SW III With FI III COMMUNITY ORGANIZATION

Nevien Siquira Mariz Dandoy, Cum Laude, RSW, 2nd Placer September 2022 SWLE
LECTURE CONTENT:
Day 1: Day 2:
• Community Definition and its Types • Components of C.O.
• History of C.O. (Western Beginnings • Characteristics of C.O.
and Philippines) • Concepts of C.O.
• Definitions of C.O. • Objectives of C.O.
• Philosophy of C.O. • Addressing Community Problems:
• Principles of C.O. 4 Strategies
• Assumptions of C.O. • Brief Organizing Process
• Phases of C.O. • The C.O. Process
• Scope of C.O. • Terms to Remember in C.O.
Day 3: Day 4:
• C.O. as Macro Method • Programs Using the C.O.

Method
• C.O. as Problem-Solving
Method • Community Organizers and
their Basic Tasks
• Relevance of C.O. for C.D.
• Roles of a C.O. Worker
• Distinction between C.O. and
C.D. • Techniques of a C.O. Worker
• Concept and Dimensions of • Strategies of a C.O. Worker
Power • Current Trends: Place of C.O. in
• Process Goals and Task Goals the Generalist Social Practice
• Models of C.O. • Legal Framework

• Emerging Models of C.O. • Tips and Techniques in Passing
the SWLE
Q1. WHAT IS THE FACTOR THAT MAKES
COMMUNITIES MORE DIFFICULT TO PLAN
FOR THE FUTURE BECAUSE OF THE
MOBILITY OF CAPITAL AND LABOR?
A. Globalization
B. Industrialization
C. Urbanization
D. Social Development
WHAT IS A COMMUNITY?
• A community is an aggregation of families and
individuals settled in a fairly contact and continuous
geographical area with significant elements of common
life as shown in the manners, customs, traditions, and
modes of speech.
• It involves:
Geographic area, defined boundaries
Shared interest and activities
Purposeful grouping of individuals in to a common
whole
TYPES OF COMMUNITY
WHO IS A COMMUNITY?
• Based on the levels of interaction, there are 3 types:
1. Primary Community – when people “touch

elbows” and meet daily.
2. Secondary Community – when people have the
opportunity to meet weekly at the market.
3. Tertiary Community – when people meet monthly
or more often, but at least annually at the fiesta/s.
HISTORICAL
DEVELOPMENT OF
COMMUNITY
ORGANIZATION
WESTERN
BEGINNINGS
1. Elizabethan Poor Law of 1601
• Formalized the practices of relief for the poor in
England and Wales which refined the country’s Old
Poor Law of 1597.
• Described as “parochial”, since the administrative
unit of the law system were the parishes.
2. The Charity Organization and Settlement
Houses Period (1870-1917)
 Charity Organization Society

• Founded by Octavia Hill and Helen Bosanquet in
1869, London.
• Dealt with the effects of poverty in the nation with
limited government intervention.
 Charity Organization Society in the U.S.
• Reached Buffalo, New York in 1877 through an
English priest.
• Reached 25 cities in America in 6 years of
operations.
• Charity Organization Society of New York City was
founded in 1882 by Josephine Shaw Lowell.
 The English Settlement Movement
• Began in 1880
• Peaking with the Toynbee Hall in the East End in
London in 1884.
• Housed young men from Oxford and Cambridge
who were there to undertake social work in the
deprived areas of the East End.
 The American Settlement Movement
• Jane Adams and Ellen Gates-Star established the
Hull House in 1889.
• Housed immigrants and provided a community for
women.
• Study focused on how to engage the residents and
citizens of the neighborhood in problem-solving in
the community
3. The Rise of Federation (1917-1935)
• 1917 saw the rise and growth of community chests
and councils in America.
• Started with war chests, and ended with the
enactment of the social security act.
• Produced after World War I in 1918
 American Association for Community Organization

(AACO)
• The national agency for chests and councils which
later on was named as Community Chests and
Councils (CCC) of America
 American Association for Social Workers (AASW)
• Organized in 1921
• The first general professional organization set-up to
train social workers and other volunteers who
specialized in community organization.
• Set the stage for the development of more public
welfare programs in 1935
 Community Chests are voluntary welfare agencies and

cooperative organizations of citizens and welfare
agencies, and are the local power force for community
welfare origination that handle large funds.
4. Period of Expansion and Professional
Development (1935-Present)
 The National Conference of Social Work undertook a
study on community organization in 1938-39, and
publicized the nature of “Generic Community Welfare
Organization”.
 Many councils and services came forward to tend to
wartime needs during the World War II (1939-1945).
 United Services Organization (USO) is the union of
many forces that served the needs of the military
personnel and the communities in the defense.
 “Community Organization for Social Welfare” book
by Wayne McMillen was published in 1945.
 The National Conference of Social Work organized
the Association of the Study of Community
Organization (ASCO) to improve the professional
practice of organization in the social welfare area in
1946.
 The Department of Health, Education and Welfare
was established in 1953.
 ASCO then merged with 6 other professional
organizations to form the National Association of
Social Workers (NASW) in 1955.
Community organization has been treated and
acknowledged as a vital and integral aspect of the social
work education in the American Association of Schools
of Social Work Education.
 The production of teaching materials in community
organization are done with the involvement of an active
committee in the Council of Social Work Education.
5. UK Historical Development
 The First Phase (1880-1920)
• During this period, the community work was mainly
seen as a method of social work. It was considered as a
process of helping the individual to enhance their social
adjustments. It acted as major player to coordinate the
work of voluntary agencies. (Joseph and Dash, 2013)
 The Second Phase (1920-1950)
• This period saw the emergence of new ways of dealing
with social issues and problems. The community
organization was closely associated with central and
state Government programme for urban development.
The important development in this period was its
association with community association movement.
(Joseph and Dash, 2013)
 The Third Phase (1950 onwards)
• It emerged as a reaction to the neighborhood idea,
which provided an ideological phase for the second
phase. It was a period where we see the professional
development of social work. Most of the educators and
planners tried to analyze the shortcomings of the
existing system. It was also a period where the social
workers sought for a professional identity. (Joseph and
Dash, 2013)
 The Fourth Phase
• A period that has marked the involvement of the
community action. It questioned the very relationship
of the community work and social work. It was thus
seen as a period of radical social movement and we
could see the conflicts of community with authority.
The association of social workers and the community
were de-professionalized during this period. Thus, it
was during this time the conflictual strategies were
introduced in the community work, although even
now there is no consensus on this issue. (Joseph and
Dash, 2013)
Q2. “IT REFERS TO A GROUP OF PEOPLE GATHERED
TOGETHER IN A GEOGRAPHIC AREA, LARGE OR SMALL,
WHO HAVE COMMON INTERESTS, ACTUAL OR
POTENTIALLY RECOGNIZED IN THE SOCIAL WELFARE
FIELD.” – ARLENE JOHNSON
A. Community Organization
B. Groups
C. Community
D. Tribe
DEVELOPMENT OF
COMMUNITY ORGANIZATION
IN THE PHILIPPINES
1. Filipino Cultural History
• People were organized in closed-knit, self-reliant
communities along riverine and coastal areas.
• Small communities are composed of 30-100
households with roughly a population of 100-500
individuals which were called balangay.
• Communities organized themselves to solve
problems and to attain common goals.
• Unity among the various balangay against colonial
rule can be considered as the early beginnings of the
Filipino people’s collective struggle for freedom and
social emancipation.
• The birth of the Filipino nation was characterized
by the masses’ unrelenting struggle for freedom
from foreign domination and for social justice.
In the rebellions and uprisings in the course of our

history, there were 2 distinct patterns of organizing
and mobilizing that evolved:
1. People’s movement for genuine freedom and
social emancipation.
2. Colonizer’s concerted efforts to suppress the
people’s movement and ensure their continued
domination.
Bases of the Early Organizing and Collective Action:
• Anchored on the situation on the community and
society in general (oppression and injustice under
the Spanish rule).
• Goals and objectives should not be divorced from
the prevailing conditions that affect the lives of
the people. People were easily convinced to join
the movement because they could identify with
the leader who suffered the same way as them.
• The masses should be regarded as the prime
movers in whatever collective action to be
undertaken, in this case, revolt against the
colonial rule. A weakness of the regional revolts
was that it was leader-centered, where the
members of the movement looked up to their
leaders as saviors. Thus, it signaled the demise of
the movement when the leader was killed or
captured.
• Cofradia de San Jose
 A religious organization established in 1832
 It saw the need to develop and train young
leaders (kabisilya) and given the responsibility to
set up various town chapters of the Cofradia.
 It held monthly meetings where they analyzed
their situation and discussed what they can do to
improve it. Thus, strengthened both their unity
and individual resolve to fight.
• The Katipunan
 Came into being through the concept of a nation
which slowly seeped in and saw the need for a
national revolution
 Provided unity of purpose and direction to the
different movements in the various parts of the
archipelago.
 It started as a secret society with its own set of
rules, initiation rites and established
administration, as well as its own publication.
2. Organizing Women During the Katipunan
• An estimate of 20-50 women were inducted as
recruited by Bonifacio after his 2nd marriage.
• Brought about by the growing suspicion of the
Katipuneros’ wives because of their husband’s
nocturnal absence and reduction of their monthly
wages.
• Membership of women was limited to the close
relations of the Katipuneros to ensure patriotism
and moral integrity.
Tasks of the Women in the Katipunan:
• To propagate ideals of the Katipunan.
• To erase suspicion of authorities about the secret
meeting places of the Katipuneros by staging galas as
front of their meetings.
• To safeguard the important confidential materials
and documents used by the Katipunan.
The Katipuneras:
• Learned how to use different weapons and guns and
joined their male counterparts in the fighting.
• Tended to the sick and wounded members, as well as
solicited food and money for the revolution, because
they had personal interest in the safety of their loved
ones who were members themselves.
3. American Occupation and Japanese Invasion
• A struggle for freedom against colonizers.
• Gen. Malvar saw the peasants and workers had the
will and strength to keep the fight going and
mobilized them by relating national issues with their
daily problems.
• The struggle continued to include fighting against
rich landlords.
• Focal point of the struggle was the heavily
unbalanced sharing system between the landlords
and tenants.
• When the Japanese invasion occurred, the
people of Central Luzon met the Japanese with
greater unity.
• HUKBALAHAP (1942) was a guerilla
organization led by peasant leaders.
4. After World War II
• Devastation intensified the need for relief, welfare
and reconstruction.
• Religious and civic organizations rose to these
challenges.
• Apart from American-supported government
programs that focused on rural development to
undermine the growing popularity of the communist
movements led by the Partido Komunista ng
Pilipinas (PKP) and its mass-based organizations,
the private sector and the Catholic Church were the
most active in the anti-communist initiatives.
• Organizations were founded to further undercut
peasant support from the communist movement like
the Federation of Free Farmers (FFF), Federation of
Free Workers (FFW), and the Philippine Rural
Reconstruction Movement (PRRM).
• Welfare work continued and the parish-based activities
of the Catholic Church expanded, while the government
passed new laws and set up the Presidential Arm of
Community Development (PACD)
• The rallying cry was community development;
sanitation, livelihood, backyard gardening and
beautification.
5. City Slum Dwellers
• There was an increase in the migration of people
living in the countryside to the cities hoping for
better opportunities in the 1960s.
• Host cities were not prepared to provide enough
jobs, housing and other basic services to these
migrants.
• Increase in unemployment and underemployment
resulted in this uncontrolled urban settlement
growth, thus, migrants were unable to support
themselves.
In 1970, the Tondo Foreshore Land was the biggest
colony of slum dwellers in the Philippines.
• Had a land area of 197 hectares containing 27,000
families with 6.6 persons as the average family size;
75% of which were informal settlers.
• Was also scheduled to be demolished in favor of an
international airport, spearheaded by IMF and
World Bank.
• The urban poor mobilized and resulted to the
formation of Zone One Tondo Organization (ZOTO) on
October 20, 1970.
• On year 2020, ZOTO is a federation of 182 urban poor
local organizations in 14 relocation sites in Metro
Manila and other nearby areas such as Cavite,
Caloocan, Malabon and Pampanga.
Other urban poor organizations formed in city slums
nationwide and federated into the Kongreso ng
Pagkakaisa ng mga Maralita ng Lungsod (KPML)
• The symbol of the urban poor’s militant struggle for
security of abode, decent housing, livelihood social
services, and the recognition of their democratic
rights, especially their right to participate in the
decision-making process and in the affairs of
governance.
• KPML met with Pres. Aquino to suspend demolitions.
• On December 8, 1986, the Executive Order No. 82 by
Corazon Aquino, created the Presidential Council on
Urban Poor (PCUP), “a coordinative and advocacy
body mandated to serve as the direct link of the urban
poor to the government in policy formulation and
program implementation addressed to their needs.”
6. Martial Law Years
• Student activism intensified in the 1970s that gave
the rise again to communist organizations such as
Kabataang Makabayan (KM), where they staged
protests that resulted in damages to persons and
property.
• CPP-NPA (Communisty Party of the Philippines-New
People’s Army) started mobilizing and wanted to
create a national democratic state through guerilla.
• These events prompted Marcos to declare Martial
Law in 1972 which altered the terrain for social
movements in the country.
• All progressive groups were subjected to repression,
while some individuals were eliminated or arrested.
• At the early stage of the Martial Law, all attempts at
organizing ground to a halt wherein the repressive
environment led other organizations to go
underground or simply laid-low while others cautiously
resumed open activities under the auspices of the
church.
The Church
• Played a major role in initially protecting and later on
mobilizing urban poor communities and continued to
take a lead role in organizing above ground and
mobilization until the late 1970s.
• The Philippine Ecumenical Council for Community
Organization (PECCO) was still able to conduct
training programs in ZOTO.
• Philippine Ecumenical Action for Community
Empowerment (PEACE) and Church Labor Center
(CLC), National Secretariat for Social Action, Justice
and Peace (NASSA) created by Catholic Bishops’
Conference of the Philippines (CBCP), and Basic
Christian Community – Community Organization
(BCC-CO) were established during the same period.
• Women religious congregations were very prominent
during this time.
• Nuns formed themselves to task forces to assist
political detainees and the urban poor for their struggle
for decent living and livelihood and assisted the
minorities in their right to live in their ancestral land.
• Nuns made available their houses, institutions and
facilities for these purposes, and their presence boosted
the morale of the participants.
• Ninoy Aquino’s assassination in 1983 widened the
political opposition to Marcos and resulted in the
increasing large number of organizations forming
coalitions and broad alliances.
• In February 22, 1986, a massive mobilization held in
EDSA, led by various political groups, religious groups.
Military defectors and militant groups, involving over 2
million Filipinos gathered in support of the coup by
Juan Ponce Enrile and Gen. Fidel Ramos.
7. Sectoral Organizing for Conscientization and
Community Development
• A key concept in Paolo Freire’s approach is
conscientization, meaning the ways in which
individuals and communities develop a critical
understanding of their social reality through
reflection and action, involving examining and acting
on the root causes of oppression as experienced in the
here and n0w.
• Around 1965, as the Philippine social situation was
rapidly deteriorating, there was a resurgence of
nationalism and student activism and a groundswell of
public outrage that resulted to a series of protests and
demonstrations against the government which
culminated in the First Quarter Storm and grassroots
organizing dominated the NGOs directions.
The National Secretariat for Social Action (NASSA) in
1967 and the Philippine Business for Social Progress
(PBSP) in 1971 were established.
• NASSA served as clearinghouse and coordinating
mechanism for the Philippine Catholic Church’s
social involvement.
• PBSP established itself as a network among business
corporations and NGOs they supported.
Community organization approach as an alternative to
the limitations of community development emerged in
this period which led to the establishment of the
PECCO in 1971.
• PECCO continued the refinement and
implementation of CO approach combined with
Marxist structural analysis and teachings of Paolo
Freire.
Many NGOs were organized bearing the new approach
as a result.
• Politicized NGOs used the structural analysis approach
in the conscientization and mobilization, while the
BCC-CO was developed by the progressive church as a
response to the need of the time.
• Programs like education and health, economic
enterprises and cooperative development were used as
entry points for organizing to avoid getting in trouble
with the government.
Q3. THE 2 CONCEPTS OF COMMUNITY.
A. Rural and Urban

B. Bedroom and Bed
C. Functional and Geographical
D.Tribal and Suburban
DEFINITIONS OF
• Part of a process that brings people
together to collectively address problems,
concerns or issues with the goal of
enhancing self-determination, achieving
greater equality and affecting a shift in
power relationships to benefit member of
oppressed communities.
• According to Murray G. Ross (1967),
Community Organization is a process by
which a community identifies needs or
objectives, takes action, and through this
process develops cooperative and
collaborative attitudes and practices
within a community.
• Eduard C. Lindeman (1921) defined
community organization as “that phase of social
organization which constitutes a conscious
effort on the part of a community to control its
affairs democratically and to secure the highest
services from its specialist, organizations,
agencies and institutions by means of
recognized interrelations.
• Walter W. Pettit (1925) stated,
“Community organization is perhaps best
defined as assisting a group of people to
recognize their common needs and helping
them to meet these needs.”
• Sanderson and Polson (1939) defined it
as a technique for obtaining a consensus
concerning both the values that are most
important for the common welfare and the
best means of obtaining them.
• Russell H. Kurtz (1940) stated “a process dealing
primarily with program relationships and thus to be
distinguished in its social work setting from those other
basic processes, such as casework and group work. Those
relationships of agency to agency, of agency to
community and of community to agency reach in all
directions from any focal point in the social work picture.
Community organization may be thought of as the
process by which these relationships are initiated, altered
or terminated to meet changing conditions, and it is thus
basic to all social work..."
• Wayne McMillen (1947) defined CO as “in its
generic sense in deliberately directed effort to
assist groups in attaining unity of purpose and
action. It is practiced, though often without
recognition of its character, wherever the
objective is to achieve or maintain a pooling of the
talents and resources of two or more groups in
behalf of either general or specific objectives.”
• C.F. McNeil (1954) said “CO for social
welfare is the process by which the people of
community, as individual citizens or as
representatives of groups, join together to
determine social welfare needs, plan ways of
meeting them and mobilize the necessary
resource.”
• Kramer and Specht (1975) stated “CO
refers to various methods of intervention
whereby a professional change agent helps a
community action system composed of
individuals, groups, or organizations to
engage in planned collective action in order
to deal with special problems within the
democratic system of values.
• United Nations (1955) considered CO as
complementary to community development.
The UN assumed that CD is operative in
marginalized communities and CO is
operative in areas where levels of living are
relatively high and social services relatively
well-developed, but in where a greater
degree of integration and community
initiative is recognized as desirable.
• CO is described as the orderly application of a
relevant body of knowledge, employing
practice-wisdom and learned behavior through
characteristic, distinctive and describable
procedures to help the community to engage in
a desirable procedure to achieve planned
change towards community improvement. –
National Association of Social Workers
(NASW)
• CO is a “process through which
communities are helped to identify
common problems or goals, mobilize
resources, and in other ways develop and
implement strategies for reaching their
goals they have collectively set.
• CO is concerned with the efforts to direct
social resources effectively towards the
specific or total welfare needs of any
geographical area.
• CO means establishing people to find
satisfying and fruitful social relationships
and not for specific and preconceived
forms of relationship.
• Community Organization is one of the primary
methods of social work. It deals with
intervention in the communities to solve the
community problems. As a method of social
work, community organization can solve the
problems of many people in the community
through their collective involvement.
Q4. “PEOPLE IN A SPECIFIC GEOGRAPHICAL AREA OR
VILLAGE (E.G. SITIO, BARANGAY, TOWN, PROVINCE,
COUNTRY, ETC.)”, IN WHAT CONCEPT OF COMMUNITY
DOES IT BELONG?
A. Functional
B. Geographical
C. Bedroom
D. Rural
PHILOSOPHY OF
• The fundamental aspect of the COs is the principle of
cooperative spirit which promotes the people to
unite together to address a common issue.
• CO recognizes the spirit of democratic values and
principles with the focus on creating democratic
involvement.
• Organizing is about empowering. When people unite
together and get involved in CO, they develop
confidence. This empowerment comes when people
learn skills to help themselves and others.
• The CO recognizes the power of individuals. It
believes that through the collective strength of the
people, better teamwork and adoption of scientific
methods, can provide comprehensive solutions to
social problems.
• Coordination. It is concerned with adjustments and
interrelations of the forces in the community life for
common welfare.
• CO is therefore, a continuous process in which
adjustments are made and remade to keep pace with
the changing conditions of community life.
Q5. IT HAS BEEN DEFINED AS THE ORDERLY
ARRANGEMENT OF GROUP EFFORT TO PROVIDE
UNITY OF ACTION IN THE PURSUIT OF COMMON
PURPOSE.
A. Management
B. Supervision
C. Administration
D. Organization
PRINCIPLES OF
Arthur Dunham (1958) formulated a
statement of 28 principles of community
organization and grouped those under seven
headings. They are as follows:
1. Democracy and social welfare
2. Community roots for community programs
3. Citizen understanding, support, and
participation and professional service
4. Cooperation
5. Social Welfare Programs
6. Adequacy, distribution, and organization of
social welfare services
7. Prevention
Q6. “PROCESS OF IDENTIFYING PROBLEMS AND
NEEDS, PRIORITIZING THEM, FORMULATING
SOLUTIONS IN SOLVING PROBLEMS/ATTAINING
NEEDS AND IMPLEMENTING THEM THROUGH
COOPERATIVE AND COLLABORATIVE EFFORTS WHICH
RESULTS TO IMPROVED CAPACITY IN COMMUNITY
PROBLEM-SOLVING PROCESS AND COMMUNITY
INTEGRATION.”
A. Murray Ross C. Saul Alinsky
B. Arlene Johnson D. Paulo Freire
ASSUMPTIONS OF
• Communities of people can develop the capacity to deal
with their own problems.
• People want to change and can change.
• People should participate in making, adjusting, or
controlling the major changes taking place within their
communities.
• Changes in community living that are self-imposed or
self-developed have a meaning and permanence that
imposed changes do not have.
•A “holistic approach” can deal successfully with
problems with which a “fragmented approach”
cannot cope.
• Democracy requires cooperative participation and
action in the affairs of the community, and people
must learn the skills that make this possible.
• Frequently, communities of people need help in
organizing to deal with their needs, just as many
individuals require help with individual problems.
Generally:
• Inherent
dignity and worth of the individual –
community pace.
• Everyone or the whole community possesses
resources to deal with his problems.
• The inherent capacity for growth.
• The ability to manage one’s own affairs.
VALUES OF COMMUNITY ORGANIZATION SOCIAL WORK VALUES
• The essential dignity and ethical worth of the individuals, his Acceptance
potentialities and resources for managing one’s own life. Professional relationship
• The importance of freedom to express one’s individuality. To start where the …….
• The great capacity for growth within all social beings. To help overcome the problem
• The right of the individual to those basic physical necessities Interpret the nature of the
without which fulfillment of life is often blocked. process
• The need for the individual to struggle and strive to improve Help to achieve independence
one’s own life and environment.
• The right of the individual to receive help in time of need and
crisis.
• The importance of social organization for which the individual
feels responsible and which is responsive to individual feeling.
• The need of a social climate which encourages individual growth
and development.
• The right and responsibility of the individual to participate in the
affairs of one’s own community.
• The practicability of discussion, conference and consultation as
methods for the solution of individual and social problems.
• Self-help as the essential base of any program.
Q7. IT IS FOCUSED IN CHANGING CERTAIN TYPES OF
RELATIONSHIPS AND DECISION-MAKING PROCESS IN A
COMMUNITY BY DIFFUSING POWER TO A WIDER BASE.
A. Task Goals
B. Gender Goals
C. Process Goals
D. Relationship Goals
PHASES OF
1. Study
2.Analysis
3.Assessment
4.Organization
5.Action
6.Evaluation
7. Modification and Continuation
1. STUDY
• The most important aspect of fact-finding.
• The CO or the agency takes steps to understand
the community, its needs and problems
comprehensively.
• It simply means a specific systematic inquiry or
investigation in respect to social welfare
phenomena with the purpose of applying the
results to social welfare practice.
The CO uses different types of study methods, such
as:
a. PilotStudy – a brief and exploratory study
that determine whether a larger study should
be made or what would be involved in such a
larger study.
b. Descriptive Study – CO studies the problem
in a descriptive manner.
c. Analyticalor Evaluative Study – it not only
describes, but it also analyses and interprets
the data. It also evaluates performance and
appraises an agency’s program, standards,
operation or administration.
d. Path Finder Study – is usually made in a
smaller community. It is a form of analytical
study.
Outline to Identify the Major Characteristics of a
Community
Identification
• Name of the community.
• In what street, barangay, municipal or district area is the
community located?
• What is the population? Number of houses, families,
castes.
• Does the community correspond identically or
approximately with a governmental unity: City, state,
etc.? If so, give name and type of unit.
• Classification: type of community, for example – tribal,
rural, suburban, urban, etc.
• What are the major geographical characteristics of the
community?
• When was the community first established?
• Note any significant figures about birth or death rate in
the community.
• What is the main occupation of the members of the
community?
Resources
• Note any special features of interest in regard to the ff.
types of community resources:
oEconomic
oEducational
oHealth and medical
oRecreational and leisure time activities
oWelfare and civic
oReligious
oHousing and community facilities – public water
hydrants, street lights, post office, dispensary,
transportation, other utilities, etc.
Problems
• Are there problems in the community (as seen by
the workers/as felt and mentioned by the
community)?
• Arethere special problems concerned with any
minority groups?
• Are there significant conflicts or tension
situations in the community?
2. ANALYSIS
• Lies between fact-finding and planning.
• It is the breaking up of a problem,
situation or collection of data and the
explanting of the content and examining
and setting forth of various aspects and
relationships involved.
• The purpose is to gain insight and
understanding, particularly, to
understand the content better, by dividing
it up on some logical basis and to
understand the relationships involved in
the court.
• Analysisis one of the typical methods of
dealing with a problem in the community.
The following suggestions indicate the possible
ways of applying analysis:
I. What is the problem? – Describe the problem
situation. How long has it existed? Its setting
and background – historical,
sociopsychological.
II. Who are the persons or groups involved or
concerned with the problem? What personality
factors, attitudes, beliefs, prejudices, etc. are
significant?
III.What is the problem? Immediate or in
the future? Temporary or long-term? Is
there a time limit for achieving a proposed
solution?
IV.Why this problem? What would happen if
nothing is done about it?
Another ways of doing analysis:
1. Classification
2. Comparison
3. Chronological analysis
4. Organizational analysis
5. Financial and statistical analysis
3. ASSESSMENT
• During assessment, the CO assesses the nature,
causes and magnitude of the problem and how
many number of people are affected by this
problem.
• Itis the stage in which the situation in the
community is appraised of. We make
evaluations of the conditions in the
community.
• The problem’s identity, its location and its
magnitude is expressed. Analysis of the causes-
economic factors, political pressures,
institutionalized values, and attitudes that
contribute to the problem.
• Another integral part of assessment is resource
assessment. This involves cataloguing all actual
and potential resources for dealing with the
problem
Dimensions of assessment:
The nature of problems.
The coping capacities of those involved.
The relevant systems involved.
The available and needed resources.
The motivation to resolve problems.
• Community assessment is the process of
identifying the strengths, assets, needs and
challenges of a community. According to
Spradley, the various forms of community
assessment methods are:
• Comprehensive Assessments
• Problem-oriented assessments
• Assessments of a familiarization nature
• Subsystem assessments
• Resource assessments
Comprehensive Assessments
Encompassing the entire community.
Methodologically thorough generating original data.
Problem-oriented Assessment
Involve entire community but center one problem – child
abuse, drug use among youth.
Analysis of the political environment, an assessment of
the community’s readiness to deal with the problem and a
measure of resources the community has to deal with the
problem.
Assessments of a familiarization nature
A cursory examination of the entire community, with the goal
of achieving a general understanding.
Subsystem Assessment
Examining a single facet of community life, such as
agricultural sector, business sector, service agencies, and
migrant laborers.
Resource Assessments
Power, expertise, funding and service.
Social workers need to look for informal and formal resources-
services.
Preparing resource inventories, directories.
Methods of assessment:
Surveys
Focus groups
One-on-one interviews
Walkabouts
Public meetings
4. ORGANIZATION
• The CO must relate the person and facilities in
an organized manner.
• The roles and responsibilities of the community
members must be clearly defined.
• It is defined as the establishment and
allocation of functions and relationship and the
integration of effort for the achievement for a
central purpose.
• Accordingto Dunham: “Organization means
orderly arrangement of group effort to
provide unity of action in the pursuit of a
common purpose”.
• Organizationhas 2 aspects which are
complementary:
1. Breaking up the work, and
2. Seeing that the parts thus established operate
in unity to achieve the common purpose.
• Organization implies the conscious
integration of human efforts. Formal or
informal organization can be done.
• Organization should be done so as to
facilitate people’s participation.
5. ACTION
• Thinking of various possible courses of action.
• Analysis of the course of action in terms of cost,
efforts, consequences, effectiveness,
acceptability.
• Selecting the best possible course of action.
• Analysis of the problem solving structure and
process.
6. EVALUATION
• The effectiveness and the achievement of the
goal is evaluated in this phase.
• It helps to locate the shortcomings and the
failures of the program.
• Evaluation can be internal or external:
a) Internal – conducted by the CO
b) External – conducted by the experts
Major purposes of evaluation:
a. To measure whether goals and objectives have been
achieved.
b. To understand the mistakes which have occurred.
c. To learn about the hurdles and obstacles encountered.
d. To draw lessons for future interventions.
e. To see what strategies and techniques were successful
and which were not.
f. To develop guidelines for the continuation or
modification of the program.
• Evaluation should be completely objective and
based on the objectives of the
activity/intervention.
• Apart from the achievement of physical targets,
the improvements in cooperative and
collaborative attitudes, skills and increased
capacities and confidence should also be
assessed.
7. MODIFICATION AND CONTINUATION
• After evaluation, we can make some
modifications and changes in the implemented
programs.
• We can mobilize the resources or can change the
present programs for attending the issues.
• Usually, community problems are not easy to
solve at one attempt. If partial achievements are
made or if some of the objectives have been
achieved and others not achieved, evaluation
would help the worker and the community to
make changes in the current strategies.
• Based on the findings of evaluation, changes/
improvements can be made in the plan of action
to ensure the achievement of objectives in the
next attempt.
• Again based on the evaluation, the community
can decide whether to continue or terminate the
process. CO process needs to be continued if the
achievements have been complete or some other
dimensions of the problems need to be tackled.
On the other hand, the process can be
terminated if the community feels that whatever
has been intended has been achieved.
Q8. WORKER HAS TO MAKE THE PEOPLE RESPOND
AS HE/SHE PROVIDES VARIOUS AVENUES AND
SHOWS DIFFERENT ROOTS WHILE DEALING WITH
THE COMMUNITY PROBLEMS.
A. Guide
B. Enabler
C. Motivator
D. Advocate
SCOPE OF COMMUNITY
ORGANIZATION
The scope of CO is broad…
• CO process is used in all types of communities, whether
they’re villages, cities, metropolitan areas, services and
distributing communities, industrial communities,
educational centers and political centers.
• In many fields of human activity – in politics, art,
education, economic life, wherever the individuals and
groups seek ways to pool their resources and efforts to
achieve improvement in community life, there is a scope of
Community Organization.
Community Organization has its scope in:
• Economic upliftment – (identify resources, develop
and modify welfare programs, providing opportunities,
e.g. self-help groups, by organizing festivals, village
tourism)
• Role of Social Worker: Community Organizer, Resource
Mobilizer
• Education (Community schools, coaching centers, Moral

education centers, etc.)
• Health (the sick, handicapped, and differently-abled
persons who cannot get the care, the community provides
hospital, clinics, and other health services)
• NutritionEducation, Water Sanitation, proper waste disposal,
personal hygiene, Health Education, Immunization Campaign,
Marriage Counseling
• Correctional field
• Roads and housing
• Recreation and Cultural Development
• Social Services and Community Development
• Community Organization in Industry
• Industrial Social Services, Industrial Social Work, Migration,
Labor
• Community Organization in Rural Areas

• Enabler, Guide, Advocate, Experts, Social Changer, Informer,
Helper, Promoter
• Community Organization in Urban Areas

• Health-related issues, broken families, juvenile delinquency
Community Organization helps in:
• Crime Controlling
• Human Resources Development
• Poverty Alleviation
• Raising the Community Feelings
• Preservation of Community Interest and Solidarity
• Fulfillment of basic human needs
• Proper use of Community Resources
• Increasing mutual interaction
• Removing Social Disorganization
COs help to advance the process of community organizing
by facilitating process that:
• Identifies a problem or set of problems.
• Identifies a solution.
• Clarifies a set of objectives.
• Develops a strategy and approach.
• Develops leadership from and relationships among the
people involved.
• Mobilizes public support.
• Launches a campaign.
Q9. A REPRESENTATIVE TO PERSUADE THE MEMBERS OF
THE COMMUNITY AND PREPARE THEM TO BE A
REPRESENTATIVE AS WELL AS REPRESENT THE ISSUES TO
THE CONCERNED BODY TO BRING A SOLUTION TO THE
UNMET NEEDS.
A. Counselor
B. Mediator
C. Advocate
D. Communicator
COMPONENTS OF COMMUNITY
ORGANIZATION
• Why we organize
• Roles of leaders and staff
• Membership recruitment
• Developing an issue campaign
• Planning and taking actions
• Healthy organizations
• Leadership development
• Building strong relationships
• Working with the media (Communications)
• Running good meetings
Q10. THE WORKER TRANSFERS OR TRANSMITS
INFORMATION, THOUGHT, KNOWLEDGE, ETC. TO THE
MEMBERS OF THE COMMUNITY. SHARING OF
INFORMATION ENABLES THE COMMUNITY TO BE BETTER
PREPARED AND EMPOWERED WITH INFORMATION.
A. Educator
B. Communicator
C. Informant
D. Advocate
CHARACTERISTICS OF
• Community-based participatory processes
• Development and expansion of community ownership
• Community empowerment and inclusiveness
• Collaboration and partnership
• Accountability to and an opportunity for empowerment
through action by those impacted by the issues
• Development of traditional and non-traditional leadership
• Expansion of community participation (beyond the “usual
suspects”)
• Emphasis on social justice and social change that can be
connected back to the founding
Q11. AT THE TIME OF DIFFICULTY, THE
INDIVIDUALS OR GROUPS ARE GIVEN THE
REQUIRED COUNSELING TO PROCEED IN
THE CORRECT DIRECTION.
A. Educator
B. Specialist
C. Enabler
D. Counselor
CONCEPTS OF COMMUNITY
ORGANIZATION
10 CONCEPTS OF CO:
1. Power
2. Relationship Building
3. Leadership Development
4. Political Education
5. Strategy
6. Mobilization
7. Action
8. Winning
9. Movement Building
10. Evaluation
1. POWER
• Ability to make something happen.
• The way to build this is by getting people to understand
the source of their social or political problems, then devise
solutions, strategize, take on leadership and move to
action through campaigns that win concrete changes.
SOURCES of Power in a Democracy:

• Position
• Organized Money
• Organized People
2. RELATIONSHIP BUILDING
• Organizing relies on two (2) different kinds of RB:
A. One-on-one – to find out a person’s passions and
to create a strong connection that is sustainable
over time.
B. Public relationships – community power-
building organizations exist to build members’
collective power, not their personal social status.
The result is a network of public relationships.
3. LEADERSHIP DEVELOPMENT
• Must build a base of members; More people = more
power. Guide members to see the roots of the problems.
Get members to understand what organizing is. Get
people involved.
• Develop those base of members to be leaders.
• Leaders learn by doing (e.g., recruiting new members,
giving testimony, running meetings, developing strategies,
making decisions, building the organization.
• Move members to action as action fosters commitment.
• Builds strong organizations.
4. POLITICAL EDUCATION
• A form of training about issues as well as about
social movements and history that you engage in:
formally in workshop sessions, dialogues/
forums/ round table discussions;
Informally in daily or regular contact with
embers and leaders.
• Through PE, you communicate the analysis or
worldview of the organization.
5. STRATEGY
• An overall approach to achieving objectives.
• The way or ways that a community power-building
organization uses its power to win what it wants.
Campaign – a planned series of strategies and
actions designed to achieve clear goals and
objectives.
Research – an essential component before
launching any campaign.
6. MOBILIZATION
•Essential process of moving people
to action.
7. ACTION
• A public showing of an organization’s power.
Examples:
oMarch
oLobbying
oMeeting in the state capital
oAccountability session with elected officials
oPress briefing
• Actions take place during campaigns.
• A person can take action as an individual to
support a campaign or an organization, such
as signing a membership card or writing a
letter to an elected representative.
• Thegroup’s goal is to move power holders
with the number of people they represent.
8. WINNING
• Organizing focuses on winning.
• Results in positive, concrete change in
people’s lives.
• Community organizations should run
winnable, strategic campaigns.
• Campaigns deliver wins.
9. MOVEMENT BUILDING
•Groups use their resources to engage in
broader social justice activities that are
not solely connected to winnable
campaigns or the self-interest of
community members.
10. EVALUATION
• The process of assessing your actions and determining
what worked, what didn’t, and what you would do
differently next time.
• Takes place after every substantive event, including a day
of recruitment or a phone conversation with an ally.
• Frequent evaluation hones and builds the skills, standards
and excellence of everyone in the organization.
Debriefing – an evaluation that follows a specific activity.

Q12. WORKER HANDS IN PERFORMING HIS
TASK WITH HIS COLLEAGUES WITH OTHER
LIKE-MINDED PEOPLE AND ORGANIZATIONS.
A. Collaborator
B. Enabler
C. Organizer
D. Facilitator
OBJECTIVES OF COMMUNITY
ORGANIZATION
At the grassroots level:
1. To raise awareness of individual, parents

and children in the community to the major
issues including the rights of children, and
to feel that they can do something to
influence the conditions under which they
live.
2. To stimulate indigenous leadership.
3. To help individual articulate their needs

and organize people’s organization to meet
these needs.
4. To develop capabilities of parents and
children to understand and act on how
they can use their internal and external
community resources to meet individual,
family and community needs, and act on
issues that affect their lives.
Q13. COMMUNITY ORGANIZER BECOMES A
PERSON WITH LOTS OF KNOWLEDGE AND
INFORMATION WHICH IS SHARED WITH THE
PEOPLE.
A. Educator
B. Professional
C. Consultant
D. Informant
ADDRESSING COMMUNITY
PROBLEMS: FOUR STRATEGIES
There are generally four ways to approach
community problems, each with its own
mission, strategies, and impact:
1. Social Service
2. Advocacy
3. Community Development
4. Community Organizing
1. SOCIAL SERVICE
Mission: To meet immediate direct needs.
What they do: Provide goods (food, clothing) or
services (job training, health care or counseling) or
both
Sample Strategy: Developing self-help skills
among service recipients or community members,
provide case management in order to meet needs
holistically, guiding people through applications for
benefits and other complex systems with one-to-one
advocacy.
Impact: Primarily on individuals. Usually
short-term, although long-term effects are
possible.
Effect on power structures: No real
change in power structures.
How they refer to constituents: Clients or
consumers
2. ADVOCACY
Mission: To protect of obtain rights, goods, or
services, usually for specific interest groups.
What they do: Craft or react to legislation.
Address elected officials and policy-makers.
Sample Strategies: Participating in issue-based
coalitions, educating the public, giving public
testimony, lobbying elected officials, collaborating
with researchers and lawyers.
Impact: On interest groups. Usually medium
to long term effects.
Effect on power structures: Power
structures change moderately due to changes
in laws and policies.
How they refer to constituents: Constituents
3. COMMUNITY DEVELOPMENT
Mission: To build physical infrastructure.
What they do: Finance or construct housing,
business, parks, or other community resources.
Sample Strategies: Engaging in community
planning, analyzing economic impact and training
constituents to acquire skills for planning business
development and property management.
Impact: On individuals and communities.
Immediate to long term effects. Sustaining
impact is tied to financial resources.
structures change moderately, usually by
building community participation.
How they refer to constituents:
“The community”
4. COMMUNITY ORGANIZING
Mission: To build power to create change.
What they do: Recruit, train, and mobilize a large
base of members directly affected by the organization’s
issues.
Sample Strategies: Creating membership structures
in which constituents are organizational decision
makers, developing strategic campaigns, engaging in
direct actions, demonstrations, directly holding public
and corporate officials accountable for their actions,
and forming alliances to build power.
Impact: On individuals, their communities,
and often others with similar concerns.
Medium to long term effects.
structures change as power shifts to
community members.
How they refer to constituents:
“Leaders or members”
BRIEF ORGANIZING PROCESS
1. Preliminary Research – assess the environment,
risk and opportunity assessment may help to
formulate strategies.
2. Contact Building – start of relationship building
3. Conduct of Trainings
a. Facilitators’ Training
b. Speakers’ Training
c. Leadership Training
d. Studies on Politics, Economics, Culture, etc.
4. Set up of Preparatory Committee
(PrepCom)
5. Crafting of the Constitution
6. Conduct of General Assemblies
7. Launching of Community-Based Projects
8. Participation to Other
Alliances/Coalitions
Q14. WORKER ENCOURAGES THE COMMUNITY TO
TAKE UP A MINOR TASK AND COMPLETE IT
SUCCESSFULLY WHICH WOULD ENABLE THE
PEOPLE TO TAKE UP DIFFICULT TASKS.
A. Enabler
B. Motivator
C. Facilitator
D. Organizer
THE COMMUNITY ORGANIZING
PROCESS
1. Pre-entry
2. Entry into the community/ Integration
Phase
3. Community Planning and
Implementation
4. Strengthening the Organization
5. Monitoring and Evaluation
6. Phase-Out/ Termination Phase
1. PRE-ENTRY
Activities before entry into the community:
a. Community organizing training and

orientation.
b. Site selection including establishing a set of
criteria for the choice of the area or community
to be organized. It is essential that community
members are receptive to NGOs and the type of
project they are proposing. This is done
through consultations with leaders of the
community. It also involves gathering of
secondary data about the community from the
local government, selected key informants or
NGOs that have done organizing work in the
area.
Considerations for Site Selection:
• Safe (free from grave threats/red
alerts/natural disasters)
• Peace and order situation in the area
• Interest and willingness of the local
government to establish partnership with
the project
• Accessibility of the project site
c. Administrative preparations on the part of
the implementing agency
Examples: setting up of a local office, hiring
of personnel, etc.
2. ENTRY INTO THE COMMUNITY /
INTEGRATION PHASE
At this stage, the CO integrates into the
community and establishes a relationship
based on mutual trust and respect. Other
activities may be:
a. Courtesy calls to existing leaders
b. Identification of potential leaders
c. Data gathering done through involvement in
the community’s social and livelihood
activities e.g., fishing activities or the use of
participatory coastal resource assessment
approach.
d. Formation of a core group that could initiate
CBCRM activities. The community may have
various ways of working together. These
existing networks must be considered when
forming a core group.
e. Leadership training for the core group.
3. COMMUNITY PLANNING AND
IMPLEMENTATION
a. Helping the community in strategic and action
planning.
b. Facilitating the process and providing
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.
c. The community decides the time frame
and mechanics for actual implementation
of the plan.
4. STRENGTHENING THE ORGANIZATION
• Itis crucial in sustaining the operations of the
organization.
• Entailsbuilding the capacity of the organization’s
leaders and members to take on roles currently
assumed by the CO (ownership).
• The CO should then undertake any of the following
activities to further institutionalize the processes
and mechanisms initiated:
a. Training of leaders and/or community
volunteers to do organizing work
themselves.
b. Consolidating organization’s operating
procedures (e.g., drawing up of policies for
membership, refining the organizational
structure and functions of each committee,
etc.).
c. Networking and building alliances with
other organizations.
d. Strengthening socio-economic services and
resource accessing.
e. Specialized training for organizational
development training of potential trainers
and second-line leaders formation of
women’s groups.
f. Maintenance and monitoring of resource
enhancement measures (e.g., marine
sanctuary, mangrove reforestation project)
5. MONITORING AND EVALUATION
• Monitoring – refers to periodic assessment
undertaken within the implementation period to
measure progress.
• Evaluation – assesses the degree to which the
implementation of community plans have been
successfully achieved.
• Monitoring and Evaluation are used as basis for
future planning which include changes in the
strategies being adopted.
6. PHASE-OUT/TERMINATION PHASE
• The phase when the CO already starts to withdraw
from the community.
• At this stage, it is assumed that the community has
reached a certain level of capability with which
they can sustain existing operations, expand or
initiate new projects. The community now takes
full responsibility for managing their resources.
• It is likely that the CO and the assisting agency will
not fully phase out but simply modify the roles in
their partnership.
For instance:
The CO may be less physically present in the
community but still makes himself/herself available
for some technical assistance or guidance when the
community needs it.
•A formal community turn-over can be an
important ritual for highlighting the phasing
out of the CO and the autonomy of the
organization from the supporting agency.
Q15. WORKER HELPS THE COMMUNITY TO ARTICULATE THEIR
NEEDS, CLARIFY AND IDENTIFY THEIR PROBLEMS, EXPLORE
RESOLUTION STRATEGIES, SELECT AND APPLY INTERVENTION
STRATEGIES, AND DEVELOP THEIR CAPACITIES TO DEAL WITH
THEIR OWN PROBLEMS AND MORE EFFECTIVELY.
A. Enabler
B. Motivator
C. Organizer
D. Facilitator
TERMS TO REMEMBER IN
COMMUNITY ORGANIZING
A. Community Mapping
• The visual representation of the data of
geography or location.
•A participatory development approach
that gets communities directly involved
from the beginning of the activity and
significantly changes the responsibilities
and roles of all parties involved.
B. Organizing Stakeholders
• From the grassroot level up to the central
government, or all who are at stake or have
an interest on the issue should be
mobilized.
• Itshould be workable and generally calls
for some professional facilitation.
C. Progressive Organization
• In
a political orientation, it also refers to
community organization.
D. Agenda Setting
• Outlining a plan of action that one should
take.
E. Participatory Planning
• Part of decentralization process (from central
level to local level) that aims to identify critical
problems.
• It encourages all the stakeholders who are
affected or the local people participate on the
government’s plan of actions.
• Helps reduce potential conflict, build local
people’s feelings of ownership on the plan, and
it promotes transparency and good governance.
Q16. WORKER INTERVENES DISPUTES BETWEEN
PARTIES TO HELP THEM FIND COMPROMISES,
RECONCILE DIFFERENCES, OR REACH MUTUALLY
SATISFYING AGREEMENTS.
A. Intervention
B. Mediator
C. Broker
D. Negotiator
AS MACRO METHOD
• COis a macro method practice in social
work. (Arthur E. Fink)
Macro – involves a large number of people
in solving the social problems.
• Used for solving widespread economic and
social problems.
Examples of community problems:
• Pollution control Female infanticide
• Poverty Women and child trafficking
• Inadequate housing Drug trafficking
• Poor nutrition Social injustice
• Exploitation Illicit arrack
• Unemployment Bonded labor system
• Lack of health/medical services
Q17. PEOPLE PARTICIPATE BY BEING TOLD WHAT IS
GOING TO HAPPEN OR HAS ALREADY HAPPENED. IT IS
UNILATERAL ANNOUNCEMENT BY THE
ADMINISTRATION OR PROJECT MANAGEMENT,
WITHOUT LISTENING TO PEOPLE’S ONLY RESPONSES.
THE INFORMATION BEING SHARED BELONGS ONLY
TO EXTERNAL PROFESSIONALS.
A. Participation in Information- Giving C. Participation by Cooperation
B. Passive Participation D. Participation for material incentives
AS A PROBLEM SOLVING
METHOD
3 Basic Aspects in Problem-Solving:
1. Study
2. Diagnosis
3. Treatment
1. Study
•Problem has to be studied first.
•Collecting information regarding
the problem.
2. Diagnosis
•Identifying causes from the
information collected.
3. Treatment
•Evolving solutions based on the
findings or diagnosis.
This method is also called a medical model
(as used by doctors).
• Problems can be solved only with
involvement of people due to which
resources are mobilized to solve the
problems.
Community Organization is used for the ff:
a) To meet the needs and bring about and
maintain adjustment between needs and
resources in a community.
b) Helping people effectively to work with
their problems and plan to realize their
objectives by helping them to develop,
strengthen, and maintain qualities of
participation, self-direction and
cooperation.
c) Bringing about changes in community
and group relationships and in the
distribution of decision-making power.
c) The resources of the community are

identified and tapped for solving the
community problems.
Q18. FORMING GROUPS TO MEET PRE-
DETERMINED OBJECTIVES RELATED TO PROJECT.
INVOLVEMENT OCCURS AT EARLY STATES OF
PROJECT CYCLE OR PLANNING BUT AFTER MAJOR
DECISIONS HAVE BEEN MADE.
A. Self-mobilization
B. Functional Participation
C. Interactive Participation
D. Participation by Consultation
RELEVANCE OF
FOR COMMUNITY
DEVELOPMENT
According to United Nations,
Community Development deals with
total development of a developing
country (economic, physical, and
social aspects). For achieving the total
development, Community Organization
is used.
The following aspects are considered important
for both CD and CO:
a) Democratic procedures
b) Voluntary cooperation
c) Self-help
d) Development of leadership
e) Educational aspects
a)Democratic procedures
• Deal with allowing all the community members
to participate in decision-making (thru CO).
• The selected or elected members or
representatives are helped to take decisions.
• Help people to take part in achieving CD goals.
• CO method permits democratic procedures for
people’s participation.
b)Voluntary cooperation
• People volunteer for their participation. (for this
they are convinced)
• They should feel that they should involve
themselves in the process of development
without hesitation.
• This attitude is supported by CO method.
• People’s emotional involvement is necessary to
make success of the CO method. If
discontentment about their conditions is
created, then people will volunteer for
participation.
• CO emphasizes the discontentment aspect only
to make them initiate people’s participation.
c)Self-help
• Basis for CD.
• Deals with the capacity of mobilizing
internal resources.
• Basisfor self-sufficiency and sustainable
development.
d)Development of Leadership
• Leadership deals with influencing and
enabling people to achieve the goals.
• With the help of leaders, people are
motivated to participate in action.
e)Educational aspects
• It is helping people to know, learn, and
accept concepts of democracy,
cooperation, unity, skill development,
effective functioning, etc.
Q19. PEOPLE PARTICIPATE IN JOINT ANALYSIS,
WHICH LEADS TO ACTION PLANS AND THE
FORMATION OF NEW LOCAL INSTITUTIONS OR
THE STRENGTHENING OF EXISTING ONES.
A. Self-mobilization
DISTINCTION BETWEEN
AND COMMUNITY
DEVELOPMENT
COMMUNITY ORGANIZATION COMMUNITY DEVELOPMENT
A method of social work. A program for a planned change.
Emphasizes the processes. Emphasized the end or goals.
Community Development
Community Organizers are personnel can be from other
mostly social workers and social professions (e.g., agricultural,
change agents. veterinary, other technical
experts).
It is not time-bound. It is It is time-bound and time is
achieved step by step according specified for achieving the
to the pace of the people. development objectives.
People’s participation is People’s development is

important. important.
Governments and external External assistance from the
agencies’ assistances are not government or other agencies is
important or needed. considered important.
A method of social work that is A process, method, program, and
used in many fields. movement for planned change.
Used mostly in economic
development and for the
Used in all the fields.
development of living standards
of the people.
Planning is initiated by the Planning is carried out by an

people through their external agency mostly by the
participation. government.
People are organized to solve Goals have to be achieved and
their problem. for that people are organized.
Differs from people to people

depending upon whether the
Universal to all communities. area is rural, suburban, urban or
tribal, and other characteristics
of the area.
Even though there are differences, both are
interrelated. The relationship is so close, so that
community organization process and principles
are accepted fully. Both are like two sides of the
same coin. The ideal community development
takes place where community organization
method and its various steps and principles are
effectively put into practice.
Q20. PEOPLE PARTICIPATE BY ANSWERING QUESTIONS
POSED BY EXTRACTIVE RESEARCHERS USING
QUESTIONNAIRE SURVEYS OR SIMILAR APPROACHES.
PEOPLE DO NOT HAVE THE OPPORTUNITY TO INFLUENCE
PROCEEDINGS, AS THE FINDINGS OF THE RESEARCH ARE
NEITHER SHARED NOR CHECKED FOR ACCURACY.
A. Functional Participation
B. Participation in Information-Giving
CONCEPT AND DIMENSIONS
OF POWER
Power
• Ability to influence the beliefs and behaviors of
others.
• Ability to make things happen.
• Where some people are capable of action in spite
of resistance of others.
• Does not come from the passive, timid, defeated
persons.
• Energetic and courageous persons wield it.
Floyd Hunter stated that power appears in
numerous forms and in a variety of combinations.
It flows from many sources:
• Money Group support
• Votes Contacts
• Laws Charisma
• Information Communication channels
• Expertise Media
• Prestige Social role
• Access to rewards Conviction
• Position Courage
• Titles Interpersonal skills
• Ideas Moral convictions
• Verbal skill
• Ability to gratify important needs
• Monopoly of essential resources
• Alliances
• Energy
Power Center
• Accumulation of power in a specific area.
• Groups of people who are at the top of the
community (top of the power pyramid).
• They influence the community through formal
and informal connections.
• Theyinfluence through subordinate laders who
do not participate in community decision-making
process.
Power Structure
• Focuses on the way power and authority is
related between people within groups such as a
government, nation, institution, organization or a
society.
• The power aspects present in the community.
• It varies from community to community.
• Flexible in nature.
Community Power Structure Analysis
• Who wields the power?
• How?
• What are the issues?
• What are the results?
Techniques for Mobilization of Power:
a) Appealing to the persons with power, who are related,
with, requested help for achieving the goal.
b) Relating the power centers directly to the goal.
c) Developing interdependence among power centers
for fulfilling the goals.
d) Formation of new groups by including members of
power centers to achieve the goals.
e) Encouraging members of power centers to join other
members of power centers to achieve the goal.
f) By using group work methods, new larger power
centers can be strengthened to achieve the goals.
Saul Alinsky and Richard Cloward
• Used the changing of power centers (1960).
• The power center change is achieved by
institutional changes.
Grassroot Approach
• Given importance by Saul Alinsky that lower level
people should get deciding power.
• Power and authority are connected; where
authority is the legitimization of power.
2 Models of Community Power
Structure:
1. Stratification Model
2. Pluralist Model
1. Stratification Model
• Social class principally determines the
distribution of community power.
• Power structure in community is composed
of stable upper class elite whose interest and
outlook on community affairs are relatively
homogeneous.
2. Pluralist Model
• Rejects the idea that a small homogeneous
group dominates community decision-
making.
• That there are numerous small special
interest groups that cut across class lines,
which are represented in the community
decision-making.
• These are interest groups with overlapping
memberships, widely differing power bases,
have influences on decisions.
• Community decisions are the result of the
interactions of these different interest
groups.
Reputation Approach (Floyd Hunter)
• A method of locating community elites.
• Basic procedure is to ask a group of informants
who are knowledgeable about the community to
list the people they believe to be most influential
in the community affairs.
• By tallying those people most frequently named
as influential leaders, the core of the community
structure can then be identified.
Position Approach
• Another method of locating members of the
power structure based on the assumption of
stratification model.
• Assumes that people holding the highest office in
the community are at the top of the power
structure.
• Requires fewer efforts than the reputation
approach.
Empowerment
• Deals with providing disadvantaged groups
with a powerful instrument for articulating
their demands and preferences by
developing awareness and decision-making
capacity so as to achieve their goal with
freedom.
Barriers to Empowerment:
• Fatalism
• Illiteracy
• Superstitions
• Caste divisions
• Community dependence
• Long time effects of poverty
• Wrong beliefs
Q21. PEOPLE PARTICIPATE BY BEING CONSULTED
AND EXTERNAL AGENTS LISTEN TO VIEWS.
EXTERNAL AGENTS DEFINE BOTH PROBLEMS AND
SOLUTIONS AND MAY MODIFY THESE IN THE
LIGHT OF PEOPLE’S RESPONSE.
A. Interactive Participation
B. Participation for material incentives
C. Functional Participation
STEPS IN FORMULATING TASK
AND PROCESS GOALS FOR THE
UNIFIED DEVELOPMENT OF
COMMUNITIES
TASK GOALS
• Involves the identification of objectives and
the developments of means and resources to
carry them out and implement them.
PROCESS GOALS
• Refers to the enhancement and
strengthening of the competence of the
participants.
TASK GOALS PROCESS GOALS
• To motivate people to be aware of
1. Assessment of the community,
their condition and be able to
gathering data by surveys, interview
concretize and express them.
with families and leaders, informal
• To assist people to be aware and know
observation with the people, group
the manpower and material resources
discussion, statistics and studies.
within and outside their community.
• To assist families to verbalize and

realize their problems and to see it in
2. To assist people to identify their
relation to the community and to the
family and community problems.
Philippine society as a whole.
Medium used: survey, family and leader
• To assist the community to verbalize
interviews, group discussions, and
their problems in relation to the
informal community contacts.
needs of the majority and in relation
to the Philippine society as a whole.
• To develop the analytical skills of the
people by helping them to solve their
problems using the following guide
3. To help the people analyze their
questions:
expressed family and community
o Location – where is the problem?
problems.
o Scope – who are affected?
Medium used: informal community
o Degree – how much are affected?
contacts and group discussions
Past change effects:
Problem Analysis:
o By whom?
o Nature – what specific kind of
o How effective?
problem is the community concerned
o Reasons for success and failures.
about?
• To develop the attitudes of concern
of others and the community.
• To assist the people to make

decisions that the greater good of
4. To assist the community the community and the nation
determine benefit its priority rather than the individual family.
problems in relation to national • To encourage people to participate
concerns. in discussions.
Medium used: group discussions • To provide experience in
interaction to develop relationships
among the residents.
5. To inform the community of the different
programs available to them by the agency and
other resources; private and government that
• To establish communication between
can meet their priority problems.
the people, agency, and other
Examples:
resources within and outside of the
 Health program
 Nutrition program community.
 Environmental community projects • To assist the people to mobilize
 Economic community projects resources, private and government,
 Life skills training and income-producing projects within and outside of the community.
 Cooperative development
• To develop involvement by making
 Food production
 Human relations the residents disseminate
 Family education information.
 Christian formation and pastoral care
 Basic and continuing education
 Creative arts
6. To help the community choose

which programs can solve their • To develop analytical skills of the
priority problems. people.
Medium: group discussion develop • To assist the community people.
their skills in decision-making.
• To involve the residents by actual

recruitment of community
7. To help the community participants.
participants interested in joining the • To develop responsibility among
chosen program. the residents by assigning certain
people to be responsible for listing
those interested in participating.
Whatever structures are used, the following are
essential process goals but other process goals may be
added depending on the needs of the group:
• To assist the people develop better relationships by
8. To determine what providing opportunities inter-action.
structure would best be • To develop participation.
• To develop community concern.
used for the community.
• To develop cooperation.
 Community projects • To develop community involvement.
 Cooperatives • To develop responsibility.
 Seminar relation-work • To learn how to overcome resistance.
groups • To learn how to resolve conflict.
• To develop individuals to assume leadership and
managerial roles
• To assist individuals exercise their leadership and
management skills.
• To develop confidence in themselves as potential and
actual managers and leaders.
• To develop individuals to assume leadership and
managerial roles.
• To understand the following concepts:
 Leadership as service
9. To provide training for  Individual and corporate leadership and
managerial roles
leadership and  Authority as service
management skills. • To learn certain leadership and management skills:
 How to delegate authority
 How to elicit participation and cooperation
 How to overcome resistance
 How to resolve conflicts
 How to plan, implement, and evaluate income
producing project
• To awaken the participants to the importance

of their feelings and their ability to describe
feelings.
• To enable the participants to see that a group
10. To enhance group
has a life of its own. A life which is the result
behavior and sensitivity
of the interacting of the individuals making
formation.
up the group.
Medium: Seminars
• To provide motivation to discover and accept
oneself.
• To enable participants to learn the dynamics
of the group and the roles of each member.
Q22. PEOPLE PARTICIPATE BY TAKING
INITIATIVES INDEPENDENT OF EXTERNAL
INSTITUTIONS TO CHANGE SYSTEMS.
A. Participation for material incentives

C. Self-mobilization
D. Participation in Information-Giving
MODELS OF
COMMUNITY
ORGANIZATION
JACK ROTHMAN’S 3 MODELS OF C.O.
1. COMMUNITY DEVELOPMENT
• Also known as “Locality Development”.
• Presupposes that community change may
be pursued optimally through broad
participation of a wide spectrum of people
at a local community level in goal
determination and action.
• Can be tentatively defined as a process
designed to create conditions of economic
and social progress for the whole
community with its active participation
and the fullest possible reliance on the
community’s initiative.
• The term ‘Community Development’ was
first nominally introduced into the
Philippines in 1956. The Office of the
President’s Assistance on Community
Development (PACD) was created. A new
breed of grassroots worker called
community development workers were
thus born.
Community Problems:
a) Poverty – related to agricultural under-
production, economic problems,
underdevelopment, unemployment,
sometimes actual hunger or famine.
b) Ill-health – lack of sanitary
environment, prevalence of disease and
the lack of adequate medical care and
facilities.
c) Lack of adequate education – facilities for
education are usually inadequate and often
do not include all children. A large proportion
of adults are usually illiterate.
d) Apathy – apathy and lack of incentive for
bringing about change may be reinforced by
cultural patterns and traditions, be religious
attitude of acceptance of what exists as
divinely appointed. And by the drain on the
human systems caused by malnutrition and
chronic disease.
Components of CD:
CD seeks not only to improve conditions of
living in the rural communities but to help
each community to deal creatively and
effectively with its own problems. CD
usually includes these 5 elements:
1. A focus on the goal needs of the
community.
2. The encouragement of self-help.
3. Technical assistance from governmental or
voluntary organizations which may include
personnel, equipment, supplies and money.
4. Integrating various specializations such as
agriculture, animal industry, education,
public health, home economics; work with
women, children and youth for the benefit of
the community.
5. Basing the programs, so far as possible, on
the felt needs of the people in the community.
Example of Community Development or Locality
Development:
KALAHI CIDSS-NCDDP
• Kapit-Bisig Laban sa Kahirapan – Comprehensive
and Integrated Delivery of Social Services –
National Community-Driven Development
Program
•A poverty alleviation program of the National
Government implemented by the DSWD.
• Funded in part by a loan from the World Bank.
• Entrusts the poor with greater power, supports
poor LGUs in local development, and invests
heavily on people, not just projects.
2. SOCIAL PLANNING
• Emphasizes a technical process of
problem-solving with regards to
substantive social problems (delinquency,
housing, mental health, etc.).
• Rational, deliberately planned and
controlled change has a central place in
this model.
• Involves community and government groups
and organizations working together in
collaboration to address critical social issues
facing a community.
• It is an offshoot of the development thrust.
• It brings to light deficiencies so that they may be
corrected in time and the social problem arising
from modernization so that these may be
drastically minimized if not entirely be avoided.
2 Aspects of SP:
1) Rational Technical
• SP is scarcely different from economic planning
except in subject matter;
• Primarily concerned with people hence, with the
social planning requirements, social factors, and
social costs of development besides
humanitarian considerations.
• Tools:fact-finding, goal setting, program
development, implementation and assessment
2) Political
• Planning is much more subjected to the values,
interests, assumptions and ideologies of the
decision-makers, and not to say the least, the
finance available.
• SP is getting people to make what in the final
analysis are value judgments on data and
information scientifically gathered, analyzed
and presented.
• Majority of the social workers are involved in
this aspect.
Setting of SP:
• SP is practiced in other settings besides
development planning authority.
• Establishment of revitalized socio-economic
advancement programs for the needy families
• Planning for social services under other auspices
(e.g., Presidential Committee on Housing and
Urban Development)
• Acting in concert with others to achieve
environmental or institutional changes on a broad
front, example the promotion of cooperatives.
Example of Social Planning:
• Conducting a need assessment of
people who are homeless and using
the results to a new plan housing
development in a needed location,
with appropriate services in the
community.
3. 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.
• Itspractitioners aim at basic changes in
major institutions or community
practices. They seek redistributions of
power, resources or decision-making in
the community or changes in basic
policies of formal organizations.
• Change in power relationships and
resources.
• It implies an actual or potential conflict
situation, and the promotion of a cause or
objectives by a party to the conflict.
• Public promotion of a cause, measure or
objective in an effort to obtain support or
official action.
• Involvesorganized efforts to influence public
opinion or official policy or executive action
through enlistment of the support of groups or
individuals.
Approaches of SA:
1) Procedural or Political Social Action
• Social action carried on through
established parliamentary or formal
organizational procedure.
• The aim is usually to obtain a favorable
vote by a legislative body or by the voters,
or a favorable decision by an executive.
2) Direct Action
• Personal activityof some type other than
procedural social action.
• Itusually implies more physical and
emotional involvement on the part of the
participants and, often a deep
commitment and a militant spirit.
Methods of Resolving Conflicts:
a) Conquest
• One party seeks
to destroy, injure, or
remove the opponent or render him
powerless.
• It is usually associated with violence or at
least coercion.
b) Procedural victory
• Essentially, this is a victory through established
parliamentary or other procedure.
• Normally, the decision is made by vote, usually
the vote of a legislative body; sometimes as in
the case of constitutional amendment or bond
issue – it is the electorate that makes the
decision.
• Underlying assumption: Minority will acquiesce
in the decision.
c) Award by arbitration
• The contestant decides to submit their case
to an arbitrator agreeing in advance to
abide in the arbitrator’s decision.
• Example: Include a grievance committee
as an “impartial chairperson” appointed.
d) Conciliation and Mediation
• Implies resolution of a conflict by the parties
themselves but with the aid of a neutral
conciliator is invited in or at least accepted by
the parties of the conflict. But, they do not
agree in advance to abide by his judgment and
he is not permitted to make any decisions.
• His role is advisory and conciliate and his
services may be dispensed with at any point by
the disputants.
e) Compromise
•A conflict may be received through a
process of direct negotiation, beginning
and compromise by the parties to the
conflict in order to gain something else
that he values even more.
f) Consensus
• The resolution of conflict by agreement
which represents the thinking and the
wishes of all parties to the conflict.
• In here, there is a real group idea or sense
of meeting not mere acquiescence.
• Majority and minority disappear in
common agreement; the group decides
and moves forwards as a unit.
g) Ending without resolving
•A conflict may end permanently or
temporarily without being resolved or
without the real issue being decided.
This may happen in a number of ways:
i. Separation – one or both parties avoid
the other and the conflict ends because
there is no confrontation
ii. Intervention – a conflict may be
brought to an end by someone with
sufficient authority and power to stop
encounter, usually in its own initiative.
iii. Postponement of further conflict – a
controversial notion may be laid on the
table or postponed to the next meeting
iv. Acceptance of the conflict – a
controversial notion may sometimes
end with the parties to a conflict
“agreeing to disagree”; “to live and let
live”; to ignore the conflict and focus
attention on matters where they can
reach a decision by one method or
another.
Q23. PEOPLE PARTICIPATE BY PROVIDING
RESOURCES, FOR EXAMPLE, LABOR, IN
RETURN FOR FOOD, CASH OR OTHER
MATERIAL INCENTIVES.
A. Participation for material incentives
B. Interactive Participation
C. Self-mobilization
D. Passive Participation
Practice Change Target of Change
Staff Role Constituents
Model Goal Change Strategy
Increase
Coordinator Develop a
Community community Citizens Programs or
Enabler consensus
Development capacity and Participants Services
Catalyst among groups.
integration.
Change Victims of Mobilize people

Advocate
resources and oppression The power to take action
Social Action Negotiator
power Constituents structure against the
Activist
dynamics. Employers powerful.
Expert Data Collect data;

Social Problem- Consumers of Community
Analyst; Choose the best
Planning solving. Service Systems
Problem Solver plan.
Assumptions regarding community
structure and problem conditions:
• LD – the community may be seen as
tradition-bounded, ruled by a small
group of conventional leaders and
compose of illiterate populations who
lack skills in problem-solving and
understanding of the democratic process.
• SP – the planner sees the community as
compromised by a substantive social
problems.
• SA – the planner sees the community as

compromised of a hierarchy of privilege
and power.
Basic Change Strategy:
• LD – let’s all get together and talk it
over.
• SP – let’s get the facts and take the next
logical step.
• SA – let’s organize to destroy our
oppressor.
Characteristic change tactics and
techniques:
• LD – tactics of consensus
• SP – fact-finding and analytical skills
• SA – confrontation and direct actions i.e.
rallies, boycotts
Practitioner roles and medium of
change:
• LD – enabler/encourager
• SP – more technical and expert role
• SA – advocate and activist role
Orientation toward power structure:
• LD – power structure is include within an all-embracing
concept of community.
• SP – power structure is usually present as sponsor or
employer of practitioner. Planners are usually highly
trained professional specialist whose services require a
considerable financial outlay in salaries as well as support
in the form of supplies, facilities, auxiliary technical and
clerical personnel.
• SA – power structure is seen as an outside target of
action. The power structure usually represents a force
antithetical to the client or constituent group whose well-
being of practitioner is committed to uphold.
3 Categories of Public Interest (Glendon A.
Schubert)
1. Rationalist – postulates a common good that can be
arrived at through deliberate processes involving a
cross section of interest groups within population.
2. Idealist – holds that public interest can be best
arrived at through the exercise of judgment and
conscience on the part of knowledgeable and
compassionate advocates of public interest.
3. Realist – position views the community as made up
of multitude of conflicting publics or interest groups
which endlessly contend with one another in the
public arena.
Unitary – single set of ends to central
decision
Individualist – social choice
• LD – rationalist-unitary
• SP – idealist unitary
• SA – realist-individualist
Conception of Client Population:
• LD – normal citizens
• SP – consumer of service
• SA – victims of the system
Conception of the Client/ Constituent Roles:
• LD – active participants
• SP – recipients of service
• SA – benefiting groups
Q24. THESE ARE INDIVIDUALS, GROUPS OF MEN
AND WOMEN WHO ARE IN ONE WAY OR
ANOTHER INTERESTED, INVOLVED OR AFFECTED
(POSITIVELY OR NEGATIVELY) BY A PARTICULAR
CONSERVATION OR DEVELOPMENT PROJECT.
THEY ARE MOTIVATED TO TAKE ACTION.
A. Consumers C. Stakeholders
B. Administration D. Community Members
SAUL ALINSKY’S
MODELS OF
SOCIAL ACTION
3 Models of Social Action:
2. Conflict Resolution
3. Political Action
• Foundation of Alinsky's approach to social
action.
• It involved working with marginalized
communities to identify their shared values
and build relationships with one another.
• Through this, Alinsky believed that
communities could build the power they
needed to demand change and hold those in
power accountable.
2. Conflict Resolution
• This approach involved identifying the
root causes of conflict between different
groups and working to find solutions that
would benefit everyone involved.
• Alinsky believed that conflict was an
inevitable part of social change, and that it
was important to approach conflict
resolution with a sense of empathy and
understanding.
3. Political Action
• Final model of social action that Alinsky
developed.
• This approach involved using the political
system to achieve social change, such as
through lobbying or participating in elections.
• Alinsky believed that political action was an
important tool for achieving social change, but
he also recognized that it could be limited by
the existing power structures.
Overall, Alinsky believed that:
• These three models of social action were
interconnected and that they should be used together
in order to achieve lasting change.
• Community organizing provided the foundation for
social action, conflict resolution was necessary to
navigate the challenges that arise during social change,
and political action was a way to achieve change on a
larger scale.
• By using a combination of these models, marginalized
communities could build the power they needed to
create a more just and equitable society.
Q25. THE PROCESS OF RELEASING THE POTENTIALS OF
PEOPLE THROUGH APPROPRIATE PROGRAMS, AND
STRATEGIES AND SERVICES; REMOVING BLOCKS THAT DETER
THEIR GROWTH AND DEVELOPMENT AND PROVIDING
OPPORTUNITIES FOR PEOPLE TO DEVELOP THEIR
CAPABILITIES TO POSITIVELY DEAL WITH THEIR PROBLEMS
AND STAND UP FOR THEIR RIGHTS AND TAKE CONTROL OVER
THEIR LIVES AS INDIVIDUALS AND COMMUNITY.
A. Social Functioning C. Self-sufficiency

B. People Empowerment D. Self-actualization
PAULO FREIRE’S
CONCEPTS
Key Concepts Used by Paulo Freire:
1. Praxis (Action/Reflection)
2. Dialogue
3. Conscientization
4. Codification
1. Praxis (Action/Reflection)
• It is not enough for people to come
together in dialogue in order to gain
knowledge of their social reality. They
must act together upon their environment
in order critically to reflect upon their
reality and so transform it through further
action and critical reflection.
• activism-reflective participation
2. Dialogue
• To enter into dialogue presupposes
equality amongst participants. Each must
trust the others; there must be mutual
respect and love (care and commitment).
Each one must question what he or she
knows and realize that through dialogue
existing thoughts will change and new
knowledge will be created.
3. Conscientization
• The process of developing a critical awareness of
one’s social reality through reflection and action.
• Action is fundamental because it is the process
of changing the reality.
• Paulo Freire says that we all acquire social
myths which have a dominant tendency, and so
learning is a critical process which depends
upon uncovering real problems and actual
needs.
4. Codification
• This is a way of gathering information in order
to build up a picture (codify) around real
situations and real people.
• Decodification is a process whereby the people
in a group begin to identify with aspects of the
situation until they feel themselves to be in the
situation and so able to reflect critically upon its
various aspects, thus gathering understanding.
• It is like a photographer bringing a picture into
focus.
Q26. REFLECTS THE WAY PEOPLE KNOW THE WORLD
AND HOW THEY ACT WITHIN IT, AS WELL AS THEIR
TRADITIONS AND LANGUAGE. IT INFLUENCES WHAT
VOICES ARE HEARD AND LISTENED TO, WHICH
VOICES HAVE INFLUENCE IN WHAT AREA, AND HOW
INNOVATION AND CREATIVITY EMERGE AND ARE
FOSTERED.
A. Social Capital C. Natural Capital

B. Cultural Capital D. Built Capital
EMERGING MODELS OF
1. Basic Christian Communities
(BCC-CO)
• Fused Alinsky’s strategy and tactics and
Paulo Freire’s conscientization process
(Praxis: action-reflection-action).
• Issue-based organizing: issue as a point of
entry of organizing.
2. CBCRM/FRM (Community-based
Coastal/ Forest Resource
Management)
• Environmental issue is the focus of
organizing.
3.Community-based Health Program
(CBHP)
• Health as a point of entry of organizing.
Ex. Establishment of Botica sa Barangay,
capacity to building of local healers (hilots,
herbolarios, etc.)
4. Baranganic Approach
• An enabling method wherein the existing
barangay structure as a facility is
developed to identify its community
needs, problems and aspirations.
• To formulate their own plans based on
the people's expressed needs.
5. CO-PAR (Community Organizing-
Participatory Action Research)
•A social development approach that aims to
transform the apathetic, poor into dynamic,
participatory and politically-responsive
community.
• An important tool for CD and people
empowerment as this helps the community
workers to generate community participation
in development activities.
6. Community-based Resource
Management (CRM)
• The governance of natural resources, such as
water and land, occurs at multiple scales
from international environmental
agreements to local customs.
• Itis a process tailored to the needs and
traditions of local groups, which aims to
create equitable and sustained access to
natural resources, while minimizing damage
to ecosystems on which they depend.
Q27. REFERS TO ASSETS THAT ABIDE IN
A PARTICULAR LOCATION, INCLUDING
RESOURCES, AMENITIES, AND NATURAL
BEAUTY.

B. Cultural Capital D.Built Capital
PROGRAMS
EMPLOYING
COMMUNITY
ORGANIZATION
METHOD
1. Zone One Tondo Organization
(ZOTO)
• also known as Samahan ng Mamamayan-
ZOTO, located in Manila, Philippines.
•A federation of urban poor community
groups based in relocation sites and areas
for demolition.
• Established in 1970, ZOTO is the oldest
urban poor organisation in the
Philippines.
Goals:
1) Organize and strengthen the citizenry in
28 urban poor communities.
2) Raise awareness on gender equality.
3) Continue education and training of
leaders and members of the community
and the organization.
4) Improve the economic condition of its
members and ultimately all citizens.
Programs:
• Children and Young People’s Programs
• Disaster Risk Reduction Program
• Gender Equality Program
• Primary Health and Reproductive Health
Program
• Sustainability
• Training and Organisation Programs
2. Haribon Foundation for the
Conservation of Natural Resources, Inc.
• simply known as the Haribon Foundation.
• a membership organization committed to
nature conservation through community
empowerment and scientific excellence.
• The name Haribon was coined from Haring
Ibon or the Philippine Eagle. It was so named
because the existence of the king of birds is a
perfect barometer of the state of our forests.
• Haribon is the Philippines pioneer
environmental organization. Haribon
practically gave birth to the Philippine
environmental movement. Hatched in
1972, the organization, and the individuals
it trained and nurtured were instrumental
in the formation of other environmental
organizations in the country.
Vision:
Celebrating people as stewards of nature.
Mission:
To be the leading nature conservation
membership organization dedicated to
advancing participatory sustainable
solutions.
3. Philippine Red Cross
• Filipino: Krus na Pula ng Pilipinas
• A non-profit humanitarian organization and a
member of the International Red Cross and Red
Crescent Movement.
• Established in 1947, with roots in the Philippine
Revolution against Spanish colonial rule. It was
initially involved only in the provision of blood
and short-term palliatives as well as participation
in disaster-related activities but they now focus
on a wider array of humanitarian services.
6 Major Services:
• National Blood Services
• Disaster Management Services
• Safety Services
• Health Services
• Welfare Services
• Red Cross Youth
Purposes:
1. To cooperate with public authorities in the
prevention of disease, promotion of health and the
mitigation of human suffering through programs
administered by the Philippine Red Cross;
2. To organize emergency relief operations and other
such services to aid the sick and wounded of the
armed forces in time of armed conflict;
3. To perform all duties devolving upon the Philippine
Red Cross as a result of the adherence of the Republic
of the Philippines to the Geneva Convention;
4. To act in matters of voluntary relief and of
communication between the Republic of the
Philippines and their Armed Forces, and between
other countries, their Governments and people, and
the Armed Forced of the Republic of the Philippines.
5. To establish and maintain a system of national and
international relief in times of calamities.
6. To devise and promote services as may be found
desirable in improving the health, safety and welfare
of the people; and
7. To devise such means to make every citizen and/or
resident of the Philippines a member of the Philippine
Red Cross.
4. World Wide Fund for Nature –
Philippines (WWF-PHILIPPINES)
• has been working as a national organization
of the WWF network since 1997.
• As the 26th national organization in the
network, WWF-Philippines has successfully
been implementing various conservation
projects to help protect some of the most
biologically-significant ecosystems in Asia.
• WWF-Philippines works to improve
Filipino lives by crafting solutions to
climate change, providing sustainable
livelihood programs, and conserving the
country's richest marine and land habitats.
Mission:
To stop, and eventually reverse the accelerating
degradation of the Philippine environment – to build
a future where Filipinos live in harmony with nature.
Vision:
A Philippines where globally-significant biodiversity
is properly protected and harnessed to sustain life for
all and where species, habitats and resources form
part of a unique heritage that every Filipino is proud
of. WWF champions conservation in areas where
biodiversity matters the most.
5. Philippine Business for Social
Progress (PBSP)
• The largest business-led NGO at the
forefront of strategic corporate citizenship
and business sector leadership contributing
to sustainable development and poverty
reduction.
• Establishedin 1970, PBSP was the first in
Asia to lead the promotion and practice of
corporate social responsibility (CSR).
• Comprising more than 260 businesses,
PBSP operates nationwide programs in
education, health, livelihood and the
environment.
• PBSP had benefited 4.5 million Filipinos,
and assisted 6,200 development projects
through PHP 7 billion in grants and loans.
• PBSP was modeled after the Venezuelan
Dividendo Voluntario para la Comunidad, where
businesses allocate a certain percentage of their
profits to development projects.
• PBSP's projects have delivered assistance to
landless farmers, fishermen, rural workers,
urban poor and indigenous cultural
communities in the Philippines.
6. Kaibigan Ermita Outreach
Foundation, Inc.
• Founded in 1986, it is an independent,
non-profit, non-governmental
organization devoted to the care and
well-being of street children and urban
poor in different districts of Manila.
• It is fully registered with the Department
of Social Welfare and Development.
Range of Services:
a. Outreach Services
• Kaibigan’s outreach workers have become
familiar to hundreds of children on the streets of
Manila, offering guidance and assistance.
b. Education
• Kaibigan supports the education of approximately
400 children from the elementary grades through
to college. Non-formal education programs and
vocational training are also offered to the children
and their families.
c. Health Care
• Kaibigan ensures that the children under its care
receive adequate preventive and curative medical
attention.
d. Recreation
• To provide the children with a healthy and wholesome
respite from street life, Kaibigan undertakes a variety
of cultural and sporting activities such as creative
drama, drawing, swimming classes, summer camps,
field trips and Mini-Olympics.
e. Livelihood
• Kaibigan organizes income –generating activities such as
various cottage industries, a thrift shop, a small capital
assistance program and a choral group.
f. Learning Center
• Besides serving as its principal office and headquarters, the
Kaibigan Learning Center is used as a multipurpose facility.
g. Residence
In addition to the Learning Center, Kaibigan operates a
residence for distressed children, where many find food and
shelter from the hardships of the streets.
Philippine Community Organizers Society
(PhilCOS)
• an association of community organizers who are
engaged in direct or affiliated organizing.
• It emanated from a series of multilevel consultations
among community organizers from 1993 to 1995 to
develop a rural CO standard. It also responded to the
realization that community organizers had to
"institutionalize" themselves into an association that
would professionalize, promote and develop the fruits
of their labor as well as protect their welfare as COs.
Q28. COMPRISES THE CONNECTIONS
AMONG PEOPLE AND ORGANIZATIONS
OR THE SOCIAL INTERACTION NEEDED
TO MAKE THINGS HAPPEN.

B. Cultural Capital D.Built Capital
COMMUNITY ORGANIZERS
AND THEIR BASIC TASKS
• Thecommunity organizer (CO) is a vital
person in facilitating the whole community
organizing process.
• Community organizers generally assume
that social change necessarily involves
conflict and social struggle in order to
generate collective power for the
powerless.
• Community organizers work with and
develop new local leaders, facilitating
coalitions, and assisting in the
development of campaigns.
Community organizers should have:
• An understanding of development theories
and concepts and processes of CO.
• Good social and community relation skills
to promote social integration in the
community.
• An ability to work with other teams of
professionals.
• The knowledge and skills to enable
communities to access specialized
technical assistance in instances when this
is needed.
• Sensitivity to the local culture.
• Gender-sensitivity.
Questions to ask yourself as a CO:
• DoI talk to both men and women in the
community?
• Do I feel comfortable living in the community
with minimum amenities?
• Do I dress appropriately for community work?
• Am I sensitive to the culture of the people?
• Is my presence felt in the community?
CO BASIC TASKS:
1. Continuing Education
Task Verbs: Inform and Arouse
2. Consolidation and Expansion

Task Verbs: Organize and Spread
3. Mobilizing the Organization/

Community for Common Interest
Task Verbs: Assemble and Move
Q29. REFLECTS ACCESS TO POWER,
ORGANIZATIONS, AND CONNECTIONS
TO RESOURCES BOTH INTERNAL AND
EXTERNAL TO THE COMMUNITY.

B. Political Capital D.Financial Capital
ROLES OF A COMMUNITY
ORGANIZATION WORKER
1. Enabler
• Enabling the community to engage in
establishing goals, objectives, and setting
priorities (educate where to find resources).
2. Helper
• Helping community groups identify their
problems/needs and take effective action on
their planned goals and objectives to solve
their problems and meet their needs.
3. Initiator
• Initiatingaction through education,
demonstration, and other techniques
and strategies.
4. Broker
• Broker
between groups, the client
community and outside resources.
5. Guide
• Guiding the community groups in the
process
6. Advocate
• Advocating the just cause of any
disadvantaged groups, sector or
community as a whole.
7. Consultant
• Providing expert knowledge and
information to achieve planned goals
and objectives.
8. Intervenor/Mediator
• Interveningfor and on behalf of the
people for their participation and
involvement in the formulation of SW
programs and services to benefit them.
9. Planner
• Sits as planner for the social welfare/ social
services sector in planning bodies at the
B/M/P/R/N level development councils.
10. Researcher
• Makes research on current problems,
needs and issues as basis for action
planning.
Q30. WHEN ENGAGING IN COMMUNITY
ORGANIZING AS A SOCIAL WORKER, WHICH OF
THE FOLLOWING APPROACHES IS MOST ALIGNED
WITH THE PRINCIPLES OF EMPOWERMENT AND
SOCIAL JUSTICE?
A. Imposing pre-determined solutions on the community.
B. Acting as a spokesperson for the community without their involvement.
C. Facilitating collective decision-making and fostering community leadership.
D. Prioritizing the needs of specific individuals over the community as a whole.
TECHNIQUES OF A
WORKER
TECHNIQUE
•A technical method of accomplishing a
desired end or the manner in which certain
activities are executed based on the
mechanical or formal aspects.
1. Structuring
• Employs the use of suitable structures to engage
in problem-solving as council, committee, task
force, etc.
2. Situation Analysis
• Involves the breaking up of a problem situation,
or collection of data, exploring the content and
examining and setting forth aspects, issues and
relationships (4Ws).
3. Problem Analysis
• The process of looking into the causes of the
problem and their effects on those affected by it.
(Problem of underemployment: cause & effect)
4. Demonstration
• Toillustrate ways of dealing with certain social
problems which can be subsequently adopted for
similar uses by the community and other
communities.
5. Role Playing and Socio-drama
• Role Playing – acting out a situation which
would depict a problem or variety of problems
and their effects designed to change attitude and
thinking of the target audience from apathy to
concern.
• Socio-drama – a dramatic performance with
psychological overtones, attitudes, habits, and
thinking of the target audience to a desired
manner.
6. Use of Group Dynamics and Experiential
Learning in Training
• Experiential Learning – employs exposure of
trainees to a planned situation where they
experience a learning process (learning by doing:
hands-on training, practicum, etc.).
• Group Dynamics – interacting forces within a
small human group designed to change negative
values, attitudes and behavior to
promote/strengthen relationship.
7. Use of an Expert or Consultant
• No person has a monopoly of knowledge; hence, a CO
worker should utilize the knowledge and expertise of
others.
8. Formal Study
• To influence public opinion and motivate people to act on
certain community or national issues.
• Gathering and analyzing data in connection with current
issues or problems.
9. Use of Questions in Handling Group Discussion

Q31. IN COMMUNITY ORGANIZING, WHICH OF THE
FOLLOWING METHODS EMPHASIZES BUILDING
RELATIONSHIPS, FOSTERING TRUST, AND
EMPOWERING COMMUNITY MEMBERS TO
COLLECTIVELY ADDRESS THEIR CONCERNS AND
CREATE SUSTAINABLE CHANGE?
A. Top-down approach
B. Asset-based community development
C. Crisis intervention model
D. Professional-led advocacy
STRATEGIES OF A
WORKER
STRATEGY
• A tactic or careful plan or a method devised
to achieve a desired goal or a procedure
adopted by social workers to achieve a
goal.
1. Management of Power
• The CO worker uses this strategy by helping
create new centers of power in
communities where leadership is
indifferent and ineffective.
• CO worker may organize Community
Welfare Council if the barangay leaders are
ineffective.
2. Training of Leaders for their Role
Functions
• Training of indigenous leaders for their role
functions is an effective strategy in enabling
the community to be self-reliant and self-
managed.
3. Organizing People for Specific
Tasks, Roles and Functions
• People are organized to do specific tasks is
a strategy that facilitates the attainment of
goals and objectives.
• This is a forte of a CO worker.
4. Use of Conflict
• Popularized by Saul Alinsky.
• Used in communities where people are
apathetic towards their pressing problems
and needs when other strategies fail.
• Designed to awaken the people from their
lethargy and trigger the desired action on
their part to do something about their
community problem. (landless peasants)
5. Collaborative Strategy
• Based on the assumption of consensus or
common base of values and interests
among the parties in disagreement, and
that agreements can be obtained by
overcoming poor communication,
misinformation and inaction.
6. Campaign Strategy
• Applicablewhen people are not in
agreement on how an issue should be
resolved.
• Employs educating, persuading and
pressuring the recalcitrant into agreeing
with a group’s proposed solution/approach
to a major issue in the community.
(incompetent barangay official)
7. Contest Strategy
• Where there is dissension in crucial issues,
this strategy would apply to crystallize the
issues involved and to get majority
vote/support for one of the contestant’s
proposal which will be considered the
community’s adopted decision after the
voting.
8. Social Brokerage
• A strategy of Social Action.
• Employed when a problem threatens to be
explosive or disruptive and is diffused
through the CO worker’s intervention as a
broker with the involvement of relevant
groups and individuals who can diffuse a
crisis situation.
9. Use of Integrative Mechanisms to
Strengthen Organization
• Employs the integration of other group’s
efforts and support to strengthen the cause
another group or agency is espousing.
• Support may be in the form of expertise,
logistics, equipment, personnel, speakers
bureau or just a public announcement of
support.
10. Social Protests to Support Social
Movements
• Influencing change or modification of
policies, legislations, ordinances, programs,
and services deemed irrelevant, inadequate
or disadvantageous to the greater sector of
society.
11. Lobbying
• Interest groups attend committee meeting
of the legislative bodies and the legislation
sessions itself to show support or protest
against the passage of certain bills or some
of its offending provisions.
12. Use of Field Trip
• People learn through visuals and actual
experience (lakbay-aral).
13. Use of Volunteers

• Servicesin welfare agencies and their CO
work are often hampered by lack of
professional workers and adequate funding
hence, tap resources from the volunteers.
Q32. IN THE CONTEXT OF COMMUNITY
ORGANIZING, WHICH OF THE FOLLOWING
BEST DESCRIBES THE ROLE OF A SOCIAL
WORKER AS AN AGENT OF CHANGE?
A. Empowering community members and fostering their leadership.

B. Implementing pre-determined solutions without community involvement.
C. Serving as a spokesperson for the community without active engagement.
D. Promoting individual welfare over collective community interests.
CURRENT TRENDS: THE PLACE
OF CO IN THE GENERALIST
SOCIAL PRACTICE
• CO is a method workers use to bring together
people from a community who share common
interests and goals for addressing social
problems through collective action.
• The generalist social worker can pattern the
same generalist process with individual, families
and groups to structure community change
efforts, and can be easily applied to community
work.
Example of the Processes:
• Forming partnerships with community residents, LGU
and community elders.
• Articulating situations that interfere with the competence
of the community.
• Defining the purpose and direction of the change
strategies.
• Identifying community strengths.
• Assessing community resource capabilities.
• Framing solutions to address community challenges.
• Activating and mobilizing existing community resources.
• Creating alliances among and between formal and
informal community structures.
• Expanding opportunities in community institutions
through advocacy, policy changes and resource
development.
*The social worker needs to have advocacy skills if they are
to help social institutions become more responsive to the
needs of all people. The worker serves as an expert, an
enabler, a negotiator or whatever is needed by the people
who direct the change activity.
Q33. WHEN ENGAGING IN COMMUNITY ORGANIZING
EFFORTS, WHICH OF THE FOLLOWING METHODS IS MOST
EFFECTIVE IN PROMOTING SOCIAL JUSTICE AND
ADDRESSING SYSTEMIC INEQUITIES?
A. Working solely with individual community members on their immediate
needs.
B. Employing a top-down approach to impose predetermined solutions.
C. Focusing primarily on charity and providing direct assistance to community
members.
D. Collaborating with community members to identify systemic issues and
advocate for change.
LEGAL FRAMEWORK
Article II Declaration of Principles and State
Policies
Section 23. The State shall encourage non-governmental
community-based, or sectoral organizations that promote
the welfare of the nation.
Article III Bill of Rights
Section 8. The right of the people, including those
employed in the public and private sectors, to form
unions, associations, or societies for purposes not contrary
to law shall not be abridged.
• Article XIII, Sections 3, 15 and 16
• RA 7160, Section 17, No. 2:
(iv) Social welfare services which include programs and
projects on child and youth welfare, family and
community welfare, women’s welfare, welfare of the
elderly and disabled persons; community-based
rehabilitation programs for vagrants, beggars, street
children, scavengers, juvenile delinquents, and victims of
drug abuse; livelihood and other pro-poor projects;
nutrition services; and family planning services;
*In the code, the P/M/B GUs shall recognize and support
the existence and establishment of different community
organizations.
“THE FIRST RULE OF POWER
TACTICS IS THAT POWER IS NOT
ONLY WHAT YOU HAVE BUT
WHAT THE ENEMY THINKS YOU
HAVE.”
-SAUL ALINSKY
FOUNDER OF MODERN COMMUNITY
ORGANIZING
REFERENCES:
• Bosco, C.M.J. Community Organization as a Method of Social Work.
http://ignou.ac.in/upload/bswe-03-block1-unit-3-small-size.pdf
• Caldona, J. (2021). The Historical Development of Community Organization.
https://www.slideshare.net/JanicaCaldona/the-historical-development-of-
community-organization
• CO Multiversity. Research and Documentation.
https://comultiversity.tripod.com/cgi-bin/programs.htm
• Devex (2023). World Wide Fund for Nature Philippines (WWF-Philippines).
https://www.devex.com/organizations/world-wide-fund-for-nature-
philippines-wwf-philippines-116368
• EMpower (2021). Global Reach: Grantee Partners.
https://empowerweb.org/global-reach/country/philippines/zone-one-tondo-
zoto
• Florida, F.J. (2022). Community Organization.
• Freire Institute (2023). Concepts Used by Paulo Freire.
https://www.freire.org/concepts-used-by-paulo-freire
• Give2Asia (2023). Philippine Business for Social Progress (PBSP).
https://give2asia.org/pbsp/
• Jaspa, P. (2022). Community Organization: Scope and Process.
https://www.slideshare.net/PurshottamJaspa/scope-and-process-of-community-
organization
• Kishan, R. (2023). Saul Alinsky and His Work as a Community Organizer.
https://www.socialworkin.com/2023/04/saul-alinsky-and-his-work-as-
community.html
• Official Gazette (2013). The Philippine Red Cross.
https://www.officialgazette.gov.ph/featured/ph-red-cross/
• Pangandaman, C. (2019). Community Organizing.
https://www.slideshare.net/CashmirPangandaman/community-organizing-
193767127
• Peter, A. (2020). Phases of Community Organization.
https://www.slideshare.net/AnjanaPeter2/phases-of-community-organisation
• Raneses, K. (2022). Community Organizing. Printed Review Copy
• School for Field Studies (2023). Community Resource Management.
https://fieldstudies.org/environmental-issues/community-resource-management/
• Torio, K. (2014). Community Organizing Participatory Action Research.
https://www.slideshare.net/KriszyTorio/community-organizing-participatory-
action-research
• Vesagas, R. N. (2016). Community Organization.
https://www.slideshare.net/richienicolevesagas/community-organization-66254629
• Wikipedia (2023). Community Organization.
https://en.wikipedia.org/wiki/Community_organization#:~:text=In%201
967%2C%20Murray%20G.,and%20practices%20within%20a%20commu
nity.
• Wikipedia (2023). Philippine Business for Social Progress (PBSP).
https://en.wikipedia.org/wiki/Philippine_Business_for_Social_Progress
• Wikipedia (2023). Philippine Red Cross.
https://en.wikipedia.org/wiki/Philippine_Red_Cross
• Wordpress. About the Haribon Foundation.
https://goharibon.wordpress.com/about-the-haribon-foundation/
• Zuno, D. Kaibigan Ermita Outreach Foundation.
https://danilozuno.tripod.com/KaibiganErmitaOutreachFoundation.htm
• http://kaibiganfoundation.weebly.com/community-organization-
program-cop.html
TIPS AND
TECHNIQUES IN
PASSING & TOPPING
THE SWLE
1. Know the basics.
2. Make a study
plan and schedule.
3. Skim through
all your notes.
4. Always take down
notes during every
review session.
5. Read notes
whenever you are
available.
6. Pray. Pray. Pray.

SW III With FI III COMMUNITY ORGANIZATION

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

SW III With FI III COMMUNITY ORGANIZATION

Uploaded by

Copyright:

Available Formats

Nevien Siquira Mariz Dandoy, Cum Laude, RSW, 2nd Placer September 2022 SWLE

• C.O. as Macro Method • Programs Using the C.O.

• Models of C.O. • Legal Framework

• Based on the levels of interaction, there are 3 types:

1. Primary Community – when people “touch

 Charity Organization Society

 American Association for Community Organization

 Community Chests are voluntary welfare agencies and

In the rebellions and uprisings in the course of our

A. Rural and Urban

• Education (Community schools, coaching centers, Moral

• Community Organization in Rural Areas

• Community Organization in Urban Areas

SOURCES of Power in a Democracy:

Debriefing – an evaluation that follows a specific activity.

1. To raise awareness of individual, parents

3. To help individual articulate their needs

a. Community organizing training and

c) The resources of the community are

A method of social work. A program for a planned change.

Emphasizes the processes. Emphasized the end or goals.

People’s participation is People’s development is

Planning is initiated by the Planning is carried out by an

Differs from people to people

• To assist families to verbalize and

• To assist the people to make

6. To help the community choose

• To involve the residents by actual

• To awaken the participants to the importance

A. Participation for material incentives

Change Victims of Mobilize people

Expert Data Collect data;

• SA – the planner sees the community as

A. Social Functioning C. Self-sufficiency

A. Social Capital C. Natural Capital

A. Social Capital C. Natural Capital

A. Social Capital C. Natural Capital

2. Consolidation and Expansion

3. Mobilizing the Organization/

A. Social Capital C. Natural Capital

9. Use of Questions in Handling Group Discussion

13. Use of Volunteers

A. Empowering community members and fostering their leadership.

You might also like