DATA CENTER COLLEGE OF THE PHILIPPINES OF LAOAG CITY, INC

LEARNING MODULE
CIVIC WELFARE TRAINING SERVICE 2

Module 2:
Problems in the Community

Prepared by:

MARIA BERNADETTE M.MACADAEG

Instructor

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TOPIC I
ANALYSIS OF THE PROBLEMS IN THE COMMUNITY

Learning Outcomes:
By the end of this topic, you should be able to:
 Define community problem
 Enumerate the different criteria for defining community problem
 Understand why there is need to analyse a community problem
 Enumerate the different criteria for judging the possible solution for a community problem

Problems are part of life. We all deal with individual problems, families have family issues, and
communities have community problems. Communities must come together to solve their problems,
just like families.

When communities try to solve problems, they start just like individuals do. They must reflect
and analyze the issue to help come to a solution. But, before discussing solutions, problems must be
identified.

So, after discussing a little bit about what problems look like, this section will explain what
analyzing community problems is about, why it can be helpful, and then how to do it.

WHAT IS A COMMUNITY PROBLEM?

Problems can arise in any part of a community and come from any aspect of community life.
There's a long list of nominees, and you probably know some of the main contenders. Can you name
the leading problems in your community? Chances are you can at least start the list.

Below are examples of community problems:

Example Community Problems: Adolescent pregnancy, access to clean drinking water, child abuse
and neglect, crime, domestic violence, drug use, pollution, mismanagement of resources, lack of
funding for schools and services, ethnic conflict, health disparities, HIV/ AIDS, hunger, inadequate
emergency services, inequality, jobs, lack of affordable housing, poverty, transportation, violence,
racism and police brutality.

CRITERIA FOR DEFINING A COMMUNITY PROBLEM

Rather than aim for a complete problem list, here are some criteria you may consider when
identifying community problems:

 The problem occurs too frequently (frequency)

 The problem has lasted for a while (duration)
 The problem affects many people (scope, or range)
 The problem is disrupting to personal or community life, and possibly intense (severity)
 The problem deprives people of legal or moral rights (legality/morality)
 The issue is perceived as a problem (perception)

This last criterion, perception, is an important one, and can also help indicate readiness for
addressing the issue within the community.

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What is seen as a problem can vary from place to place and group to group in the same
community. Although there's no official definition of a community problem, the above examples and
criteria above should help you begin to name and analyze community problems.

WHY SHOULD WE ANALYZE A COMMUNITY PROBLEM?

Analyzing community problems is a way of thinking carefully about a problem or issue before
acting on a solution. It first involves identifying reasons a problem exists and then, identifying possible
solutions and a plan for improvement.
Example: The downtown area of a community is declining. Stores are closing, and moving out; no
new stores are moving in. We want to revitalize that downtown. How should we do it?
Our thinking here is simple:
 We should start by analyzing why the decline is taking place, that is, why the problem is
occurring. Without knowing causes, we cannot fix the problem. Jumping in and trying to fix it
without analysis can cause a bigger problem and waste resources.
 An in-depth analysis will lead to better long-run solutions.

STARTING WITH AN ANALYSIS CAN HELP…

To better identify what the problem or issue is.

 Kids gather on the street. Sometimes they drink, and sometimes, they get rowdy. What is the
problem here? The drinking, the rowdiness, the gathering itself? Or, is it possible that kids
have nowhere else to go and few positive alternatives for engagement? Before looking for
solutions, you would want to clarify just what is the problem (or problems) here. Unless you are
clear, it's hard to move forward.
 Problems are usually symptoms of something else. What is that something? We should find
out.

To determine the barriers and resources associated with addressing the problem.
 It's good practice and planning to anticipate barriers and obstacles before they might arise. By
doing so, you can mitigate them. Analyzing community problems can also help you understand
the resources you need. The better equipped you are with the right resources and support, the
higher your chances of success.

To develop the best action steps for addressing the problem.

 Having a plan of action is always better than taking a few random shots at the problem. If you
know where you are going, you are more likely to get there.
 Having a deeper understanding of a problem before you start trying to solve it helps you cover
all of your bases. There's nothing worse for member involvement and morale than beginning to
work on a problem, and running up against lots of obstacles, especially when they are
avoidable.
 When you take a little time to examine a problem first, you can anticipate some of these
obstacles before they come up, and give yourself and your members better odds of coming up
with a successful solution.

HOW TO ANALYZING THE PROBLEM

You can have a process of understanding every aspect of the problem by answering the
"question words" - what, why, who, when, and how much. This process might include the following
types of questions:

What is the problem? Apply the criteria we’ve listed above – frequency, duration, range, severity,
equity, perception – as well as asking yourself whether your organization or another can address it
effectively, in order to decide whether the problem is one that you should focus on.
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Why does the problem exist? There should be agreement among meeting participants as to why
the problem exists to begin with. If there isn't, consider trying one of the following techniques. The
"but why" technique. This simple exercise can be done easily with a large group, or even on your
own. Write the problem statement, and ask participants, "Why does this problem exist?" Write down
the answer given, and ask, "But why does (the answer) occur?"

Who is causing the problem, and who is affected by it? A simple brainstorming session is an
excellent way to determine this.

When did the problem first occur, or when did it become significant? Is this a new problem or an
old one? Knowing this can give you added understanding of why the problem is occurring now. Also,
the longer a problem has existed, the more entrenched it has become, and the more difficult it will be
to solve. People often get used to things the way they are and resist change, even when it's a change
for the better.

How much, or to what extent, is this problem occurring? How many people are affected by the
problem? How significant is it? Here, you should revisit the questions on importance you looked at
when you were defining the problem. This serves as a brief refresher and gives you a complete
analysis from which you can work.

CRITERIA FOR JUDGING THE BEST POSSIBLE SOLUTION TO A PROBLEM

 Cost
 Time
 People
 Obstacles
 Impact
 Side consequences, or spin-offs, or unanticipated effects
 Community preference
 The likelihood of success

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