be ensured that there is a first aider on the trip, along with a first aid box.

Also, at least one member of the group should carry a mobile phone with them in case of emergency and they should have emergency contact numbers. There should also be a point of contact belonging to the area visited on the school trip and the staff ember should be familiar of this. In case someone on the trip goes missing, staff should be aware of where to go in the area visited and should be made aware of the procedures. Any medication, for example, inhalers should be taken for those who may fall ill during the visit.

In the case of late departure and arrival, the school should be informed by the relevant staff on the trip and parents should be notified for security reasons. The following is an account of the Oakwood Primary School trip for Nursery and Reception class to Gulliver’s Land, in Milton Keynes, which took place on 27th June 013. Prior to the trip, I made sure what time I had to be in school for and what time the bus would be leaving. This was well after my normal start time for work so I didn’t need to leave the house any earlier. As the Journey was about 45 minutes, it was a direct route.

Therefore, no stops were needed. All staff that were attending were given a list with the names of the group of children for which they would be responsible. It was made sure that there were no more than 6 children in each group. My group was a group of 6 from the Reception class. The bus was due to leave at gam. As soon as the children arrived at 8. 30am and ushered into the class, they were settled down and the register was taken, ensuring all the children that were going on the trip were present. Before departing, we bag and that it was labelled with their name.

We also asked the children if they needed to go to the toilet so nobody needed to go during the Journey. The children were told to stay with their group at all times and were put into pairs. We then went to board the bus. I sat at the front of the bus and helped the children near me to put on their seatbelts. All of their packed lunches were placed at the front f the bus, in the designated area for luggage. The register was taken by the Early Years Manager and a headcount was carried out. I ensured all the children in my group were present.

During the Journey, I made sure the children did not remove their seatbelts or move out of their seat. Some of the children had accessories like hats and sunglasses, so I told them to look after them. There were no issues during the Journey and the children were fine on the bus. When we arrived, the children were told to get their belongings and the bus was checked thoroughly to prevent anything being left ehind. The children were told to get into their groups and reminded of which staff member they would have to stay with throughout the trip.

The register was taken to check that all the children were off the bus. I made my group stay in their pairs, hold hands with each other and to stay with me at all times. We arrived in good time, Just before the park opened. This ensured we had as much time as possible in the park. We were all given a map and details of attractions that were available throughout the day. When the park was open, we were allowed in and it was snack time for the children. So we went to a sheltered bench area and sat the children down and made sure they had their fruit or other snack. I made sure my group was sat down and in my sight.

When they had finished their snack, I told them to throw their waste in the bins provided by the bench area and not litter the ground. They were told to give their pack lunches to their group leader and any belongings they did not require until later. These were all placed in secure lockers, which were next to the bench area. We were told to meet up again at this area at lunch time. We then decided to stay with other group and go on the same rides, so any children ho did not want to go on a particular ride could be supervised by another adult, while another group leader went on the ride with the rest of the children.

The rides on which I escorted the children, I ensured they were sat securely, making sure any safety harnesses were attached and that they held on to the bars provided, so that they were comfortable. When it was almost time for lunch, we made our way back to the lunch area and gave into their carrier bag and put back in the locker, along with any other belongings. Occasionally the children some of the children would try to leave their partner or the roup as they were drawn to an attraction or something else and I was constantly reminding them to stay together and not wander off.

After going on a ride, one child in my group was not feeling well because the ride was a shock for her. We made sure she did not go on anymore rides that would not be appropriate and made her for a while until she felt better to go on other rides. In between rides, some children need to go to the toilet, so I accompanied them and left the other children in my group with another staff member. I counted how many children were with me and when they were finished, I ensured the same number of hildren came out of the toilet.

It was nearing the time of departure from the park and we were waiting to get on a ride. My group was waiting with another group. We wanted the children to ride but we knew that there was a shortage of time. The other group leader made a call to the Early Years Manager to see if we would be able to go on the ride and she said that we did not have enough time. Therefore, we had to leave the waiting area for the ride and gather our groups. I went with the Early Years Manager to get the bags from the lockers, after leaving my roup supervised with another staff member.

After we retrieved the bags and checked there was nothing left, we tended to our groups and ensured every child was there. When we exited the park, the children were in their pairs and we boarded the bus. The register was taken again and the headcount was repeated. On the way back a child sitting in front of me fell asleep, so I put her head in a comfortable position for her. When we reached school, I gently woke her before we got off the bus. As we got off the bus, we checked detached the children’s seatbelt for hem and ensured that they were getting off safely and not leaving anything behind.

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