Chapter 1: Introduction to Community Organization

Objectives:

 Define Community Organization in own personal understanding;

 Familiarize the terms consisting the Community Organization;

 Understand the concepts of Community Organization as defined;

 Comprehend the structure of Community Organization;

 Differentiate the distinct goals of CO;

 Illustrate the core values of CO;

Introduction:

In this chapter, an array of knowledge regarding the course will be introduced to begin learning one of the vital foundations
of the Social Work Methods. This will provide basic concepts on the essential components needed to strengthen awareness of
the SW Methodology and its framework.

Main Content:

1.1 Community Organization Defined

COMMUNITY ORGANIZATION
DEFINED COMMUNITY
 Group of people living together in geographically defined area with a common history and defined patterns of
relationships.
 These patterns are organized specific institutions (family, economy, politics, education, religion, health, etc.)
intended to provide the means in assisting people carry out their day to day activities.
 Patterns are oriented to represent values and norms socially accepted by the people and which becomes
aids in solving community problems.
 People, place, identity, culture, and social system
ORGANIZATION

 Bringing together.

 Coordination of both human and natural resources of the community to meet the needs of the community
to uplift its welfare.
 Formal and informal instructions to answer specific needs, according to system of roles, norms, and
expectations.
 Structure of relationships.

COMMUNITY ORGANIZATION

 One of the primary methods of social work intervention in helping clients solve their problems.
 The term used by social workers to describe the method as well as the process used to help communities.
 There are professionals. Technicians etc. who render services to communities especially depressed,
underdeveloped or poverty-stricken areas, etc. who call their job “community work”. This is especially true in
developing countries or third world countries.
 There was time when this kind of work was known as community development.

 Sustained process of educating the people to work collectively and efficiently towards the solution of short-
term and long-term problems.
 Approach and a strategy to development.

 Process of problem-solving.
  The collective process of working together towards the solution of community problems and the attainment of
its goals should lead to people’s empowerment and a community that is controlled and managed by them.

COMMUNITY DEVELOPMENT

 Associated with physical and economic development and for social workers this was not enough to describe
what they were doing. They have discovered that people’s growth and development, their aspirations and
motivations, capacities and capabilities were important in awakening their consciousness and in the growth of
their community.
 And so, social workers prefer to use CO to describe what they were doing.

1.2 Fundamentals of Community Organization

CO OBJECTIVES

Community Organization in the last three decades goes beyond the function of maintaining adjustments between
needs and resources in a community. In responding to the emerging needs of time, CO must consider the following objectives:

 To raise people’s awareness about their poverty situation in order to effect social change.

 To form structures/mechanisms that uphold basic rights and interests.

 To help people become aware of their full potentials and harness their human and material resources to pursue
programs and projects meant to improve their quality of life.
 To initiate actions (i.e., advocacy, work and social action) that will bring about changes in community and group
relationships, especially in the distribution of decision-making power.

GOALS OF COMMUNITY ORGANIZATION (Arthur Dunham)

1. TASK GOALS- concerned with concrete tasks to be undertaken to meet specific needs and people’s
aspirations or to solve particular problem.
2. PROCESS GOALS- concerned with the process of helping people in a community or group strengthen
their quality of participation, self-direction, and cooperation.
3. RELATIONSHIP GOALS- focused in changing certain types of relationship and decision- making process in a
community by diffusing power to a wider base.

ELEMENTS OF CO PRACTICE

1. The Community

2. The Problem

3. The Organization/ Agency Context of Practice

4. The CO Problem-Solving Process

5. The Community Organization Worker

VALUES IN COMMUNITY PRACTICE

 Commitment to democratic processes is of central importance to community practice.

 Some of these shared social work values are: the right to self-determination; belief in the worth and dignity of
individuals and belief in the ability of the people to change.
 In particular, community organizing stresses certain values that can be appreciated on a broader context.
Among these are the right to decent and peaceful living and the right to participate.
 Respect for Human Rights: this is premised on the belief that man has worth and dignity; one has the right to
participate in decision-making especially on matters that affect lives.
  Social Responsibility: “man for others” concept, meaning responsibility of one for the other; refers to the
society’s responsibility to create conditions that permit opportunity and self-fulfillment for individuals;
emphasizes that institutions and organizations should be flexible and changing in order to respond to the
changing conditions and problems of the people.
 Social Justice: “there is no development if there is no peace”; premised on the belief that development can
only happen if justice prevails; right of the people to be heard and the creation of mechanisms by which
people are able to air their grievances; provision of equal access to job opportunities and basic services.

CO PRINCIPLES

 Trust in the People: have a deep sense of trust and belief in people.

 START where people are: with their needs; resources; and capabilities.

 CO is biased to the interest of the majority that is the poor and oppressed in society.

 Organizing efforts leads to a more just, HUMANE and democratic society.

 Critical and active participation is a crucial element in people’s empowerment.

 Recognize the presence of a variety of interests in any community.

 The responsibility to direct change lies with the people.

BASIC VALUES OF CO

1. Human rights universally held principles anchored on the belief in man's worth and dignity: right to live, to survival,
to self-determination, to development as a people.
2. Social Justice equal access to opportunities for satisfying man's basic needs towards upholding human worth and
dignity. Requires equitable distribution in their non-development.
3. Social responsibility - premised on the belief that man as a social being must not be limited to his own concerns
but should reach out to others and move jointly with them to meet common needs and problems.
- Society has the responsibility to ensure an optimum environment for the fullest development of its members.

PRIMARY AND ULTIMATE VALUES OF CO:

 Self-fulfillment as the primary concern of society.

 Opportunities for mutual assistance and common action for self-fulfillment and common welfare.
 Maximum cooperation and collaboration for self-fulfillment and common welfare.

DEMOCRATIC PROCESSES IN SOCIETY

Consistent with the primary and ultimate values of CO are the following values of CO:

1. Commitment to democratic process and goals

2. Right of client community for self-determination

3. Belief in the capacity of people to change

4. Belief on the innate dignity of individuals in the community

5. Commitment to seek social justice

BASIC ASSUMPTIONS IN CO

 Communities have capacities to deal with other problems.

 People want change and can change.

 People should participate in decision-making that affect their lives.

  Democracy requires the conscious and organized participation of the people.

 Self-imposed change has a lasting character which a superimposed one has none.

 A holistic approach can deal effectively with problems which a fragmented one cannot.

 Communities need help in dealing with their problems.

HYPOTHESIS ABOUT COMMUNITY LIFE

 Multiple-factor Theory

 Social structures

 Socio-cultural Patterns

 Sub-group Relationships

 Leadership

 Symbols and Rituals

 Apathy and Prejudice

 Individual Predisposition

o Status
o Frame of reference
o Time perspective

Chapter 2: Evolution of Community Organization in the Philippines Objectives:

 Identify the most significant occurrences of Community practice in the Philippines on specific eras;
 Analyze the developments of the CO practice from the past up to this date;

 Formulate a diagram that shows the evolution of CO in the country;

 Distinguish the three major historical perspectives of CO with regards to its functions and contributions;
 List down highlighted milestones of Urban CO Program;

 Construct a personal judgment on the five possible types of information network configuration

Introduction:

The growth of community organization will be discussed including its development in the country, its impact and contribution
in the history of social welfare. Community Organization has been a long-time course in building a good vision for the country on
its pursuit for a more self-sustaining and self- determined society. Thus, its cradle unfolded from the values and collaborative
forces of the people in order to transcend towards development.

Main Content:

2.1 Significant Epochs: Community Practice of Social Work in the Philippines

PRE-COLONIAL ERA

Damayan and Bayanihan

 Mutual aid among kindred, clan, and the barangay

 Helped foster unity and cooperation

  Problems and needs were cared of by the kindred, clan, and the

barangay COLONIAL ERA

Spanish

 Alms giving and charity work

 Institutions for the needy and

destitute American

 Beginning of organized Social Welfare (Associated Charities, 1914)

 Volunteer groups organized to assist private relief agencies Post

World War II

 Government assumed firm responsibility for social welfare

 Programs: disaster relief; self-help projects; farmer’s relocation and resettlement

Reconstruction Period (1950’s-1960’s)

 Establishment of SWA

 Basic resource provision

 Rehabilitation and Reconstruction of communities destroyed by war

o Physical improvement and infrastructure building

o Construction of schools, roads, and

bridges Development Decade (1960’s-1970’s)

 Generate maximum community participation

 Enhance coping capabilities

 Continue relief/rehabilitation programs, dole-outs, home-based/institutional services

 Advocacy and social action

Participatory Development (1970’s-1980’s)

 Participatory development: emphasis on critical and active participation of people; organizing as a political action to
gain power and assert rights in decision-making.
 Institutionalization of CO in the Philippines.

 Formation of ZOTO (Zone One Tondo Organization), first PO formed sinceinstitutionalization

 Use of Structural Analysis and Dependency Theory as guiding framework

 Integrated Method in Social Work

 Liberative Education (Freire)

 Conflict-confrontation model and the BCC-CO employed by community-based programs

Socio-Economic Work (1980’s-1990’s)

 2-pronged Approach: strengthening of people’s organization and socio-economic activities

 Expansion of organizing work from community-wide to nationwide levels

 Peak of NGO work

 Sustainable Development (1990’s-2000’s)

 Sustainable development programs: to address depletion of vital resources and the degradation of the environment
 Organizing focused on proper utilization and conservation of resources along with other social problems arising
from worsening poverty situation.
 Community practice addressed sectoral and welfare issues including drug addiction, prostitution, child abuse
and domestic violence.
 Social work broadened scope in community practice from only meeting basic needs to management of
sustainable programs ensuring needs of future generations.
 Formation of people’s movement more pronounced thrust in organizing work.

 Building of federations and coalitions more pronounced

 Rise of women’s movement in the Philippines.

THE PRACTICE TODAY

 Involvement of the private sector

 Partnerships and convergence

o POs
o GOs

o Civil Society (NGOs, private institutions, community-at-large)

 Networking, advocacy and mobilization (local, national and international)

 Political education and socio-economic work

 Gender-based and Rights-based Approaches

SOME ISSUES

 On CO vision

 Economism

 Neoliberal Globalization (emphasizes individualism and competition)

 Militarization

 Conscious-raising and dole-outs

 Democratic process vs Creating a new elite

 Personal and functional issues

2.2 Historical Perspectives of Community Organization in the Philippines

HISTORICAL PERSPECTIVE: PHILIPPINES

 Inter-Agency Level of Organizing

- CO as an approach to development has been used in the Philippines for decades now in trying to establish self-
reliant and self-determining communities.
- CO in the Philippines was an answer to the need for a body to coordinate and regulate the activities or welfare
services of several agencies which emerged during the American period.
- Hence, the Public Welfare Board was established through the enactment of ACT No. 2510 The function of the
Public Welfare Board

- Study, regulate and coordinate the efforts of all government agencies and influences concerned with welfare work and
 such private organization which receive government subsidy. Later, this board was recognized, and later abolished. Its
functions were absorbed by the office of public welfare commissioner.
- After World War II, there was proliferation of agencies of same nature, duplication and overlapping of services--- the
need for coordination.

In answer to the need for coordination, the Council of Welfare Agencies of Philippines (CWAPI) was organized in 1949.

Main objective: Coordination of different member agencies’ programs and services for sound community planning and
collaborative efforts.

To further CWAFPI’s efforts: Community Chest of Greater Manila (CCGM) was organized. Objective: Promote a united
fund-raising program;
Functions: Planning, Budgeting, Fund-raising

Philippine Youth Welfare Coordinating Council to coordinate government governmental and non- governmental agencies engaged in
youth welfare services.

Grassroots Organizing
In response to the underdevelopment of rural areas which was on of the causes of social unrest, President Elpidio
Quirino established PACSA--- President’s Action Committee on Social Amelioration which became the forerunner of
community development.
A major component was its social work arm which was to provide social services in support of the nationwide social
amelioration program.
Functions of social worker under PACSA: Socio-economic survey of affected areas, farmers relocation and land
settlement, relief distribution, establishment of self-help projects for community improvement and of cottage industries
for economic development. And disaster relief.

PACD- Presidential Assistant on Community

Development (1956) was established with US-Aid, gave examination to select participants for training as
community development workers.

This grassroots concept of organizing was advocated by Murray Ross while Inter-agency level of organizing was by Arthur Dunham.

 Over the years community development work has evolved from emphasis on self-help physical infrastructure
projects to all types of community improvement activities, both economic and social.
 The primary channel was the governing unit of the barrio- the barrio council. In subsequent years, more
emphasis was given to organizing women and youth tor self- help.
 Emphasis of rural community development program in the past seems to be “people and project" orientation
rather than "people and process" orientation.

The significance of a consciously guided process of assisting people organize themselves and to develop attitudes and
skills which would equip them for decision-making, problem-solving, and community planning and programming was
given more impetus in the urban community development programs, 1960s.

Urban Community Development Programs:

 The community welfare services programs of the then UNICEF-Assisted Social services Project of the Social
Welfare Administration launched relocation programs for the Manila Slum Dwellers to Sapang Palay, Bulacan.

 Since then, urban community development programs with a center as focal point took roots in urban and
semi-urban areas all over the country where problems of urbanization have disrupted the traditional way of
life.

 The Department of Social Welfare, now DSWD, community organization approach was two-pronged:
grassroots level and grassroots organization and other agencies, organizations and individuals; and helped
them collaborate, coordinate, jointly plan and develop services and programs.

Urban CO Programs: began in 1970s

1. Housing and squatter relocation or resettlement

2. People's Organization: PECCO in 1971 (Philippine Ecumenical Council on Community Organization)-
systematized and popularized the mass-based people's organization concepts of Saul Alinsky. The fruit of this
effort is the Zone One Tondo Organization (ZOTO)- the first
 *PECCO is the sponsor of ZOTO

An important teaching in Alinsky's method is the concept of power. Organizing people for power which engages the
oppressed in action-reflection-action method to develop ability to think critically.

Before the 1970's Filipinos have centuries-old history of organizing: the numerous revolt against Spain; the peasant
organizing of the 1930s, and the labor organizing that began almost as soon as the Americans took control of the
country.

In using Alinsky's framework PECCO made adaptations to suit Philippine issues: such issues were viewed as a means
to organize people power so that they become prepared to fight systems rather than the oppressive order. Ideas of
Paolo Freire were incorporated thus reflection educational aspect was emphasized (conscious-raising) o
conscientization model.

Herbert White, a Presbyterian Minister is credited for the organizing work in the Tondo Foreshore Area in tandem with
Saul Alinsky.

PECCO brought together priests, protestant ministers, nuns, academics, and social workers worked for some years in
the Tondo Foreshore Area where some 180,000 people lived on seventy hectares of land along Manila Bay and inter-
island piers.

Thus, CO in the context of Philippine experience is people's organization.

3. Social Development

A field of endeavor as a result of the launching of the Philippine Business for Social Progress (PBSP), 1970 - founded
by 50 leaders in Philippine business to mobilize the scattered resources and efforts of private enterprise in Social
action into a unified Social developmentprogram.

UPBSP has been helping private organization and development foundation engage in Social development programs,
to include CO in order to achieve objectives of developing viable, self- propelling, and self-actualizing community-
urban and rural setting.

4. Cooperatives

 Cooperative formation-an important strategy in community organization particularly in the struggle to obtain
power over economic and political resources.

 Cooperatives differ from an ordinary enterprise in that, it aims beyond the promotion of interest of the
individual member who compose it, but promote the programs and welfare of humanity.

 Broad aims of the cooperative: economic improvement, instrument of education, school of democratic living
center for social harmony, agent of international understanding, cultural and spiritual improvement.
 Primary aim: improvement of its members economic position

 Tripod processes: education, capital formation, and discipline;

 Six principles: voluntary membership, democratic in organization, share capital should only receive a limited
interest, If any; surplus or savings should be distributed provisions for education.

1. Baranganic Approach Founded

on the philosophy:

 That individual, group, and community and national growth and development can only come about when
there is active participation and involvement of the people themselves in any development process, and
 that the promotion of social welfare is not the sole responsibility of the government alone, but is shared
with all sectors in the community: public, private ad religious.

2. Basic Christian Communities Community Organization

  DBCC-CO approach started in 1985 in response to the need of the local church for a type of BCC that would
respond to the total life needs of the people, not only to the liturgical- spiritual needs.
 Julma Neo, in her book" Towards a liberating Formation of Christian communities described the BCC-CO
approach that took place in the Prelature of Isabela, Basilan as one with the goal of: integration of faith and
life as well as liberation anddevelopment.
 Some principles: 1) people are makers of history,2) work in delimited areas, 3) Involve progressive elements
but the base should be the masses, 4) tackle all problems especially the root, 5) create historical models.
3. Networking

 The linking of organization, institutions and individuals for a common purpose.

 A process, a concept or a technique that creates awareness, builds alliances and pools resources.
 Networks can be characterized as formal or informal, international or local, individual or institutional.
 Two aspects of networking: 1) levels - institutional, district, state or national level and 2 linkages-horizontal or
vertical.

Five possible types of information network configuration:

1) Centralized network,

2) Network using regional centers,

3) centralized network with limited transfer of information and materials

4) Decentralized of each other or Centralized network where members can communicate directly.
5) Decentralized network with major members communicating with peripheral
members. 4.Government-NGO Cooperation in Development
Networking of government agencies (GAS) and Non-governmental organizations
(NGOS) 5.Community-Based strategies for advocacy and grassroots action

 Community-based programs as preventive in approach and as an alternative to institutionalization" of

street children.
 Best example of network in the Philippines is the National Council of Social Development Foundation of
the Philippines Inc. (NCSDF)
 Leopoldo Moselina- Community-based Approach- Street Children

Chapter 3: Community Organization as a Method

Objectives:

 Infer a major purpose of CO in social welfare by understanding the themes;

 Discover other viewpoints of CO from proponents;

 Generate new goals of CO based on the respective setting of which community students are living.
 Determine what type of tool to be utilized in a specific community problem;

 Construct an analysis using one of the tools in CO;

 Appreciate the importance of the different tools being used in the analytical process.

Introduction:
In this chapter, how is Community Organization became a vital method in Social Work will be unraveled. It will be known that
CO has running all throughout the process of helping various communities and clienteles from all walks of life with
corresponding interventions and approaches framed by different proponents.
 Main Content:

3.1 CO Themes and Four Distinctive Points of View reflecting CO Orientations

FOREWORD

 Conceptual and practice base of CO undertook dynamic changes both in Western countries where
it originated, and in the Philippines.
 First writings in CO as distinct field appeared in the 1920’s with books and publications seeking to
establish common principles and methods.

TWO MAIN THEMES

1. Stemmed from different ways of defining social problems; and correspondingly different approaches of
intervention
2. Approaches:

 Stressed improvement of social provisions and services (emphasized determination of needs and
development of services to meet them effectively)

Concentrated on changing social relationships (focused on groups in the community and on improving
their capacity to deal with each other often by encouraging cooperation).
THEMES: 3 DECADES SINCE THE LANE REPORT (1939)

 Strengthening social provisions and services; or

 Strengthening people’s relationships and capacities;

 Most writings, however, put consideration on connections and interrelatedness of both themes.
CO DEFINITION (ARTHUR DUNHAM)
Conscious process of social interaction and method of social work concerned with any or all of the following
objectives:
1. Task Goals- concrete tasks undertaken to meet specific needs or solve particular problems; the meeting of broad needs and
bringing about and maintaining adjustments between needs and resources in a community or other area.

2. Process Goals- process of helping people grow in certain ways; helping people to deal more effectively with their
problems and objectives by helping them develop, strengthen and maintain qualities of participation, self-direction and
cooperation; and

3. Relationship Goals: changing certain types of social relationships; bringing about changes in community and group
relationships and in the distribution of decision-making power.

FOUR DISTINCTIVE POINTS OF VIEW REFLECTING DIFFERENT CO ORIENTATION (PERLMAN AND GURIN)

 Strengthening community participation and integration (Ross)

 Enhancing coping capacities (Lippit)

 Improving social conditions and services (Morris and Binstock)

 Advancing the interests of the disadvantaged groups (Grosser)

4. Strengthening community participation and integration (Murray Ross)

“CO is a process by which a community identifies its needs and objectives, orders (or ranks) these needs or
objectives; develops the confidence to work at these needs or objectives; takes action in respect to them; and in so
doing extends and develops cooperative and collaborative attitudes and practices in the community.”
Ross suggests…

 To achieve process objective, develop “community association” as venue or means for actualizing CO
process.
 Association represents major groups in the community through their real
leaders. CO Roles: guide, enabler, expert, social therapist
5. Enhancing Coping Capacities (Ronald Lippit)

 Improving means of communication and interaction in order to build up the ability of a community to (or
some segment of it to cope with its environment and with change.
 The objective is to strengthen the relationship of the client system to its environmentand thereby building up
its capabilities for adjusting to changes in the future.

Lippit’s 3 Problematic Situations and Strategies:

 Faculty Distribution Power: creation of new centers of power or the making of internal changes to give
a subsystem more power.

 Faculty Mobilization Energy: re-channeling of energy and avoiding internal conflict by development of insight
through interpretation.
 Faculty Communication and Perception of One’s Environment: exchange of feelings and attitudes to
achieve better and mutual understanding of problems and solutions.
CO roles: catalyst, expert, implementor, and researcher.
Improving Social Conditions and Services:

 Central goal is to identify needs and deficiencies and to develop effective provisions and methods for solving
or preventing social problems.
 Includes setting specific goals and mobilizing resources to achieve them.

 Analyzed how the policies of an organization can be changed by a single actor, the “planner”, as a means
of improving services and reducing social problems.
6. Morris and Binstock’s Assumptions

 Community consists of individuals and groups with different and often conflicting interests and needs.
 In organizations, power tend to gravitate in fewer hands. In larger organizations, this consists the
dominant faction.
 Formal organizations will relate largely in accordance with the major interest of the dominant factions.
Intervention of Planner (and His Organization)

 Concern for human needs

 Desire to learn and experiment

 Response to an outside force such as legal requirement


Desire for change that will help achieve another goal, such as acquiring resources other than the change at
hand
7. Advancing the Interests of Disadvantaged Groups (Charles Grosser)

 Primary purpose is to promote the interests of particular groups by increasing their share of material goods
and services and/or by increasing their power, their participation in community decision-making, and their
status.
 Purpose of activity is “engaging the poor in the decision-making process of the community” both to overcome
apathy and estrangement, and to realign the power

resources of a community by creating channels through which consumers of social services can define
their problems and negotiate in their behalf.

Grossner’s Strategies to Promote Strategies of Urban Poor:

 Strive for a larger share of goods and services dispensed by agencies of city government and to
press elimination of injustices and denial of rights in the provision of services.
 Arouse apathy and inaction and to teach them what are appropriate targets and tactics for their
collective action.
 CO ROLES: enabler, broker, advocate, and activist
3.2 Community Organization Tools of Analysis

TOOLS OF ANALYSIS

 Gender Analysis- examines differences in men and women’s lives, including those which lead to inequities among
them (in different group categories, ethnic groups and others); the underlying causes of inequities; implications to
policy development and service delivery; effecting positive change among women.
https://www.usaid.go
v
https://info.undp.org

 Class Analysis- examines the stratification of people into dynamic classes and the relations that exist among
them; presents how people are located within the structure of inequality; with no universal or uniform outlook-
conflicts are inherent in society.
https://www.jmp.com

 Structural Analysis- examines the structures and institutions in a given society and how they promote or hinder
positive change among people’s lives; examines the inequities created by differential power relations from such
structures and institutions.
https://study.com.>academy>lesson

 Appreciative Inquiry- asking questions and envisioning the future that foster positive relations and builds on the
positive goodness of a person, situation, or organization. It is a cycle of 4 processes: 1.) DISCOVER:
organizational process that works; 2.) DREAM: envision organizational processes that will work well in the future;
3.) DESIGN: planning and prioritizing organizational processes that will work well; 4.) DESTINY or DELIVER:
implementation of processes and design.
https://cvdl.ben.edu
https://appreciativeinquiry.champlain.edu

 Cultural Analysis- examines the historical tradition, values, beliefs, practices in a given group or society (i.e. forms
of cooperation, leadership) that promote or hinder democratic spiritand action.
https://journals.sagepub.com

 Problem Tree- assists in analyzing an existing situation by identifying the major problems and their main causal
relationships; is a graphical arrangement of problems differentiated according to “causes” and “effects”, joined by
a core, or focal, problem; technique helps understand the context and interrelationship of problems, and the
potential impacts when targeting projects and programs specific issues.
https://brighthubpm.com
https://mpsguide.org

Chapter 4: Community Organization: Structure and Avenue (Models and Approaches) Objectives:
 Familiarize the three conceptions of CO and its characteristics;
 Exhibit the social reality as a situation of oppressor and oppressed and thecontradictions between them;
 Apply the methods of resolving conflicts effectively in certain situations;
 Exemplify the impacts of Basic Christian Communities in the society from the past to present.
 Address gender issues in CO with identifying and changing situations where women experience;
 Distinguish the advantages and disadvantages of Micro-Enterprise Development;
 Adduce programs and initiatives using CO Approaches

Introduction:

In this chapter, Community Organization will be understood more; its structure and everything that makes it relevant in the
stability of the community. Different models where CO transpired will be discussed and all its approaches being utilized to in
establishing organization in a multi-faceted manner.

Main Content:
 4.1 THREE CONCEPTIONS OF COMMUNITY ORGANIZATION (ROTHMAN)
1.) Locality Development or Community Development: is a process designed to create conditions of economic and social
progress for the whole community with its active participation and the fullest possible reliance on the community’s
initiative. It emphasizes democratic procedures, voluntary cooperation, self-help, development of indigenous
leadership and educational objectives.
 Goals is self-help and the integration of community groups
 Target is total community, regardless of class cleavages
 Assumes common interests among different groups
 Strategy is directed towards achieving communication and consensus among them
 CO Roles: enabler, catalyst, coordinator, and educator
2.) Social Action: presupposes a disadvantaged segment of the population that needs to be organized perhaps in alliance
with others, to make adequate demands on the larger community for increased resources or treatment more in
accordance with social justice or democracy; aims at making basic changes in major institutions or community
practices. It seeks redistribution of power, resources or decision making in the community and/or changing basic
policies of formal organizations.
 Goal is change in power relationships and resources
 Clientele are disadvantaged segments of the population

 Practice is helping them to become organized to crystalize action issues and toengage in conflict-oriented
action against the power structure
A. Procedural or Political Action- carried on through established parliamentary or formal
organizational procedure.
Aim: Obtain vote by a legislative body or by voters or a favorable decision by an executive.
B. Direct Action- personal activity of some type other than procedural social action. Direct action usually implies more
physical and emotional involvement on the part of the participants and, often a deep commitment and militant
spirit.

3.) Social Planning: emphasizes a technical process of problem-solving with regard to substantive social problems.
Rational, deliberately planned and controlled change are central. It includes the ability to manipulate large
bureaucratic organizations. It is concerned with establishing, arranging, and delivering goods and service to people
who need them.
 Focus is problem-solving with regard to substantive social problems
 Clientele are consumers and recipients of services
 Strategy may be consensus or conflict
 Assumption is that change can be brought about through rational decision-making
 CO Roles: expert, fact finder, analyst, program implementor, and facilitator

4.2 CONSCIENTIZATION (Paulo Freire’s Pedagogy of the Oppressed)

 Oppressed are the exploited and unrecognized objects of the oppressors
 Oppressors are beings in themselves who initiate violence through oppression, exploitation and failure to
recognize others as people. They don’t perceive their monopoly of havingmore as a privilege which dehumanizes
others and themselves.
Views on Social Change:
o Problem-posing vs banking method of education
o Dialogue
o Praxis
o Authentic
revolution
Conflict-
Confrontation

o Process of unmasking the reality of oppression and bringing the people face to face with reality
o Worker does not create conflict it is there in the first place then brought to the surface
o Method of unmasking the reality of oppression by bringing the poor face to face with reality
o Purpose of mobilization is to unleash violence entails confrontation over thebargaining table, outside the
experience of the enemy, the precise from determined by its advantage to the people
o The organizer dose not create conflict, it is there to begin with; he/she merely brings it to the surface so
it can be resolved.
o ELEMENTS: conflicting interests, mass participation, employment of pressure
 o Decision, willingness, capability, acceptability,

resources OPPRESSED:

o Generally treated as deviants or marginal member of society

o Poor, penniless, voiceless
o Look down on themselves and avoid making decisions
o Oppress each other
o Horizontal violence; insult from neighbor, beats up wife at home
o Sometimes yield to
opportunism OPPRESSOR:

o Employs tactics true self in order to disarm the oppressed

o Seeks to maintain a respectable and benevolent image
o (Disarm people by serving coffee/food during negotiations)
o Maintains distance from the people through buffers (not authorized tomake
decisions, channels of communication)
o Invokes law and order
o Ping-pong tactic, referred from one office to another
o Uses both carrot and stick to divide people
o To sweeten demolitions, offer jobs, medical aid, donations, offer jobs, etc.

4.3 Methods of Resolving Conflict

1. Conquest- one party seeks to destroy, injure, or remove the opponent or render him.

2. Procedural Victory- victory through established parliamentary or other procedure, powerless. Usually associated with
violence or at least coercion. Normally the decision is made by vote by a legislative body, sometimes in the case of
constitutional amendment or bond issue electorate makes the decision. Assumption: will of the majority shall prevail
and that the minority will acquiesce in the decision.

3. Award by Arbitration- parties decide to submit their case to an arbitrator agreeing in advance to abide in the
arbitrator's decision, example: grievance committee.

4. Conciliation and Mediation-resolution of conflict by parties themselves but with the aid of a neutral conciliator whose role
is advisory and conciliative, not to make decisions; services may be dispensed with anytime.

5. Compromise- resolve through a process of direct negotiation, bargaining and compromise by the parties to the conflict
in order to gain something else thathe values even more.

6. Consensus-resolution of conflict by agreement which represents the thinking and wishes or all parties to the conflict.
There is a real group idea or "sense of meeting" not mere acquiescence. Minority and majority disappear in
common agreement.

7. Ending without Resolving

4.4 CO Approaches

A Conflict may end permanently or temporarily without being resolved. This may happen in several ways:
a. Separation-one or both parties avoids the other, conflict ends because there is no confrontation.
b. Intervention- conflict is ended by someone with sufficient authority and power to stop encounter, usually in his
own initiative.
c. Postponement of further conflict- controversial motion may be laid on the table to postpone to the next meeting; by
the time it is taken up again everyone may wonder why it seemed so important and why everyone was so exited about
it.
d. Acceptance of the conflict- controversial motion may sometimes end with the parties to a conflict "agreeing to
disagree" or "to live and let live', ignore the conflict and focus on matters where they can reach a decision by one be
method or another.
FROM SAUL ALINSKY

 Prerequisite for ideology is possession of basic truth

 Change is the only constant thing in the world. Change means movement. Movementmeans friction.
 Basic for understanding politics of change is to recognize the world as it is
 Reality is dual; contradictions in society create movement and change
 Basic strategy: building of people’s organization
 Existence of the trinity:
o Have a little want more: torn between upholding status quo to protect little theyhave; and yet
wanting change so they can get more
o Have nots: misery, poverty, rotten housing, disease, ignorance, political impotence and despair
o Basic strategy: building of people’s organization

BASIC CHRISTIAN COMMUNITIES FOR COMMUNITY ORGANIZATION (BCC-CO)

 Stemmed from the “Theology of Liberation” stating that the church should be a “church ofthe poor”
 Poverty and injustice is a creation of man
 Adopted initially by priests, nuns and organizers of social action programs of the catholic church in
the early 70’s and early 80’s
 Tenets of practice is the life and works of Christ

Basic CHRISTIAN
 From the ground
 Simple  People’s lives are Christ-
 Starts where people are centered
 Gives importance to the poor majority  People believe that the life of Christ is
in the community full of inspiring words and deeds
 People are willing to become part
of the worldwide Christ
 May start with Catholics, but is open to
non-Catholics since the basis of unity
is love and
service to others especially the poor

COMMUNITIES
 Group of people who know each other and who havecommon objectives and
aspirations
 People who are willing to give their time, talent and other material resources for
the advancement of the group
 They value people’s involvement in the community
 They respond to people’s need, be it short term or long term

GENDER SENSITIVE ORGANIZING

 Addressing gender concerns in CO has not to do in the first place with developing “projects for women”, but
with spotting gender aspects in any situations; within the community, within the people’s organization.
 Addressing gender issues in CO has to do with identifying and changing situations where women
experience:
o Marginalization
o Multiple burden (division of labor and workload)
o Stereotyping
o Subordination
o Violence
 The biggest factor to contend with in changing gender roles in the community is CULTURE, particularly when
facing situations where people accept without questioning the traditions, customs and ways of doing things
in community which manifest an anti-women bias. If people initially do not perceive this as a problem, the
 community organizer has to look for ways to make them see it and do something about it. The
community organizers has to develop a “third eye” to spot gender concerns in any situation.
 Changing gender perspectives moves from the personal to the societal setting. While certain issues can be
settled in a short time span, gender sensitivity needs sustained practice at the personal and organizational
level.
 Gender sensitivity has to do more with HOW the people’s organization does things thanwith what the people’s
organization does because gender sensitivity is an attitude that must pervade all activities of the people’s
organization.
 More than any other concerns, gender concerns are part of the reality of the community but they are usually
perceived less clearly that almost any other concern. The community organizer helps the people’s
organization make a “dominant” reality a focus for reflectiveand corrective community action.
 Use of gender-aggregated data
 “Affirmative Action” means, for example, implementing an organizational policy:
o That at least a certain number or percentage of committee members and/or
committee chairpersons have to be women;
o
That for trainings within and outside the community, a certain number of participants have to be
women and that men are prepared to take on certain (home making tasks) to make that possible;
o That certain activities (i.e. particular which are usually for men) are organizedfor women.
o To address gender concerns in CO, it is important to involve both theemotional (feelings,
affective sphere) and the rational (knowledge cognitive sphere).
MICRO-ENTERPRISE DEVELOPMENT

 Any small-scale economic endeavor involving the production and/or distribution of goods and services
 When expanded, becomes a separate organization from the PO but maintains its linkageto one another
Micro Enterprise Development: Important Lessons

o
When used as entry point to organizing generally leads to their division rather than
cohesion among members
o Should complement and strengthen the people’s organization’s political agenda
o Leaders of micro enterprise should be different from those of organization. Toomuch responsibility
on only a few people may:
a.) Divide attention to the PO and enterprise weakening either or both b.)
Dictatorship
c.)
Demoralization
d.)
Factionalism
e.) Finance opportunism
Corporate Social Responsibility (CSR)

 Social services and programs for its affected communities

 Tax cover
 i.e., PBSP

SOME APPROACHES

Issue-based Organizing: organizing around an issue; characterized by quick action response or mass mobilization
of people undertake to confront and/or pressure a target agency/institution or any external force threatening the
people’s interests to conform to people’s demands.

Projects/Program-based Organizing: linked with a project/program; emanates from intervention of social agency/institution.
Projects must become part of people’s lives; empower people; and serve as starting point for people’s organizing.

Sector-based Organizing: focus on the needs and interests of a particular sector that needs to be organized.
Multi-sectoral Organizing: various sectors are organized in a joint or collaborative effort to address an issue or a
problem.

Rights-based Approach: premised on the belief that development is right and deterrents to improved human conditions are
violations of human rights, including poverty.

Chapter 5: Community Organization in Focus

Objectives:
 Discover and recognize the different roles of a CO Worker;
 Assimilate the basic qualities that the CO Worker should possess;
  Evaluate the vital qualities of a worker on one’s self.
 Recall the basic concepts about the community;
 Figure out the implications of some hypothesis about Community Life;
 Perceive the different types of Community
 Understand the concepts about problems as essential in planning;
 Distinguish the two general kinds of Social Problems
 Familiarize the phases of the CO Problem-Solving Process;
 Analyze the interconnectedness and relevance of each CO Phases in the Process;
 Identify the activities that correspondingly belong to each CO Phase.

Introduction:
In this , the 4 key elements of Community Organization will be learned. Every single element has a uniqueness to be
recognized and be considered in the process of organizing; the important qualities and roles that the worker should
possess, the nature of the target community, the characteristics of a problem, and the factors that compliment the process.

5.1 Community Organization: Worker’s Roles and Qualities

ROLES

1.) Facilitator
 Helps enhance individual and group strengths and helps manage effectively
 Weaknesses and conflicts to be a source of growth
 Assists individuals and groups to respond to common interests
 Heightens group
unity
2.) Trainor
 Assesses training needs of local leaders
 Helps plan and conduct educational programs to strengthen individual and group capabilities
 Assists key leaders in training others
 Engages in praxis through continuous dialogues with the people
 Helps in remolding the leaders and members in terms of skills and attitudes towards
self- determination
3.) Advocate
 Helps analyze and articulate critical issues
 Assists others to understand and reflect upon these issues

 Evokes and provokes meaningful

discussions 4.) Researcher
 Conducts social analysis
 Engages in participatory research where people become co-investigators
 Simplifies/enriches appropriate research concepts and skills in order to make this functional
for people’s interests
 Engages in social investigation to understand social phenomena from thepeople’s viewpoint and
standpoint
5.) Planner
 Conducts initial analysis of area resources and potentials
 Assists local groups in planning for their common good, including appropriate strategies and
alternative action.
 Helps systematize group action to achieve desired
goals 6.) Catalyst
 Initiates discussions and action regarding critical problems

Monitors and nurtures growth of individuals to facilitate long-term
structural transformation for people’s welfare
BASIC QUALITIES

1.) Irreverence:
- An organizer becomes irreverent when dominant traditions, laws or values run counter to the interest of the
people. Personal value system also undergoes constant re-evaluation in the process of working with people.
2.) Sense of Humor:
- To keep sane amidst pressures and frustrations, the organizer must maintain a good sense of humor.
She/He must cultivate the ability to laugh and learn from weaknesses and problems. The organizer must
never think
that the total liberation of the community is her/his burden alone.

3.) Has vision:

- She/He must know where to lead the
organization. 4.) Tenacity:
- Organizing is pains-taking process. While organizing has its exciting and dramaticmoments it is also very
tedious. The organizer must keep up with the daily activities, although there are times when he/she is
tempted to give up.

5.) Flexibility:
- The organizer must be sensitive to the changes in the situation so that plans can be adjusted
accordingly. Flexibility means adapting to given conditions to achieve the goals.

6.) Genuine Love for People:

- Some organizers interpret love for the people to mean sheltering them like children. An organizer who truly
loves the people must not shield them from the hardships andstruggles necessary for real growth. She/He
helps in the deliberation from poverty and powerlessness by empowering them to help themselves.

5.2 Community Organization: Client in the Community

THE CLIENT IN CO-COMMUNITY

A. Basic Concepts about Community

B. Some Hypothesis about Community Life

1. Multiple-factor Theory
2. Social Structure
3. Social Cultural Patterns
4. Sub-group relations
5. Leadership
6. Symbols and rituals
7. Apathy and prejudice
8. Individual predispositions

BASIC FACTS ABOUT COMMUNITY LIFE

1. Geography
2. History
3. Population
4. Government
5. Housing and Planning
6. Economic Basis
7. Education
8. Health
9. Recreational
10. Social Welfare
11. Religious resources
12. Traditions
13. Attitudes

TYPES OF COMMUNITIES

 Rural Community
 Urban Community

 Semi-Urban/ Rural Community

 Urban Slums/ Squatters
  Virgin Communities
 Tribal Communities
 Sectoral Communities
 Geographical Communities
 Especial types of Communities: Disabled, Street Children/ Families

5.3 Community Organization: The Problem

Community organization worker becomes a professional worker when he helps people in the community deal with their
problems.

Concepts about problems used in community planning:

b. Social problems in contemporary, changing society are of two general kinds:

1. Residual- consequences of occasional failure of a social system from its normal operation
or of man's irreducibly imperfect capability to use any socialresource;
2. Institutional- consequence of particular social arrangement operating the way they
are expected and desired, but not the result of human failing.
c. Human problems do not occur discreetly, that social problems are interrelated and, that solutions
and resources aimed at them are generally interdependent, and that community planning while
usually relevant to a particular segment or aspect should be perceived and done in relation to the
more comprehensive situation and socialcontext.
d. Social problems generally respect no boundaries, that they are associated withsimilar problems in
contiguous geographical communities, and with human mobility, tend to affect entire metropolitan
areas, states, provinces, the nation and beyond.

5.4 Community Organization: The Phases

PHASES OF THE CO PROCESS

 Social preparation
o Laying down the ground work for the CO Program
o Laying down the foundation of the Organization
 Leadership development and capability building
o Formation of the structures and mechanism for sustained action
 Consolidation and expansion/phase out
o Strengthen/expanding structures and mechanism for self-management
o Establishment and creation of similar initiatives in other communities
 Inherent processes
o Documentation: is gathering and organizing data/materials about an
issue/problem/program; this can be descriptive/narrative, interpretative,
summative or evaluative.
o Adequate documentation answers the questions: WHO, WHAT, WHEN, WHERE, WHY, HOW
o Monitoring: is the process of appraising the status or level of on-going
programs/projects/interventions within a given period.
o Evaluation: is an assessment of the achievement of goals/objectives pf
programs/projects/interventions (outcome evaluation0 and how they were
achieved (process evaluation) at defined stages of implementation.

Chapter 6: Community Organization: The Problem-Solving Process

Objectives:
 Comprehend the important activities to be done in every step in Organizing the community;
 Distinguish the interrelationship of every step;
 Appreciate the essence of tracking down and following the series of steps;
 Create a Problem Analysis
 Familiarize the CO Steps in the Problem-Solving Process and how it is carried out;
 Engage in the tasks along in the process;
 Formulate a Policy Analysis
 Assimilate the Helping process and its nature;
 Examine every step and phase in the process;
  Construct a Contract;
 Develop a Community Development Plan

Introduction:
In this chapter, the different models from three well-known proponents of CO who has contributed an enormous impact in
establishing the method’s study and concept will be analyzed and applied.
Though each model has a different approach and structure in CO, their shared commonalities will be diagnosed and
comprehended to further understand the relationships of every individual step critical in the execution of the process.

Main Content:

6.1 Community Organization Process: Angelito Manalili

Steps in Organizing the Community by Angelito Manalili ONE:
ENTRY INTO THE COMMUNITY
 Before entering the community, gather some basic information: culture practices and lifestyle.
 Enter the community with the thinking that development must for the people and fromthe people.

TWO: INTEGRATION WITH THE PEOPLE

 Integration is done by living with the people, eating their food, doing their chores, and slowly learning their
way of life.
 Join small groups- expand knowledge about the community.
 Little by little start working with the people thus you begin to realize the problems and hardships
of the people, understand them, finally learn to feel the way peoplefeel.

THIRD: COMMUNITYSTUDY OR SITUATION ANALYSIS

 Facilitate people's participation in analyzing their situation by letting them examine their
situation themselves.
 Go beyond survey questionnaires, raise people's awareness and consciousness, get them to understand
how their own problems in the community relate to the over-all national situation

FOURTH: IDENTIFYING AND DEVELOPING POTENTIAL COMMUNITY LEADERS

 Observe who seem to have deep understanding and concern for the people.
 Equip them with useful knowledge and experience for future roles as community leaders by initiating
regular discussions.
 Slowly educate the community that their leaders must come from
them FIFTH: CORE GROUP FORMATION

 Form a Core group consisting or identified potential leaders.

 Each member must represent a particular sector in the community
 Each member will organize his own core group or those whom he/ she represents which will gradually
expand into a bigger organization
SIXTH: SETTING UP THE ORGANIZATION (DEVELOPING ORGANIZATIONAL STRUCTURE)

 People elect their leaders through democratic process

 Educate their members to trust their
organization SEVENTH: STRENGTHENING THE
ORGANIZATION

 Educate the people- collective strength in working together

 Social
Investigation
Objectives:

- Gather Data

- Identify Classes and Sectors present in the community

- Identify potential leaders

 - Determine the approach/method that will be used in organizing

- Provide basis for planning

 Problem/Issue Identification and Analysis
Guidelines in Problem/Issue
Identification:

- List all problems that surfaced

- Analysis based on the following factors:

- Scope of the Problem
- Who are affected?
- How many?
- In what ways are they affected?

- How does it affect the community?

- Origin of the problem

- Past change effort

- What was done about the problem? What happened?
- Why? Ranking/ Prioritizing
- Urgency of the problem
- How many are affected

- Capacity of community organizer and community to solve the problem

 Core Group Formation

- Consist of identified potential leaders

- Each member represents a particular sector in the community

- Each will organize his own core group or those whom he represents

 Formal Setting of Organization

- Election of officers
- The organization will serve as people's instrument for identifying their needsand problems
 Planning

- Based on the identified needs

- They will come up with a plan for each identified need.

- It calculates series of actions and tasks to achieve a goal on the basis of previously
identified
needs/problems.

- Community Development Plan/ Barangay Development Plan

- Plan should be S-M-A-R-T

 Implementation of
Plans Task of
Organizer
1. Guide committees in carrying out their activities
2. Provide needed support

 Strengthening the Organization

- Conduct of trainings/seminars
- Task of CO: Monitoring of Plan Implementation
 Stabilizing the Organization
- Facilitate registration (SEC; CDA)
 Evaluat
ion
 Why
evaluat
e?

- To determine the effectiveness of the implemented projects

- Result of Evaluation: Modification or revision of plans or a change of strategy or approach
 Phaseout or Turn-over

6.2 Community Organization Process: Perlman and Gurin

Steps or the CO Problem-Solving Process- Perlman and Gurin

1. Defining the problem

2. Establishing structural and communication links for consideration of the problem
3. Study of alternative solutions and adoption of a policy
4. Development and implementation of a program
5. Monitoring and feedback
These CO STEPS enumerated earlier are nor really performed in sequential order, but in a spiral-like quality that they are
done over and over in the course of the process.

As the practitioner moves through the process on the PSP, he engages in tasks that require both analysis and action. These
are called analytical tasks and interactional tasks.

 Analytical tasks- intellectual work in problem-solving such as making choices as to what todo, when and how.
 Interactional tasks- action undertaken by practitioner in relation with other people- to communicate
his proposal or ideas, elicit their thinking.

DISCUSSION OF THE STEPS OF CO PS-PROCESS

Step 1: Defining the Problem

 The way in which the problem is formulated influence how it will be handle in thesucceeding phases of
problem-solving.
 Hence, the formulation of the problem sets to a large extent the direction for thinking
 Problem definition requires gathering of data, sources of data: census reports andspecial studies. previous
research, the community itself.
 Methods of data gathering: survey, observations, community assemblies, discussion aboutit and acting on it.
Step 2: Building Structures and Communication Links

 Practitioner weighs and chooses among various Kinas or structures in order to foster the interaction and
communication needed for the problem.
 Structures to choose from:

- Consensus: refers to the traditional council model which entails participation of all
- Co-optation: associated with the type of structure in which representative of a minority View or interest
are included within an organizational framework dominated by others that render legitimacy to the
latter's purpose. Co-optation of less or influential groups

- Centrally planned change focuses on the task of achieving change throughmobilization of influence.
- Command of resources is the key to the resolution of major issues in determining the
structure. Step3: Study of Alternative Solutions and Adoption of a Policy

 Involves formulation of goals, objectives and the policy itself.

 Policy formulation-process of making choices which is inherent in all planning
 Elements involved in policy Analysis:

- Ends-Means analysis: whether statements are instrumental to achieve the goal

- Systems Analysis: Specification of structures and Relationships

- Benefits Analysis: Cost as against benefits
- Resource Analysis: strengths and constraints in terms of resources
Step 4:
-Program
Policy strategy selection of the strategy
Development and Implementation
  Programming involves detailing out of implementing actions to carry out broad policiesrelated to the goal.
 lt also involves mobilization of resources and their delivery to where they are needed.
 Major elements of programming:
1. Content of the job

2. Feasibility

3. Resources

Step 5: Monitoring and Feedback

 Evaluating information and feeding it back to guide action applies to the problem-Solving process in two
ways:
1. As an activity that permeates the problem-solving process (monitoring)- undertaken while
implementation is ongoing.
2. as an action to the outcome or end product of the total process.
6.3 Community Organization Process: Miclat
COMMUNITY ORGANIZING HELPING PROCESS (Miclat’s Model)

HELPING MODE

 Pre-helping Phase
 Formulation of indices for selection of areas to be helped
 Identification of the target area
 Assignment of workers to target area
 Establishment of initial linkages between community, people, and resource system
 Gathering special info about the community
 Getting people’s sanction and commitment

Discussion:

Aim of Pre-helping Phase; conscious and continuing involvement of al sectors concerned, getting their full commitment to
help in the entire process of community problem resolution.

 In the formulation of indices for selection of target areas to be helped, these indices are formulated into
a policy to serve as basis in the selection of subsequent target community.
 The social worker's task of orienting himself to the assignment is done by examining available data and info
about the community such as census data, profiles statistical reports, government reports, surveys, etc. and
analyzes these data against his agency objectives, policies, programs and services (REVIEW OF
AGENCY'S ORGANIZATIONAL FRAMEWORK).
 Establishment of linkages with resource systems involves finding out whom the agenciesserve and what type of
programs and services are offered to clientele. (exploring potential service providers).
 Social worker starts with a courtesy call on the leader of the community, usually the barangay chairman.
 Purpose of courtesy call: To gain acceptance of his presence in the agency and sanction of what shall
be undertaken.
 Courtesy Call- means a display of recognition and respect for an authority figure.
 The sanction or acceptance which the social worker gains or derives from his relationshipwith the leaders and
the community is called "negotiated sanction".
 Significant concerns that should be achieved by the social worker during initial contact with the leaders and
representatives of the target area:
 Establishment of initial rapport to facilitate the working relationship.
 Interpretation of the agency's mission, philosophy, objectives, policies, procedures,programs, Services and the
agency's intention in working with the target area.
 Gathering initial data about the people and the community.
 Commitment of Worker during the pre-helping phase: to heighten theawareness, Pointers to
observe in establishing initial helping relationship:
 A. First meeting- people should understand the purpose of the meeting, agreed uponmeeting place and time.
B. Warm greeting with a smile convey acceptance. Promptness at all times.
C. In recording minutes, explain and clarify purpose.
D. Exert efforts to remember names.

HELPING PHASE

1. Data Gathering, Exploration and Identification of the problem.

Data Gathering- The target Community is often described as Depressed Community, Distressed Community, a
poverty enclave or plain, poor Community.

These denote any of the following situations:

 Lack of Job Opportunity

 Low income
 Congestion
 Poor housing
 Poor sanitary conditions
 Prevalence of out-of-school youth
 Large families
 Low educational attainment of people
 Lack of marketable skills
 Limited resources and services
 Malnutrition
 Prone to natural calamities
 Ill health
 Apathy
During data gathering relevant systems and significant social realities in the community are explored and identified which
could provide him adequate information.

Relevant systems include: key individuals, small groups, network of organization, and other targets of change.

WHAT TO UNDERSTAND: Clientele situation and development, forces which maintain them and change them, their
potentials and limitations, the implication of such situations, and its impact on individuals, their families, and other
systems in the community.

This phase is also called social investigation or community study. SOCIAL

INVESTIGATION (S.I.)
It is the process of systemically learning and analyzing the various structures and forces in the community; economic,
political and socio-cultural.

TOOLS/METHODS of DATA GATHERING:

a) Use of instruments (structured questionnaires, interview schedule)

b) Records analysis and review.
c) Observation.
d) Collateral information.
e) Community meetings and assemblies.

After data are collected, processing follows.

-Data Processing involves the conversion of all the collected information into a form thatpermits statistical tabulation.
-Key Product of data gathering is the community profile.

1. Analysis of Data/Diagnosis
 Analysis involves breaking up the data gathered into parts and pieces, exploring the content
and meaning of each situation.
 Diagnosis is the professional judgement or SWKR or What the problem is and howit affects people.
 Examine the causal relationship of situation/data (Cause-problem-effect).
 Identify the problem, need, lack or difficulty.
 Identify the strengths and weaknesses.
 Identify the problem-solving patterns.
  Rank the needs and problems.
 The purpose of general analysis and interpretation is to summarize the completed data thus, finding
answers to questions for broader meaning or in-depth of the situation by linking them to other
available knowledge.
 This step of stage in the CO process will lead the organizer to define needs and problems
or difficulties involve in the situation.

2. Problem Definition
Starts with a review of the community profile and a careful appraisal of every situation and the people
involved in the situation.

STEPS IN DEFINING THE PROBLEM:

1. Describe the characteristics of the people by making a generalization/inference out of the

causal relations of data.
2. Find out whether one characteristic is associated with or parallel byanother
characteristic.
3. Indicate how people in the community vary widely.
4. Describe the difference among two or more groups of people in the community.
5. Upon initial identification of the problem or need, examine Its origin and theconditions brought about.
Serious efforts should be made at understanding the root causes of problems (problem analysis).

 Analyze in terms of:

- Extent of the problem

- How widely it is distributed among the people

- Degree at which people are affected
- Check pact efforts to improve situation and success/failure of such efforts
 Assess the resource system: Strengths, assess resources and potentials of the people, the leaders and
citizens who will be mobilized and organized to meet theneed/problem.

 Organizer may come up with a list of resources (Directory of Resources) agencies,

organization and key people and services.
 The task of defining and analyzing problems must be with the active participation ofthe
people. Reasons:

- people's awareness of their problem is heightened

- people will be stirred/moved into action.
 Ways by which people can participate:
1. Identifying needs and problems
2. Collating data
3. Validating with them identified needs which can be done through acommunity assembly
 Identified needs and problems come in bulk and most often interrelated but suchcan't be done all at
once, hence the need to engage the client in deciding where to start ranking or ordering of
problems.

GUIDE FOR RANKING OF PROBLEM

1. Urgency of Problem (how serious is the problem)

2. The Extent of the Problem (how many are affected)

The capacity and capability of both the worker and community people for resolution of the problem (do they have the
competence, manpower and material resources)

The output of the process and analysis and diagnosis is a listing of needs, problems, resources and capability of the people of the
Community.

PROBABLE PROBLEMS

 Land ownership
 widespread poverty
 Prevalence of unproductive Out-of-school youth and children large families
 Unemployment/underemployment
  Exploitation
 Poor leadership
 Problem of relationship
 Low education
 Poor health/ill health
 Low aspiration
 Poor housing and sanitation
 Limited opportunities
 Social injustice

Planning of Solutions (the third phase)

Planning according to Jose Olivar a noted Filipino community planner, is:

 A process in which men and women, acting through organized entities, endeavor to guide
developments so as to solve the pressing problem around them.
 It is a way of defining purpose, arriving at effective solution and choosing means of carryingout those decisions in
order to observe objectives.
 He emphasized that planning is intended to make possible the free choice of individualaction in order to permit
the most efficient function of our democratic way of life.
 Planning (for the technical planner) - Connotes a process through which a document or blueprint is
evolved to determine if not prescribed the course of action necessary toattain desired goals
generally plotted in terms of the future.
Primary Targets of Planning

- Economic and social well-being of the people

UNIVERSAL FEATURES OF A PLAN:

- Conscious, deliberate process.

- Continuing, as it involves revision, re-planning from time to time for various reasons.
- Giving info and teaching basic skills and knowledge in planning
- Organizing people and resources for actual planning

- The phase "planning solutions" Is also called by SWKRS as:

1. TREATMENT PLANNING
2. INTERVENTION
3. PLAN of ACTION
4. SERVICE CONTRACT

- For social workers, planning is a deliberate and conscious formulation of informal working agreement
between the SKWR, the people in the community and other resource systemsin order to solve identified
needs and problems.
- It attempts to calculate a series of actions and tasks to achieve a goal on the basis of
previously identified needs/ problems and resources.
- This plan is oftentimes called a "community development plan or barangay development Plan which serves
as the blueprint for implementation.

Components of a Plan:

- Goal/ Objective setting

- Success indicator
formulation Contract Setting

What is an objective?

- A Statement of a result to be achieved on the needs and problems identified during analysis Functions
of Objective:
 - Provides direction and forms the basis for determining what activities should be performed.

- Established Criteria for evaluating performance.

- Facilitates identification of measurable accomplishment and resources.
- Key to be effective helping
process Kinds of Objectives:

- General objective called goal - which is broad and long ranged to cover all significant areasof performance
expected to be done by the community.
- Specific objectives-run down of things to be done to achieve a goal.
EXAMPLE: A community with problems of widespread poverty, low income, large families, malnutrition, prevalence of
unproductive youth, apathy, lack of coordination etc., the goal maybe empowerment and enrichment or the socio-
economic conditions of the people in the community with in a period or five years.

In the formulation of goals, SWKR employs his professional social work values such as respect for inherent worth and
dignity, belief in people's potential and when given the opportunity, can improve their lives etc.

Specific Objectives:

 Short ranged and behavioral in nature (that which can be observed)

 Emanates from the general objective
 Sample Specific Objectives based in general objective

- To enlist the cooperation, expertise and resources of appropriate agencies and discipline to resolve
the various problem within a month.
- To heighten awareness of families of their community problems and set them into action within the first 3
months.
- To raise nutritional level of 75 % malnourished children with in a period of one year.

Writing
Objectives
Guidelines:
 The objective starts with the word "to" followed by an action verb. The objective must come as a result of
an action of some sort, however such action should not reflect a mere activity butan explicit
accomplishment associated with the action. "To meet the barangay leaders in activity", "to heighten
awareness of barangay leaders in their community problems" is an objective.
 Specifies a target dare for accomplishment
 Specifies only the "what" & "when" not "why" and "how"
 Easily understandable -simple terminologies.
 Realistic and attainable.
 Specific and quantifiable.
 Agreed upon by workers, representatives, concerned agencies and people for the community.
 Consistent with agency's philosophy, policies and practices.
 Recorded in writing for reference of all concerned

Contract Setting (Identification of Strategies and Activities,

etc.)

 What is a Contract?
Agreement between & among people or groups or people to conduct a particular task or achieve a specific
objective and a decision on the conditions under which they work on it.

 What is the Purpose of the Contract?

Those involved can smoothly & meaningfully develop a sense of belongingness, responsibility and accountability.
To influence and motivate people (leaders, agencies and residents) to get involved in the change effort being
planned.

 Sub-steps in Contract Setting:

- Programming- establishing a sequence of action to follow in reaching objectives.
 - Fixing assignments and accountability-determining who will see to theaccomplishment of objectives
and action steps and defining specific rules.

- Budgeting-determining and assigning the resources required to reach objective.

- Scheduling -establishing time requirements for objectives and action steps.

What is the most common problem SWKRS encounter in contract setting? People's
resistance to participate for any of the following reasons:
 Lack of material time
 Apathy
 Lack of self-confidence to do the job

 Ignorance or lack of skills and technical know-how

 Inability of individuals to relate w/ others in a team etc.
 Thus, the SWKR should have a: strong environmental sensitivity in order to employ the
appropriate technique in overcoming such resistance.

What is the role of the SWKR in contract setting?

 Largely that of a motivator and teacher

 Provides guidance, stimulation and suggestion
 Helps community people think and decide on activities that are to be undertaken
 Draws people into voluntary cooperation
 Practices democratic process

HANDLING CONFLICTS (during contract setting)

Conflicts are inevitable due to resistance of people to get involved. While conflict in a group is normal which should be
accepted and resolved, but it is better to avoid it.

What are the ways to avoid conflicts? Or minimize them?

 Keep people thoroughly informed.

 Goals and objectives should be clearly stated and these should be understood by those involved
and affected. Understanding always precedes cooperation.
 In organizing committees do not appoint dominating individuals to one committee. Give committees
definite and clear-cut assignments, to reduce misunderstanding andconflicts.
 Make it easy for people to participate by recognizing their present status, their likes and dislikes.
 Give credit where it is due. This will motivate people to greater activity.
 In assigning tasks, study the personality of the participants-cooperators, their ability and actions to
determine what kind of role they enjoy playing and give them assignments accordingly.
 Build good working team where members compliment and support each other. Do notput
together enemies. Avoid bringing up past "painful and bitter spots".
 Take a definite stand only when all facts are known.
 The group/committee should plan and work first on problems that are easy and ofcommon interest to
the members.

Formulating success indicators

- Success indicators is a gauge of effective performance. It implies qualification of performance

factors, a unit of measurement used as a standard against which to evaluate performance.

What are the advantages of Success Indicators?

 Guides as to what we should be doing.

 Serves as a tool for determining if we are actually doing it correctly or not.
 Calls attention/warns us/signals us.
 Measures individual performance.
 Means of self-improvement and correction
  Means of comparison w/ performance of other organization units.

How to Formulate Success Indicators?

 Go back to each specific objective and content

 Determine and agree with the people concerned what and when can an objective be
considered accomplished /achieved.

IMPLEMENTATION (4th phase or step in the CO process)

 Implementation means putting into action or carrying out the plan (barangay/community development
plan) formulated by the people of the community, the existing socialagencies; social worker during the
planning phase.
 Community work in the Phil. signifies direct engagement work with the problems of thepoor landlessness,
poor housing, environmental condition, lack of job opportunities, injustices, exploitation etc.

What are the usual characteristic of this poor?

 Have suffered deprivation all their lives.

 They need to be nourished tangibly and intangibly before they can be expected to take
responsibility and share with others.
 Have spent almost a lifetime exerting efforts to achieve a decent level of living.

The CO Approaches therefore are directed to community planning funding or directing improved or new social services or
strategies to alleviate social problems while others may directly work with individuals, groups of individuals or committees.

 What determines the kind of approach?

 Nature and function of the agency
 Nature and agency programs and services
 Roles performed by the SWKR
 Target clientele served

Some common form of CO projects in the Phils.

 Supplemental feeding for malnourished children

 Promoting competence of community groups in solving their problems through leadership training, Skills
training and job placement for youth and needy adults, population welfare education and counseling for married
couples of reproductive age, coordinating andimproving existing social services.
In the implementation process, CO worker should consider the following important points:

- Target of change as distinct from the primary client- for instance the client is a group of relocated families but
the target of change could be the resettlement area which lack ofbasic facilities, thus efforts could be
directed
towards improving policies, procedures etc. or resettlement agencies.
- Starting point of intervention among a multitude of community problems confronting the people emanating
from many sources could be a point of entry. Start with the most pressing problem and adopt a suitable
intervention
method.
- Resource Mobilization - activity that completes the implementation process. Problems may arise because of
lack of resources. Thus, organizer must be familiar and Skillful inresources generation and word organization.
- Use of Strategy procedure adopted to achieve a
goal. Evaluation:

Last phase in the CO process which assessing the whole scheme of the helping, problem- solving process, whether
efforts or the community in problem resolution is a success or failure.

Specifically, evaluation is conducted to: (objectives)

 Determine whether the program/project has accomplished the objectives it was intended for;
 Identify strengths and weaknesses of the plan Identify the factor which contributed tosuccess or failure.
 Determine whether inputs into the project are justifiable by the benefits or outputs.
 Serve as basis for a continuous improvement of community and future plans.