Core Principles in Community Organizing

Lesson Summary
Public health services in the Philippines are planned and implemented by applying the primary health
care approach. This lesson anchor on the basic values of human rights, social justice, and social
responsibility, the following are the core principles and grounds for the practice of community
organizing.

Discussion

Definition of Community Organizing

Community organizing as a process consists of steps or activities that instill and reinforce the people's
self-confidence on their own collective strengths and capabilities (Manalili, 1990). It is the development
of the community's collective capacities to solve its own problems and aspire for development through
its own efforts. It entails harnessing and developing the community's capacities to recognize a
community problem, identify and implement solutions, and monitor and evaluate the efforts in resolving
the problem. Using terminologies similar to those used in the nursing process, community organizing is
a continuous process of educating the community to develop its capacity to assess and analyze the
situation (which usually involves the process of consciousness raising), plan and implement
interventions (mobilization), and evaluate them.

Community organizing is a process of educating and mobilizing members of the community to enable
them to resolve community problems. It is a means to build the community's capacity to work for the
common good in general and health goals in particular. In the context of community health nursing,
community organizing is teaching the community to apply the nursing process (access diagnose, plan,
implement, and evaluate) on its own, utilizing resources that are available to it, thereby allowing the
community to be an active participant in the process of development, rather than just being a passive
recipient of services or care.

Community organizing and community health nursing practice have 'common goals: people
empowerment, development of a self-reliant community, and improved quality of life (University of
Santo Tomas National Service and Training Program, 2012). Teaching the communities and building
their capacities will empower them, make them aware of their power to assert their rights, and allow
them to make decisions over matters that affect their lives_ As a result, they become the health care
professionals’ partners in health care delivery and overall community development. Community
development means improved access to resources (including health resources) that will enable the
people to improve their standard of living and overall quality of life.

The emphases of community organizing in primary health care are the following:

1. People from the community working together to solve their own problems

2. Internal organizational consolidation as a prerequisite to external expansion

3. Social movement first before technical change

4. Health reforms occurring, within the context of broader social transformation

In this context, community organizing may be viewed from different perspectives. The most palpable of
all is that it is viewed as a process for development. Community development is the end goal of
community organizing and all other efforts towards uplifting the status of the poor and marginalized.
Only when the participation of the basic sector or stakeholders is elicited can development be meaningful
and sustained by the basic sectors themselves.

Community development" will have to be defined and visualized by the community members and their
participation is crucial in attainment of this vision. Community development entails a process of
assessment the current situation, the identification of needs, deciding on appropriate courses of actions
or responses, mobilization of resources to address these needs, and monitoring and evaluation by the
people.

Community organizing is a values-based process, tracing its roots to three basic values: human rights,
social justice, and social responsibility (LOCOA, 2005). Human rights are based on the worth and
dignity inherent to all human beings: the right to life, the right to development as persons and as a
community, and the freedom to make decisions for oneself Social justice entails fairness in the
distribution of resources to satisfy basic needs and to maintain dignity as human beings. Social
responsibility is an offshoot of the ethical principle of solidarity, which points to people being part of
one community and is reflected in concern for one another.

Furthermore, the following are the basic values in community organizing:

1. Human rights

- are universally held principles anchored mainly on the belief in the worth and dignity of people;
these include the right to life, /self-determination, and /development as persons and as a people.

2. Social justice - means equitable access to opportunities for satisfying people's basic needs and dignity;
it requires an equitable distribution of resources and power through people's participation in their own
development.

3. Social responsibility - is premised on the belief that people as social beings must not limit themselves
to their own concerns but should reach out to and move jointly with others in meeting common needs
and problems;society has the responsibility to ensure an environment for the fullest development of its
members.

Core Principles in Community Organizing

1. Community organizing is people-centered

The basic premise of any community organizing endeavor is that the people are the means and ends
of development, and community empowerment is the process and the outcome. (Felix, 1998). It is
people-centered (Brown, 1985) in the sense that the process of critical inquiry is informed by and
responds to the experiences and needs of the marginalized sectors/people. Community organizing is
not meant for a person-to-person interaction, with only a few who will benefit from any undertakings
and activities. Overall, the development is concerned with improving quality of life in the different
dimensions of community—social, political, economic, environmental, cultural, and spiritual.

Community organizing is a people-centered strategy, with emphasis on the development of human

resources necessitating education. The educational processes are interactive, empowering both the
learners (the members of the community) and the teacher (the nurse), leading to decision making
that plays a part in human development (Brown, 1985). The people themselves serve as the
instruments in their own development.

Community organizing is a process that promotes the development of people's autonomy and self-
reliance, leading to people empowerment. The organizer serves as a facilitator or mentor who guides
the community through the process. The people take the lead, make decisions for themselves, and
participate in processes that affect their lives.

2. Community organizing is participative

The participation of the community in the entire process—assessment, planning, implementation,
and evaluation—should be ensured. The community is considered as the prime mover and
determinant, rather than beneficiaries and recipients, of development efforts, including health care.
Throughout the steps of community organizing, the organizer must bear in mind that the community
is an active participant, learning more from what they do and experience, rather than from what is
said to them. For people empowerment, community participation is a critical condition for success
(Reid, 2000).

Community participation is evident in the involvement of many people in community activities.

The people are well informed about community activities and are aware of their potential
contributions to the common good. Decision making and responsibility are in the hands of ordinary
people, not just the elite. Distinction is not made among different groups and different personalities
(Reid, 2000).

3. Community organizing is democratic

Community organizing should empower the disadvantaged population. It is a process that

allows the majority of people to recognize and critically analyze their difficulties and articulate their
aspirations. Hence, their decisions must reflect the will of the whole, more so the will of the common
people, than that of the leaders and the elite.

Conflicts are inevitable in group dynamics_ they are to be expected in organizing work. Thus,
the organizer and community leaders require skills to effectively process and manage these
conflicts. Effort must be exerted to achieve a consensus. This requires a participative and
consultative approach.

4. Community organizing is developmental

Community organizing should be direct towards changing current undesirable conditions.
The organizer desires changes for the betterment of the community and believes that the
community shares these aspiration and that these changes can be achieved.

Community organizing affords empowerment of the marginalized people. Through the

process, the community gains insights, hones their capacities, and develops their confidence in
themselves and in each other that will allow them to take the lead in the holistic improvement of
their community. Beyond health or economic improvement community organizing seeks authentic
human development.

5. Community organizing is process-oriented

The community organizing goals e: empowerment and development are achieved through a
process of change. Organizers need to diligently and patiently follow the community organizing
process to achieve its goals. Allowing the community to internalize and embrace the process
requires time.
 Community organizing is dynamic. With the evolving community situation, monitoring and
periodic review of plans are necessary. The community may initially face simple barangay
problems. Resolution of these problems through the efforts of community members develops
confidence to identify and deal with other problems. This leads to sustenance of the community
organizing efforts.

Goals of Community Organizing

Community organizing is an enabling process through which the community organizer becomes
dispensable and the people's organization takes over.

1. People's empowerment.

Community organizing is aimed at achieving effective power for the people. Through the
process of community organizing, people learn to overcome their powerlessness and develop
their capacity to maximize their control over the situation and start to place the future in their
own hands. It is their progressive realization of the power that they possess and the ability to
influence the course of history that dramatically erodes the dehumanizing effects of
powerlessness.

2. Building relatively permanent structures and people's organizations.

Community organizing aims to establish and sustain relatively permanent organizational

structures that best serve the needs and aspirations of the people. These structures ensure people's
maximum participation while, at the same time, they provide the venue through which the
people's organizations can link up with other groups and sectors. It is also through these
structures that alternative ways of doing things can be tested and a new system of values can be
internalized, so that localized experiences become the building blocks upon which the blueprint
of a more desirable future is based.

3. Improved quality of life.

Community organizing also seeks to secure short- and long-term improvements in the quality of
life of the people. Immediately, the process of mobilization can gain concessions for fulfilling
basic needs for food, clothing, shelter, education, and health. In the long term, it must create a
conducive environment for the development of human creativity and solidarity through equitable
distribution of power and resources.

Phases of Community Organizing

I. Pre-entry involves preparation on the part of the organizer and choosing a community for
partnership.

Preparation includes knowing the goals of the community organizing activity or experience.
It may also be necessary to delineate criteria or guidelines for site selection. Making a list of
sources of information and possible facility resources, both government and private, is
recommended.
 Skills in community organizing are developed on the job or through an experiential approach.

Novice community organizers, such as student nurses on their related learning experience, are
therefore not unusual. For the novice organizers, preparation includes a study or review of the
basic concepts of community organizing. Although the affective domain is not easy to change,
self-examination helps the organizer identify attitudes—both positive and negative— that
may influence effectiveness. Positive attitudes include belief in people's capacity for change
and self-determination and readiness for hard work and team effort.

Proper selection of the community is crucial. Identification of possible barriers, threats,

strengths, and opportunities at this stage is an important determinant of the overall outcome
of community organizing. Communities may be identified through different means: initial
data gathered through an ocular survey; review of records of a health facility; a review of the
barangay/municipal profile, and so on; referrals from other communities or institutions on
through a series of meetings; or consultations from the local government units (LGUs) or
private institutions.

Different institutions may have different and sometimes contradicting criteria for the selection
of communities. However, there are some basic criteria that must be kept in mind in choosing
a community.

An ocular survey done at this stage may provide answers to essential questions that should
include the following:

1. That is, is the community geographically isolated and in a disadvantaged area? In other
words, is it hard to reach, unserved or underserved, and economically depressed?

2. Do the members of the community perceive the need for assistance?

Note that resistance or reluctance among some community members is to be expected;
therefore, the organizer must take this as a challenge in the community organizing process.

3. Does the community show signs of willingness or hostility towards the organizer or the
organizing agency?
4. Is there no obvious threat to the safety of the community organizer?
5. Are there other individuals, groups, or agencies working in the area? If so, are they using
the community organizing approach? Will there be a duplication of services for the same
target group?
6. Is the partnership among all potential stakeholders (the community, the LGU, and other
external agencies) possible and feasible?
Activities include:

▪ Designing a plan for community development including all its activities and
strategies for care development.
▪ Designing criteria for the selection of site
▪ Actual selecting the site for community care

II. Entry into the community formalizes the start of the organizing process. This is the stage
where the organizer gets to know the community and the community likewise gets to know
the organizer. An important point to remember during this phase is to make courtesy calls
to local formal leaders (mayor and municipal council, barangay chairperson, council
members, etc). Equally crucial often overlooked is a visit to informal leaders recognized in
 the community like the elders, local health workers, church leaders, and local association
leaders. They are also contact persons who may facilitate phases of the organizing process.

Considerations in the entry phase

As much as we endeavor to get to know and understand the community we are working with, it is
also the community organizer's responsibility to dearly introduce themselves and their institution
to the community. A dear explanation of the vision, mission, goals, programs, and activities must
be given in all initial meetings and contacts with the community.

The community organizer must have a basic understanding of the target community. The
preparation for the initial visit include the gathering of basic information on socioeconomic
conditions and traditions which include the religious practices, overall physical environment,
general health and illness patterns, and available health resources. An informal meeting with
contacts who have been to the area or some residents from the community prior to entry will be
useful.

Aside from the local officials, having a contact person from within the community will help
facilitate entry into the community.

People must take care to avoid raising unrealistic expectations in the community. The
community organizer must keep in mind that the goal of the process is to build up the confidence
and capacities of people. There are two strategies for gaining entry into a community, which
tend to be counterproductive to the goals of community organizing. The first he describes as the
padrino entry where the organizer gains entry into the community through a padrino or patron,
usually a barangay or some other local government official. In meetings or assemblies with the
people, the padrino, in an effort to boost the organizer's image, tends to present the intended
project output, thereby creating false hopes. Manalili calls the second strategy as the bongga
entry that is seen as the easiest way to catch the attention and gain the approval" of the
community. This strategy exploits the people's weaknesses and usually involves dole-outs, such
as free medicines. In addition to creating unreasonable expectations,
the bongga entry reinforces a dole-out mentality, which contradicts the essence of community
organizing.

III. Community integration

Community integration, termed as pakikipamuhay, is the phase when the organizer may actually
live in the community in an effort to understand the community better and imbibe community
life. The establishment of rapport between the organizer and the people indicates successful
integration.

The organizer who is not indigenous to the community cannot fully comprehend the people's
lives unless living among them. If organizers are working for the poor, then they must live and
work with the poor. Thus, integration frequently requires immersion in community life. This
stage of community organizing is a gradual process. At this time, the organizer must consciously
discard the "visitor" or "guest" image. Respect for community culture and traditions is of utmost
importance. The organizer's conduct as well as manner of dressing must be in accordance with
the norms of the community
Integration styles

Manalili (1990) describes the following styles of integration:

•"Now you see, now you don't" style. The organizer visits the community as per the schedule
but is not able to transcend the "guest" status. As a result, the organizer cannot break down the
barriers between him/her and the people, and does not get the chance to better understand the
villagers' way of life.

• “Boarder” style. The organizer rents a room or a house in the village, lives his/her own life,
and does not share the life of the community. As a result, the organizer is regarded as a guest or
boarder in the house.

• "Elitist" style. The organizer lives with the barangay chairman, or some other prominent
person in the community. The organizer is frequently seen in the company of local officials. This
style makes integration with the larger community difficult.

People-centered approach in integration

The organizers enter the community with a well-conceived plan. They establish contact with
villagers who become their allies. With its emphasis on being where the people are, this approach
allows the organizers to develop a deeper relationship with the whole community through various
techniques, such as those described subsequently in this chapter. This is the approach that is
recommended to guarantee success of the organizing work. The following techniques suggested
by Manalili (1990) facilitate community integration:

∙ Pagbabahay-bahay or occasional home visits. This is an effective way of developing a close

relationship with the community. This technique requires the organizer to observe the daily
schedule of activities of households to avoid inconvenience on the part of the families.
∙ Huntahan. Informal conversations help a lot in integrating with the community. It can be done
in a variety of venues, such as (village poso during laundry time, basketball I court, and sari-
sari store.
• Participation in the production process. The organizer participates in livelihood activities,
such as farming in an agricultural community. The purpose is not only to allow the organizer to
gain firsthand knowledge as a basis for understanding the production process and the economic
system within which the community operates. This practice also allows the organizer to share the
daily experiences of the ordinary people in the community.

• Participation in social activities. Social functions and activities help the organizer and the people
to get to know each other through face-to-face encounters. These are fiestas, weddings, baptismal
celebrations, funeral wakes, and other activities that carry social meaning and importance for the
community. Though the organizer's appearance, speech, behavior, and lifestyle should be in keeping
with those of the members of the community, the organizer remains a role model and must avoid
activities and situations that may undermine the reputation in the community, such as gambling and
drinking alcoholic beverages to the point of drunkenness.

IV. Social analysis

Social analysis is the process of gathering, collating, and analyzing data to gain extensive
understanding of community conditions, help in the identification of problems of the community,
and determine the root causes of these problems. This process is also referred to as social
investigation, community study, community analysis, or community needs assessment. In nursing
practice, it is often called community diagnosis, with emphasis given to health and health-related
problems.

This step requires a comprehensive analysis of the following factors:

(1) Demographic data

(2) Sociocultural data
(3) Economic data
(4) Environmental data
(5) Data on health patterns (morbidity, mortality, fertility)
(6) Data on health resources.

V. Identifying potential leaders

Since organizing is not a job of one person, it is imperative that the organizer identifies partners
and potential leaders who will help lead the people. Community integration and community study
allow the organizer to have frequent interactions with individuals, families, and/or groups in the
community. These interactions provide the organizer with the opportunity to identify prospective
allies in the organizing efforts, particularly credible and influential members of the community
who have expressed willingness to participate in community activities. Conversations and group
discussions with members of the community are occasions for the organizer to initially gauge
leadership potentials, organizational abilities, and motivations. Members identified with these
qualities are designated as potential leaders.

Community organizing is participative and developmental in nature. Hence, once potential leaders
are identified, they should be trained and eventually become part of the community organizing
team. This is imperative since the responsibility in bringing about change in the community resides
in the people themselves.

The following are other desirable characteristics of potential leaders:

•They represent the target group/ community. For example, a school teacher cannot be the
leader of a farmers' group unless he/she is involved in farming activities. The organizer must
also bear in mind that local officials (e.g., the barangay chairman or council members) do not
necessarily represent the entire community.
• They possess or display leadership qualities.

• They have the trust and confidence of the community.

•They express belief in the need to change the current undesirable situation in the
community,that change is possible, and that change must begin with the members of the
community.

•They are willing to invest time and effort for community organizing

work. •They must have potential management.

The community organizer must bear in mind that the prevailing culture or social structure in some
communities tends to make ordinary people shy away from leadership roles and. instead, prefer
to work in self- effacing supportive roles. Some community members may equate leadership
ability with education or wealth. Thus, one of the challenges of community organizing is the
training and preparation of the potential. This requires consistency and persistence in the training,
and thereby, encouraging them and giving them opportunities to assume various roles in
community activities. The key is to allow time for them to develop and gradually assume the
leadership role.
VI. Core group formation

As the organizer works with potential community leaders, the membership of the group is
expanded, as necessary, by asking them to invite one or two of their neighbors or friends. These
new recruits must also be from the community, sharing the same problems the group seeks to
correct, while at the same time believing in the same core values, principles, and strategies the
group is employing. Keeping the group size manageable, between 8 and 12 members, facilitates
arriving at a consensus. For example, deciding on a common time for meetings and other activities
is easier with a small group. However, a very small core group may be overwhelmed by the tasks
required for them.

Initially, forming a single core group is usually suggested. But as the community gets better
organized, the first group may decide to have separate core groups or committees for specific
sectors of the community. The new core groups still belong to the same community organization.

VII. Community organization

Through various means of information dissemination, the core group, with the assistance of the
organizer, instills awareness of common concerns among other members of the community.
Subsequently, on the initiative of the core group, the community conducts an assembly or a series
of assemblies, with the goals of arriving at a common understanding of community concerns and
formulating a plan of action in dealing with these concerns. Collective decision making must
dictate what projects and strategy must be undertaken. The organizer must remember that it is their
project to be done in their community. The organizer must let them decide.

If the community decides to formalize the organization, it must have the following

characteristics: •An organizational name and structure,

•A set of officers recognized by the members of the community

•Constitution and bylaws stating the vision, mission, and goals (VMG), rules and regulations of
the organization, and duties and responsibilities of its officers and members
The community may then decide to seek legal recognition by registering the organization with the
appropriate government agency, such as the Securities and Exchange Commission or the
Cooperatives Development Agency. Recognition by the LGU completes the process.

Gaining legal recognition paves the way for the organization's participation in the Barangay,
Municipal or City Development Council as provided in the Local Government Code (RA 7160).
The organization may also establish linkages and networks with other government agencies, non
government organizations/agencies, or other people's organizations that will further strengthen
and expand the organization, facilitating the attainment of its goals and objectives.

VIII. Action phase

Also known as the mobilization phase, the action phase refers to implementation of the
community's planned projects and programs. Important considerations during the mobilization
phase are as follows:

1. Allow the community to determine the pace and scope of project implementation. The
community may start with simple barangay projects, such as Tapat Ko Linis Ko or clean and
green. As the organization gains experience and develops, it will move toward more complex
programs like coastal resource management or a community material recovery facility.
 2. The process is as important as the output. A project may fail, but as long as the community
gains valuable experience and learns from the process, it is not a failure in itself.

3. Regular monitoring and continuing community formation program are essential.

Throughout the mobilization phase, regular meetings are conducted for monitoring and
continuous training for community leaders.

IX. Evaluation

Evaluation is a systematic, critical analysis of the current state of the organization and/ or
projects compared to desired or planned goals or objectives. Ideally, evaluation is done
periodically during mobilization (i.e., formative evaluation) to allow revision of strategies
when needed and at the end of the prescribed project period (i.e., summative evaluation).

In community organizing, there are two major areas of evaluation: (1) program-based
evaluation and (2) organizational evaluation.

General evaluation parameters in both areas are used as guides for the evaluation of
organizing activities.
Although some parameters may overlap, evaluation in both of these two areas must be done_
This means that a separate process of evaluation must be undertaken for both. This is needed
as illustrated by the following example_ A community-initiated livelihood project failed in
the sense that the community did not earn from project. But during the phases of community
organization and mobilization, the members of the community became closer. From the point
of view of program-based evaluation, the project was ineffective. Organizational evaluation,
however would indicate a positive outcome.

IX. Exit and expansion phase

From the start, the organizer must have a There is a clear vision of the end with a general
time frame in mind. As articulated by Manalili (1990), the best entry plan is an exit plan."
The time required for community organizing depends on the diligence of the organizer and
the acceptance by the community. The time of exit should be mutually determined by the
organizer and the community during a meeting for monitoring and evaluation.

Indications of readiness for exit by the community organizer should include:

• Attainment of the set goals of the community organizing efforts,

• Demonstration of the capacity of the people's organization to lead the community in
dealing with common problems, and
• People empowerment as manifested by collective involvement in decision making and
community action on matters that impact their lives.
During the exit phase, the organizer may start exploring another community to organize,
that is, expanding to another area. While expanding to another area, the organizer stays in
touch with the first community, periodically visiting, not so much as an organizer but as a
friendly consultant. The relationship of the organizer and the community is sustained, albeit
on a different level. Community organizing is supposed to result in addition, not
subtraction.

Community organizing is an enabling process through which the community organizer

 becomes dispensable and the people's organization takes over.

Who Is the Community Organizer?

Basic Qualities of a Community Organizer

A community organizer is someone who:

∙ Has an exemplary professional and moral quality.

∙ Possesses good communication/ facilitation skills to be able to call and lead small
group discussions/trainings and community meetings.
∙ Has the ability to set good leadership examples for the community to emulate. ∙
Displays a charismatic personality that draws people towards the organizing work
and community activities.
∙ Adopts and enjoys working with and living with all types of communities/people. ∙
Can empathize with the people or community he/she is working with.
∙ Believes in the vision of change, empowerment, and development_
∙ Has a personal conviction consistent with the values and principles being
advocated.

Community Organizing Participatory Action Research (COPAR)

▪ A social development approach that aims to transform the apathetic, individualistic and voiceless
poor into dynamic, participatory and politically responsive community.

▪ A collective, participatory, transformative, liberative, sustained and systematic process of building

people’s organizations by mobilizing and enhancing the capabilities and resources of the people
for the resolution of their issues and concerns towards effecting change in their existing
oppressive and exploitative conditions (1994 National Rural Conference).

▪ A continuous and sustained process of educating the people to understand and develop their critical
awareness of their existing condition, working with the people collectively and efficiently on their
immediate and long-term problems, and mobilizing the people to develop their capability and
readiness to respond and take action on their immediate needs towards solving their long-term
problems (CO: A manual of experience, PCPD)

Principles of COPAR

1. People, especially the most oppressed, exploited and deprived sectors are open to change, have the
capacity to change and are able to bring about change.
2. COPAR should be based on the interest of the poorest sectors of society
3. COPAR should lead to a self-reliant community and society.

COPAR Process
▪ A progressive cycle of action-reflection action which begins with small, local and concrete issues
identified by the people and the evaluation and the reflection of and on the action taken by them. ▪
Consciousness through experimental learning central to the COPAR process because it places
emphasis on learning that emerges from concrete action and which enriches succeeding action. ▪
COPAR is participatory and mass-based because it is primarily directed towards and biased in favor
of the poor, the powerless and oppressed.
▪ COPAR is group-centered and not leader-oriented. Leaders are identified, emerge and are tested
through action rather than appointed or selected by some external force or entity

Table 7: Comparison of traditional research approach and COPAR

Table 8 : Participatory data- gathering methods for COPAR