SWP 107 (COMMUNITY ORGANIZATION)

FINAL TERM (compiled by euna and miyang)

THEORIES ON COMMUNITY ORGANIZING

 Social Change - Sociologists define social change as changes in human interactions and relationships
that transform cultural and social institutions.
 Conflict Theory - Developed by Karl Marx, is a theory that society is in a state of unending conflict
because of competition for limited resources. Individuals and groups within society will work to try to
maximize their own wealth and power.
 Bourgeoisie - Capitalist
 Proletariat - Working-class or Poor
 Conflict theory assumes that the elite will set up systems to further support their own dominance
while preventing others from joining their ranks.
 Collective consciousness would raise more awareness about inequality, and this would potentially
result in revolt. If, after the revolt, conditions were adjusted to favor the concerns of the proletariat,
the conflict circle would eventually repeat but in the opposite direction.
 Four Assumptions: Competition, Structural Inequality, Revolution, War
 Functionalist Theory - Functionalism posits that society is more than the sum of its parts; which all
aspect of it works for the stability of the whole.
 When one part experiences a crisis, others must adapt to fill the void in some way.
 When one part of the system is dysfunctional, it affects all other parts and creates social problems,
prompting social change.
 Different parts of society are primarily composed of social institutions, each designed to fill different
needs. Family, government, economy, media, education, and religion
 Lewin’s Theory (Planned Change) - The Kurt Lewin, change theory model, is based around a 3-step
process (Unfreeze-Change-Refreeze) that provides a high-level approach to improvement. It gives a
organizer’s or other change agent a framework to implement a change effort.
 The 3 phases of (CHANGE) the Kurt Lewin model guide how to go about getting people to change.
 Freeze (refreeze; ready to change) - it means getting people to gain perspective on their day-to-
day activities, unlearn their bad habits, and open up to new ways of reaching their objectives. The
current practices and processes have to be reassessed for the wheels of change to be set in
motion.
 Change (implementation) - Once team members have opened up their minds, change can start.
The change process can be a very dynamic one and, if it is to be effective, it will probably take
some time and involve a transition period. People will have to take on new tasks and
responsibilities, which entails a learning curve that will look at first slow the organization down.
 Unfreeze (ready to change) - it means getting people to gain perspective on their day-to-day
activities, unlearn their bad habits, and open up to new ways of reaching their objectives. The
current practices and processes have to be reassessed for the wheels of change to be set in
motion.

 Paulo Freire’s Critical Pedagogy
 Paulo Freire (1921–1997) champion of what’s known today as critical pedagogy.
 Pedagogy of the Oppressed, Freire talks about education becoming an act of depositing. He calls
this the ‘banking concept of education’
 The belief that teaching should challenge learners to examine power structures and patterns of
inequality within the status quo.
 Implications of Freire’s ideas
 Remember that teachers and children are both learners;
 Develop their critical literacy;
 Encourage active enquiry and curiosity-lead participation.
 Note: It takes courage to practice pedagogy that includes critical consciousness instead of going
with the flow all the time.
 Saul alinsky’s method of Community organizing
 Saul Alinsky claimed that problems facing communities do not result from a lack of effective
solutions but from lack of power to implement these solutions. Thus, any social change have come
before a passive, affirmative and non-challenging attitude among the masses.
 He believed that since people are naturally fearful of change, they avoid or resist it. Therefore they
must feel so frustrated, so defeated, so lost, so futureless in the existing system that they are
willing to let go of the past and change the future.
  The only way for communities to build long term power is by organizing people and resources
around a common vision. This is a gradual process built over a period of time through the
engagement of the community organizer with the community people.
 Alinsky Method of Co strategies:
1. Community Organizations are based on many issues. Therefore, the community organizer’s first
job is to identify or create issues or problems on which there is a need to work. He must search
controversies and issues rather than avoid them, as unless there is controversy people are not
concerned enough to act.
2. A community organizer must stir up dissatisfaction and discontent in the community. The
organizer must rub raw the resentments of people of the community and fan the latent hostilities of
many people to the point of overt expression.
3. According to Alinsky, the opposition must be portrayed as the very personification of evil, against
whom any and all methods were a fair game.
4. He/she must create a mechanism that can drain off the underlying guilt for having accepted the
previous situation for so long a time. Out of this mechanism arises a new community.
5. The job then is to get the community people to move, to act, to participate. In other words, to
develop and harness the necessary power to effectively challenge and conflict the
existing/prevailing situations and change them.
6. The key to community organizing is about creating broad coalitions and training community
members to conduct campaigns on issues and problems that let them win.
 Community organizing and social planning (Perlman & Gurin)
 Community organization and social planning are concerned with the planning and implementation
of changes to cope more effectively with social problems. Social Change, then, is the ultimate
purpose of all activities in this field.
 It requires the use of several methods if the hoped-for results are to be achieved.
 We think of community organization and social planning as processes of resolving social problems
by redistributing three elements: service functions, resources, and decision making power
 Three elements of Community organizing and Social planning
1. Service functions - Where and by whom are different services to be performed, is the responsibility
to be assigned for specific functions in health, education, income maintenance, social services,
manpower development, community relations, and other social needs?
2. Resources - How are money, manpower, and other scarce resources to be distributed among
various service functions and organizations?
3. Decision-making power - Who is to exercise control over policies, programs and resources and how
are these responsibilities to be distributed among different groups and levels of organization in the
society?

II. GOALS AND OBJECTIVES OF COMMUNITY ORGANIZATION

Goals of Community Organization (According to Arthur Dunham)

A. Task goals - are concerned with concrete tasks to be undertaken to meet specific needs and people’s
aspirations or to solve particular problems. (e.g. assessment, identification)
B. Process goals - are concerned with the process of helping people in a community or group strengthen
their quality of participation, self-direction, and cooperation. Its concern is to help people grow and develop
to prepare them for their specific roles in community building and development. (e.g. help people build
awareness, & develop of people’s skills)
C. Relationship goals - are focused in changing certain types of relationships and decision-making process
in a community by diffusing power to a wider base. CO believes in participative leadership rather than in an
authoritarian leadership since people’s participation in community undertakings develops enlightened
citizenry. (e.g. representation and participation of disadvantaged group in decision-making)

Tasks goals, process goals, and relationship goals may be achieved simultaneously in one task or one
community activity as illustrated on Figure 1.

Figure 1. Schematic Illustration on
simultaneously
TASK GOALS
1. Assessment of the community
through data-gathering by use of
survey, interview with families &
how Task Goals, Process Goals, and Relationship Goals are achieved
PROCESS GOALS RELATIONSHIP GOALS
1. To motivate people to be 1. To engender wider
aware of their conditions, cooperation and understanding
problems/needs, & aspirations through collaborative and joint
leaders; informal conversation
with the people, group
discussions, use of statistics and
studies made by different
agencies/groups on the
community.
2. To help the people analyse
their expressed family and
community problems and needs
as gathered from the survey and
research made on community
thru:
 Problem analysis
 Situation analysis
and be able to concretize and
express them through the survey
interview, informal conversations
and group discussions.
2.To assist the people to be
aware of the causes and effects
of their expressed problems &
needs that would move them to
concretely deal with those
causes and prevent the
proliferation of problems; and to
attain the people’s needs and
aspirations
efforts of the people in solving
their problems/needs and
attaining the people’s
aspirations.
2. To develop inter-
relationship/support with one
another in dealing with their
problems/needs and doing away
with people’s dependence on
authority figure for decision
making regarding the
community’s problems/needs.

In figure 1, it had been shown how process and relationship goals can be achieved simultaneously with
a task goal. When a group of people for example gather data to assess their community through interviews,
informal conversations, group discussions, research, etc., the process of data gathering brings an
awareness of the community’s problems/needs and the people’s aspirations and become a concrete reality
to the people. Since the people were involved in the task of data gathering, they become not only aware of
their problems but also the factors that have been adversely affecting their lives. Thus they are moved to do
something about said problems, needs and negative environmental factors through cooperative and
collaborative efforts among themselves.
The second task given as example in Figure 1 is the analysis of the people’s expressed
problems/needs. As the people are being assisted by the CO worker in problem analysis, the people
become aware of the causes and effects of problems being analyzed. The acquired knowledge of the dire
effects of an unresolved problem/adverse situation would prod the people themselves to act on them
without being told to do so by the community leader who usually makes the decision and tells the people
what to do.
Thus the triplet goals of community organization are achieved through a task aimed to solve the
community’s problems/needs and aspirations, with the people’s own formulated plans and cooperative
efforts; and in the process they learn to manage their community affairs by integrading all efforts from
various sectors in the community who consequently become more self-reliant and self-propelling citizens.

Objectives of Community Organization (and how to achieve these objectives)

1. To remove blocks to growth.
What are these blocks to growth? As identified by many community leaders, and CO workers in the
Philippines based on experience, the ff. are the existing blocks to growth:
 Ignorance
The Philippines takes pride to be one of the countries that have a high literacy rate. It is true
majority of our people have gone to school but are considered ignorant especially when it comes to
significant issues and how these issues affect their lives, their community and country as a whole.
Such ignorance can be minimized if not eradicated through continuing non-formal education,
consciousness raising, seminars, informal education as use of indigenous media, film showing and
participation in group discussions, community assembly, etc.
 Negative social values/patterns/attitudes as the ningas cogon attitude, maniana habit, bahala na,
palakasan, utang na loob, fatalistic attitude as attributing poverty or poor health to God’s will, etc.
Some negative values can be positivized as hiya, pakikisama, utang na loob, and bahala na. Hiya
for example can be cited as a virtue when a person refuses to do wrong out of shame. He also gets to
be involved in community activities out of hiya. The bahala na attitude as epitomized by Juan Tamad
can be made positive when referred to as the willingness to take some risks for the betterment of the
community instead of just leaving things to chance. Pakikisama becomes also a virtue when people get
involved in community affairs out of camaraderie with their civic-minded neighbors and not for gaining
favors for self-interest or joining boycott movements just to please some barkada.
The ningas cogon and maniana habit can be done away with by setting up time frames for a job or
activity to be completed as using the Ghantt chart (Gantt). The activities and plans for implementation
should also be monitored closely using success/impact indicators as guide.
 Regionalism/factionalism as electing only candidates for leadership roles belonging to one’s region
or religion without considering their competence and qualifications for the position
 Regionalism and factionalism can be discouraged by organizing groups whose membership come
from diverse places of origin. Even groups for sports fest should be carefully organized so as not to
allow tribal groups to compete against each other as it would only engender factionalism. In electing
also local leaders as council or committee chairman, it would be wise to provide the group or assembly
the criteria desired for one to serve in such position and that the group will be evaluated based on their
group effort to preclude any designs in sabotaging the group chairman a member may happen not to
like.
 Oppressive power structures that take advantage of the poor and the weak
To get rid of oppressive power structures, the community’s problem-solving and decision-making
should be diffused to a wider base. The CO worker can also create new centers of power where the
poor and the weak are well represented to safeguard their own interests.
2. To release potentialities and bring about people’s empowerment.
Every individual, group or a community no matter how depressed have potentials that can be
tapped for their own development. All that need to be done is to provide the opportunities for the tapping of
said potentials. This can be done by involving people to participate in community activities, group
discussions, problem-solving, and decision-making sessions. They can also be given challenging roles in
community building and development starting from simple roles to the more difficult ones.
For people empowerment, the people should be given opportunities to acquire new knowledge and
skills through informal education, seminars, skills training, field exposures, and on-the-job trainings. They
should be given the opportunity to think through a problem and formulate plans and decisions. They should
be provided with a good supply of reading materials where they can learn additional knowledge and be kept
abreast with current events, significant issues in their country and the outside world. The people should
also be exposed to other creative ideas, projects and a better way of life through exposure programs
outside their communities. All these would broaden their horizons, their way of thinking and their way of
doing things for the better.
3. To develop the capacity of indigenous leaders to manage community life and be self reliant.
The first thing to do in attaining this objective is to first identify the community’s indigenous leaders,
they are the formal and informal leaders in the community. The formal leaders are those who have been
elected as officials of the local government, the heads of the different government and private agencies,
and the heads of the different civic and religious organizations as the Knights of Columbus, Women’s
Catholic League, the PTA, the Neighborhood Association, etc.
The informal leaders are those persons whom the people have a high regard and go for advice by
virtue of his past positions and high standing in the community, those who have a strong influence with the
people by virtue of his wisdom and integrity so that his opinion is widely sought and valued and those
persons the people consider dependable for any undertaking.
As soon as the indigenous leaders are identified, they should be organized to form a core group that
would be entrusted to plan for the development of the community, solve its problems and meet its
expressed needs and aspirations. Said group should also be made responsible in the implementation of
their own plans, monitor them and regularly evaluate the results of its implementation. The people’s
participation in all phases of the planning process from identification of problems/needs, their analysis and
planning their solutions is a must in developing their capability to manage their community affairs.
For these leaders to effectively carry out their tasks and responsibilities, they should benefit from
appropriate trainings for their job as seminars on leadership, management, development planning, human
and public relations, cooperatives, primary health care, etc. With appropriate trainings and their actual
involvement in the management of their community affairs they would assuredly become reponsible,
competent and confident leaders.
4. To develop the ability to function as an integrated unit.
In most communities, there are different groups working independently of one another for the same
target clientele and objectives. This often results to duplication of services, competition and uneven benefits
to the intended beneficiaries. Thus, some sectors in the community become more discontented and instead
of being grateful, they rue the presence of such groups in their midst.
It is therefore one of the objectives of community organizations to being these disparate groups
together in order that they can integrate their programs and efforts so that their intended beneficiaries may
receive fair treatment and prevent their discontent. Competition among the groups can also be avoided as
more beneficiaries can be served since duplication of services can be prevented when separate groups
work as an integrated unit because their services can be harmonized and rationalized when they work in
collaboration with one another.
5. To encourage the full use of inner or indigenous resources for community development before tapping
outside resources.
 Every community need to realize that no matter how depressed they are, they have their own
internal resources that can be tapped for their development. Instead of habitually depending on outside
resources to tap they should first make use of their own resources so as not to delay development efforts
for their community. This is the reason why it is a must for CO workers to first make a survey of their target
community and prepare a community profile which includes the identified internal resources of the
community in terms of manpower; economic resources as indigenous raw materials, such as rattan for
furniture, clay for pottery, shells for shellcrafts, swamps for shrimp/fish culture, river beds for hollow blocks
making, springs for water supply, and other social facilities as credit unions or the paluwagan system,
factories for employment, health facilities, recreational facilities, civic and religious organizations, NGOs,
etc.
The community should also be made to realize that their most important resource is the people
themselves who if properly trained, organized and motivated can be a potent force for their own
development.
6. To change/modify existing policies and programs that are oppressive and irrelevant and to propose
needed ones.
There are existing or proposed laws, ordinances, or policy guidelines which the people may find
oppressive, defective or irrelevant which need to be changed or modified as such laws/policies run counter
to the welfare of the people or tend to benefit only a privileged sector of the population. The CO worker may
also experience the need for the passing of new laws, ordinances or policies that would solve some
identified problems and needs in the course of their work with the people. When confronted with these
situations, it is the CO worker’s responsibility to initiate with the people’s participation the passing of these
required legal statutes and/or to change/modify existing ones as the situation demands.

III. (11) PHASES OF COMMUNITY ORGANIZING

COMMUNITY ORGANIZING is a process by which a community empowers itself by working to identify its
needs and resolve its problem in a collective manner. It develops the confidence and capability of
community members to organize themselves.

TIME FRAME varies depending on the objectives and outcomes set by the people, community organizer
and support agency. This can range from one to several years and the level of effort may change from
beginning to end.

COMMUNITY ORGANIZING AS A PROCESS

In community organizing, there are phases or steps needed to be considered. Phases:
A. Social Preperation/Pre-entry,
B. Entry into the Community,
C. Integration with the People, etc.

PHASE 1: SOCIAL PREPERATION/PRE-ENTRY

Tayag & Tungpalan "Theory and Practice of Community Organizing

 Social preparation in community aims to assess the context of organizing work before actually doing
the work.

Two Activities that are Included in Social Preparation.

1. Area Selection
This is an important activity, to choose a specific area where the community organizing will be done.
According to Tayag & Tungpalan, the following are some factors which may be considered in area selection:
 Depressed areas and presence of low-income groups.
 Presence of development agencies and other support institutions providing assistance to the area.
 Willingness of local groups to link up with organizing programs.
 Stable peace and order situation
 Accessibility.
2. Group Selection
This is the process of choosing the group of people who will be working with in community organizing.
Tayag & Tungpalan, the following are some factor upon choosing the group of people:
  Geographical location
 Dialect Population: Number of target individuals, families, households
 Level of organization (organized vs. unorganized)
 Sectoral groupings: women, youth, farmers, fishers, etc.
 Heterogeneous vs. homogeneous membership
 Basis of organizing: common problems and expressed needs

MAJOR TECHNIQUES AND METHODS IN SOCIAL PREPERATION

Consultations
 Through consultations, you can meet and get initial feedback from others.
 Involve concerns like providing information, eliciting other people's reaction or perceptions and the
discussion with key persons regarding issues to facilitate group opinion or action.

Contact Building
 In social preparation, it is important to work closely with the contact persons or key informants who
assist in organizing work.

Qualities that contact persons possess include the following:

 Being knowledgeable about the community
 Being credible among residents
 Being interested to assist the organizer
 Being willing to work for the interest of the community

Mapping
 Mapping is very helpful in visualizing the physical characteristics of the selected area.
 It can provide an indication of major landmark.

Action Planning
 Based on the result of social analysis, initial plans for organizing can be drafted.
 It is one of the crucial parts of social preparation for it serves as an outlook upon doing the
community organizing.

PHASE 2: ENTRY TO THE COMMUNITY

 This phase marks the beginning of the relationship of the community to the organizer.
 It sets the tone in the relationship between organizer and the local groups throughout the organizing
process. (TAYAG & TUNGPALAN, 1997)

According to Tayag & Tungpalan (1997), entry into the community entail one or a combination of the
following channels:
 Through the local government: Provincial, Municipal, Barangay
 Through one or more development agencies which provide services to the area (GO/NGO,
local/national)
 Through local organizations
 Through individuals or personal contacts
 If the area has peace and order problems, entry should also be channeled through military
authorities
Also, Tayag & Tungpalan provided some methods for community entry. These are the following:
 Meeting with local officials
 Consultations with local groups and agencies
 Attendance in a barangay assembly
 House-to-souse visits to key leaders
 Formal launching of the program
Aside from those, Tayag & Tungpalan also provided some pointers that may be helpful for a organizer in
facilitating community entry. These pointers are the following:
 Establish the credibility of the agency and the organizer.
 Clarify or explain the program objectives and scope, especially to key points.
 Emphasize the importance of cooperation, local participation and unity in attaining common goals.
 Do not create high expectations not give promises which cannot be met by the program.
PHASE 3: INTEGRATION WITH THE PEOPLE
 Organizer must be able to understand and emphasize with the community conditions.
 Mutual trust and good rapport are built and shared between the organizer and the client

There are varied forms of community integration. These are the following methods:
 House-to-house visits
 Living with selected families, preferable with key leaders
 Informal discussion with individual or groups
 Sharing/Participation in household and community activities
 Attendance in social gatherings
 Assistance in actual production work (farming, fishing, etc.)

To know the situation and problem of the community people, the organizer must continue his stay and
integration with people.
In establishing good rapport with the community, these are the following pointers:
 Be one of them
 Try to dress, talk and act as community residents do
 Establish good interpersonal relationships. Do not antagozie people.
 Keep a low profile. Be humble. Remember that as organizer your foremost is to assist in
developing

PHASE 4: Social Investigation/Community study

SOCIAL ANALYSIS
 The gathering, systematization, and interpretation of important information about the community.
 Through this step, the community organizers systematically acquire information and analyze the
political and socio-cultural structure of the community to identify issues around which to organize
the people.
 “….At this stage of social analysis, it should be the people that should play the main role. The Social
Worker only help in the process” (Manalili, 1990).

TWO (2) TYPES OF SOCIAL ANALYSIS

1. Preliminary Social Investigation (PSI)
 Provides initial/ preliminary about the overall situation: political, economic, socio-cultural,
environmental situation, gender analysis.
 This is conducted as the part of social preparation to determine what particular problems are
to be responded to by CO activities.
 “As the process proceed the organizer and the people work hand-in-hand in relating their
problems, the conscientization process gradually developing a collective consciousness”
(Manalili, (1990).
2. Deepening Social Investigation (DSI)
 This provide more substantive information about the issue which can guide organizational
interventions and follow up activities.
 Based on PSI result, further inquiry can be conducted regarding specific issues, their
relationships, causes, and how these can assist or hinder organizing work.
 “We must reiterate: the people themselves should take the lead role in this analytic task.
Social analysis is a continuing and dynamic process…among people” (Manalili, 1990).

SPOT MAP (COMUNITY MAP)

- Household
- Water distribution
- Reservoir
- Community tap
- Places with clean water supplies
- Sewage collection system
- Place of contamination
PHASE 5: INITIAL PROBLEM-SOLVING PLANNING WITH AD HOC COMMITTEES

PROLEM IDENTIFICATION AND ANALYSIS

 The community organizers identify, analyze, and rank the problems and needs of the community.
 The component steps include identification of the scope and degree of the problem, investigation of
past efforts to solve the problem, analysis of the origin of the problem, and identification of factors
that maintain, increase, or eliminate the problem, undertaking consequence analysis, and problem
prioritization.
 People are organized to do specific tasks in a more organized manner which uses at the same time
the pooled thinking, expertise, and resources of those involved in the different organized
operational units (Miclat, 1993).
 If the task required is to plan for the attainment of the community’s social goals, a development
planning body will therefore be organized and its members will further be organized into different
committees.

The following committees are often organized to solve or plan for the community’s varied problems and
needs:
1. Committee on Health
2. Committee on Education
3. Committee on Livelihood
4. Committee on Youth Affairs
5. Committee on Infrastructure
6. Committee on Peace and Order
7. Committee on Social Services & Disasters
8. Committee on Special Projects

Ad Hoc Committee
A temporary committee needed for a special task as gathering data on the community’s squatters
for the council’s study and appropriate action.
Examples:
Budget Committee. Prepares a draft budget for the next fiscal year.
Rules Committee. Updates the association's rules for final approval by the board and/or
holds violation hearings and makes recommendations to the board regarding penalties.

Special Task Force

 A group of people who are brought together to do a particular job.
 Their functions and responsibilities require a special task with special authority from the head of the
government in said affected area.
 After disbandment, the members will be given a ‘Plaques of Appreciation’ since the members are
not paid for their work (Miclat, 1993).

Study Group
 The specific task of this organized group is to make a study of existing social phenomenon
occurring in the community like prevalence of drug addicts or to make feasibility study on the idea
of setting up an industrial center in the community. This group is also dissolved after they had
completed and submitted their report on the study, they made (Miclat, 1993).

PHASE 6: Core Group Formation

 At this stage, the selected individuals who are seen to be capable of leading will be formed into core
groups. It is better if each one of them represents a sector of the community (e.g. farmers,
fisherfolks, vendors).
 The community organizer facilitates the process and provides information that can be used as an
input for planning. The output of the planning must include the strategies and action plans and
series of activities for the organization development.

Members of the core group are considered as more advanced than other leaders in terms of the following
traits:
 Sense of commitment to work social change
 Willingness to place group interest above personal interest
  Effective leadership skills
 Higher level of critical awareness regarding community issues

The core group should be able to collectively discuss and agree on the mechanics pertaining to their
groups such as:
 Reasons for forming a core group
 Functions of the core group
 Membership composition
 Initial plan of action and schedule of activities of the core group
 Common vision and goals

Suggested Functions of Core Groups:

 Serves as the training ground for shared leadership
 Assists in mobilizing other community members
 Provides direction in organizing activities
 Plans activities towards formalizing the setting-up of the organization

PHASE 7: Training, Ground working, Mobilization, including Project Development and Management

TRAINING LEVELS
A. Basic Course
 National and Sectoral Situations
 Development Perspectives
 Participatory Development
 Community Organizing

B. Advanced Course
 Organizational Management
 Mobilization Strategies
 Planning and Evaluations

C. Specialized Skills
 Project Development and management
 Participatory research

Training process:
1. Training Needs Analysis
2. Training design and curriculum development
3. Preparing for the training

"Development is a Dream that cannot come true without action" . one of the nanay's who define
development.

PHASE 8: Formalization of the Community-Based Organization

1. SETTING UP THE ORGANIZATION

People's organizations facilitate: wider participation of other members identifying common needs
and goals group awareness and decision making collective planning and actions to resolve problem
strengthening local mechanisms for continued participation.
7 ELEMENTS OF ORGANIZATION
1. Structure- delineation of authority, tasks, and functions
2. Strategy- systematic process and plans to attain organizational goal
3. Systems- mechanisms for operations; by laws, policies, and procedures
4. Shared Goals- unified vision, principles, and objectives
5. Skills- ability to work together toward common goal
6. Staffs- group leaders and members
7. Style- how the organization is managed and sustained
2. BUILDING SELF MANAGING GROUPS
a. Organizational management includes:
Planning- of programs and activities based on shared goals
Organizing- structures, strategies, and resources
Direction setting- how plans are operationalized
Establishing controls- how the org. will work towards its goal

b. Levels in organizational developments

-Formative
-Reactivation
-Consolidation
-Expansion
-Consultancy

c. Revisiting existing organizations:

 Find out the present status of the org. including the nature and causes of organizational
problems and its potential reactivation.
 Presents the findings to the org. (both leaders and members) for validation, discussion,
and analysis
 Work out a strategy for solving problems
 Implement strategies to improve the organization
 Monitor and evaluate these activities periodically

d. Strategies for managing People's Organization

Group process
Member participation group building
teamwork
conflict management

e. Doing organizational diagnosis

Objective:
to identify the significant accomplishments, strength, weakness, problems, and growth
potential of the org.

Content of Assessment
-Leadership performance, Communication process, decision making, problem solving, management,
membership, outputs/accomplishments, linkage with other groups, group 10 conflicts, growth potentials
Methods:
-preparatory work
-getting information
-validation and feedback
-documentation of results

PHASE 9: Consolidation and Expansion

Organizational Consolidation includes strengthening commitment and capabilities of group members
for managing and sustaining organization based on one’s assessment of past experiences. (Tayag &
Tungpalan, 1997)

THE 7 STRATEGIES FOR ORGANIZATIONAL CONSOLIDATION

1.Committee Work
The formation of committees is a strategy for accomplishing specific tasks as well as strengthening
group skills. It decentralizes decisionmaking and facilities delegation of responsibilities especially among
second-line leaders. (Tayag & Tungpalan, 1997) Organizational Consolidation includes strengthening
commitment and capabilities of group members for managing and sustaining organization based on one’s
assessment of past experiences. (Tayag & Tungpalan, 1997)
TWO (2) TYPES OF COMMITTEES
A. Task-oriented Committees- these are generally ad hoe in nature. They cease to function as soon as
the task is accomplished.
B. Program-oriented Committees- These are stablished for more long-term purposes. Often they are
part of the organizational mechanism for planning, implementation, and evaluation.

2. Institutional Organizational Mechanism

Setting-up formal organizational structures and mechanisms provide lines for decision-making and
venues for wider participation. It includes regular meetings, consultations, action planning, assessment and
summing-up sessions. (Tayag & Tungpalan, 1997)

3. Education/ Training
Educational activities can be conducted through study groups, informal groups discussions or
formal training sessions. A training program can be planned to ensure systematic learning. Course maybe
classified into 3 levels: Basic Course (for orientation purposes), Advanced Course (for skills-oriented
training), and Specialized Course (for more task-oriented purposes)
Training activities covers a wide range of topics: social awareness, organizational management,
leadership skills, project development, research, training, documentation, and evaluation and other skills
course. (Taya & Tungpalan, 1997)

4. Project Development
Group projects may concern any of the following: livelihood, health, cooperatives, fund raising, and
other socio-economic concerns. These projects have a two-pronged objective: to respond to immediate
poverty or welfare needs and to strengthen the organization. (Tayag & Tungpalan, 1997)

5. Group Mobilization
Mobilization Activities aims to provide venues for wider participation of members. Local issues often
used as starting point for mobilization. The first step is to identify concrete and immediate issues which the
people feel strongly about and it becomes the focus for conscientization, organizing and action. Local
campaigns or campaign support for issues at the regional or national level offer other venues for group
mobilization. Groups can also be mobilized around specific programs and projects. (Tayag & Tungpalan,
1997)

6. Resource Build-up
Special attention must be given to fund or resource generation, either through membership dues,
tapping of local and outside resources, and project proposal development. Resources and management
requires appropriate bookkeeping skills and systematic financial procedures. (Tayag & Tungpalan, 1997)

7. Networking
involves establishing working relationship with different development agencies and other peoples
organization (both sectoral and national levels). (Tayag & Tungpalan, 1997)

Characteristics of Consolidated Organization (Tayag & Tungpalan, 1997)

 Members participation
Includes active participation of members, delegation of specific responsibilities among members
and willingness of members to contribute ideas and resources.
 Organizational Structure
It includes functional systems and procedures, mechanisms for democratic consultations and
decision-making, institutionalization of committee work and mechanisms for new initiatives and response to
urgent needs.
 Services and Programs
It includes regular programs and services for members, ability to respond to different
community/sectoral needs and problems and sharing of benefits among members.
 External Relations
Capable of networking/alliance building from local to national levels, non-dependency on outside
support and can provide possible assistance to other groups, undertake advocacy and campaign activities,
and mobilizing support groups for critical issues.
 Resources
Capable of generating, accessing and mobilizing needed resources, asset building and savings
over time and able to finance basic operations.
 Growth Opportunities/ Sustainability
Continuing Education activities, capable of negotiation and claim making even with power or elite
groups, presence of local organizers and mechanisms for expansions work.
The measures for success of a community organizations involves both quantitative and qualitative
improvements in its ability to respond to the needs of its constituents on a sustained basis. This implies that
the organization has reached the consolidated stage by strengthening its commitment, unity and ability to
handle more complex activities and long-term issues.

Expansion Work
-organizational expansion aims to further enhance capabilities of the group to confront more complex
issues and to build an effective support system towards sustainability

Reminders when doing consolidation and expansion work. (Tayag & Tungpalan, 1999)
J- Join alliances and networks
K- Keep growing as an organization
L- Level-off expectations and targets within the organization and among partner agencies.

POSSIBILITIES FOR EXPANSION ACTIVITIES:

1. Wider Membership: Expansion in terms of size and scope of the organizations.
2. Networking: Expansion in terms of linkages with various groups and institutions.

PHASE 10: EVALUATION

Evaluation the effectiveness of the intervention focuses on outcomes objectives; it requires data
collection and aggregation for the purpose of reporting back to funding sources and other sponsors and
stakeholders. Once the first cycle of monitoring and evaluation has been completed, efforts should be
focused on making necessary adjustments to improve the program based on findings from evaluation and
looking for ways to solidify the project and ensure outgoing support.

The major purposes of evaluation are:

a) To measure whether goals and objectives could be achieved.
b) To understand the mistakes which have occurred.
c)To learn about the hurdles and obstacles encountered.

IMPORTANCE OF EVALUATION
Evaluation provides a systematic method to study a program, practice, intervention, or initiative to
understand how well it achieves its goals. Evaluations help determine what works well and what could be
improved in a program or initiative.

Program evaluations can be used to:

 Demonstrate impact to funders
 Suggest improvements for continued efforts
 Seek support for continuing the program
 Gather information on the approach that can be shared with others
 Help determine if an approach would be appropriate to replicate in other locations with similar needs

PHASE 11: TURNOVER/PHASE OUT

This is the phase when the community organizer already starts to withdraw from the community
because goals set by the community and the organizer at the start of the process have been achieved. At
this stage, it is assumed that the community has reached a certain level of capability with which they can
sustain existing operations, and expand or initiate new projects. The community now takes full
responsibility for managing its resources.

IV. Rothmans' Typology of Community Organization

Jack Rothman(1927) - An American sociologist and social worker. He is best known for his work in
community organizing within the field of social work. Professor Rothman is recognized nationally and
internationally for “Three Models of Community Organization Practice, ” a leading conceptualization of
community intervention.

Models of Community Organization

Locality Development
Social Planning
Social Action

A. Locality Development
This approach presupposes that community change should be pursued through broad participation by a
wide spectrum of people at the local community level in determining goals and taking civic action. Among
the important characteristics of the locality development approach are its emphasis on development of
indigenous leadership, local initiative, self-help, and participation by large numbers of community members.

Locality development projects usually involve specific task goals, plus more general process goals
concerned with developing community problem solving capacity and social integration. The roles of the
change agents usually include those of enabler, coordinator and teacher of problem-solving skills.
Examples:
 Neighborhood work programs conducted by settlement houses
 Village level work in some overseas community development programs including the Peace Corps
 Community work in the adult education field

B. Social Planning
The social planning approach is concerned with the application of technical skills and expertise to public
problems, with emphasis on rational, deliberative decision making and planning. The approach is task
oriented and community participation is usually not emphasized. As visualized by Rothman, social planners
gather facts, analyze situations, and use their technical skills to develop and implement programs. (e.g.
Mental Health Planning, affordable housing projects)

C. Social Action
Presupposes a disadvantaged segment of the population that needs to be organized, perhaps in alliance
with others, in order to make adequate demands on the larger community for increased resources or
treatment more in accordance with social Justice or democracy.

It aims at making basic changes in major institutions or community practices. Social action as employed
here seeks redistribution of power, resources, or decision making in the community and/or changing basic
policies of formal organizations."

The social action approach is characterized by the use of contest strategies; change agent roles include:
activist-advocate, agitator, broker, and negotiator.

Strategies on Social Action by: Zeltman and Duncan

1. Educational strategy: Social action can be the procedure by education. It means informing people
about the programmes and their goals and objectives. Basically, make awareness of the programs to the
people.
Techniques of Education
a) Education at an individual level.
b) Education at group level.
c) Mass level education
d) Education by demonstration
2. Persuasive strategy: Persuasive strategy is the adoption of a set of actions/procedures to bring about
changes by reasoning, urging and inducing others to accept a particular viewpoint.
3. Facilitative strategy: This refers to a set of procedures and activities to facilitate the participation of all
sections of society in the mass movement.
4. Power strategy: It involves the use of coercion to obtain the desired objectives. The forms of coercion
may vary.
 Typology of Community Organization By: Jack Rothman

Types of Community Organization Key Features

1. Community Participation
2. Community Building
Locality Development 3. Democratic Procedure
4. Voluntary Cooperation
5. Development of Indigenous
Leadership and education
6. Self-help
7. Bottom-up approach
1. Community Participation does not
emphasize ·
Social Planning 2. Workers’ application of expertise and
skills to social problems
3. Top down Approach
1. Bring issues of social injustice, equity,
Oppression, and Discrimination ·
Social Action 2. Challenges the status-qou
3. Inside-out approach

V.Tools of Analysis in Community Organization

1. GENDER ANALYSIS
- Examines the differences in women's and men's lives, including those which lead to social and
economic inequity for women, and applies this understanding to policy development and service
delivery.
- Is concerned with the underlying causes of these inequities.
- Gender analysis aims to achieve equity, rather than equality.
a) Sex: refers to the biological differences between male and female such as genitalia and
genetic differences.
b) Gender - refers to the socially constructed roles, behaviors, expression and identities of girls,
women, boys and guys.
- The Harvard Analytical Framework was developed in the 1980s in the Harvard Institute for
International Relations to facilitate the integration of women into development project analysis. It
aims to make an economic case for allocating resources to women as well as men, and to assist
planners to design more efficient projects. Most fundamentally, the Harvard Framework is a guide to
data collection.
- Aim of the Harvard Analytical Framework
a) To demonstrate that there is an economic rationale for investing in women as well as men.
b) To assist planners design more efficient projects and improve overall productivity.
c) To emphasize the importance of better information as the basis for meeting the efficiency/equity
goal.
d) To map the work of men and women in the community and highlight the key differences.

2. PROBLEM TREE ANALYSIS

 • Simple yet effective tool for community groups to use to properly identify problems and determine
what the most effective interventions are.
• This method is used by groups to determine the extent to which an organizations program
activities address the root causes of the problems it seeks to alleviate and to verify that these
programs can achieve the desired impact.
• Assist in analyzing an existing situation by identifying the major problems and their main casual
relationships.
• A graphical arrangement of problems differentiated according to causes and effects joined by a
core or focal problem.
• Techniques help understand the concept and interrelationship of problem and the potential impact
when targeting projects and programs specific issues.
• Helps to illustrate the linkages between a set of complex issues or relationship by fitting them into
a hierarchy of related factors. It is used for:
 Link together the various issues or factors which may contribute to an institutional problem.
 Help to identify the underlying or root causes of an institutional problem.
• The major assumptions underlying the problem
• Roots- The root causes of the problem
• Trunk- The problem
• Branches- The consequences of the problem

3. SWOT ANALYSIS
- SWOT stands for: Strength, Weakness, Opportunity, Threat Guides you to identify your organization's
strength and weaknesses (S-W), as well as broader opportunities and threats (O-T). Developing a fuller
awareness of the situation helps with both strategic planning and decision-making.
- SWOT method was originally developed for business and industry, but it is equally useful in the work of
community health and development, education and even for personal growth.

ELEMENTS OF SWOT ANALYSIS

1. STRENGTH - describe an organization excels at and what separates it from competition
2. WEAKNESSES - stop an organization at it's optimum level. they are the areas where the business
needs to improve to remain competitive.
3. OPPORTUNITIES - refer to favorable external factors that have could give an organization a
competitive advantage
4. THREATS - refer to the factors that could give an organization a competitive advantage.

- SWOT analysis can offer helpful perspectives at any stage of an effort. you might use it to:
• Explore possibilities for new efforts or solutions to problems.
• make decisions about the path for your initiative. identifying your opportunities for success in the
context of threats to success can clarify directions and choices.
• determine where change is possible. if you are at a juncture or turning point, an inventory of your
strengths and weaknesses can reveal priorities as well as possibilities.
• adjust and refine plans mid-course. a new opportunity might open wider avenues, while a new
threat could close a path that once existed

- SWOT also offers refine way of communicating about your initiate or program and an excellent way of
organize information you have gathered from studies or surveys.

VI. ROLES AND TECHNIQUES (THE COMMUNITY ORGANIZER)

 Community organizing and development is a process by which a community empowers itself by
working to identify its needs and to resolve its problems in a collective manner. This process develops
the confidence and capability of community members to organize themselves.
 The community organizer facilitates the process and provides information that could be used as input
for planning. The output of the process would include strategies and action plans, series of activities for
organization development, capability-building and resource management.
 The roles of a Community Organizer are the following:
 Enabler – enabling the community to engage in establishing goals, objectives and setting priorities.
 Motivator – the community organizer stimulates and sustains active interest among the people for
reaching a solution to the needs and problems.
 Guide – guiding the community groups in the process through difficulties encountered.
  Broker – acting as broker between groups, the client community and outside resources.
 Advocate – advocating the just cause of any disadvantaged groups, sector or community as a
whole.
 Consultant – providing expert knowledge and information to achieved planned goals and
objectives.
 Communicator – the community organizer transfers or transmits information, thought, knowledge
etc. to the members of the community.
 Community Organizer Techniques:
 Is a technical method of accomplishing a desired end according to Webster.The Philippine Social
Work Encyclopedia described technique as “the manner by which certain activities are executed
based on the mechanical or formal aspects.
 Techniques:
1. Structing -This technique employs the use of suitable structures to engage in problem solving as
councils, committees, task force, ad hoc committee, study groups etc.
2. Situation Analysis - This technique “involves the breaking up of a problem situation or collection of
data, exploring the content and examining and setting forth of the various aspects, issues and
relationships involved to gain insight and understanding the content better for logical
conclusions/solutions.
3. Problem Analysis - This thechnique is the process of looking into the causes of the problem and their
effects on those affected by it. In analyzing for example the problem of employment, the problem
analysis may proceed this way:

4. Role Playing and Socio Drama - role playing is acting out a situation which would depict a problem
or varied problems and their effects designed to change the attitude and thinking of the target audience
towards the problem as from apathy to concern.
5. Education and Promotion - this technique employs a range of educational and promotional
ways/approaches to enhance people’s understanding and support of programs, projects and plans for
community improvement and development. Examples of such educational and promotional techniques
are the use of film showing, training seminars, posters, folk media, field visits to model projects and
communities, community assemblies where resource persons are invited to speak on vital topics or
issues and other concerns.
6. Demonstration - this technique uses the organization of demonstration projects to illustrate ways of
dealing with certain social problems which can be subsequently adopted for similar uses by the
community and other communities and organization.
7. Use of Group Dynamics and Experiential Learning in Training - CO workers in Region XI who
implemented the Baranganic Approach have discovered that the use of experiential learning and group
dynamics are effective techniques in training indigenous leaders who have an aversion to lecture type
seminars. Experiential learning employs the exposure of trainees to a planned group processes
designed to communicate new knowledge and ideas; to change negative values, attitudes and
behaviour and to promote/strengthen relationships among the target group members.
8. Use of an Expert/Consultant - No problem has a monopoly and knowledge, hence one of the CO
worker’s techniques is the use of an expert from other fields she is not knowledgeable about or another
CO worker who as more experience as consultant.
9. Formal Study - the CO worker employs this technique to influence public opinion and motivate
people to act on certain community or national issues. She carries out a formal study by gathering and
analyzing data in connection with current issues or problem. The results of which she interprets and
disseminates to the public that they would appropriately act on said issues or problems.
VII. Gender- Responsive Organizing and Faith-Based Organizing
GENDER RESPONSIVE ORGANIZING
 Gender responsiveness refers to outcomes that reflect an understanding of gender roles and
inequalities and which make an effort to encourage equal participation and equal and fair distribution of
benefits. Gender responsiveness is accomplished through gender analysis and gender inclusiveness.
 Gender roles: Gender determines what is expected, allowed and valued in a woman or a man in a
given context. In most societies there are differences and inequalities between women and men in the
responsibilities they are expected to take up, the activities that are considered normal or acceptable,
access to and control over resources, and participation in decision-making.
 Why Gender Responsive Organizations?
 Diverse teams improve performance
 Is a logical part of gender mainstreaming
 Delivery of equitable outcomes
 Right thing to do
 Elements Of A Gender Responsive Organization
1. Reputation of integrity and competence on gender issues
2. No stereotyping and stigmatizing attitudes and behavior.
3. There is support for teamwork of women and men, including gender focal persons.
4. Adequate infrastructure for female staff (e.g. in relation to safe working environment, toilet facilities,
transport arrangement, working hours)
5. Space is provided to women and men to bring their views to the fore.
6. Gender is mainstreamed in all programs and projects.
 Process of a Gender Responsive Organization
The process to take build a gender responsive organization and process plan example
according to FBA.
1. Strong Organization Commitment and Leadership Accountability.
2. Strategic Support Function.
3. Keep it realistic.
 Process Plan
1. Understand the Organization
2. Establish a plan for realistic
3. Bearing the greatest responsibilities
4. Tailored Training
5. Action Planning
6. Regular Meeting with the gender focal point
7. Contextualized one day training session
8. Follow-up the progress
 The process of a gender responsive organization in the context of the NAP process, this involves
looking at three key issues (Daze & Dekens, 2017)
1. Recognition of gender differences in adaptation needs, opportunities and capacities.
2. Equitable participation and influence by women and men in adaptation decision-making
processes
3. Equitable access to financial resources and other benefits resulting from investment in
adaptation between women and men.
 The Friedrich-Ebert-Stiftung (FES) is a German nonprofit, public interest, political-educational
foundation active in the Philippines since 1964 to promote participatory democracy, social justice, and
international understanding. In the Philippines, FES works with men and women feminists in the areas
of politics and governance, labor movement and migration, academe, rural development, and youth
empowerment.
 FES hopes to foster unity among women from different backgrounds; to strengthen women
capacities to engage in political and economic development; and to integrate gender rights in the
strengthening of institutions both in the economic and political development spheres.
 GABRIELA or General Assembly Binding Women for Reforms, Integrity, Equality, Leadership, and
Action was founded in 1984 by women's groups of various political persuasions and class composition
from the politically and ideologically inclined, to civic associations. GABRIELA is now referred to as the
GABRIELA Women's Network with a party-list group called Gabriela Women's Party. It 'has maintained
the position that class oppression remains the primary enemy of the people even as it has taken on
feminist issues like violence against women' (Estrada-Claudio, 2005). PILIPINA and GABRIELA
created their respective party-list organizations, Abanse! Pinay and Gabriela Women's Party (Elumbre,
2010: 219). Abanse! Pinay had two congressional terms and was successful in passing key legislations
 such as the Solo Parent Act of 2000, and the Anti-Violence Against Women and Children Law. Abanse!
Pinay was also allied with the democratic left party founded in 1997, the Akbayan.
 Pineda (2001) and Marin (1996) locate the beginning of the lesbian movement during the Women's
March in 1993. Prior to this, self-identifying lesbians in the movement had already started to coalesce
and finally formed The Lesbian Collective (TLC) in 1992. Alongside the development of the gay
movement, the lesbian movement started identifying under the LGBT umbrella. In 1996, the first Gay
and Lesbian Pride March (which later became the LGBT Pride March) was organized and celebrated.
This was followed by fora and further collaborations with the wider LGBT movement.
 The momentum of lesbian organizing was apparent in different areas and locales. Grassroots
organizations initiated different activities like peer-counseling, culture gathering, and other socio-
civic and political activities that highlighted lesbian presence and legitimized lesbians as
respectable members of the society (Pineda, 2001:152). Marin (1996) explained how the rise of
lesbian activism was anchored on the trope of human rights.
 CASE EXAMPLE: The murder case of Jennifer Laude, who was killed by an American serviceman in
Olongapo City in 2014. Many transgender women fall victim to brutal killings that many describe as
hate crimes.
 In recent years, women advocates have been stepping up for their LGBT sisters and brothers
especially in the field of policy and legislation. In 2001, after consultations and discussions with
LGBT advocates, Etta Rosales of Akbayan filed the Anti-Discrimination Bill (ADB) at the House of
Representatives; Senator Miriam DefensorSantiago filed a counterpart bill (Talabong, 2016). The
ADB went farthest in the legislative mill in the 12th Congress when it reached third reading at the
House through the efforts of Rosales, then chair of the Committee on Human Rights.

FAITH-BASED ORGANIZING
 Faith in Action believes that people should have a say in the decisions that affect their lives. Through
faith-based community organizing, They equip people to put their voice and values into action in their
communities and the larger society. They help people of faith build organizations that can lead
successful legislative campaigns, hold corporations accountable, pass ballot initiatives, increase voter
turnout and eliminate racial inequities and discrimination.
 How Faith- Based Community Organizing Works?
 Faith communities that undertake a community organizing campaign seek out the leaders in their
midst – and find surprising new talent. Through patient, one-to-one conversations, a community
learns to elicit the unvoiced hurt and anger of its members. Clergy, leaders, and FBCO organizers
identify people whose capacity to lead may never have been encouraged, offer them training, and
engage them in identifying the shared concerns of community members.
 WHAT ARE BECs?
 BEC or BCC? Since the Second Plenary Council of the Philippines (PCP II), the generally accepted
term has been BEC – Basic Ecclesial Community. BEC is a generic term that refers to the
communities of faith that have emerged at the grassroots. As PCP II decrees:
 "Basic Ecclesial Communities under various names and forms – BCCs, small Christian
Communities, covenant communities – must be vigorously promoted for the full living of the
Christian life in both urban and rural areas" (PCP II decrees, Art 109, sec 3).
 There is no need to argue about what to call these communities. At the grassroots, they are better
known as GKK – Gagmayng Kristohanong Katilingban, GSK – Gagmayng Simbahanong
Katilingban, BCC – Basic Christian Community, KRISKA – Kristohanong Kasilinganan,
Kristohanong Katilingban, BPK – Batayang Pamayanang Kristiyano, MSK – Munting
Sambayanang Kristiyano.
 What Is The Significance Of The Term – BECs Or Basic Ecclesial Communities?
 Community – the use of the word community emphasizes the communitarian nature of the
BECs. These are not groups, societies or associations but communities – local communities
whose members live in close proximity and interact with each other regularly. These are not
specialized groups but stable environments. Thus, mandated organizations (like KofC, Legion
of Mary), renewal movements and their local branches (Charismatics, Focolare, CFC,
Catechumenate, El Shaddai, etc), cannot be considered as BECs.
 Basic – the word basic refers to both the size and the social location of the BECs. The BEC
are small communities. A basic community is small enough for the members to know each
other well and relate deeply as friends but not too small that it turns into a primary group or
barkada instead of a community. A BEC may be composed of forty to two hundred families. A
BEC may be subdivided into several selda or family groupings of five to ten families. The term
 basic may also refer to the social location of the BECs – they are at the grassroots, at the
base of society, among the poor and the least.
 Ecclesial – the word ecclesial emphasizes the ecclesiality of the BECs. They are a way of
being Church – the Church that is realized, localized and experienced at the grassroots, in the
neighborhood. The BECs are not just administrative units within the parish – they are indeed
the microcosm of the Church. Whatever can be said about the Church, in general, may also
be used and appropriated for the BECs.
 EXAMPLE: Faith-based Organizations Pursue Peace And Rehabilitation In Marawi
 Transforming Faith into Action” continues to be the main calling for faith-based organizations (FBOs)
in the Philippines as efforts to realize peace and lasting development remain to be a major
challenge in Marawi City.
 The participating FBOs sees the need to continue consulting and working with the affected
communities in planning and implementing its rehabilitation plans for Marawi.
 The campaign to promote peace, solidarity and cooperation among Christians and Muslims. Efforts
to start the process of healing are on-going and the FBOs’ initiatives to realize this goal is vital to
continuous dialogue and reconciliation,

VIII. Barangay Approach

 Barangay - a unit of administration in Philippine society consisting of from 50 to 100 families under a
headman (Barangay Captain).
 Barangay Etymology
 "Barangay", type of early Filipino settlement; the word is derived from balangay, the name for the
sailboats that originally brought settlers of Malay stock to the Philippine from Borneo.
 The term Approach. This involves offering more local solutions to people seeking support. The aim is to
respond better to individuals' aspirations instead of fitting them into existing services.
 Baranggay Development Plan - It contains the specific programs, projects and activities with
corresponding project costs including the necessary fund flows to approximate the reasonable timing in
the release of funds. The barangay Annual Investment Plan is a component of the medium-term
Barangay Development Plan.
 Brangay Council - At the barangay level, it is the Barangay Development Council (BDC) that shall
assist the Sangguniang Barangay in setting the direction of economic and social development and
coordinating the development efforts within its territorial jurisdiction.
 Roles of Barangay - A Barangay Office is in charge of many things that happens with its borders. They
are in charge of implementing the different tasks of mayor that the city or municipality wants to
accomplish. The barangay Office is the servant leader that leads a village or barangay and serves for
the cause of the municipality or city.
 Election for Barangay Officials:
• Punong Barangay/Barangay Captain
• regular Sangguniang Barangay Members
• Sangguniang Kabataan Chairmen
 Appointive Barangay Officials: Barangay Treasurers, and Barangay Secretaries who were appointed
by the duly elected Punong Barangay.
 Barangay Officials duties and responsibilities:
1. Promote peace and Order.
2. Formulate measures to eradicate drug addiction.
3. Maintain barangay-owned properties and infrastructures.
4. Maintain cleanliness and beautification of the community.
5. Promote the well being of the youths and woman rights.

Case:
"Bagong Silang, Caloocan City" (An overview) Bagong Silang (literally ‘New Birth’) is a relocation site where
slum dwellers from different parts of Metro Manila were relocated. It was established in the 1970s but only
began filling up from the mid- 1980s as part of a last-ditch effort by then-dictator Ferdinand Marcos and his
first lady Imelda to create the beautiful City of Man as a cornerstone of their ‘New Society’. Bagong Silang
is a very large municipal entity (called a barangay) both in terms of land area and population of
approximately 240,000. It was initially referred to as ‘La Kubeta’ or the toilet. The name was given because
at its construction, it basically consisted of roads, 90m² plots and toilet bowls as far as the eye could see.
However, it does not take much imagination to see that Bagong Silang became the place where all the
human waste of Manila ended up (Jensen and Hapal, 2014).
“Balay response"
- Problem presented: Torture Survivors; Relocation Program. -

Balay’s programme in Bagong Silang is part of a bigger programme on rehabilitation and healing for torture
survivors. In line with Balay’s other work, the original primary target groups were to include torture victims
as many residents were known to bepolitical activists. In the course of initiating activities in the community,
however, Balay realized that there was a need to work with different targets groups and the focus shifted to
children in conflict with the law. Education was seen as one of the means toward rehabilitation. It was in
this context that the Alternative Learning System was introduced as a key intervention in the community in
partnership with the barangay.

Community Driven Development

Community-based approaches to development, also called community-driven development (CDD),
seek to empower local communities to identify and implement the projects they most need. Researchers in
this study in the Philippines are evaluating the impact of a national community-driven development program
on governance, social capital, and socio-economic welfare.
Community-driven development (CDD) is a modality of project design and delivery which transfers
decision-making power and, often financial and technical resources, directly to communities or groups of
end-users. Concentrating decision making and management power locally, within the community, is
proposed as a means of better aligning development interventions with community needs and preferences,
and countering state weakness in service delivery by harnessing social capital. CDD is frequently used
to deliver basic services, construct and maintain local public goods and infrastructure, maintain common
property resources, and plan and manage community budgets.
Common features of CDD include (i) the creation of a local committee to manage the process or
project; (ii) external facilitation to support decision making within the CDD framework; and (iii) a community
contribution in cash or labor. However, CDD has evolved to include within its purview most projects that
employ community participation in decision-making and management, and thus has a fair amount of
overlap with projects that actively engage with citizens at the local level.
CDD is thus not a type of intervention but rather a modality of project design and delivery. CDD is
used to provide public goods (schools, health facilities, roads, …) and manage common-property resources
(lakes, community forests, …), but CDD has also been used to provide cash and credit for private goods to
households or groups. Additionally, CDD programs often include institution-building objectives such as
enhancing social capital or local governance through introducing more democratic and inclusive decision-
making frameworks.

Bantay Sangkay: A Community Driven Development (CDD) Approach

Bantay Sangkay sought to embed social accountability mechanisms through the adoption of
Community-Driven Development (CDD) in local planning and public expenditure management cycle and to
enhance participatory processes. As well, the project was a supplementary measure to the anti-poverty
Comprehensive Integrated Delivery of Social Service (KALAHI-CIDSS) project implemented by the
Department of Social Welfare and Development. Beneficiaries of both Bantay Sangakay and KALIAHI-
CIDSS include the Municipal officials and Department Heads, Barangay (village) officials, volunteers and
CBO leaders of the 24 villages which comprises Pinabacdao. A critical mass of barangay volunteers were
developed to energize participatory governance. Funding is estimated to be around $230 (Php1,0000) from
a grant and approximately $11600 (Php500,000.00) from LGU Pinabacdao.

Philippine Rural Reconstruction Movement

Philippine Rural Reconstruction Movement, abbreviated as PRRM, is a non-governmental
organization and institution formed in 1952 to assist peasants in the Philippines. As a movement, it was
initiated by upper and middle class group of individuals based on the experiences gained from the rural
reconstruction and development done in China during the beginning of the 1900s.
After World War II, among its tasks had been the establishment of cooperatives in rural communities.
It was the inspiration for the founding of the Federation of Free Farmers in 1953, as well as the birthing of
organizations similar to PRRM in other countries such as Thailand, Colombia, India, and Guatemala.[1] Its
main office is in Quezon City, which became possible through Dr. Yen's establishment of another related
organization during the 1960s, namely the International Institute of Rural Reconstruction (IIRR).
PRRM’s sustainable development experiences are centered in the rural communities, and provide
the context for the courses offered by CBIS. Why, you might ask, why rural when half the world would be
living in cities in less than a generation from now? Rural won’t disappear with urbanization and rural will
have its positive place despite and because of modernization.
 Cities cannot be sustained without the rural. As we recognize what’s positive in cities—like density
of interaction and services, optimal use of space, technology—we likewise see the positive in rural—
bayanihan (voluntary cooperation) and community spirit, culture of conservation, caring for nature. We
intend to recover and sustain what’s good in the rural. PRRM gives primacy to generating mass
movements from below, believing that this is where and how real changes in people’s lives can and should
first happen.

THE IMPLEMENTING RULES AND REGULATIONS OF REPUBLIC ACT NO. 11201, OTHERWISE
KNOWN AS THE "DEPARTMENT OF HUMAN SETLEMENTS AND URBAN DEVELOPMENT ACT

What is Department of Human Settlement and Urban Development?

• (abbreviated as DHSUD; Filipino: Kagawaran ng Panirahang Pantao at Urbanong Pagpapaunlad)
• is the executive department of the Philippine government responsible for the management of housing and
related development in the Philippines. The department is led by the Secretary of Human Settlements and
Urban Development, as appointed by the President of the Philippines and confirmed by the Commission on
Appointments. The secretary would be assisted by three Undersecretaries and three Assistant Secretaries,
that would be appointed by the President upon the recommendation of the Secretary

Bureau
• Environmental, Land Use and Urban Planning and Development

Bureau (ELUPDB)
• Housing and Real Estate Development Regulation Bureau (HREDRB)
• Homeowners Associations and Community Development Bureau (HACDB)

Attached Agencies
• The following government agencies and corporations are attached to the department for policy and
program coordination:
• National Housing Authority (NHA)
• National Home Mortgage Finance Corporation (NHMFC)
• Home Development Mutual Fund (HDMF, but popularly known as Pag-IBIG Fund)
• Social Housing Finance Corporation (SHFC)

Salient Provisions of RA 1120

• DHSUD is now “the primary national government entity responsible for the management of housing,
human settlement and urban development.”
• The law defines human settlements to “comprise of a) physical components of shelter and infrastructure;
and b) services to which the physical elements provide support, such as community services which include
education, health, culture, welfare, recreation and nutrition.”
• Urban development meanwhile “refers to the process of occupation and use of land or space for activities
such as residential, industrial, commercial and the like or their combinations, necessary to carry out the
functions of urban living.
• The law defines human settlements to “comprise of a) physical components
of shelter and infrastructure; and b) services to which the physical elements
provide support, such as community services which include education, health, culture, welfare, recreation
and nutrition.”
• Urban development meanwhile “refers to the process of occupation and use of land or space for activities
such as residential, industrial, commercial and the like or their combinations, necessary to carry out the
functions of urban living.”
• DHSUD is also tasked to establish Housing One-Stop Processing Centers to centralize the processing of
housing-related permits, clearances and licenses.
• DSHUD is to identify government lands suitable for housing and rural development within 180 days from
the effectivity of the law. This is to be done jointly with the Department of Environment and Natural
Resources (DENR), Department of Agrarian Reform (DAR), Department of Agriculture (DA), Department of
Interior and Local Government (DILG) and Land Registration Authority (LRA)

KORONADAL CITY – The Department of Human Settlements and Urban Development (DHSUD) is
continuously expanding the government’s reach towards providing decent yet affordable housing to all
Filipinos with the recent groundbreaking of shelter projects in the two Cotabato provinces.
 DHSUD Secretary Eduardo Del Rosario first led the groundbreaking of the Koronadal City ville
Resettlement Project in Barangay New Pangasinan, Koronadal City, South Cotabato on October 21. The
project is a joint undertaking with the National Housing Authority and Koronadal City LGU. The following
day, the housing czar graced the official rollout of the M’lang Resettlement Project Phase 1. Both projects,
Memorandums of Agreement for which were finalized earlier this year, are expected to benefit informal
settlers and government employees. Secretary Del Rosario then headed to Carmen, North Cotabato, for
the ceremonial turnover of Certificates of Entitlement and Lot Allocation (CELA) for the 602nd Brigade
Housing Project located at Camp Robert Edward Lucero in Carmen.
The housing scheme is set to benefit active and retired military personnel. Under the project,
socialized housing units are slated to rise on the 182 lots by next year. Joining Secretary Del Rosario at the
key events were DHSUD Undersecretary Marylin Pintor, Assistant Secretary Melissa Aradanas, former
Assistant Secretary Leira Buan and DHSUD Regional Office 12 Director Jennifer Bretaña.
The activities were in line with the culmination of DHSUD-RO 12’s first-ever SOCCSKSARGEN
Housing and Human Settlements Summit in observance of this year’s National Shelter Month. Some local
government officials and representatives from the NHA, Social Housing Finance Corporation (SHFC) and
National Mortgage Finance Corporation were likewise in attendance.
In one of his messages, Secretary Del Rosario reiterated DHSUD’s guiding principle that shelter
is a right of every Filipino family. “Just imagine, kung kayo po ay walang sariling bahay ngayon, saan kayo
magkakaroon ng sinasabing comfort of one’s home? So it must be a right, kahit mahirap, kailangang
magkaroon ng sariling pamamahay ang lahat ng Pilipino,” Secretary Del Rosario said, adding it is
DHSUD’s mandate to capacitate Filipino families, especially the underprivileged, to have access to decent,
safe, resilient and more affordable homes. More importantly, the housing czar stressed that there will be no
substandard housing project that will be constructed under President Rodrigo Duterte’s administration.
“Wala po tayong maririnig na ang NHA o SHFC o Pag-IBIG Fund ay nagpondo o nagpagawa ng
housing project or units na masasabi nating sub-standard. Lahat po ng mga housing units na pinapagawa
ng Department through our key shelter agencies are within the standard set forth by government. That is
our mandate and commitment,” Secretary Del Rosario added. Aside from rolling out the housing projects,
Secretary Del Rosario likewise visited the DHSUD Regional Office 12 to boost the morale and spend time
with the regional staff. The housing czar conducts regular stops to the Department’s regional offices to
interact with the staff and listen to their concerns and suggestions on how to better improve DHSUD’s
delivery of public service.