Principle of Community Engagement: Nine Principles

 Community Engagement, as defined by the Centers for Disease Control and Prevention
is "the process of working collaboratively with and through groups of people affiliated
by geographic proximity, special interest, or s situations to address issues affecting the
well-being of those people." (CDC, 2011). A more recent definition states that
community engagement "means people working collaboratively, through inspired
action and learning, to create and realize bold visions for their common future." (Born,
2012).
 In both instances, collaboratively working together toward a common issue or future is
key to the community engagement process. The goals of community engagement are
to build trust and relationships that lead to long-standing collaborations and,
ultimately, positive impacts that improve the lives of the community members.
Before starting to work with a community:
1, Defined purposes, goals and populations.
Researchers and organizers need to clearly state what the purpose of the community activity is
to be is it fact finding and program development or is it issue identification and shared decision-
making to address emerging issues. Determining in advance who is engaged in the process also
helps to set the parameters of engagement. This early work will evolve as more individuals and
organizations determine their roles and find value in the engagement activity.

 Are participants based around geographic boundaries?

 Racial/ethnic groups or age groups?
 Is there a virtual community that shares a common interest? How can other
organizations assist with the process and contribute to the shared effort?
2, Know the community.
It is important to do the research and learn about the community, its culture, social networks,
economic conditions, demographics, history and experiences. Assessing the community's
readiness to participate and knowing their assets and strengths can help with consensus
building, communications and decision-making. It can also help to build a foundation for
meaningful partnerships.
Items necessary for engagement:

 What has been the community's prior experiences working with organizations?
 Is there a perceived benefit or cost associated with the engagement activity?
3, Go to the community.
Engagement is a community process and the community will have greater opportunity for
success if its members are an integral part of the development and implementation process.
First, meet with key leaders and groups in their surroundings to ascertain their concerns, issues
and barriers to participation. However, expanding the group to include formal and informal
leaders, diverse populations, age groups and interests can enhance community. Sharing of the
community engagement goals, benefits and costs will help to build the community trust and
gain Support tor on-going partnerships.
4, Look for collective self-determination.
Community individual self- determination is central to the community engagement process.
Researchers need to help communities identify their own issues, name the problem, develop
action areas, implement strategies and evaluate outcomes. The engagement process can be
complex, with multiple factions providing diverse views and ideas. However, if community
members can identify the issue, feel it is important, have influence and make a contribution,
they are more likely to participate in the entire engagement process.
5. Succeeding in the engagement process:
5, Community partnerships are critical. Opportunity or effective engagement includes suitable
community partnerships and transparent discussions on power and decision making. Partnering
individuals and organization should help to identify co-learning opportunities, contribution
levels and how they will gain from the engagement partnership.
6, Respect community diversity and culture.
Diversity can be related to economics, education, employment or health. Culture can be
defined by language, race, ethnicity, age, gender, literacy or other personal interests. Diversity
and culture may affect individual and community participation in the engagement process.
Processes, strategies, and techniques should be used to engage individuals so that participation
barriers are minimized and community cultures and norms celebrated
7. Mobilize community assets and develop capacity.
Community assets will vary depending on the individuals and organizations present. Individual
interests, skills and experiences, as well as, social networks are assets that can be built into the
engagement process. Other assets such as facilities, materials, and economic power can also be
used to implement actions. Working in partnership with individuals and organizations to build
additional skills helps to sustain long-term collaborations and outcomes.
8. Maintain flexibility.
The community engagement process can lead to changes in individuals and their respective
organizations. New relationships may emerge through the creation of new alliances, social
networks and assets. Engaged communities may also lead to changes in programs, public
policies and resource allocations Having flexibility to adapt and change with the community
issues and needs is important to long-term collaboration.
9. Commitment to collaboration.
Community engagement may be short-lived and centered on a specific initiative. However,
long-term partnerships have the greatest potential for successful outcomes that affect complex
societal issues. To sustain progress, partners should develop strategies to maintain
collaborations and progress.
Community engagement is part of a continuum of community involvement. As collaborations
mature and grow, the ability to address complex issues also grows. This development requires
time, mobilized resources, and possible changes in policies, program and practices. The long-
term outcomes are increased potential to address long-range social, economic, environmental
and other factors that affect the well-being of the community and its members.

Levels of Participation
Participation is a 'buzz word' in international development, a term that embraces a wide range
of possible meanings. Many different actors in development adopt the language of
participation, but with different and sometimes contradictory motivations and objectives. Here
we look at different meanings of participation and discuss two important typologies that
highlight the different ways the word has been used and the outcomes that have resulted.
The many meanings of participation. As one of the key words in development, participation is
used by actors from very different political backgrounds. Lack of conceptual clarity poses real
risks. Representatives from opposite ends of the political spectrum use the language of
participation but mean different things.Some speak of transforming power structures in society
that oppress the poor, while others talk of the economic participation needed to advance a
neoliberal agenda. In local politics, participation' can mask manipulation, or the legitimation of
interventions driven by more powerful actors in which citizens have no control.

The ladder of citizen participation

The ladder of citizen participation (shown below) has eight steps, each representing a different
level of participation. From bottom to top, the steps explain the extent of citizen participation
and how much real power citizens have to determine the process and outcomes.
The ladder is a useful tool for interpreting what is meant when programmes and policies refer
to participation'. Arnstein uses the terms 'the powerful' and 'citizens' as shorthand, but
emphasises that neither are homogenous entities; and that each grouping contains actors with
more or less power.
At the lowest end of the ladder, forms of participation are used by powerful actors impose their
agendas. Participation as tokenism occurs when participants hear about interventions and may
say something about them, which power holders denote as 'input"'. However, the voices of
participants will not have any effect on the intervention; thus participation does not lead to
change. At the higher end of the ladder, participation is about citizens having more power to
negotiate and change the status quo. Their voices are heard and responded to.

Citizen Control
Delegat Citizen Power
Partnership

Placation
Consultation
Informing

Therapy
Citizen
Nonparticipation
Power
Manipulation

What the ladder does not show areTokenism

the actions and barriers to move from one level to the next.
Finally, in real-life situations many more levels may exist, and people may move up and down
the ladder over time within the same intervention.

The forms and functions of participation

Non
 Sarah White distinguishes four forms of participation: nominal, instrumental,
Participation
representative and transformative. She reasons that each form has different functions,
and argues actors 'at the top' (more powerful) and 'at the grass roots' (less powerful)
have different perceptions of and interests in each form.
Nominal participation is often used by more powerful actors to give legitimacy to development
plans. Less powerful people become involved in it through a desire for inclusion. But it is little
more than a display, and does not result in change.
Instrumental participation- sees community participation being used as a means towards a
stated end - often the efficient use of the skills and knowledge of community members in
project implementation.
Representative participation- involves giving community members a voice in the decision-
making and implementation process of projects or policies that effect them. For the more
powerful, representative participation increases the chances of their intervention being
sustainable; for the less powerful, it may offer a chance for leverage.
Transformative participation results in the empowerment of those involved, and as a result
alters the structures and institutions that lead to marginalisation and exclusion.

EMPOWERMENT

 It is the process of becoming stronger and more confident, especially in controlling

one's life and claiming one's rights.
Empowering people is the key to building a high-performance team.

 Once you empower people by learning how to motivate and inspire them, they will
want to work with you to help you achieve your goals in everything you do. Your ability
to enlist the knowledge, energy and resources of others enables you to become a
multiplication sign, to leverage yourself so that you accomplish far more than the
average person and in a far shorter period of time.

Determine the Key People to Empower.

 There are three types of people that you want to and need to empower on a regular
basis.
1. (¹) first of all, the people closest to you: your family, your friends, your spouse and your
children.
2. (²)Second are your work relationships: your staff, your coworkers, your peers, your
colleagues and even your boss.
3. (³)Third are all the other people that you interact with in your day-to-day life: your
customers, your suppliers, your banker, the people with whom you deal in stores,
restaurants, airplanes, hotels and everywhere else. In each case, your ability to get
people to help you is what will make you a more powerful and effective person.

Ways in Empower people:

Always Be Positive
  Empower means "putting power into, and it can also mean "bringing energy and
enthusiasm out of" So the first step in empowering people is to refrain from doing
anything that disempowers them or reduces their energy and enthusiasm for what they
are doing.
 There are things you can do every single day to empower people and make them feel
good about themselves.
Satisfy the Deepest Needs

 The deepest need that each person has is for self-esteem, a sense of being important,
valuable and worthwhile.Everything that you do in your interactions with others affects
their self-esteem in some way. You already have an excellent frame of reference to
determine the things that you can do to boost the self-esteem and therefore the sense
of personal power of those around you. Give them what you'd like for yourself.
Continually Express Appreciation

 Perhaps the simplest way to make another person feel good about himself or herself is
your continuous expressions of appreciation for everything that person does for you,
large or small. Say "thank you" on every Occasion.
 Thank your spouse for everything that he or she does for you. Thank your children for
their cooperation and support in everything that they do around the house. Thank your
friends for the smallest acts of kindnesses. The more you thank other people for doing
things for you, the more things those other people will want to do.
Action Exercises

 Here are two things you can do immediately to put these ideas into action.
 First, continually look for ways to make people feel more valuable and important. Say
things to others that you would like others to say to you.

What is Communlty Organizing?

Community organizing is building power. The foundation of community organizing is
people with a problem who define their community and decide the problems that
they wish to address, the solutions they wish to pursue, and the methods they will use
to accomplish their goals.
Ang pag-oorganisa ng komunidad ay nagtatayo ng kapangyarihan. Ang pundasyon ng
pag-oorganisa ng komunidad ay ang mga taong may problema na tumutukoy sa
kanilang komunidad at nagpapasya sa mga problemang nais nilang tugunan, ang mga
solusyon na nais nilang ituloy, at ang mga pamamaraan na kanilang gagamitin upang
maisakatuparan ang kanilang mga layunin.
Community engagement is striving towards improving the quality of life in a given community
through both political and non-political means.
Ang pakikipag-ugnayan sa komunidad ay nagsusumikap tungo sa pagpapabuti ng kalidad ng
buhay sa isang partikular na komunidad sa pamamagitan ng parehong pampulitika at hindi
pampulitika na paraan.
Community engagement is involvement and participation in an organization for the welfare
of the community.

Ang pakikilahok sa komunidad ay paglahok at pakikilahok sa isang organisasyon para sa

kapakanan ng komunidad.

EXAMPLES OF COMMUNITY ENGAGEMENT

 -Attending and participating in town hall and city council meetings.

 -Participating in a neighborhood clean up initiative.
 -Supporting communities in time of need.
 -Give food to the local people in the community.

PURPOSE OF COMMUNITY DEVELOPMENT/ORGANIZING

 The main aim and objective of community organization is to bring adjustment

between the resources available and felt needs of the people.

Special objectives of community organization are following:

-To get information about the resources and needs.
-To arouse the people to work for the welfare of the community.
-To create sounds ground for planning and action.
-To create a sense of cooperation integration and unity among the people.
-To motivate the people to take better participation in the developing Community
programs.
- To highlight the causes of various problems affecting the community and hinder the
way of progress and development.
-To implement programs required for the fulfillment of people basic needs.
-To implement programs required for the fulfillment of people basic needs.
-To develop better understanding among the people about the issues and needs.
VISION
-Helping people, changing lives, and making communities a better place to live.
-Transform communities by inspiring people to live in a culture of communion.

MISSION
To provide essential programs that help individuals, families, and communities reach
their fullest potential through advocacy and partnerships. Empowering people to
make a positive difference in their lives and communities.
GOALS
A core goal of community organizing is to generate durable power for an organization
representing the community, allowing it to influence key decision- makers on a range
of issues over time.
Community organization aims to organize, mobilize and educate people to build a
sense of community.

HISTORICAL VIEW OF COMMUNITY ORGANIZING

The history of community organization has its roots in the late nineteenth century. The
Industrial Revolution in England in the mid-1800s had transformed its economy from an
agrarian to an industrial one. This in turn led to the process of rapid urbanization, prompting
many people in rural areas to move to urban areas in search of livelihood.
The urban areas with industries became centers for exploitation, sickness, accidents,
disabilities, unemployment, and other socioeconomic issues.
The families that strove to make ends meet found it difficult to survive in these circumstances
and were left with only a few options to sustain themselves in the industrial centers: namely,
government relief, private charity or begging.
The first efforts at community organization for social welfare were initiated in England to
overcome the acute problem of poverty, which led to beggary. The first effort of its kind was
the Elizabethan Poor Law (1601) in England, which was set up to provide services to the
needy.

WHO INTRODUCED COMMUNITY ORGANIZATION?

  In 1947, Wayne McMillen defined community organization as "in its generic sense in
deliberately directed effort to assist groups in attaining unity of purpose and action.

WHO IS THE FATHER OF COMMUNITY ORGANIZING?

 Saul David Alinsky (January 30, 1909 June 12, 1972) was an American community
activist and political theorist.

ORGANIZING VS. MOBILIZATION

Community Organizing

 Process of building power through involving a constituency in identifying problems

they share and the solutions to those problems that they desire;
Proseso ng pagbuo ng kapangyarihan sa pamamagitan ng pagsali sa isang nasasakupan sa
pagtukoy ng mga problemang ibinabahagi nila at ang mga solusyon sa mga problemang nais
nila;

COMMUNITY MOBILIZATION :

 Process of engaging communities to identify community priorities, resources, needs

and solutions in such a way as to promote representative participation, good
governance, accountability annd peaceful change.

Proseso ng pakikipag-ugnayan sa mga komunidad upang matukoy ang mga priyoridad,

mapagkukunan, pangangailangan at solusyon ng komunidad sa paraang maisulong ang
partisipasyon ng kinatawan, mabuting pamamahala, pananagutan at mapayapang
pagbabago.

ROLES OF COMMUNITY ORGANIZER

The diverse roles of a community organizer are discussed here. These roles are neither
exhaustive nor mutually exclusive.
1) Gulde
The primary role of the community organizer is that of a guide who helps the community to
discover the ways and means of achieving its own goals.
2) Communicator
The community organizer transfers or transmits information and knowledge to the
community. Sharing of information enables the community to use this infomation to meet its
needs or resolve its problems.
3) Enabler
The community organizer plays the role of an enabler by facilitating the community
organization prOcess.
4) Expert
As an expert, the organizer's role is to provide information, knowledge and advice in a
number of areas about which he has specialized expertise.
5) Counsellor
The community organizer initi ates work by developing an itensive understanding of the
community
6) Animator
In the process of community organization, the organizer encourages and provides direction to
the community to carry out collective, self help initiatives.
7) Collaborator
The community organizer collaborates with his colleagues, co-professionals and other
organizations working in the community. In contemporary context, the importance of
maintaining collaborative partnerships with other organizations is well recognized.
8) Consultant
The community organizer enjoys the trust and confidence of the people and is often relied
upon to advise them about matters of vital importance to them.
9) Model
The community organizer is often perceived as a role model and a source of inspiration by the
people.
10) Innovator
The community organizer innovates, performs and constantly strives to improve upon the
techniques through the process of community organization. This gives a lead to the people of
the community and enables them to try out new ways and means to find solutions to their
needs and problems.
11) Motvator
The community organizer stimulates and sustains active interest among the people for
reaching a solution to their needs and problems. The community organizer encourages the
community to take up aminor task and complete it successfully.
12) Catalyst
In the process of community organization, the community organizer enables the people to
become empowered by gaining accessibility and control over resources and acquiring skills in
decision making.
13) Advocate
The role of the advocate is to represent or persuade the members of the community and
prepare them to represent the issues to the concerned authorities in order to bring about an
effective solution to their unmet needs.
14) Facilitator
The community organiser helps the community to articulate its needs, clarify and identify its
problems, explore appropriate strategies, select and apply intervention strategies, and
develop people's capacities to deal with their own problems more effectively.
15) Mediator
The community organizer intervenes in disputes between parties to help them find
compromises, reconcile differences, or reach. mutually satisfying agreements
16) Educator
The community organizer as an educator conveys informationio the community and those in
the broader environment.

GROUP WORK SKILLS

Skills in establishing a purposeful relationship
Skills in analyzing group situations.
Skills in group participation.
Skills in group program development
Skills in dealing with the group feling
Skills in using agencies and community resources.
skills in evaluation.
Guidelines for Using Technology in Community Organizing
Plan:
Organizers know that winning organizing campaigns are carefully planned. Growing
organizations use strategic and tactical planning to change and adapt to the environment that
they are in.
Assess:
Just as organizing campaigns are assessed as to their effectiveness, so too should the team
reflect on the information technology components of the campaign and the organization
Vision:
Some changes are significant to organizing but most are not. Organizing groups do well to
have some people on staff who have enough interest in the subject to track what's new and
worthwhile.
Models of Use:
Organizers should embrace a collaborative approach to sharing and learning from other
organizations in their network or community
Staff and Tme:
All the planning and preparation will be wasted if there arent people with the time to execute
the Plan and support the technology. Organizations need to invest staff time and funds
maintain a reliable base of equipment and updated software
External support:
We suggest that organizations build relationships with technical support organizations,
technical trainers and software consultants. External support can come from organizational
supporters with a technology interest, commercial support providers and movement.
Training:
Organizations should invest in cross-training, external training and self-teaching opportunities
for their staff. Especially useful is training designed for the specific needs of organizers

Planning achieves the following

Sets direction for the organization;
 Allocates resources within the organization;
Examine alternative courses of action available;
Provides a sets of standards to guide both management and staff
WHY PLAN?

Improved planning leads to:

Improved decision making;
Higher levels of efficiency/productivity
Proper monitoring of progress

Planning begins by addressing the following three questions:

Where are we today?
Where are we going?
How do we get there?

√ Planning Procedures √
√ Analysis Phase
•Situation Analysis
•Environmental Scan
•Social Investigation

√ Analysis of Problems
•Resource and Social Map
•Seasonal Calendar
•Pie Chart
•Venn Diagram
•Household Economy Chart
•Transect Map
•Household Map
 √ Planning Procedures √
• The Analysis Phase
The process begins by analysing the existing situation and developing objectives for
addressing real needs. The analysis phase is crucial to the whole process.
Planning Procedures

√ Planning Phase
°° Analysis of Objectives/Strategies
°Objective Analysis
°° Log Frame
°Goal/Objectives
°Performance indicators
°Means of Verification
°Important assumptions
°Activity schedule
°Input and cost schedule

√ Community Visioning Exercise. √

What is a Vision?
It is a desired condition, a dream, "pangarap";
It is vivid, concrete, something one can "see" and imagine.
° Visioning generates a common goal, hope, and encouragement; offers a possibility for
fundamental change; gives people a sense of control; gives a group something to move
toward; and generates creative thinking and passion;

√ Getting the Vision

Ask participants to answer this question:
Ano kaya ang magiging kalagayan ng iyong komunidad kung mayroon kang kapangyarihang
gawin ang lahat ng nais mO upang mapaunlad ito?"
• Ask the participants to write their answers on metacards.
• "metacard rules" - Write BIG letter, one idea per card, no more than three lines per card
√ Make the Vision Concrete
• Make sure the vision elements describe the future desired state in concrete terms.
• Siguradu-a nga ang vision naglantaw sa kaugmaon sa komunidad
• Guide participants using follow-up questions in the MBN CLPI categories;

Steps in organizing a community

 Entry in the community

 Integration with the People
 Community study or Situation Analysis
 Identifying and Developing Potential Community Leader
 Setting up the Organization (Developing Organizational Structures)
 Strengthening the Organization

What is a COMMUNITY?
A group of living things sharing the same environment. They usually have shared
interest where they interact with one another.
A community is a social unit (a group of living things) with communality such as place,
norms, religion, values customs, or identity.

Features of Community

 Shared identity  Shared interests or passions

 Shared purpose  Common behavior
 common objectives

ELEMENTS OF A COMMUNITY

 A group of  Community  Similarity

people sentiment  Total organized
 A definite  Naturality social life
locality  Permanence
  A particular  Concrete  No Legal status
name nature
 Size of  Wider ends
community

Community organizing- is the process by which people come together to identify common
problems or goals, mobilize resources, and, in other ways, develop and implement strategies
for reaching the objectives they want to accomplish.

GUIDING PRINCIPLES OF COMMUNITY ORGANIZING

1. Go to the People, Live Among the People
2. Learn, Plan, and Work with the People
3. Start with and Build on What the People know
4. Teach by Showing, Learn by Doing
5. Not piecemeal, but an Integrated Approach
6. Not Relief, But Release

PHASES OF COMMUNITY
1. Entering the community
2. Integrating with people
3. Social analysis
4. Course of action
5. Implementation
6. Phase out

Purpose of community organizing

 To have equal opportunities

 To be heard
 To bring community together to identify and solve their needs
 To enable a community to link and form alliances for advocacy and technology
sharing
  To provide opportunity for participation of men and women in decisions and
actions that will affect their lives, thus developing a sense of ownership and
collective responsibility for such decisions and actions.

Community organizer (CO) is a vital person in facilitating the whole community organizing
process.
organizing residents, building community partnerships, and in coalition building
efforts by planning, leading and attending community meetings/activities and working
in collaboration with various partner organizations and coalitions.
A community organizer must have a big- eyes for observing, big ears for listening, big
helping hands, and big feet for walking.

Community Organization

 --- is all about empowering people to improve their lives.

Community development workers

 --- help individuals, families or whole communities to bring about social change and
improve the quality of life in their local area. They represent the voices and needs of
target groups and disadvantaged communities.
Community Participation

 --- can be loosely defined as the involvement of people in a community in projects to

solve their own problems.
 --- is about gathering different views from whoever wants to participate and making
people in the community feel welcome to voice their opinions.

AIM OF COMMUNITY PARTICIPATION

o The community develops self-reliance
o The community develops critical awareness
o The community develops problem solving

TYPES OF COMMUNITY PARTICIPATION

 Passive Participation  Participation in Information

Giving
  Participation by Consultation  Self-mobilization
 Participation for Material  Mobilize community assets and
Incentives develop capacity.
 Functional Participation  Maintain flexibility.
 interactive Participation

IMPORTANCE OF COMMUNITY PARTICIPATION

 Making people aware of their needs

 Improves communication and cooperation
 People develop new skills
 People are more likely to implement the decision that they made themselves
rather than the decisions imposed on them
 Provides an open forum for the community to discuss the problems and find
efficient solutions

MBN CLPI Areas and examples of specific questions:

1. Health -Nag kasakit ba permi ang kabataan? Unsa nga sakit? Makapag prenatal ba ang
mga buntis? Asa paingon ang mga tawo kon may sakit?
2.Nutrition - Unsa ang gikaon permi sa mga tawo ug mga kabataan? Asa nagkuha ug
pagkaon?
3.Shelter- Asa nagpuyo ang kadaghanan sa mga tawo. Unsa nga klase ang balay nga gipuy-an?
4.Water and sanitation -Unsa ang kahimtang sa kalikupan? Hain nagkuha ug tubig ang mga
tawo? Unsa ang kalidad sa tubig?
5.Basic education-- Hain nag-eskwela ang mga kabataan? Maayo ba ang eskwelahan sa mga
kabataan?
6.Income--- Unsa ang una nga gikakuhaan ug kita sa pamilya? Pela ang average nga kita kada
adlaw? Pela pud ang gastos kada adlaw?
7.Employment - Hain nagtrabaho ang kadaghanan? Unsa man ang trabaho? Panahon nga
walay trabaho, unsa ang gibuhat?
8.Peace and order-- Sigurado ba sa inyong sigurídad? Naa bay mga tawo nga naghatag ug
kasamok sa komunidad?

Tools that helps analyze the situation

  Swot analysis (strength,  Mapping
weaknesses, opportunities,  Problem tree analysis
threats)  Solution tree
 Seasonal calendar

√ MISSION √

 To develop, implement and coordinate social protection and poverty reduction

solutions for and with the poor, vulnerable and disadvantage.
√ VISION

√ °° Problem Tree Analysis °° √

© What is a Problem?
• Existing, not theoretical.
• An existing negative state.
• Not the absence of a desired solution.

MODELS OF COMMUNITY ORGANIZATION.

 According to Rothman (1947), there are three approaches or models in community

organization.
1. Locality development model
2. Social Planning model
3. Social action model

LOCALITY DEVELOPMENT

 Locality development encompasses the concept of community change through the

effective participation of a wide spectrum of people at the, grass-root level for the
determination of the goals and achieving for the same. Locality development model
pimarily empnasizes on the process or community building (UN Publication 1955)
 Locality development models reflect that the development of the community is possible
when people make active paricipaton in planning, implementing and evaluaton process.

THE FIVE ESSENTIAL ELEMENTS ARRE INSTRUMENTAL FOR THE EFFECTIVE PARTICIPATION OF
THE PEOPLE IN COMMUNITY ORGANIZATIONS.
1. Democratic Procedures
2. Cooperation
3. Self Help
4. Local Leadership
5. Educational objective
SOCIAL PLANNING APPROACH
Social planning is the process of planning social service programs for the improvement of the
socio-economic condition of he people. This model primarily concerns with the social
problem of the people. It encourages having a rational, well planned, and technical process
for problem-solving with regard to social problems such as housing, water, and health. A
deliberately planned and controlled change has he central place in this social planning model.
SOCIAL ACTION APPROACH
The model helps the community worker on how to take acton through the empowernment
pracice. It is also understood as the strategies used by the group or community who feel they
have inadequate power and resources to meet their needs. To ensure social justice, and
equality the mode try to work out for the review of various social policies and programs
which continue to disempower the marginalized group and community.
COMMUNITY PARTNERSHPS OR COALITIONS
There are many hybrid models that combine elements of the three approaches. For example,
community partnerships or coalitions combine elements of social planning and locality
development when people who share common concerns, such as child well -being or
substance use, come together to address them. The goal of many coalitions is to change
community conditions specific programs, policies, and practices that protect against or
reduce risk for these Concerns. These models, and their variations, may be implemented at
local, state, regional, and even broader levels.
COMMUNITY ORGANIZING STANDARD
The rural Cos published a common view on the definition and success indicators of rural
community organizing to foster unity.
• 1995 Naional Rural CO Conference. Cebu City
 • The paricipant organizers agreed to accept the standard, With the understanding that it is
open to further development.
• An instrument was developed and pre- tested in 31 barangays (9 in Luzon, 9 in Mindanao
and 13 in the Visayas)
• Promotion of a Common Rural Community Organizing
Standard in the Philippines, April 1998
The Rural Community Organizing Standard
1. Organizational Development

 Refers to the quality of organizational functioning in the people s organization as it

fulfills its aspiration.
SPECIFICALLY, OD SEEKS TO THE FOLLOWING FEATURES OF THE ORGANIZATION ARE CLEAR
AND OPERATIVE.
1. Organizational Goals and Objectives
2. Organizational Structures
3. Leadership/Membership
4. Education Programs
5. Mechanisms for Intemal Relationships Enhancement
6. The Financial Capability of the PPO
2.CRITICAL, CREATIVE, AND COLLECTIVE CONSCIOUSNESS RAISING

 Refers to the level of awareness or Consciousness of the leaders of the members of the
PO.
Specifically, this area of concerN seeks to assess the PO' s:
1. Socio-Political Awareness.
2. Community O rientedness and Group CENTEREDNESS
3. COALITION EFFORT AND ADVOCACY WORK

 Efforts initated by the organizer and eventually undertaken by the people's organization
to establish common ground with their POs and sectors on an Issue-to-lssue basis.
 Alliance formed is strate gic in nature
 Advocacy work is the effort of the PONG0 to call the public's attention or the resource
holder/controller to an Issue that needs immediate action from the group of the public.
4. OVERCOMING GENDER AND OTHER BIASESS
  Ability of the PO to recognize the gender issues within the public and private sphere of
their community.
 Capability to develop appropriate programs and measures that will ensure equality and
respect for the rights of Women and other marginalized sectors.
5. Basic Services and Infrastructure

 Ability to improves the physical aesthetic of a neighborhood but impacts the health
behavior (such as physical activity), social connection(s), and exposure to health risks of
its memberS-tying directly to measurements of quality of Life.
6. RESOURCE TENURE IMPROVEMENT

 Seeks to evaluate the impact of the people's organization in improving their relationship
with the major natural resources-land, water (lakes, rivers, municipal waters/deep sea)
and forest resources in the community.
7. Economic Self-Reliance Strengthening

 Refers to the capability of the people's organization to develop and manage economic
projects or enterprises for increased incomes, economic growth, social equity, and
environment Sustainability.
8. AGRICULTURAL DEVELOPMENT AND ECOLOGICAL NURTURANCE

 Refers to the ability of the PO to plan and implement programs that will develop the
natural resources of the community to meet their basic needs, while ensuring the right
of future Generations to these Resources.
9. Democratic Participation in Governance

 The Pos capability to participate directly in the governance of their community. This also
relates to their participation in mainstream political activities.