National Service Training Program Civic Welfare Training Service 2 (NSTP - Cwts 2)

NATIONAL SERVICE TRAINING
PROGRAM CIVIC WELFARE TRAINING

SERVICE 2 (NSTP – CWTS 2)
Welcome
to
Divine Word College of
Calapan
Welcome
to
NSTP
ACADEMIC YEAR 2020-2021
DWCC VISION
A globally competitive
institution faithful to the teachings
and the
of traditions
Catholic Church working
together towards the total
development of the person following
the examples of St. Arnold Janssen
and St. Joseph Freinademetz.
MISSION
To develop and enhance
the capabilities of the person to
become Witness to the Word and
responsive to the demands of the
society.
GOALS
 Global Competence
 Cultural Preservation
 Academic
Excellence
 SVD Spirituality
CORE VALUES
 Integrity
 Social Responsibility
 Evangelization
 Excellence
Divine Word College of Calapan
Organizational Structure
Organizational Structure
PRESIDENT
College Chaplain
Assistant Chaplain
VP for Academic VP for Finance

VP for
Administration Affairs
NSTP
DIRECTOR
Secretary
CWTS Coordinator LTS ROTC

Coordinator Coordinator
FR. CRISPIN A. CORDERO , SVD
PRESIDENT
FR. VICENTE D. CASTRO JR. ,
SVD
VICE PRESIDENT FOR ADMINISTRATION
FR. TIMOTEUS GAMPUR, SVD
VICE PRESIDENT FOR FINANCE
FR. RENATO L. MALBOG ,
SVD
SCHOOL CHAPLAIN / CES DIRECTOR
FR. ALAN ROBERT MEECHAN ,
SVD
ASSOCIATE SCHOOL CHAPLAIN
DR. ALELI C. DUGAN , CPA
VICE PRESIDENT FOR ACADEMIC
AFFAIR
MR. EDWIN T. ESCOSORA ,
LPT
NSTP DIRECTOR
JENNETH D. MENOR, LPT
SECRETARY
MS. JOVIE ROSE D. MASONGSONG
ROTC Coordinator
MS. QUENNIE BANDALARIA
CWTS Coordinator
MS. DIANA KYTH P.
CONTI
LTS Coordinator
1987 CONSTITUTION
ARTICLE II
Section 13. The State recognizes the

vital role of the youth in nation-
building and shall promote and
protect their physical, moral,
spiritual, intellectual, and social well-
being. It shall inculcate in the youth
patriotism and nationalism, and
encourage their involvement in
public and civic affairs.
1987 CONSTITUTION
ARTICLE II
Section 4. The prime duty of

the Government is to serve and
protect the people. The Government
may call upon the people to defend
the State and, in the fulfillment thereof,
all citizens may be required, under
conditions provided by law, to render
personal, military or civil service.
RA 9163 (NSTP Law)
Article IV
Coverage
Section 5. Students, male and female, of

any baccalaureate degree course
in public and private educational
institutions shall be required to
complete one (1) of the NSTP
components as requisite for
graduation.
ROTC
LT
S
CWTS
Section 8. .... for DMST (ROTC)
previously approved and activated
shall retain the status regardless
of the number of cadets.....
Section 9. CWTS and LTS as
NSTP program components shall
be undertaken for an academic
period of two (2) semesters. It shall
be credited for three (3) units per
semester for fifty- four (54) to ninety
(90) training hours per semester.
DWCC NSTP Course Description
•specifically in defending the security of the state

To become responsible citizen,
requires gradual transformation through proper tra
of the students in the tertiary level. This is the essenc
R.A 9163 or the National Service Training Prog
(NSTP) Act of 2001.
What could be expected from you after this NSTP 1:
1. Have a clear concept of NSTP Law

2. Demonstrate skills in Disaster and First Aid
management.
3. Being a more Filipino - disciplined, peace-loving,
and
law-abiding citizen.
4. Develop leadership skills, Filipino Values,
and generosity.
5. Develop the value of volunteerism
6. Contribute to nation-building
7. Possess the character of a true Divinista
GRADING SYSTEM
1st Semester:
Attendance and Participation–--- 30%

Mid-Term – ----------------------------20%
Final Exam ----------------------------20%
Written Output-------------------------
30%
OUR SCHEDULE:
SATURDAY 8:00 AM - 12:00

NOON
OUR MODE OF LEARNING:
- through this LMS (module, zoom, messages)

- feel free to ask questions, inquire, clarify things, suggest
- our GC is another option for communication
- we will try also our best to accomodate you in sms if it
is only your option
- email/gmail is also another option
REQUIREMENTS OF THE COURSE
 ATTENDANCE and PARTICIPATION
- You are allowed only to make three absences (excuse
or unexcuse)
 EXAMS (MIDTERM & FINAL)
 OUTPUTS - seatwork, reflection, learning journal, pictures

(before & after)
**other details regarding exams and passing of your

outputs will be explain later.
THANK YOU....
KEEP SAFE EVERYONE

Overview of NSRC: Review of
Framework
Developed by
OFFICE OF CIVIL DEFENSE, Region 5

Department of National Defense
Camp Gen S A Ola, Legazpi City
BERNARDO R. ALEJANDRO IV
Regional Director, OCD5
Chairperson, RDRRMC5
Presented by
F M Dapena, Sr. Training Officer & Head Training Unit-OCD5
Outline of Presentation:
1. Historical and Legal Framework
2. Mission, Functions and Composition of the

NSRC
3. Provisions of RA 10121 focusing on

NSTP- NSRC
4. NSRC Implementing Guidelines and

Procedures
1. Historical and Legal Framework:
There have been several legal

precedents to the National Service
Training Program (NSTP) Act of
2001. These include:
1. Commonwealth Act No. 1,
otherwise known as the
National Defense Act of
1935, was enacted by the
National Assembly on
December 21, 1935 during
the administration of
President Manuel L.
Quezon. It provided for
obligatory military service for Pres. Manuel L. Quezon
all male citizens of ages 18-

30.
At present there is no conscription,
(mandatory enlistment of citizens in the
military service to fight for their country), but
conscription remains a possibility as Section 4,
Article 2 of the Philippine Constitution
states:
2. Section 4, Article 2, Constitution of
the Philippines:
4. The prime duty of the

“Section
Government is to serve and protect the
people. The Government may call upon the
people to defend the State
and, in the fulfillment thereof, all
citizens may be required, under
conditions provided by law, to render
personal, military or civil service.”
3. Article 2, Section 13 Philippine
Constitution:
“The State recognizes the vital role of the youth

in nation building and shall promote and protect
their physical, moral, spiritual,
intellectual and social well-being. It shall
inculcate in the youth patriotism and and
nationalism, encourage their
involvement in public and civic affairs.”
4. Presidential Decree No. 1706,
otherwise known as the National
Service Law was signed by
President Ferdinand E. Marcos on
August 8, 1980. It made national
service obligatory for all
Filipino citizens and specified
three (3) categories of national
service: Civic Welfare Service; Pres. Ferdinand Marcos
Law Enforcement Service; and
Military Service.
5. Republic Act 7077, otherwise known as
the Citizens’ AFP Act , was enacted by the 8th
Congress of the Philippines on June 27,
1991. This reservists act provided for the
organization, training and utilization of
reservists, referred to in the Act as “citizens
soldiers”
The primary pool of manpower for the

reservists organization are graduates of ROTC,
basic and advanced courses.
Citizens’ Soldiers
6. Republic Act No. 9163 otherwise
known as the National Service Training
Program (NSTP) is a training program for
national service, wherein both male and
female college students of any
baccalaureate degree course or
technical vocational course in public or
private educational institutions are
obliged to undergo any of the three
components for an academic period of
two semesters.
❑ Reserve Officers’ Training Corps
(ROTC)
This program component is designed to

provide education and training for students
to mobilize them for national defense
preparedness.
❑ Literacy Training Service (LTS)
This program component is

designed to train students
teaching literacy and numeracy
on and out-of
skills to develop school children
school youths.
❑ Civic Welfare Training Service (CWTS)
This program component is

designed to provide students with
activities contributory to the general
welfare and betterment of life of the
members of the community
especially those developed to
improve social welfare services.
❑ In all these three (3) NSTP
program
components,
given emphasis* CITIZENSHIP training is
❑Love for Country – abide by its laws

❑Love for Countrymen – respect rights of
others and help promote the common good
❑Love for Environment and its

Resources – sustainable use of
resources in favor also of the the young and
unborn Filipinos.
*Section 4, RA9163
7. RA10121 mandates NSRC reservists to be
organized, developed, trained and mobilized
for DRRM and for other purposes
provided for under RA9163
For the above purposes,

through NDRRMC
CHED and OCD
TESDA formulated
in collaboration
: with
NSRC Implementing Guidelines

and Procedures
2. Mission, Functions and Composition of NSRC
Mission of the NSRC
To provide a trained, motivated and organized

manpower reserve that can be tapped by the State for:
❑ DRRM;
❑ Civic Welfare;
❑ Literacy;
❑ National Emergency;
❑ Environmental Protection; and
❑ Other similar endeavors in the service of
the nation.*
*Section 5(a), IGP-NSRC

Literacy
Environmental Protection & Civic Welfare
Disaster Risk Reduction

Functions of the NSRC
1. To assist in disaster preparedness,
mitigation, response and rehabilitation
programs
2. To serve as auxiliary in the DRRM
councils’ response units
3. To assist in the promotion of civic
welfare activities
4. To assist in the implementation of the
literacy program
5. To assist in the socio-economic
development
6. To respond in case of mobilization
for national emergency
7. To assist in environmental protection
8. To perform other similar endeavors
as directed by DRRM authorities
Every year, more than 1
million new nsrc reservists
are ready to participate in
development activities
Composition of the NSRC:
❑The NSRC shall be composed of the
graduates of CWTS and LTS components of the
NSTP.*
*Section 5, IGP-NSRC
3. Provisions of RA 10121 focusing on NSTP-NSRC
❑Section 14, RA 10121 – calls for the

integration of DRRM, among others, in the
NSTP curricula
❑ Section 1, Rule 9 – RA10121 provides:
“A national roster x x x of NSRC under

RA9163 x x x shall be maintained by
OCD through LDRRMOs.
❑Under RA10121, NSRC Reservists are
considered as Community Disaster
Volunteers who are mandated to assist* in the
four (4) thematic areas of disaster management,
namely:
1. Disaster Prevention and Mitigation;

2. Disaster Preparedness;
3. Disaster Response; and
4. Disaster Recovery and Rehabilitation
*Section 5(b), IGP-NSRC

How shall we tap NSRC Reservists for
DRRM, Civic Welfare, Literacy, National
Emergency and Environmental Protection?
4. NSRC Implementing Guidelines and Procedures
1. Organize NSRC Reservists
2. Train and Develop NSRC Reservists
3. Administer NSRC Reservists

4. Mobilize NSRC Reservists
5. Operate NSRC Reservists
6. Protection and Funding for NSRC

Reservists
7. Accreditation of NSRC Reservists

School-Based NSRC Unit Organization
School NSRC Group
Headquarter Group -
Leader
Asst. Group
Leader
Admin Logistics Information Operations Training

Officer Officer Officer Officer Officer
NSRC Sections
Section Leader Mim. Of 5
sections per group
Asst.Section Leader
Admin and Community Operation/

Logistics Relations Training
1 – Team
(Min. Of 3 teams pers 1 – Asst. Team
Leader
section) NSRC Teams Leader
8-12 - members
School-Based NSRC Organization
Office of School President
NSRC School Directorate Office
School NSRC Group
NSRC Sections
NSRC Teams
Administration of NSRC Reservists:
❑OCD to maintain centralized NSRC
database
❑OCD shall issue orders of assignment,
reassignment, designation and awards
to NSRC reservists
❑ OCD shall formulate system
promotion, awards, training of
schooling and career developmentand
system*
Mobilization of NSRC Reservists:
❑Mobilization – is the official act of
calling upon NSRC reservists to report to their
respective mobilization centers to perform duty
as disaster responders and other DRRM tasks*
*Section 3(l), IGP-NSRC

❑ In times disasters, school-based
NSRCof reservists of legal age may be
mobilized for disaster response by OCD in
coordination with HEIs/TVETs*

❑The HEIs/TVETs may also mobilize their NSRC
reservists to perform duty as disaster responders
and perform other DRRM tasks on condition that
the school
shall provide the necessary administrative and
logistics requirement such as insurance,
food and other benefits under RA10121*

*Section 8, RA9163
❑ Additional insurance and
protection
logistics, shall be provided by NSRC
LDRRMC where reservists are
deployed as disaster responders*
* Section 10, IGP-NSRC

❑To facilitate NSRC mobilization,
individual NSRC reservists are required to
physically register in their barangay of
residence and shall secure a barangay
certification which will be a requirement for
graduation*
Training of NSRC Reservists on DRRM:
1. Integration of DRRM in the school
curricula of the secondary and tertiary levels
of education including, NSTP whether
public or private x x x”*
2. Organizing, training and equipping quick

response groups from NSRC reservists
who will be utilized as first disaster
responders in the school campuses**
*Section 1, Rule 9-RA10121

3. Disaster Reduction, Preparedness,
Response and Recovery Trainings**
4. Other DRRM capability-building

trainings***
*Section 1, Rule 9-RA10121;**Section 5, IGP-NSRC

***Section 3, Rule 9-RA10121
❑Who shall be directly responsible in the
conduct of DRRM training of trainers (TOT)
for school-based NSRC Reservists?
The HEIs/TVETs shall organize and

conduct and allocate funds for training
of school-based NSRC in accordance with
NSRC training system and guidelines
set forth by OCD.*
❑ Core NSRC trainers shall be
organized
of and trained from among school- based
NSRC reservists by OCD, CHED, TESDA
and DILG thru HEIs/TVETs x x x.”*
Section 8(j), IGP-NSRC

NSRC Utilization:
❑The NSRC Reservists and units shall be utilized

in accordance to PDRRM Act of 2010
(RA10121) and the NSTP Act of 2001 (RA9163)
which include but not limited to the following:
1. DRRM: Mitigation, Preparedness,

Response, Relief and Rehabilitation
2. Environmental Protection/Preservation
and Rehabilitation
3. Civic Welfare and Literacy Activities
4. Other tasks needed to

address
emergencies/calamities/crises.
Operation of NSRC Reservists/units*:
❑OCD thru NNDO shall formulate

Standard Operating Procedures for the over-all
and specific operation of the NSRC
reservists/units

❑ O C D shall closely supervise the conduct of
NSRC operations nationwide using NSRC
standard operating procedures x x x.”
❑OCD shall conduct periodic operational

exercises to evaluate to evaluate the
operational capability of NSRC units at all
levels.
❑School-based NSRC reservists shall be
utilized as first disaster responders in their
respective school campuses and immediate
vicinities.
❑The officials of HEIs and TVETS

have the primary responsibility in the
utilization of the school-based NSRC units
as first disaster responders in their
respective school campuses and immediate
vicinities.
❑ There shall be NSRC School
Directorate Office in every under
CHED and TVET under HEI TESDA that will
be in-charge in the development,
training, organization, equipage and
administration of school-based NSRC
reservists.
Protection of NSRC Reservists:
❑ The protection of school-based

NSRC
and utilization
reservists during including DRRMdeployment
mobilization, practical
training and exercises shall be
responsibility of the school. The school
the shall provide
insurance, logistics and other benefits
including hospitalization*

Accreditation of DRRM Training
Organizations for NSRC:
❑The procedures, qualifications, processes, criteria
and other requirements for the accreditation of
Training Organizations and certification for individual
trainers for NSRC shall be prescribed by OCD, CHED,
TESDA, DND and DILG.*

❑ All government agencies mandated
and involved in the conduct of DRRM
training shall be qualified for
accreditation as a training
organization for NSRC reservists and
units.*
❑ Only competent and

authorized
from accredited shall
organizations/institutions
trainers be
training
allowed to conduct DRRM training
activities*
Accredited training organizations for
NSRC shall be registered with SEC/DTI*
Impliedly, two (2) certificates must be

presented by the accredited
organization and its DRRM trainers:
❑ Certificate of Accreditation issued by

OCD
❑ Certificate of Registration issued by
either SEC or DTI

Funding of the NSRC
Reservists/Units:
Funds needed for the organization
and utilization of school-based NSRC
reservists shall be charged from
school/training institution funds. x x x The
HEIs/TVETS may coordinate with the
LDRRMC for use of the DRRM
resources for a joint conduct of
training activities for disaster
response.*
*Ibid.
Evaluation and Submission of Reports:
❑OCD shall conduct periodic evaluation of NSRC

units to ensure their operational capability for
DRRM response.
❑CHED and TESDA shall submit NSRC

reports to OCD every last day of the month of
each quarter, semester and year.
❑ OCD shall consolidate all
NSRC reports and submit the
same to NDRRMC on a
quarterly/semestrally/yearly basis .
❑The over-all RESPONSIBLE agency in the
implementation of NSRC program is the
OFFICE OF CIVIL DEFENSE*
SALAMAT PO SA INYONG
TIYAGA
florman1949@yahoo.com 09072746954
Qualities of a Leader
Character
Never “for the sake of peace and quiet”

deny your experience or convictions.
Dag Hammaskjold
Character
• Character is More than Talk
• Talent is a gift, but Character is a Choice
• Character brings lasting success with
people
• Leaders cannot rise above the
limitations
of their character
John Maxwell
Character
• Bill Lear story
• Adversity is a crossroads that makes a
person choose one of two paths: Character
or Compromise.
• Leader not only stays above the line
between right or wrong, he stays clear
of the “gray areas”.
John Maxwell
Charisma
I have yet to find the man, however exalted his
station, who did not do better work and put forth
greater effort under a spirit of approval than
under a spirit of criticism.
Charles Schwab
Charisma
• Love life
• Put 10 in every persons
head
• Give people hope
• Share yourself
John Maxwell
Roadblocks to Charisma
• Pride – nobody wants to follow a leader who thinks he is
better than everybody.
• Insecurity – If you are uncomfortable with who you are,
others will be too.
• Moodiness – If people never know what to expect from
you, they stop expecting anything.
• Perfectionism – People respect the desire for excellence,
but dread totally unrealistic expectations.
• Cynicism – People don’t want to be rained on by
someone
who sees a cloud around every silver lining
John Maxwell
Commitment
He who has done his best for his own

time has lived for all times
Johann von Schiller
Commitment
• Commitment starts in the Heart
• Commitment is Tested by Action
• Commitment Opens the Door to
Achievement
John Maxwell
Commitment
FOUR KINDS OF PEOPLE
• Cop-outs – People who have no goals and do not
commit.
• Holdouts – People who don’t know if they can
reach their goals, so they’re afraid to commit.
• Dropouts – People who start toward a goal but
quit when the going gets tough.
• All-outs – People who set goals, commit to
them,
and pay the price to reach them. John Maxwell
Commitment
• Law of But-In states, people buy into the
leader, then the vision
• Michael Jordan – The heart is what
separates the good from the great.
• Edison Method – Make your plans public,
and you might be more committed to
following through with them.
John Maxwell
Communication
Educators take something simple and make it

complicated. Communicators take
something complicated and make it simple
John C. Maxwell
Communication
• Simplify your message
• See the Person
• Show the truth
• Seek a Response
• Be Clear as a Bell
• Refocus your
Attention
• Live your Message John Maxwell
Competence
Competence goes beyond words. It’s the leader’s

ability to say it, plan it, and do it in such a way that
others know that you know how – and know that they
want to follow you.
John Maxwell
Competence
• Show up Everyday
• Keep Improving
• Follow through with Excellence
• Accomplish More Than Expected
• Inspire Others
John Maxwell
Competence
• Benjamin Franklin – Hide not your talents.
They for use were made. What’s a sundial
in the shade?,
• They don’t show up in body only. They
come ready to play every day.
• The person who knows how will always
have a job, but the person who knows
why will always be the boss.
John Maxwell
Courage
Courage is fear that has said its

prayers
Karl Barth
Courage
• Courage Begins with an Inward Battle
• Courage is Making Things Right, Not just
Smoothing Them Over
• Courage in a Leader Inspires Commitment
from Followers
• Your Life Expands in Proportion to your
Courage
John Maxwell
Courage
• Leaders willingness to take risks
• Courage deals with principle, not
perception
• Dedication to potential must remain
stronger than your desire to appease
others
John Maxwell
Discernment
Smart leaders believe only half of what they hear.
Discerning leaders know which half to believe.
John Maxwell
Discernment
• Discover the Root Issues

• Enhance your problem solving
• Evaluate your options for maximum
impact
• Multiply your opportunities
• Analyze past successes
• Learn how others think
• Listen to your gut
John Maxwell
Focus
If you chase two rabbits, both will escape
Unknown
Focus
• Focus 70 percent on Strengths

• Focus 25 percent on New Things
• Focus 5 percent on Areas of
Weakness
John Maxwell
Focus
• Leader who knows his priorities but lacks
concentration knows what to do but
never gets it done.
• Spend more time on what they do well
than
on what they do wrong.
• In Leadership, if you’re through growing,
your through.
• Create an edge
John Maxwell
Generosity
No person was ever honored for what he received.
Honor has been the reward for what he gave.
Calvin
Coolidge
Generosity
• Be grateful for Whatever You Have
• Put People First
• Don’t Allow the Desire for Possessions
to
Control You
• Regard Money as a Resource
• Develop the Habit of Giving
John Maxwell
Generosity
• Generosity rises out of contentment, and
doesn’t come with acquiring more.
• Money is a servant but a terrible master.
• Richard Foster – “Just the very act of
letting go of money, or some other
treasure, does something within us.
It destroys the demon greed”
John Maxwell
Initiative
Of all the things a leader should fear,

complacency should head the list.
John Maxwell
Initiative
• They Know What They Want
• They Push Themselves to Act
• They Take More Risks
• They Make More Mistakes
• Change your Mind-set
• Don’t Wait for Opportunity to
Knock
• Take the Next Step John Maxwell
Initiative
• You can if you will
• Initiators don’t wait for other people to
motivate them
• Robert Kennedy- “ Only those who dare to
fail great can ever achieve greatly”.
• Napoleon Hill – “ The starting point of
all achievement is Desire”.
John Maxwell
Listening
A good leader encourages followers to tell him
what he needs to know, not what he wants to hear.
John Maxwell
Listening
• Listen to your Followers
• Listen to your Customers
• Listen to your
Competitors
• Listen to Your Mentors
• Meet People on their Turf
• Listen Between the Lines
John Maxwell
Listening
• Before a Leader can touch a person’s
heart, He has to know what’s in it. He
learns that by listening
• “Listen to the whispers and you won’t hear
the screams”.
• Good leaders always make it a priority
to keep in contact with the people
they’re serving.
John Maxwell
Passion
Anyone can dabble, but once you’ve made

that commitment, your blood has that
particular thing in it, and it’s very hard for
people to stop
Bill Cosby
Passion
• Passion Is the First Step to Achievement

• Passion Increases your Willpower
• Passion Changes You
• Passion Makes the Impossible Possible
• Return to Your First Love
• Associate With People of Passion
John Maxwell
Passion
• Weak desire brings weak results, small
fires creates little heat.
• The stronger your fire, the greater
the desire-and the greater the
potential.
• A leader with great passion and few
skills always outperforms a leader with
great skills and no passion.
John Maxwell
Positive Attitude
The greatest discovery of my

generation is that human beings can
alter their lives by altering their
attitude of mind
William James
Positive Attitude
• Your Attitude is a Choice
• Your Attitude Determines Your Actions
• Your People Are a Mirror of Your Attitude
• Maintaining a Good Attitude is Easier Than
Regaining One
• Feed yourself the Right Food
• Achieve a Goal Everyday
• Write it On your Wall
John Maxwell
Positive Attitude
• Dennis Waitley – The Winner’s edge is
not in a gifted birth, high IQ or in talent. -
Attitude not Aptitude
• Your attitude is crucial because it
determines how you act.
• Chris Evert – The thing that separates good
players from great ones is mental attitude
John Maxwell
Problem Solving
You can measure a leader by the

problems he tackles. He always
looks for ones his own size.
John Maxwell
Problem Solving
• They Anticipate the Problems
• They Accept the Truth
• They See the Big Picture
• They Handle One Thing at a Time
• They Don’t Give Up a Major Goal
When They’re Down
John Maxwell
Problem Solving
• T ime – Spend time to discover the real issue

• E xposure – Find out what others have done
• A ssistance – Have your team study all
angles
• C reativity – Brainstorm multiple solutions
• H it it- Implement the best solution
John Maxwell
Relationship
People don’t care how much you

know, until they know how much you
care.
John Maxwell
Relationship
• Have a Leader’s Head – Understand
People
• Have a Leader’s Heart – Love People
• Extend a Leader’s Hand – Help
People
John Maxwell
Relationship
• They like to feel special, so sincerely compliment
them.
• They want a better tomorrow, so show them
hope.
• They desire direction, so navigate for them.
• They are selfish, so speak to their needs first.
• They get low emotionally, so encourage them.
• They want success, so help them win.
John Maxwell
Responsibility
If You won’t carry the ball, You can’t

Lead the Team.
John Maxwell
Responsibility
• They Get The Job Done
• They Are Willing to Go the Extra
Mile
• They Are Driven by Excellence
• They Produce Regardless of the
Situation
John Maxwell
Responsibility
• No one can do the minimum and reach his
maximum potential.
• If you want to succeed, be willing to
put the organization ahead of your
agenda.
• It’s priceless to find a person who will
take responsibility, who will finish and
follow through to the final detail.
John Maxwell
Security
No man will make a great leader who

wants to do it all himself or get all the
credit for doing it.
Andrew Carnegie
Security
• Insecure Leaders have several common
• traits:
• They Don’t Provide Security
• They Take More From People Than They
• Give
• They Continually Limit Their Best People
• They Continually Limit the Organization
John Maxwell
Security
• Only secure leaders give powers to others.
• Leaders make his followers feel good
• about themselves.
• Don’t let insecurity prevent you from
• reaching your potential.
John Maxwell
Self Discipline
The First Person You Lead Is You.
John Maxwell
Self Discipline
• Develop and Follow Your Priorities
• Make a Disciplined Lifestyle Your Goal
• Challenge Your Excuses
• Remove Rewards Until the Job Is Done
• Stay Focused on Results
John Maxwell
Servanthood
To Get Ahead, Put Others First
John Maxwell
Servanthood
• Puts Others Ahead of His Own Agenda
• Possesses the Confidence to Serve
• Initiates Service top Others
• Is Not Position Conscious
• Serves Out Of Love
John Maxwell
Servanthood
• Stop lording over people, and start
listening to them.
• Stop role-playing for advancement, and
start risking for others’ benefit.
• Stop seeking your own way, and start
serving others.
John Maxwell
Teachability
To Keep Leading, Keep

Learning.
John Maxwell
Teachability
• Cure Your Destination Disease
• Overcome your Success
• Swear Off Shortcuts
• Trade In Your Pride
• Never Pay Twice for the Same
Mistake
John Maxwell
Teachability
• For everything you gain, you lose something-
Togain growth, give up your pride.
• The Greatest mistake one can make in life is to
be continually fearing you will make one. –
Elbert Hubbard
• As long as you’re green, you’re growing.
As
soon as your ripe, you start to rot – Ray Kroc
John Maxwell
Vision
You Can Seize Only What You Can See
John Maxwell
Vision
• Vision Starts Within

• Vision Draws on Your History
• Vision Meets Others’ Needs
• Vision Helps You Gather
Resources
John Maxwell
Vision
• The Inner Voice
• The Unhappy Voice
• The Successful Voice
• The Higher Voice
John Maxwell
Look For the Leader Within the
Person
Person
• Positiveness
The Ability to work with and see people and
situations in a positive way.
• Servanthood
The willingness to submit, play team ball,
and follow the leader.
• Growth Potential
A hunger for personal growthand
development; the ability to keep growing as the
job expands.
John Maxwell
Developing Leaders Around You
Person
• Follow-through
The determination to get the job done
completely and with consistency.
• Loyalty
The willingness to always put the
leader and
the organization above personal desires.
• Resiliency
The ability to bounce back when
problem John Maxwell
arise. Developing Leaders Around You
Person
• Integrity
Trustworthiness and solid character; consistent
words and walk.
• Big picture mind-set
The ability to see the whole organization and all
of its needs.
• Discipline
The willingness to do what is required regardless
of personal mood.
• Gratitude
An attitude of thankfulness that becomes a way
life. of John Maxwell
Developing Leaders Around You
Basic Community
Organization Process
DWCC, NSTP-CWTS 2 January 30, 2021

The Guiding Principles of
Community Organizing
□ Go to the people and live among the
people
□ Learn, plan and work with the people
□ Start from where the people are in their
development
□ Teach by learning first from the people
□ Integrative and holistic approach
□ Cumulative and continuous
The Community Organizing Process
The Community Organizing Process
Step
Stage
1. Entry into the community
3. Leadership identification,
2. Social investigation AWAKENIN
mobilization and core
G
group
STAGE
formation
4. Problem identification,
analysis and priority setting
5. Goal setting
6. Implementation and
EMPOWERMENT
mobilization
STAGE
7. Monitoring and
evaluation
8. Organizing building and INSTITUTIONALIZATION/
development EXPANSION
9. Turn-over and phase- STAGE
out
I. ENTRY TO THE COMMUNITY
The decision to enter a community and establish a
helping/working relationship with the people
should be based on the following:
a. initial dialogues with formal and
informal
leaders and some community members.
b. the identification of social problems
and needs around which the organizing process
can start.
c. the Community’s desire for the need for
change and its willingness to work the
with community’s organizer to the
bring about desired change/s.
Initial impressions can either
facilitate or hinder the achievement
organizing of goals. The following
guidelines are suggested in entering a
community:
a. Recognize the role and position of
local authorities by paying them
visit and a them of
informing
presence and objectives.
your
b. In your personal appearance, speech

and behavior, adopt a life-style that
keeps us with that of the community.
c. Choose a modest dwelling which is open
to the majority of the poor in the
community.
d. Avoid raising expectations by adopting
a low key approach and profile.
Avoid establishing a commercial
relationship.
II. INTEGRATION WITH THE PROFILE
➢integration is establishing rapport with

the people.
➢the organizer tries to immerse
himself or herself in the community.
Some suggested activities to facilitate
integration:
a. Participate in direct production
activities
of the people
b. Conduct house to house visits.
c. Seek out and converse with the
people
where they usually congregate
Some suggested activities to facilitate
integration:
d. Lend a hand in household chores
e. Avoid gambling and too much drinking.
✓The process of integration should make the community

organizer learn to respect the people’s strength to
struggle, their values and lifestyle.
III. SOCIAL INVESTIGATION/COMMUNITY STUDY
Social Investigation (S.I.) → process of

systematically learning and analyzing the various
structures and forces in the
community,
economically, politically and socio-culturally.
Community Study → draws a clearer picture of the

community and is a long phase and process.
III. SOCIAL INVESTIGATION/COMMUNITY STUDY
Objectives of Social
Investigation/Community study:
a. To gather data on geographic,
economic, political
and socio-cultural situation of the
community.
b. To identify the classes and sectors
present in the
community.
c. To determine the correct approach and
method of organizing.
IV. PROBLEM/ISSUE IDENTIFICATION
AND ANALYSIS
➢ is the process of defining, analyzing
and
ranking community problems and needs.
Guide in Problem Identification
1. Scope / Degree of the Problem
a. Who are affected?
b. How many are affected and or concerned?
c. In what ways are they affected? To
what extent?
d. How does the problem affected the operations
of the community/groups?
e. How does the members feel individually and
AND ANALYSIS
2. Past change efforts
a. What has the group/community done about
the problem? What happened? Why?
b. Were there other agencies in the past who
tried to do something about the problem?
What happened and why?
3. Origin of the problem
a. When did the problem begin? How did it
start?
AND ANALYSIS
4. Factors that maintain/increase or eliminate the problems
a. What forces (economic, political, socio-cultural)
maintain, increase, reduce, or eliminate the problem?
b. What are the implications of the problem to the
community’s structure?
5. Problem prioritization
a. Which problem is the most urgent? Most
widely/seriously left?
b. Which problems are the most manageable to act on
considering community’s resources and limitations?
c. Which problems are tactical/strategical?
V. PLANNING AND STRATEGIZING
➢is the process of translating goals/objectives
into specific activities to meet community
needs or solve community problems. Through
planning and strategizing, the following
questions are answered:
✓how much (quantity of resources);
✓ of what (programs, projects, services);
✓ for whom (target beneficiaries);
✓ why (to achieve what goals);
✓ for how much (the social economic costs and
under);
✓ what conditions (with what other
consequences?).
The Planning Process involves:
A. Identification of perceived problems and needs.
B. Identification of existing resources.
C. Studying how to utilize the resources.
D. Formulation of possible solutions.
E. Setting plans of action.
Strategy → a general or over-all direction that
the organizing process will take to attain long-
range goals
Tactic → a specific action within strategy to
attain
Some guidelines for forming a strategy:
A. Principal issue or problem

B. Solution to the problem
C. Strength and weaknesses
D. Other secondary issues
E. Larger outside issues
VI. Core Group Formation
In the process integration and
social investigation, conscious
efforts are made to identify potential
leaders.
Potential leaders can assist

the community organizer in
validating about the community and its
people.
Criteriaused for spotting potential
leaders:
1.Belong to the poor sectors and

classes and is directly engaged
in production
2. Well- respected by the members(
with relatively wide influence)
3. Desirous of Change and is willing to work for

Change
4. Conscientious and resourceful in his
• work
5. Able to Communicate Effectively
Core groups formation is the laying

down of the Foundation of a
strong people’s organization.
Functions of the Core Groups:
1. Training Ground for
Democratic and
collective leadership
2. Builds people’s potentials
and self-
confidence
3. Helps the organizer to gather data
4. Helps in laying out plans and
tasks for the formation and
VII. Organizational Development
After a core group has been

formed, other members of the
community may join to form a
community organization.
A community organization will
facilitate wider participation and
collective action on
problems. community
The Process to recruit members:
1. Ground Work
- the organizer goes around and
motivates people ( agitation)
2. The Meeting
- the people
collectively ratify what
they already decided
individually.
-
3. Organizational Structure
- done through General Assembly
Principles:
1. maximum participation
2. maximum control by the people
3. simplicity of structure;
a. general assembly
b. council of leaders
c. executive committees
d. working committees
4. collective/shared leadership
Characteristics of a People’s Organization:
1. organization, not individuals
2. has an internal structure
3. based multi-issue-based at any time
4. in constant action
5. serious, out to win
6. visible, projects an image of power
7. new leaders are constantly emerging
8. raise funds among the people and is accountable to

the people
9. creates impact beyond its immediate
• concerns.
4. Leadership Training and Development

Community organizing
promotes or shared leadership. This
collective
best described in the slogan:
“ All the people, all the time. Some
of the people, all the time.”
Leadership Training must be anchored on

the following principles and concepts:
1. Leadership as Service
2. Corporate/collective Leadership
3. Delegation of Authority
4. Eliciting Participation
5. Problem Solving
VIII. Mobilization
Mobilization is an
undertaken community in
solving problems, activity
and
people’s selfby confidence
the building
respect. and self
VIII. Mobilization
Steps and guidelines in preparing for

conflict situations are:
1. Issue Spotting and Analysis
2. Target Analysis
3. Planning
4. Role Playing
IX. Reflection and Evaluation
A. Reflection
- means analyzing the finished mass

• action
- identification of good and weak
• points
IX. Reflection and Evaluation
B. Evaluation
- the process of discovering by the
people what has been accomplished,
what has been left out and what
remains to be done
- can draw inspirations and deeper
commitment
- as important as planning and
implementation
X. Turn-over and Phase-Out
Community organizing is
enabling process where an
after
sometime, the community organizer
become dispensable and the people’s
organization take- over.
The relationship between the

community organizer and the people
should be a temporary one.
This includes transfer of

community
roles and
documents. responsibilities
and
The turn-over doesn’t

mean always a complete pull-out,
after the
phase-out, theorganizer may have to
shift to a supportive role- monitoring.
THANK YOU!
17 INDISPUTABLE
LAWS OF
TEAMWORK
JOHN C. MAXWELL
1.THE LAW OF SIGNIFICANCE
2. THE LAW OF THE BIG PICTURE
3. THE LAW OF THE NICHE
4. THE LAW OF MT. EVEREST
5. THE LAW OF THE CHAIN
6. THE LAW OF THE CATALYST
7. THE LAW OF THE COMPASS
8. THE LAW OF THE BAD APPLE
9.THE LAW OF ACCOUNTABILITY
10.THE LAW OF THE PRICE TAG
11.THE LAW OF THE
SCOREBOARD 12.THE LAW OF
THE BENCH 13.THE LAW OF
IDENTITY
14.THE LAW OF
COMMUNICATION
15.THE LAW OF THE EDGE
16.THE LAW OF HIGH MORALE
THE LAW OF SIGNIFICANCE
✓ The belief that one person can do something
great is a myth
✓ Behind an able man are always other able
men
✓ One is too small a number to achieve
greatness
✓ There are no problems we cannot solve
together, and very few that we can solve
by ourselves
✓Teams involve more people
✓Teams maximize leader’s potential
✓Teams provide multiple perspective
✓Teams share the credit for victories
✓Teams can simply do more than an
individual
✓Individual plays the game, but teams
win championship
Why do we stand alone?
✓ Ego
✓ Insecurity
✓ Naiveté
✓ Temperamen
t
…nobody is a whole team…

we need each other…
THE LAW OF THE BIG PICTURE
The goal is more important than the role
• If you think you are the entire picture, you
will
never see the big picture.
• Leaders at the highest level understand the
Law of the Big Picture
• Everybody on a championship team
doesn’t get publicity, but everyone can say
he’s a champion
What ‘s up with big picture teams?
• Look up at the big
picture
• Size up the situation
• Line up needed
resources
• Call up the right players
• Give up personal
agendas
• Step up to a higher level
“no one of us is more important
than the rest of us” – Ray Kroc
When you see the big picture

correctly,
you serve the team more quickly…
THE LAW OF THE NICHE
All players have a place where they
add the most value
➢ The wrong person in the wrong = Regression
place
= Frustration
➢ The wrong person in the right place
= Confusion
➢ The right person in the wrong place
= progression
➢ The right person in the right place
= Multiplication
➢ The right people in the right places
Start by finding the right place for you
• Be secure
• Get to know yourself
• Trust your leader
• See the big picture
• Rely on your
experiences
You are most valuable
where you add the most
value
A sign of a great team leader is
the proper placement of people
THE LAW OF MOUNT
EVEREST
As the challenge escalates, the need
for
teamwork elevates
…to accomplish your dream…
• What is my dream?
– Nothing much happens without a dream. For
something really great to happen, it takes a
really great dream.
• Who is on my team?
– A great dream with a bad team is nothing
more than a nightmare
• What should my dream team look like?
– Your team must be the size of your dream
Type of Challenge Type of Team
Required
New Challenge Creative

Controversial Team United
Challenge Changing Team
Challenge Unpleasant Fast & Flexible Team
Challenge Diversified Motivated Team
Challenge Long-term Complementary
Challenge Everest-sized Team Determined
When the team you have
doesn’t match up to the team of
your dreams…
… give up your dream or grow up

your
team!!!
How to grow up your team…
• Develop team members
– Enthusiastic beginner ----------needs direction
– Disillusioned learner------------needs coaching
– Cautious completer-------------needs support
– Self-reliant achiever------------needs responsibility
• Add key team member
• Change the leadership
• Remove ineffective members
THE LAW OF THE
CHAIN
The strength of the team is impacted by
its
weakest link
When it comes to teamwork…
1. Not everyone will take the journey
2. Not everyone should take the
journey
3. Not everyone can take the journey
Several things may happen when
a
weak
• The linkmembers
stronger remainsidentify
on thetheteam…
weak
one
• The stronger members have to help the
weak
one
• The stronger members come to resent the
weak one
• The stronger members become less effective
• The stronger members question the leader’s
You lose the respect of the best
when you don’t deal properly with
the worst…
1.THE LAW OF SIGNIFICANCE
2. THE LAW OF THE BIG PICTURE
3. THE LAW OF THE NICHE
4. THE LAW OF MT. EVEREST
5. THE LAW OF THE CHAIN
6. THE LAW OF THE CATALYST
7. THE LAW OF THE COMPASS
8. THE LAW OF THE BAD APPLE
9.THE LAW OF ACCOUNTABILITY
10.THE LAW OF THE PRICE TAG
11.THE LAW OF THE
SCOREBOARD 12.THE LAW OF
THE BENCH 13.THE LAW OF
IDENTITY
14.THE LAW OF
COMMUNICATION
15.THE LAW OF THE EDGE
16.THE LAW OF HIGH MORALE
THE LAW OF THE
CATALYST
Winning teams have players
who make things happen
Three Kinds of Players
1. People who don’t want the ball
2. People who want the ball but shouldn’t
3. People who want the ball and should

Characteristics of a Catalyst
1.Intuitive
2.Communicativ
e 3.Passionate
4.Talented
5.Creative
6.Initiating
7.Responsible
8.Generous
9.Influential
“Catalysts are not
consultant. They don’t
recommend a course of
action. They take
responsibility for making
it happen”
Road to improvement if you want to
become catalyst….
1.Find a mentor
2.Begin a growth plan
3.Get out of your comfort

zone
THE LAW OF THE COMPASS
Vision gives team

members direction and
confidence
Great vision precedes
great achievement
A team’s vision must be aligned
with:
1.A moral compass (Look Above)

2.An intuitive compass (Look Within)
3.A historical compass (Look Behind)
4.A directional compass ( Look
Ahead)
5.A strategic compass (Look Around)
6.A visionary compass (Look Beyond)
Make sure that every vision
message
1.Clarity possesses:
2.Connectedness
3.Purpose
4.Goals
5.Honesty
6.Stories
7.Challenge
8.Modeling
9.Strategy
THE LAW OF THE BAD
APPLE
Rotten attitudes ruin a team
“ Good attitudes among
players do not guarantee a
team’s success, but bad
attitudes guarantee its failure.”
Attitude….
It is the “advance man” of our true selves.
Its roots are inward but its fruit is
outward. It is our best friend or our worst
enemy.
It is more honest and more consistent
than our words.
It is an outward look based on past
experiences.
It is a thing which draws people to us or
repels them.
It is never content until it is expressed.
It is the librarian of our past.
The ff 5 Truths about Attitudes clarify
how they affect a team and teamwork.
1.Attitudes have the power to lift up or tear

down
a team
2.An attitude compounds when exposed to
others
3.Bad attitude compound faster than good ones
4.Attitudes are subjective, so identifying a wrong
one can be difficult
5.Rotten attitudes, left alone, ruin everything
Most of bad
attitudes are the
result of selfishness
THE LAW OF COUNTABILITY
Teammates must be able

to count on each other
when it counts
CHARACTER + COMPETENCE +
COMMITMENT +
CONSISTENCY
+ COHESION = COUNTABILITY
Becoming a better team member
✓ Is your integrity unquestioned
(CHARACTER)
✓ Do you perform your work with
excellence
(COMPETENCE)
✓ Are you dedicated to team’s success
(COMMITMENT)
✓ Can you be depended on every
time (CONSISTENCY)
✓ Do your actions bring the team
THE LAW OF THE PRICE
TAG
The team fails to reach its
potential when it fails to pay
the price
Truths about this law…
1.The price must be paid by
everyone 2.The price must paid all
the time 3.The price
increases if the
team
wants to improve, change or
keep winning
4.The price never decreases
The price of teamwork…
1.Sacrifice
2.Time Commitment
3.Personal
development
4.Unselfishness

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NATIONAL SERVICE TRAINING

PROGRAM CIVIC WELFARE TRAINING

VP for Academic VP for Finance

CWTS Coordinator LTS ROTC

Section 13. The State recognizes the

Section 4. The prime duty of

Section 5. Students, male and female, of

•specifically in defending the security of the state

1. Have a clear concept of NSTP Law

Attendance and Participation–--- 30%

SATURDAY 8:00 AM - 12:00

- through this LMS (module, zoom, messages)

 EXAMS (MIDTERM & FINAL)

 OUTPUTS - seatwork, reflection, learning journal, pictures

**other details regarding exams and passing of your

KEEP SAFE EVERYONE

OFFICE OF CIVIL DEFENSE, Region 5

1. Historical and Legal Framework

2. Mission, Functions and Composition of the

3. Provisions of RA 10121 focusing on

4. NSRC Implementing Guidelines and

There have been several legal

all male citizens of ages 18-

4. The prime duty of the

“The State recognizes the vital role of the youth

The primary pool of manpower for the

This program component is designed to

This program component is

This program component is

❑Love for Country – abide by its laws

❑Love for Environment and its

For the above purposes,

NSRC Implementing Guidelines

To provide a trained, motivated and organized

*Section 5(a), IGP-NSRC

Environmental Protection & Civic Welfare

Disaster Risk Reduction

❑Section 14, RA 10121 – calls for the

❑ Section 1, Rule 9 – RA10121 provides:

“A national roster x x x of NSRC under

1. Disaster Prevention and Mitigation;

*Section 5(b), IGP-NSRC

1. Organize NSRC Reservists

2. Train and Develop NSRC Reservists

3. Administer NSRC Reservists

5. Operate NSRC Reservists

6. Protection and Funding for NSRC

7. Accreditation of NSRC Reservists

Admin Logistics Information Operations Training

Admin and Community Operation/

NSRC School Directorate Office

School NSRC Group

*Section 3(l), IGP-NSRC

*Section 10, IGP-NSRC

*Section 10, IGP-NSRC

* Section 10, IGP-NSRC

2. Organizing, training and equipping quick