Tools of Analysis in

Community Organization
Group 6
William Bill Doria
Rachell Lungan
Rachel Kihao
 GENDER ANALYSIS
Sex vs. Gender
Sex: refers to the biological differences between
males and females, such as the genitalia and
genetic differences
Gender: refers to the socially constructed roles,
behaviours, expressions and identities of girls,
women, boys, men
 GENDER ANALYSIS

 is a tool to better understand the different

social, economic, cultural and political
realities of women and men, girls and boys.
Examines differences in men and women’s
lives, including those which lead to
inequities among them( in different group
categories, ethnic group and others), the
causes of inequities implications to policy
development and service delivery, effecting
positive change among women.
 Goals of Gender Analysis

1. Better understand our community ( women,

men, girls and boys)
2. Get better results from development
programs
 What Gender Analysis will provide?
Analysis of the division of labor and access and control
of resources.
Understanding of gender relations and their implication
for development policy and implementation
Specific gender disaggregated statistics
A review of women ‘s Priorities, Women’s Practical
needs and strategic interest and ways to address them.
A review of social , economic , political power dynamics
 Some examples
1. A gender analysis of women’s worker’s situation,
their needs, work, places, wages, market trends will
provide practical information to advocate for all
( women and men) worker’s right
2. A gender analysis of health program will inform you
how inequalities disadvantage women’s health, the
constraints women face, ways to overcome
constraints.
3. A gender analysis of water project will inform you
where women collect water, what should be done to
 When to conduct a Gender Analysis?
 should /can be undertaken at any/ all stages of a
program / project cycle including:
1. Identification of project
2. Planning or design of the activity
3. Implementation
4. Monitoring and evaluation of the program
 Who should do gender analysis?
Government
Policy makers
Donors
Program managers
Development staff
Field workers
 How to do Gender Analysis?
Collect Relevant Data: Sex-disaggregated information for
analysis
Identity Relevant Gender Issues
Understand the institutional, economic, social and
political contexts
Understand the priorities and needs of both men and
women affected by the project
 Gender Analysis Frameworks
1. Gender roles framework
 Can help planners design efficient projects
 Improves visibility of women in target area
2. Gender Analysis Matrix
Provide a unique articulation of issues as well as
develop gender analysis capacity from the grassroots
level up
 CLASS ANALYSIS
• Examines the stratification of people into dynamic classes and the relation that
exist among them.
• Present how people are located with in structure of inequality
• With no universal or uniform outlook conflicts are inherent in the society
• Is a theoretical approach in the social sciences. It explores the determinants and
consequences of social phenomena in terms of class and class relations. Class
analysis views society as being divided into hierarchical strata that have
unequal access to material resources, power, and influence.
 History
• Class first came into wide use in the early 19th century, replacing such terms as rank and order as
descriptions of the major hierarchical groupings in society. This usage reflected changes in the
structure of western European societies after the industrial and political revolutions of the late
18th century. Feudal distinctions of rank were declining in importance, and the new social groups
that were developing—the commercial and industrial capitalists and the urban working class in
the new factories—were defined mainly in economic terms, either by the ownership of capital or,
conversely, by dependence on wages. Although the term class has been applied to social groups in
a wide range of societies, including ancient city-states, early empires, and caste or feudal
 societies, it is most usefully confined to the social divisions in modern societies, particularly
industrialized ones. Social classes must be distinguished from status groups; the former are based
primarily upon economic interests, while the latter are constituted by evaluations of the honour or 
prestige of an occupation, cultural position, or family descent.
Upper
Class
Middle
Class
Lower
Class
 How “ class” is used in terms of:
• 1. Distributional location: “How are people objectively located in distributions of material
inequality?”
• 2. Subjectively salient groups: “What explains how people, individually and collectively,
subjectively locate themselves and others within a structure of inequality?”
• 3. Life chances: “What explains inequalities in life chances and material standards of living?”
• 4. Antagonistic conflicts: “What social cleavages systematically shape overt conflicts?”
• 5. Historical variation: “How should we characterize and explain the variations across history in
the social organization of inequalities?” 180 Conclusion 181
• 6. Emancipation: “What sorts of transformations are needed to eliminate oppression and
exploitation within capitalist societies?”
 The Social Work Approach to Class Issues
• Social work evolved as an interclass profession, with its core target populations coming
mostly from the lower classes and its founders and practitioners generally based in the
middle class.
• The approach of the Charity Organisation Society (COS) movement to class issues is a
good illustration of the ways in which early social work dealt with class differences.
• For Mary Richmond, the founder of the COS, the goal of social workers was for their
clients to achieve self-reliance and to enhance their capacity to be productive and to fully
integrate in their own social class group.
•
• the study of poverty, oppression and social exclusion, as well as the
understanding of gender, ethnic and culture inequity, cannot be detached
from the analysis of class dynamics

• In other words, the mission of social workers was class accommodation,

helping the poor to internalize normative class values and behaviors.
• Addams believed that each member of society has the right and obligation
to seek out diverse experiences and to confront the perspectives of others
(Addams,1902).
 Structural Analysis
• Examines the structures and institutions in a given society and how they
promote or hinder positive change among people’s lives
• Examines the inequities created by different power relations from such
structures and institution
• The structural analysis helps to determine the cause of a structural failure.
 Types of Community Structure
• Integrated Type-Generalized leaders link many interest fields, and continuous
attention is given to identifying new action problems and improving
interactional patterns throughout the local society. Often there is a multi-interest
development organization with broad activities which are modified through
time to reflect changing interests and needs of the local populace.
• Segmented Type-In such communities there is a high level of activity and
coordination within one or more interest areas but little among interest areas.
Government often provides the only coordination across interest lines and that
only when some conflict between interest groups enters the local political arena.
• Factionalized o Lateralized Type-It differs from the segmented type in that its split
runs across, rather than along, interest lines. In such communities ethnic, political, or
class distinctions separate local residents such that there is a bifurcation on almost
any question that might arise. 
• Amorphous-It sometimes called the vacuum and is really no structure at all. Such
situations are far from rare in the modern world where identifications and
commitments outside of or within, but apart from, the locality create residential and
sometimes total agglomerates of relatively autonomous families and individuals.
These are constructed or ideal types, and there are many variations on each.
Structural Basis in Community Organization

• develop the community as a human relationship structure, rather than to develop

things in or through the community.
• reflect and express the values and wishes of the local population.
• requires that attention be given continuously to problems and needs in all areas of
local life.
• requires an organizational structure.
• requires communication.
• requires a commitment 
 PROBLEM TREE ANALYSIS

• is simple yet effective tool for community groups to

use to properly identify problems and determine what
the most effective interventions are.
• This method is used by groups to determine the extent
to which an organization’s program activities address
the root causes of the problems it seeks to alleviate and
to verify that these programs can achieve the desired
impact.
 PROBLEM TREE ANALYSIS
• Assist in analyzing an existing situation by identifying the major problems and their
main causal relationships
• A graphical arrangement of problems differentiated according to causes and effects
joined by a core or focal problem
• Techniques helps understand the context and interrelationship of problems and the
potential impacts when targeting projects and programs specific issues.
 Problem Tree Analysis
• Helps to illustrate the linkages between a set of complex issues or
relationships by fitting them into a hierarchy of related factors. It is used for:
1. Link together the various issues or factors which may contribute to an
institutional problem
2. Help to identify the underlying or root causes of an institutional problem
• The major assumption underlying the problem tree is the hierarchical
relationship between cause and effect
 Elements of a Problem Tree
• Roots –the root causes of the problem
• Trunk – the problem
• Branches – the consequences of the problem
 How to use it?
1. Identify the major existing problem/issues based on available
information(e.g. by brainstorming)
2. Select one focal problem for the analysis e.g. poor communications to
staff
3. Develop the problem tree beginning with the substantial and direct
causes of the focal problem e.g. hierarchical and autocratic
management culture
 SWOT ANALYSIS
• SWOT stands for: Strength, Weakness, Opportunity , Threat.
• Guides you to identify your organization’s strengths and weaknesses (S-
W), as well as broader opportunities and threats(O-T). Developing a fuller
awareness of the situation helps with both strategic planning and decision
making.
• SWOT method was originally developed for business and industry, but it is
equally useful in the work of community health and development,
education and even for personal growth
• SWOT is not the only assessment technique you can use. Compare it with
other assessment tools in the community Tool Box to determine if this is
the right approach for your situation. The strengths of this method are its
simplicity and application to a variety of levels of operation
 When to use SWOT analysis
A SWOT analysis can offer helpful perspectives at any stage of an effort.
You might use it to:
• Explore possibilities for new efforts or solutions to problems
• Make decisions about the best path for your initiative. Identifying your
opportunities for success in context of threats to success can clarify
directions and choices
• Determine where change is possible. If you are at a juncture or turning
point, an inventory of your strengths and weaknesses can reveal priorities
as well as possibilities.
• Adjust and refine plans mid-course. A new opportunity might open wider
avenues, while a new threat could close a path that once existed.
SWOT also offers a simple way of communicating about your initiative or
program and an excellent way of organize information you’ve gathered from
studies or surveys.
 Why conduct SWOT Analysis?
• Helps you focus on your strengths, minimize weaknesses and threats, take the greatest
possible advantage of opportunities, and become outstanding in competitions
• Helps you determine whether the objective is attainable, therefore, a set of achievable
goals and objectives for the organization, as well as subsequent steps
• Helps you dedicate to your mission, fulfill the vision, adjust to social context, achieve
strategic goals, develop effective action plans, and conduct objective evaluation
• Helps to gather meaningful information from your strengths, weaknesses, opportunities,
and threats, in order to maximize the benefits of your evaluation and advantage.
 How to create SWOT analysis
• The most common users of a SWOT analysis are team members and project managers who
are responsible for decision making and strategic planning.
• But don’t overlook anyone in the creation stage
• An individual or small group can develop a SWOT analysis, but it will be more effective if
you take advantage of many stakeholders. Each person or group offers a different perspective
on the strengths and weakness of your program and has different experience of both.
• Likewise, one staff member, or volunteer or stakeholder may have information about an
opportunity or threat that is essential to understanding your position and determining your
future.
 What are the element of a SWOT
analysis
A SWOT analysis focuses on Strength, Weaknesses, Opportunities, and
Threats
• Strengths describe what an organization excels at and what separate it
from the competition: a strong brand, loyal customer base, a strong
balance sheet, unique technology, and so on. For example, a hedge fund
may have developed a proprietary trading strategy that returns market-
beating results. It must then decide how to use those results to attract new
investors.
• Weaknesses stop an organization from performing at its optimum level. They are areas where
the business needs to improve to remain competitive: a weak brand, higher-than-average
turnover, high levels of debt, an inadequate supply chain, or lack of capital.
• Opportunities refer to favorable external factors that could give an organization a competitive
advantage. For example, if a country cuts tariffs, a car manufacturer can export its cars into a
new market, increasing sales and market share
• Threats refer to factors that have the potential to harm an organization. For example, a
drought is a threat to a wheat-producing company, as it may destroy or reduce the crop yield.
Other common threats include things like rising costs for materials, increasing competition,
tight labor supply and so on.
 SWOT Table

Strengths Weaknesses
1. What is our competitive advantage? 1. Where can we improve?
2. What resources do we have? 2. What products are underperforming?
3. What products are performing well? 3. Where are we lacking resources?

Opportunities
Threats
1. What technology can we use to improve
1. What new regulations threaten operations?
operations?
2. What do our competitors do well?
2. Can we expand our core operations?
3. What consumer trends threaten business?
3. What new market segments can we explore?