Community

Organization
Definition of Community
The community is made up of different persons living in a
definite territory with at least a minimum of cultural ties based
on common values, interests, goals, system of expectations,
concerns, etc.
Types of Communities
1. Geographical: a community within an ecclesiastical or civil territory
2. Sectoral: farmers, fishermen, vendors, women, workers, informal settlers
3. Functional: a school community with teachers, students, or administrators
4. Rural, Urban, Rurban: relationship in the rural community is closer, person-to-
person communication is evident; relationship in an urban community is artificial,
transitory; business like; rurban communities show physical characteristics of an
urban community but relationships are more rural in nature.
5. Tribal/Indigenous: also known cultural communities
Community and Society
Patterns of Relationship
GEMEINSHAFT GESELLSHAFT

More direct & personal More formal or impersonal

Traditional/ conservative More abstract
More significant & meaningful More instrumental or utilitarian

Relationship in a City/highly
Relationship in a Rural urbanized community
Community
COMMUNITY ORGANIZING
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 may solve the problems of people in the community
through their collective involvement. This term covers a series of
activities at the community level aimed at bringing about desired
improvement in the social well-being of individuals, groups and the
communities. It is a democratic instrument to bring about sustained
social change.
BASIC DEFINITIONS
Community – an organization of families and individual, settled in a
fairly compact and contiguous area. With a significant element of
common life as shown by values, manners, customs and traditions,
and modes of speech. In Social Work, it refers to the immediate
environment of the client that is manifested as a social system.
(Encyclopedia of SW)
Organization – the orderly arrangement of group effort to provide
unity of action in pursuit of common purpose. (Agrinelda Miclat)
 Definitions of CO
Arthur Dunham defines CO as the process of
matching needs with resources and as a
conscious process of social interaction
concerned with three types of objectives
which are task goals, process goals and
relationship goals.
 Goals and Objectives of CO
Arthur Dunham had identified the following as the
goals of community organization:

Tasks goals
Process goals
Relationship goals
GOALS OF COMMUNITY
ORGANIZATION
1. TASK GOALS – Concerned with concrete tasks to be undertaken to meet
specific needs and people’s aspirations or to solve particular problems.
2. PROCESS GOALS – Concerned with the process of helping people in a
community or group, strengthen their quality of participation, self-
direction and cooperation. Its concern is to help people grow and
develop to prepare them for their specific roles in community building
and development.
3. RELATIONSHIP GOALS – Focused in changing certain types of
relationships ands decision making process in a community by diffusing
power to a wider based. CO believes in participate leadership since
people’s participation in community undertakings develops enlightened
citizenry
 Tasks Goals Process Goals Relationship Goals
1. Assessment of the 1. To motivate people to 1. To engender wider
community through be aware of their cooperation and
data-gathering by use conditions, understanding through
of survey, interview problems/needs, & collaborative and joint
with families & aspirations and be able efforts of the people in
leaders; informal to concretize and solving their
conversations with the express them through problems/needs and
people, group the survey interview, attaining the people’s
discussions, use of informal conversations aspirations.
statistics and studies and group discussions.
made by different
agencies/groups on the
community.
 Tasks Goals Process Goals Relationship Goals
2. To help the people 2. To assist the people to 2. To develop inter-
analyse their expressed be aware of the causes relationship/support with
family and community and effects of their one another in dealing
problems and needs as expressed problems & with their
gathered from the survey needs that would move problems/needs and
and research made on the them to concretely deal doing away with people’s
community thru: with those causes and dependence on authority
-problem analysis prevent the proliferation figure for decision making
-situation analysis of problems; and to attain regarding the
the people’s needs and community’s
aspirations. problems/needs.
 Definitions of CO
Perlman and Gurin on the other hand defines
CO as a process of finding solutions to social
problems by redistributing resources,
functions and decision-making power.
 Definitions of CO

Community Organization means a process by

which community identify its need or objectives finds
the resources (Internal & / or External) to deal with
these needs or objectives, takes action in respect to
them, and in so doing extends and develops cooperative
and collaborative attitudes and practices in the
community--Murray G Ross
 Definitions of CO
Community organization is the process of dealing with
individuals and groups, who are or may become
concerned with social welfare services or objectives, for
the purpose of influencing the volume of such services,
improving the quality or distribution or furthering the
attainment of such objectives – National Conference on
Community Organization, USA.
 Definitions of CO
Community organization is described as the orderly
application of a relevant body of knowledge, employing
practice–wisdom and learned behaviour 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.
COMMUNITY ORGANIZATION
DEFINED
EDWARD C. LINDEMAN (1921): SOCIAL
ORGANIZATION WHICH CONSTITUTES A CONSCIOUS
EFFORT ON THE PART OF A COMMUNITY TO
CONTROL ITS AFFAIRS DEMOCRATICALLY AND SECURE
THE HIGHEST SERVICES FROM ITS SPECIALISTS,
ORGANIZATIONS, AGENCIES AND INSTITUTIONS BY
MEANS OF RECOGNIZED INTERRELATIONS
COMMUNITY ORGANIZATION
DEFINED
SAUL ALINSKY (1971): It is building of real
People’s Organization in which people band
together, get to know one another, exchange
points of view and ultimately reach a common
agreement which is the people’s program.
People’s power plays a vital role in CO.
COMMUNITY ORGANIZATION
DEFINED
ANGELITO G. MANALILI (1984): A process that is focused on enabling
the people (particularly the poor) to become the principal actors in
the process of development of the community and of the whole
nation. Taking a the led role in development, the people analyze their
own problems and needs, decide on their own future, and ultimately
make their own history. As a process, community organizing consists
of steps or activities that will instill and reinforce the people’s self
confidence on their own collective strength and capabilities.
COMMUNITY ORGANIZATION:
METHOD AND AS A PROCESS
As a process: community organization implies
welfare measures which are undertaken by the members
of a community in accordance to the needs and resources.
As a method: as a primary method of social work by
which people of communities as individual citizens or as
representative of group join together to determine social
welfare needs, plan ways of meeting them and mobilize
these necessary resources.
HISTORY OF COMMUNITY
ORGANIZING
Community Chest
•Fund raising for various charities, provision of material needs
•Charity Organization Society (1869)
•Associated Charities of Manila (1917), Red Cross
•Community Chest of Greater Manila (1949)
HISTORY OF COMMUNITY
ORGANIZING
Settlement Houses
•Halfway houses for displaced people, sometimes base for
professionals doing community-based studies /work
•Toynbee House (1184)
•Settlement House organized by Associacion de Damas
Filipinas (1926)
HISTORY OF COMMUNITY
ORGANIZING
Trade Union Movement
1872: workers organized into mutual aid societies. Protest over
low wages in Pampanga printing press
1892: Katipunan was founded by Gat. Andres Bonifacio, a
worker from Fressel and Co.
1899: Union de Impresores, the first union organized was
established
1902: Union Obrero Democrata, the first trade union federation
was organized
HISTORY OF COMMUNITY
ORGANIZING
Women’s Movement
1905: formation of the first feminist organization in the country
1937: right suffrage was won by women
1969: Malayang Kilusan ng Kababaihan or MAKIBAKA
1983: Katipunan ng Kababaihan para sa Kalayaan or KALAYAAN
1984: GABRIELA was established as a broad coalition against dictatorship
1986: Women’s Crisis Center was established
1992: Sama-samang Inisyatiba Tungo sa Pagbabago ng Batas at Lipunan (SIBOL) was formed as a
feminist psychology policy lobbying group
HISTORY OF COMMUNITY
ORGANIZING
The thinkers, Conceptual Foundations and Benchmarks in
Philippine History of CO

•Paulo Freire
•Saul Alinsky
•Liberation Theology
•La Tondena strike, ZOTO Foreshore Organizing
•Indigenous People movement
•Martial Law and People power
HISTORY OF COMMUNITY
ORGANIZING
PAULO FREIRE (1921-1997)
•Dehumanization and oppression
•Oppression as love for destruction, death
•The oppressed know more about oppression than anyone else
•Tactics of oppressors: conquer; divide and rule, manipulation and cultural
invasion
•The oppressed have internalized their oppression and distrust themselves
•Violence and revolution as an act of love
 HISTORY OF COMMUNITY
ORGANIZING
SAUL ALINSKY (1909-1972)

• Father of modern community organizing

•Popularized the conflict-confrontation – a non-violent conflict to
create structure organization with clearly defined gaosl that could
take direct action against common enemy
•Saul Alinsky’s work is an important reference point for thinking
about community organizing and community development in the
course of nearly four decades of organizing the poor for social
action
HISTORY OF COMMUNITY
ORGANIZING
LIBERATION THEOLOGY
No, It is not God’s will that a few rich people enjoy the goods of this world and
exploit the poor. No, it is not God’s will that some people remain poor and
abject forever. No, religion is not the opiate of the people; It is a force that
exalts the lowly and casts down the proud, that feeds the hungry and sends the
sated away empathy.
Basic Christian Communities / Basic Ecclesiastical Communities
It emphasizes the Christian mission to bring justice to the poor and oppressed,
particularly through political activism
Its theologians consider sin the root source of poverty, recognizing sin as
capitalism, and capitalism as class war by the rich against the poor.
 HISTORY OF COMMUNITY
ORGANIZING
BENCHMARK OF CO IN THE PHILIPPINES
La Todena Organizing
• 1976
• Labor Organizing
• Challenge to existing law against strikes
• Involvement of different sectors

ZOTO Foreshore Organizing

• Federation of neighborhood associations and organizations
• Organizing for on-site relocation
• World Bank Project for pier and commercial area
HISTORY OF COMMUNITY
ORGANIZING
BENCHMARK OF CO IN THE PHILIPPINES
Chico River Basin Development Project
•1970’s to 1984
•World Bank project affecting 100,000 IPs in Bontoc and Kalinga
•History of discrimination against Ips
•Civil disobedience and bodily actions to prevent construction
•IPs right to ancestral domain
•Highlighted IP nationalism in the face of imperialist globalization
HISTORICAL DEVELOPMENT OF COMMUNITY
PRACTICE
HISTORICAL PERIOD DESCRIPTION
Early Philippine Communities  Small and sufficient communities
Spanish Period  Divide and conquer
 Formation of Filipino as identity
American Period  Beginnings of government as we
know it now
Japanese Period  Re-organization of political systems
Post-War Years  Reconstruction and rehabilitation
1950s – 1960s  Social Work professionalization
 Community Development approach
SW COMMUNITY PRACTICE
 Bayanihan and damayan
 No institutionalized welfare as such
 Mostly church based charities
 Revolutionary organizing
 Non-sectarian and institutionalized
welfare
 Filipino scholars to study social
work
 Revolutionary organizing
 War relief organization and
distribution
 Establishment of Social Welfare
Administration
 Community development as
pacification
 Underground and above ground
anti-dictatorship organizing
 Social activism and critical
approach
HISTORICAL DEVELOPMENT OF COMMUNITY
PRACTICE
HISTORICAL PERIOD DESCRIPTION SW COMMUNITY PRACTICE

1970s – 1986  Martial Law  People Power

 Advocacy for sectoral human
rights (laws, programs)
 Capabilities approach, gender
mainstreaming
1986 – 2000  Human Rights  Sustainable Development
 Re-establishment of democracy DRRM
2000 - present Globalization
ELEMENTS OF Community
Organization
1. Education and training
◦ Increase awareness of their reality situation
◦ Develop /enhance capabilities
◦ Strengthen values for a cooperation and unity

2. Organization Building and Strengthening

◦ Organization serves as an expression of people’s power
◦ Formation of organization to achieve common goal
◦ Need to have a strong and functional people’s organization

3. Resource Mobilization
◦ Tapping and maximum utilization of resources
◦ Generation of resource for mobilization
 Philosophy of CO
“Acceptance of the right of the community to decide
what it wants rather than having the organizer’s view
imposed upon it, belief on the capacity of the people to
find richer and more satisfying ways of living if they are
helped to use the resources within themselves and their
environment which are and could be made available to
them”
 Principles of CO
Community organizing must:
•promote self-reliance instead of dependence;
•employ evocative instead of provocative organizing methods;
•engage in facilitation instead of manipulation;
•balance “felt needs” and “objective needs” of the community;
engage in consciousness-raising instead of dole-outs;
 Principles of CO
•balance the benefits from immediate economic impacts of projects and
long-term political development;
•aim at non-issue based organizing but realize that issue-based
organizing might be initially necessary;
•aim at building democratic participation, without disregarding the
usefulness of identifying potential leaders in the community;
•and confront the inherent “subversiveness” of community organizing,
which offers an alternative social order.
 The tenets espoused by the International Institute for Rural Reconstruction are
what PBSP (1991) use as its guidelines in its community organizing activities.
These are:

1) Go to the people, live among the people.

2) Learn, plan, and work with the people.
3) Start with and build on what the people know.
4) Teach by showing, learn by doing.
5) Not piecemeal but an integrated approach.
6) Not relief but release.
 Values of CO
1. A commitment to democratic processes and goals.
2. The right of a client community to self-
determination.
3. Belief on the capacity of people to change.
4. Belief on the innate dignity of the individual in the
community.
5. The commitment to seek social justice.”
 Assumptions of CO
1. “Changes in which the individuals, groups and communities
determine their own destiny in a democratic process have a
better chance of enduring than changes that are imposed.”
2. “Readiness to change is a variable which affects the potential
and the rate of community change obtainable at a given
time.”
3. “Skills in participating in democratic process can be taught
and learned by individuals and groups.”
 Assumptions of CO
4. “Society can provide ways to achieve maximum compatibility
of individual and community interest.”
5. “Social welfare provisions, services and programs can
enhance human welfare ad prevent and reduce social ills.”
6. “Planning, coordination and integration of social welfare
provisions are by individuals; social ills are inter-related, and
social welfare provisions are inter-dependent.”
Social Work & Community Organization - Assumptions:
(Rengasamy)

Inherent dignity and worth of the individual -community

pace
Everyone /community possess resources to deal with his
problems
The inherent capacity for growth
The ability to manage one’s own affairs
GENERAL ATTRIBUTES OF
COMMUNITY ORGANIZATION
1. Process Oriented
◦ People’s involvement in the entire development process
◦ CO process is viewed as part of the education of people to better understand
their situation
2. People Oriented
◦ People are viewed as object (focus) and subject( beneficiary) of development
◦ They have the capacities to change and can be changed if given the right
opportunities to develop. Therefore, their potentials must be fully
maximized.
GENERAL ATTRIBUTES OF
COMMUNITY ORGANIZATION
3. Action Oriented
◦ Knowledge and skills are translated into concrete form of action to
change their situation
◦ Organizing and mobilizing people must be ground issues that affect their
lives
4. Community Rooted
◦ Projects are community managed where people are seen as the real
owners
◦ They are considered as partners rather than mere beneficiaries or
recipients of programs and projects
 Purpose of CO
The purpose of community organization are the
following:
1.To solve certain problems and meet needs.
2.To achieve selected social goals.
3.To strengthen the people’s capacity in dealing with
their problems, needs and aspirations.
 Focus of community organizations:
1.To remove blocks to growth.
Ignorance
Negative Social Values/Patterns/Attitudes – Ningas Cogon, Maniana Habit, Bahala na,
Palakasan, Utang na Loob, Fatalistic Attitude
Regionalism / Factionalism – electing only candidates for leadership roles belonging to one’s
region or religion without considering their competence and qualifications for position
Oppressive power structures that take advantage of the poor and the weak
 Focus of community organizations:
2. To release potentialities and bring about people’s empowerment.
3. To develop the capacity of indigenous leaders to manage
community life and be self-reliant.
4. To develop the ability to function as an integrated unit.
5. To encourage the full use of inner or indigenous resources for
community development before tapping outside resources.
6. To change/modify existing policies and programs that are
oppressive and irrelevant and to propose needed ones.
Three Models of Community Organization Practice
(According to Selected Practice Variables)
MODEL A
(Locality Development)
1. Goal categories of Self-help; community
community action capacity & integration
(process goals)
2. Assumption concerning Community eclipsed,
community structure and anomie; lack of
problem conditions relationships and
democratic problem-
solving capacities: state of
traditional community
3. Basic change strategy Broad cross-section of
people involved in
determining and solving
their problems
MODEL B MODEL C
(Social Planning) (Social Action)
Problem-solving with Shifting of power
regards to substantive relationships and
community problems resources; basic
(task goals) institutional change (task
or process goals)
Substantive social Disadvantaged
problems: mental and populations, social
physical health, housing injustice, deprivation,
inequity
Fact-gathering about Crystallization of issues
problems and decisions and organization of
on the most rational people to take action
course action against enemy targets
Three Models of Community Organization Practice
(According to Selected Practice Variables)
MODEL A
(Locality Development)
4. Characteristic change Consensus:
tactics and techniques communication among
community groups and
interests; group discussion
5. Salient practitioner Enabler-catalyst,
roles coordinator; teacher of
problem-solving skills and
ethical values
6. Medium of change Manipulation of small
task-oriented groups
MODEL B MODEL C
(Social Planning) (Social Action)
Consensus or conflict Conflict or contest:
confrontation direct
action, negotiation
Fact-gatherer and Activist-advocate agitator,
analysts, program broker, negotiator,
implementer, facilitator partisan
Manipulation of formal Manipulation of mass
organizations and data organizations and political
processes
Three Models of Community Organization Practice
(According to Selected Practice Variables)
MODEL A MODEL B MODEL C
(Locality Development) (Social Planning) (Social Action)
7. Orientation toward Members of power Power structure as Power structure as
power structure structure as collaborators employers and sponsors eternal target of section:
in a common venture oppressors to be coerced
or overturned
8. Boundary definition of Total geographic Total community or Community Segment
the community client community community segment
system or constituency (including “functional
community”)
9.Assumptions regarding Common interests or Interests reconcilable or Conflicting interests
interests of community reconcilable differences in conflict which are not easily
subparts reconcilable: scarce
resources
Three Models of Community Organization Practice
(According to Selected Practice Variables)
MODEL A MODEL B MODEL C
(Locality Development) (Social Planning) (Social Action)
10. Conception of the Rationalist unitary Idealist-unitary Realist-individualist
public interest
11. Conception of the Citizens Consumers Victims
client population or
constituency
12. Conception of client Participants interactional Consumers or recipients Employers, constituents;
role problem-solving process members
TYPOLOGIES OF COMMUNITY ORGANIZING
TYPE EXAMPLES

Sectoral Fisher folk, farmers, children, women,

youth, migrants, senior citizens
Issue-based Disaster relief, VAW, K-12, PDAF, land
reform
Human Rights Right to food, right to life, right to
education, right to ancestral domain
Locus of Organizing Neighborhood, national, international
 ROLE OF CO WORKER
1. Enabler – enabling the community to engage in establishing goals,
objectives and setting priorities
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 and aspirations.
3. Guide – guiding the community groups in the process through
difficulties encountered
 ROLE OF CO WORKER
4. Initiator – initiating action through education, demonstration and
other techniques and strategies
5. Broker – acting as broker between groups, the client community
and outside resources
6. Advocate – advocating the just cause of any disadvantaged groups,
sector or community as a whole
7. Consultant – providing expert knowledge and information to
achieved planned goals and objectives
 ROLE OF CO WORKER
8. Intervenor – intervening for and on behalf of the people for their
participation and involvement in the formation of social welfare
programs, services and projects intended to benefit or affect them or
when their interest and welfare are in jeopardy
9. Planner – sits as planner for the social welfare / social services
sector in planning bodies as the barangay, municipal, provincial,
regional and national development.
10. Researcher – makes research on current problems, needs and
issues as basis for action planning
 FUNCTIONS CO WORKER
1. Fact-finding – to secure and maintain an adequate factual basis for
sound planning
2. Program Development – to initiate, develop new programs and
services and modify or terminate social welfare programs and
services that had become irrelevant
3. Establishment Standards – to establish, maintain and improve
social welfare standards, and to increase the effectiveness,
efficiency and economy of operation of social welfare agencies
 FUNCTIONS CO WORKER
4. Education – to develop better, public understanding of social
welfare needs, problems, resources, objectives, services, methods
and standards
5. Support and Participation – to develop adequate public support of
and public participation in social welfare activities
 KNOWLEDGE A CO WORKER SHOULD
POSSESS
1. The goals and objective of society
2. Social Legislations
3. Research
4. Groups Processes
5. Power Structure in a community
6. Management of power
7. Use of inter-group relationship
8. Problem-solving and decision making
9. Situation Analysis
10. Planning Processes
11. Policy Formulation
12. Existing resources (internal and external)
13. Program Development
 SKILLS REQUIRED AS A CO WORKER
1. Working with people / one on one and small groups
2. Organizing
3. Verbal and Written communication
4. Committee Work
5. Leadership
6. Administration
7. Interviewing
8. Research
9. Planning and Policy Formulation
10. Strategy Design and Implementation
11. Lobbying
12. Recording
13. Social Education and Action
14. Inter-Group Relationship
15. Coordination
TECHNIQUE IN CO
Technique
A technical method of accomplishing a desired end (Webster).
The Manner by which certain activities are executed based on the mechanical or
formal aspects. (Philippine Social Work Encyclopedia)

1. Structuring
employs the use of suitable structures to engage in problem solving as councils, committees,
task force, ad hoc committee, study groups etc.

2. Situation Analysis
involves breaking up of a problem situation or collection of data, exploring the content and
examining and setting forth of various aspects, issues and relationships involved to gain
insight and understanding the content better for logical conclusions/solutions.
TECHNIQUE IN CO
3. Problem Analysis
Process of looking into the causes of the problem and their effects on those affected by it.

Force Field Theory – Kurt Lewin

-Driving Forces
-Restraining Forces

4. Role Playing and Socio Drama

Role Playing – acting out a situation which would depict a problem or varied problems and
their effects designed to change the attitude and thinking of the target audience towards the
problem as from apathy to concern

Socio-Drama – dramatic performance with psychological overtones that is also designed to

change the values, attitudes, habits and thinking of the target audience to a desired manner
TECHNIQUE IN CO
5. Education and Promotion
Employs a range of educational and promotional ways/approaches to enhance people’s
understanding and support of programs, projects and plans for community improvement and
development

6. Demonstration
Projects to illustrate ways of dealing with certain social problems which cane be
subsequently adopted for similar uses by the community and other communities and
organizations

7. Use of Dynamics and Experiential Learning in Training

Effective techniques in training indigenous leaders who have an aversion to lecture-type
seminars
TECHNIQUE IN CO
Experiential Learning – employs the exposure of trainees to planned situation or game
where they experienced a learning process.

Group Dynamics – interacting forces within a small human group

8. Use of an Expert/Consultant
No person has a monopoly if knowledge, hence one of the CO worker’s technique is the use
of an expert from other field she is not knowledgeable about or another CO worker who has
more experience as consultant.

9. Formal Study
Employs this technique to influence public opinion and motivate people to act on certain
community or national issues.
TECHNIQUE IN CO
10. Use of Questions in Handling Group Discussions
a. Put group at ease by establishing a cordial and democratic atmosphere. Call participants
by their names and nicknames.
b. Start your meetings with a short prayed invoking the Almighty guidance followed by ice
breakers as these starts the ball rolling with positive results
c. Always state the purpose of the meeting at the very start of the discussion and why it is
called and what are the objectives that need to accomplished. This would avoid
irrelevant and wasteful discussion
d. Define procedures to be followed as guideposts for discussions to avoid waste of time
e. Inspire complete freedom of speech by avoiding negative remarks on any contributed
ideas, suggestions or questions being asked. Negative remarks discourage participation
on further discussion. Subtlety guide the trend of discussion into the right track by
request
TECHNIQUE IN CO
10. Use of Questions in Handling Group Discussions

USES OF QUESTIONS
a. To open discussions
b. To stimulate interest
c. To provoke thinking
d. To accumulate data
e. To get individual participation
f. To develop subject matter
g. To change the trend or discussion
h. To limit or terminate discussion
TECHNIQUE IN CO
10. Use of Questions in Handling Group Discussions

TYPES OF QUESTIONS
A. OVERHEAD – directed to the group as a whole. It is effective for launching discussion and
promoting group thinking
B. DIRECT – directed to particular individual to draw his participation, curb monopolization,
interrupt private conversation and bring back the discussion into focus.
C. KICK-OFF – used to launch discussion of a new subject matter and should therefor be
challenging and be able to provoke participants to think.
D. FOLLOW-UP – used to keep the discussion going towards attaining the objectives of the
meeting.
STRATEGY IN CO
STRATEGY
Tactic or careful plan or a method devised to achieve desired goal
A Procedure adopted by Social Workers to achieve a goal (Philippine Social Work
Encyclopedia)

1. Management of Power
Helping create new centers of power in communities where leadership is indifferent and
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 a self-reliant and self-managed community
STRATEGY IN CO
3. Organizing people for specific Tasks, Roles and Functions
Goals and objectives can only be realized if there are groups of persons who plan for these goals and
objectives, then implement and monitor and evaluate their implementation

Ad hoc Committee – temporary committee needed for special task as soon as it had completed its
task, the committee is dissolved.

Special Task Forces – functions and responsibilities require a special task with special authority

Study Group – specific task is to make study groups whose specific task is to make study of existing
social phenomenon occurring in the community

4. Use of Conflict
Popularized by Alinsky. It is used in communities where the people are apathetic towards their
pressuring problems and needs when other strategies failed.
STRATEGY IN CO
Roland Warren had developed a typology of strategies for achieving purposive change:
-Collaborative Strategy
-Campaign Strategy
-Contest Strategy

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
Applicable when people are not in agreement on how an issue should be resolved. Includes
educating, persuading, and pressuring the recalcitrant into agreeing with group’s proposed
solution/ approach toi a major issue or problem in the community
STRATEGY IN CO
7. Contest Strategy
When there is dissension in crucial issues, this can be apply to crystallize the issues involved
and to get majority vote / support for one of the contestant’s proposal which will be
considered community’s adopted decision after the voting.

8. Social Brokerage
A strategy of social action, one of the community organization models. It is 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
help diffuse a crisis situation
STRATEGY IN CO
9. Use of Integrative Mechanisms to Strengthen Organization
The second strategy of Social Action model of community organization. It employs the integration of other
groups’ efforts and support to strengthen the cause another group or agency is espousing. The 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

Third Strategy of social action model which is commonly used as a strategy in influencing change or
modification of policies, legislations, ordinances, programs and services deemed irrelevant, inadequate or
disadvantageous to the greater sector of society.

It is also is also used to pressure the removal of the officials perceived as incompetent, immoral and corrupt or
simply indifferent to the plight and welfare of some sectors of society as the poor, the squatters, the
handicapped and other of their kind.
STRATEGY IN CO
Social Protests - are mass action activities where people march in the streets
with placards conveying the cause of their action or what the group is
protesting about.

Mass Action – sometimes in the form of mass delegation of protesters

presenting their petition with media coverage to the legislators, a government
office, private organization, a business establishment, a landlord or even foreign
embassies. Such mass action is however done in peaceful manner befitting a
professional strategy
STRATEGY IN CO
11. Lobbying
Included as the fourth strategy of social action wherein interest groups attend
committee meetings of the legislative bodies and the legislative session itself to
show support of or protests against the passage of certain bills or some of its
offending provisions.

12. Use of Field Trips

People learn faster through visual aids and actual experience. The CO worker
employs this strategy for fast-track learning designed for indigenous leaders’
training for community development and leaderships.
STRATEGY IN CO
13. Use of Volunteers
An effective strategy for lack of manpower and resources.
PROCESSES OF PEOPLE EMPOWERMENT
People Empowerment
The process of releasing the potentials of people through appropriate
programs, services and strategies, removing blocks that deter their
growth and development and accessing them for the enhancement of
their highest capabilities that they would be freed from the fetters of
poverty, ignorance, oppression, social injustice and fear to stand up
their rights and pursuits for happiness as a member of a free and just
society
PROCESSES OF PEOPLE EMPOWERMENT
SOURCES OF POWER
1. Freedom
2. Knowledge and Wisdom
3. Mental and Moral Efficacy
4. Capability for Leadership Roles
5. Ability to Act and Produce an Effect
6. Prestige and Wealth
7. Possession of Authority and Control Over Others
8. Physical Might as Individuals Controlling an Armed Group
PROCESSES OF PEOPLE EMPOWERMENT
HOLISTIC APPROACH
People empowerment should be approached through an integrated and
interdisciplinary effort since a person’s total well-being is attained through his
physical, social, economic, mental and spiritual needs

ATMOSPHERE OF FREEDOM
Only in an atmosphere of freedom can any program for people empowerment
prosper. People should be free to know their rights and privileges, the laws and
policies that had been enacted for their benefit in order that they would be able
to profit for them.
PROCESSES OF PEOPLE EMPOWERMENT
SOCIAL JUSTICE
Social Justice should be a living reality and experienced and not merely enshrined in our legal statutes.

Without social justice, the government loses its credibility and its covenant with the people who would then be
encouraged to look for alternative forms of governance or resort to violent means in obtaining justice for
themselves.

CONDUCT IN GOVERNMENT SERVICE

Officials and workers in the government service should be impressed upon that they are there to serve the
people and not to be their masters as many of them believe and behave. These type of officials and workers
are a bane to the government service

Our government officials and workers in the government service who are key players for people empowerment
should therefore undergo a reorientation seminar in good manners and right conduct, otherwise, they should
not be in government service.
PROCESSES OF PEOPLE EMPOWERMENT

GRAFT AND CORRUPTION

Graft and Corruption had always been cited as one of the causes of
our country’s underdevelopment and national shame. How can any
program or people empowerment prosper if it is handled by corrupt
officials and workers in the government?
Community Organization Process
 Community Organization Process
PROCESS A PROCESS B
1. Pre-entry Stage ( Area Selection) 1. Social Preparation
2. Entry Stage (Community Entry and Integration) - Area Selection
3. Social investigation - Community Entry
- Community Integration
- Social Investigation
4. Spotting of Leaders and Core Group Formation 2. Leadership Development and Capability Building

5. Formation of CO 3. Organizational Development and Management

6. Community Planning
7. Mobilization / Implementation
8. Monitoring and Evaluation
9. Exit Stage 4. Consolidation and Expansion
PRE-ENTRY STAGE
AREA SELECTION
Role of the Community Organizer (CO)
• Collect information about the community from government and
non-government organizations working in the target community.
• Collect data from secondary sources such as news, publications,
• Conduct an ocular visit and observation
PRE-ENTRY STAGE
AREA SELECTION
Some factors which may be considered in area selection:
1. Depressed areas and presence of low-income groups
2. Presence of development agencies and other support institutions
providing assistance to the area
3. Willingness of local groups to link up with organizing programs
4. Stable peace and order situation
5. Accessibility
PRE-ENTRY STAGE
AREA SELECTION
Some factors which may be considered in group selection:
1. Geographical location
2. Dialect
3. Population: Number of target individuals, families, households
4. Level of organization (organized vs. unorganized)
5. Sectoral Groupings: women, youth, farmers, fisheries etc.
6. Heterogeneous vs. homogenous membership
7. Basis for organizing: common problems and expressed needs
ENTRY STAGE
COMMUNITY ENTRY
Community entry is the process where the Community Organizer
(CO) officially enters the community
Process of establishing rapport with the people in continuing effort
to imbibe the community life , by living with them and undergoing
the same experiences.
Some call this community integration is the process of staying and
living together with the people in the community and experience
their way of life’
ENTRY STAGE
COMMUNITY ENTRY
Importance: During community entry, the Community Organizer (CO) is introduced to
local authorities and other key people in the community. It is the first step by the
Community Organizer (CO) towards integration into the community
Through community integration, the Community Organizer (CO) will gain better
understanding of the people and their situation. The people will also be able to know
the Community Organizer (CO) better and mutually develop good relationships with
each other.
At this stage, the community organizer integrates into the community and establishes
a relationship based on mutual trust and respect
ENTRY STAGE
COMMUNITY ENTRY
Guidelines for Community entry
1. Courtesy Call
2. Adapt to the lifestyle (cultural sensitive social work principle)
3. House Selection
4. Low-key Profile
ENTRY STAGE
COMMUNITY INTEGRATION
• Go out and meet as many people as possible.
• Participate in household and livelihood activities of the host family.
• Participate in community celebrations, activities and meetings.
• Document observations and experiences using a “CO Diary.”
ENTRY STAGE
COMMUNITY INTEGRATION
Important advice for the Community Organizer (CO)
1. Be humble.
2. Be polite.
3. Respect local belief, religion and culture.
4. Do not get drunk.
5. Do not make promises that will not be fulfilled.
6. Do not flirt.
SOCIAL INVESTIGATION
Community Study/ Social Investigation
• A systematic and scientific process of collecting , collating,
synthesizing and analyzing data in order to draw a clearer
picture of the community
• It is a continuing process
• Purpose is to know the situation or condition of the
community
SOCIAL INVESTIGATION
Specific Objective
• Gather various information: geographic, demographic, political,
social ,economical . cultural, etc in order to identify and understand
the problems and issues that need immediate and long terms
solutions
• Identify people; classes, sectors and relationships present in the
community in order to determine their interest and attitude
• To determine the correct approach and method in organizing
(social action, social planning or locality development)
SOCIAL INVESTIGATION
The organizer needs to be engaged in a systematic and
scientific way of gathering and analyzing data and utilizing
these data in coming up with community plans and
programs. There are three (3) sociological approaches which
can help the worker/organiz.er in conducting S.I. These are:
1. Ecological Approach
2. Structural Approach
3. Normative Approach
SOCIAL INVESTIGATION
TWO TYPES OF SOCIAL ANALYSIS OR INVESTIGATION
1. Preliminary Social Investigation (PSI) – provides
initial/preliminary information about the over all
situation: political, economic, socio-cultural,
environmental situation, gender analysis
2. Deepening Social Investigation (DSI) – more focused
investigation of specific issues to be undertaken. This
provides more substantive information about the issue
SOCIAL INVESTIGATION
Methodology in Social Investigations
Use of existing and secondary data
– Most of the data will be available already but you need to validate esp. check the time the data was
published; in your presentation you have to incorporate your assessment as a community organizers
Observation
– Pure observation (e.g community walk)
– Participant observation (importance of community immersion)
Interviews – KII (Key Informant Interviews)
– Informal interview during small talks or community gatherings
– House to house interview
SOCIAL INVESTIGATION
KINDS OF MAP
Community Map
Community Mapping is generally understood to mean a visual, geographic representation of
community characteristics
most common kind of map where the basic structures in the community can be found.

Resource Map
referred to as asset mapping or environmental scanning. Community resource mapping is best noted
as a system-building process used by many different groups at many different stages in order to align
resources and policies in relation to specific system goals, strategies, and expected outcomes.
SOCIAL INVESTIGATION
KINDS OF MAP
Vicinity Map
which indicates the region near or about a place and the proximity to prominent
and established landmarks.

Ecological map
attempts to objectively and spatially delimit and represent the natural organization
and structure of the landscape. It offers nested levels of resolution, based upon a
regionalization process, and provides an ecological basis for planning activities that
may impact upon the environment.
SOCIAL INVESTIGATION
KINDS OF MAP
Mind Map
A mind map is a diagram used to visually organize information. A mind map is
hierarchical and shows relationships among pieces of the whole.
It is often created around a single concept, drawn as an image in the center of a
blank page, to which associated representations of ideas such as images, words and
parts of words are added. Major ideas are connected directly to the central concept,
and other ideas branch out from those major ideas.
Mind maps can also be drawn by hand, either as "notes" during a lecture, meeting
or planning session, for example, or as higher quality pictures when more time is
available.
SPOTTING OF LEADERS AND CORE GROUP
FORMATION
•It is a conscious and deliberative effort
•You have to put in mind while you conduct all initial activities -
It entails assessing the abilities and WILLINGNESS of the
potential leaders to the process of change
SPOTTING OF LEADERS AND CORE GROUP
FORMATION
Criteria:
• Representation of the community
• Leadership
• Integrity
• Availability
• Commitment
• Knowledge and skills
As much as possible not part of the LGU/BLGU
SPOTTING OF LEADERS AND CORE GROUP
FORMATION
Leaders can be classified either as formal or informal leaders:
1. FORMAL LEADERS
•Those who have a specific leadership position, either elected or appointed.
•Easily recognized the, because they tend to be more articulate and are in the center position in many
group activities
2. INFORMAL LEADERS
•Does not necessarily have formal leadership titles but nevertheless have a considerate number of
followers.
•They seldom stand out in a crowd, nor do you find them in front of a group.
•Usually work in the background but many people seek their advice with regards to crucial matters,
either personal or community concerns
SPOTTING OF LEADERS AND CORE GROUP
FORMATION
CORE GROUP FORMATION
Laying down of the foundation of strong people’s organization
brought by bringing about several of the indigenous leaders to
exchange knowledge and insight towards a deeper
understanding of the community
A “Core Group” is made up of 5-7 individuals from the
community selected and recruited by the Community Organizer
(CO) to help facilitate the formation of the “Community Based
Organization (CBO)”.
SPOTTING OF LEADERS AND CORE GROUP
FORMATION
CORE GROUP FORMATION
Tasks of Community Organizer (CO)
• Observe and talk to people in the community.
• Identify potential “Core Group” members using criteria (same with potential
leaders)
• Select and recruit 5-7 potential “Core Group” members. Sectoral Representation
must be observed .
• Conduct orientation meeting with all “Core Group” members. Introduce and explain
the work of the CO. Explain and clarify responsibilities of “Core Group” members.
SPOTTING OF LEADERS AND CORE GROUP
FORMATION
CORE GROUP FORMATION
Functions of Core Group
• Serves as training ground for democratic and collective
leadership
• Helps the CO gather data , spot other potential leaders
• Serves as model to attract other members in the community
• Helps in the mobilizing and act as gatekeepers in the
community
SPOTTING OF LEADERS AND CORE GROUP
FORMATION
CORE GROUP FORMATION
The “Core Group” should be responsible for the following activities:
Planning for the Community Meeting
– Determine the purpose of the community meeting.
– Determine suitable place and time for the community meeting.
– Plan the agenda and clarify responsibilities.
– Announce the schedule, purpose and participants of the meeting.
FORMATION OF COMMUNITY
ORGANIZATION (CO)
Community organization will facilitate wide participation
and collective action on community problems, needs and
other activities in the community
Process: Calling of General Assembly
FORMATION OF COMMUNITY
ORGANIZATION (CO)
During General Assemblies
1st General Assembly
– Introduction of the workers, goals, objectives and reason for coming
into communities
– Expectation setting and control
– By practice: Presentation of initial Data for validation and clarification
(Prioritization of problems also happen during this stage)
– Presentation of core group and leaders in the CO process
FORMATION OF COMMUNITY
ORGANIZATION (CO)
Principles
• Maximum participation ( are they well represented , assess
the attendance after and analyze how to improve numbers)
• Maximum control of people ( who talks, who domineers, how
can other share)
• Collective leadership (if possible work with your leaders in
facilitating the activities)
COMMUNITY PLANNING
“Community Planning” is the process of developing a
community action plan based on priorities, objectives and
resources towards community problem solving.
Importance
Community planning provides opportunities for the community
members to participate in decision making, thus ensuring
ownership of the problem solving process. It also enables them
to identify and formulate solutions to their common problems
together
COMMUNITY PLANNING
In practice:
• CO presents the problem identified to community (during
community assembly) and asks for validation
• Out of the number of problems identified, allow the
community to discuss which is the most important ( usually top
3 or according to the feasibility of CO)
• Clarify goals and objectives of CO
• Apply SMART/SMARTER Principles in Planning
COMMUNITY PLANNING
Set objectives that are S M A R T and S M A R T E R
S = Specific
M = motivational
A = ttainable, accountable
T = time-bound,
E = thical
R = recorded
COMMUNITY PLANNING
Effective goals are…
• If achieved, would be adequate to improve the
situation
• Consistent with client’s value and cultural systems
• Include a time frame for achievement
COMMUNITY PLANNING
Steps in Planning Intervention
 COMMUNITY MOBILIZATION AND
IMPLEMENTATION
Activities undertaken by community organization to solve the problems or realized
the needs of the community and which serves to build and strengthen the peoples
self confidence and their collective spirit
“Community Resource Mobilization” is the process of utilizing people and their
resources towards accomplishing desired changes in the community.
Importance
The community needs resources in order to implement its projects and activities.
“Community Resource Mobilization” enables the community to maximize the use of
available local resources towards achieving problem solving objectives. External
resources should only be utilized if local resources are not available.
 COMMUNITY MOBILIZATION AND
IMPLEMENTATION
Process
Role of the “CO Leaders” in mobilizing community resources:
• Establish clear and regular communication and feedback system with
community members.
• Secure commitments of community members towards a particular cause.
• Follow-up and monitor commitments of community members.
• Delegate responsibilities in problem solving to maximize participation of
community members.
 COMMUNITY MOBILIZATION AND
IMPLEMENTATION
PROJECT IMPLEMENTATION
It is the process of carrying out projects and activities towards achieving the desired change. Through
implementation, plans are mobilized into a series of actions that will lead toward accomplishment of the goals
and objectives
Strategies/Techniques
• Putting it in ‘black and white’ means proper documentation ,minutes of meeting that has to be signed by
parties involved
• Copy furnished transmittal letters
• Use of petition /resolution to press the action from actors in the community
• Ridiculous/annoying presences and follow up
• Building good rapport with gate keepers to track progress
 COMMUNITY MOBILIZATION AND
IMPLEMENTATION
Other considerations:
• The two key elements in mobilization
– Peoples participation, role and engagement ( are they involved? Or is it all the
CO who is working? Remember EMPOWERMENT
– The use of resources: maximize potential and existing in community
• The pre-requisite of good mobilization is that it is People-oriented and
community-led
• This is a continuous process
 MONITORING AND EVALUATION
Project Monitoring
Monitoring is the assessment of the project implementation process and activities and to check, whether the
results are achieving the objectives of the desired change. Monitoring should be regularly done during the
implementation process.
Evaluation
Evaluation is the process of assessing the impact of the projects and activities of the community. It is
concerned with determining the accomplishments of goals and objectives. The community members should
conduct the evaluation themselves at the completion of a project or activity.
Importance
The “Community Action Plan” is the vehicle to achieve desired community changes. A regular monitoring and
evaluation process will ensure effective achievement of activities and desired results.
MONITORING AND EVALUATION
 EXIT STAGE
PHASE OUT OR EXIT STAGE FROM THE COMMUNITY
“Community Exit” is the process whereby the Community Organizer (CO)
gradually leaves the community as the “Community Based Organization (CBO)”
moves towards independence and self-reliance
Importance
The “Community Exit” strategy enables the to grow and gradually develop into
a mature self-governing and self-reliant association independent. The
“Community Organizer (CO)” should already start thinking about the exit
strategy before entering the community. At the final stage, the CO should
eventually leave the community.
 Community Organization Process
PROCESS A PROCESS B
1. Pre-entry Stage ( Area Selection) 1. Social Preparation
2. Entry Stage (Community Entry and Integration) - Area Selection
3. Social investigation - Community Entry
- Community Integration
- Social Investigation
4. Spotting of Leaders and Core Group Formation 2. Leadership Development and Capability Building

5. Formation of CO 3. Organizational Development and Management

6. Community Planning
7. Mobilization / Implementation
8. Monitoring and Evaluation
9. Exit Stage 4. Consolidation and Expansion
 ORGANIZATIONAL DEVELOPMENT AND
MANAGEMENT
7 ELEMENTS OF ORGANIZATION:
Structure – delineation of authority, tasks and functions
Strategy – systematic processes and plans to attain organizational goals
Systems – mechanisms for operations: by-laws, policies and procedures
Shared Goals – unified vision, principles and objectives
Skills – ability to work together towards common goals
Staff – group leaders and members
Style – how the organization is managed and sustained
 ORGANIZATIONAL DEVELOPMENT AND
MANAGEMENT
SETTING-UP THE ORGANIZATION:
• Group discussions to formulate objectives of the organization
• Forming work committees
• Series of consultations among leaders and members
• Preparation of the Constitutions and By-Laws
• Election of Officers
• General Assembly
 ORGANIZATIONAL DEVELOPMENT AND
MANAGEMENT
LEVEL IN ORGANIZATIONAL DEVELOPMENT
FORMATIVE – from social preparation to spotting potential leaders, core group
formation, and them to setting-up the organization
REACTIVATION – Due to some problems in the past, an organization may need
to redefine its goals and strategies to improve operations
CONSOLIDATION - After some operations, an organization may need to
synthesize its gains by identifying member-strengths and weaknesses. From
this assessment, organizational strategies are improved
 ORGANIZATIONAL DEVELOPMENT AND
MANAGEMENT
LEVEL IN ORGANIZATIONAL DEVELOPMENT
EXPANSION – After strengthening organizational mechanisms, an organization
may be ready to expand its scope, ship and services. From a local setting, the
organization can move to forming alliances networks

CONSULTANCY – Established organizations can assist newly created groups.

Specific forms of consultancy services and assistance include management
intervention or project development
 ORGANIZATIONAL DEVELOPMENT AND
MANAGEMENT
REVIVING EXISTING ORGANIZATIONS
1. Find out the present status of the organization, including the natures and
causes of organizational problems and its potential for reactivation
2. Present the findings to the organization for validation, discussion and
analysis
3. Work-out a strategy for solving problems
4. Implementing strategies to improve organization
5. Monitor and evaluate the activities periodically
 ORGANIZATIONAL DEVELOPMENT AND
MANAGEMENT
ORGANIZATIONAL DIAGNOSIS
It is the systematic process of assessing the organization’s status as basis for
improvement and follow-up activities
CONTENT OF ASSESSMENT
1. Leadership performance
2. Communication Process
3. Decision Making
4. Problem-Solving
 ORGANIZATIONAL DEVELOPMENT AND
MANAGEMENT
ORGANIZATIONAL DIAGNOSIS
CONTENT OF ASSESSMENT
5. Management
6. Membership
7. Outputs / Accomplishments
8. Linkages with other groups
9. Group Conflict
10. Growth Potential
 ORGANIZATIONAL DEVELOPMENT AND
MANAGEMENT
ORGANIZATIONAL DIAGNOSIS
METHODS
A. Preparatory work
- Consulting key people
- Refining content and indicators
- Planning
B. Getting information
- Review of available documents
- Interviews, meetings, group discussions
-Systematizing data
 ORGANIZATIONAL DEVELOPMENT AND
MANAGEMENT
ORGANIZATIONAL DIAGNOSIS
METHODS
C. Validation and feedback
-Data processing / analysis / interpretation
-Presentation of initial findings
-Workshop Planning

D. Documentation of results
 CONSOLIDATION AND EXPANSION
ORGANIZATIONAL CONSOLIDATION
• Strengthening commitment and capabilities of group members for managing
and sustaining organization based on one’s assessment of past experiences.
• This is part of the preparation for more complex tasks and higher level group
action.
• Deepening critical awareness and stronger group unity are necessary to
effectively respond to bigger issues.
 CONSOLIDATION AND EXPANSION
STRATEGIES FOR ORGANIZATIONAL CONSOLIDATION
1. COMMITTEE WORK
A strategy for accomplishing specific task as well as strengthening group
skills.
Task Oriented Committees – generally ad hoc in nature. They cease to function
as soon as task is accomplished
Program Oriented Committees – established for more long term purposes.
Often, they are part of organizational mechanisms for planning, implementation
and evaluation
 CONSOLIDATION AND EXPANSION
STRATEGIES FOR ORGANIZATIONAL CONSOLIDATION
2. INSTITUTIONALIZING ORGANIZATIONAL MECHANISMS
Setting-up formal organizational structures and mechanisms provide the
lines for decision-making and venues for wider participation. These includes
regular meetings, consultations, action planning, assessment and summing-up
sessions.
3. EDUCATION AND TRAINING
Continuing educational sessions help develop the knowledge, attitudes
and skills of both leaders and members. This also needed for deceloping
second-line leaders.
 CONSOLIDATION AND EXPANSION
STRATEGIES FOR ORGANIZATIONAL CONSOLIDATION
4. PROJECT DEVELOPMENT
Group project may concern any of the following: livelihood, health,
cooperatives, fund raising and other socio-economic concerns. These projects
have two-pronged objective: to respond to immediate poverty or welfare needs
and to strengthen the organization
5. GROUP MOBILIZATION
Aim to provide venues for wider participation of members. It strengthen
skills for sustained group action, both for immediate and long-term concerns of
the organization
 CONSOLIDATION AND EXPANSION
STRATEGIES FOR ORGANIZATIONAL CONSOLIDATION
6. RESOURCE BUILD-UP
Resource generation, either through membership dues, tapping of local
and outside resources and project proposal development

7. NETWORKING
Involves establishing working relationship with different development
agencies and other people’s organizations.
 CONSOLIDATION AND EXPANSION
EXPANSION
Enhance the capabilities of the group to confront more complex issues and to build an
effective support system towards sustainability.
FORMS:
1. Wider Membership
-Expansion in terms of size and scope
a. Recruitment of new members
b. Establishment of new chapters
c. Federation building
d. Geographical expansion
 CONSOLIDATION AND EXPANSION
EXPANSION
2. Networking
-Expansion in terms of linkages with various groups and institutions:
a. Linkages with other local/national groups
b. Networking among sectoral/multi-sectoral groups
c. Alliance building / formation of support groups
d. Joint programs and partnership
e. Campaign support and advocacy work.
 TOOLS FOR ANALYSIS
Structural Analysis
SWOT analysis
Force Field Analysis
Problem Tree Analysis
Gender Analysis
Capabilities Approach
Right Based Approach
Appreciative Inquiry
STRUCTURAL ANALYSIS
◦ Study of patterns of behavior or phenomena based on
how the economic, political and cultural structure of
society is arranged or interacts
SWOT ANALYSIS
FORCE FIELD ANALYSIS
Looks at the different factors (forces) which drive or block the movement toward a goal ,
developed by Kurt Lewin
PROBLEM TREE ANALYSIS
Helps to find the solutions by mapping out the anatomy of cause and effect around an issue.
GENDER ANALYSIS (SARAH
LONGWE)
CAPABILITIES APPROACH
(Amartya Sen)
•Extent of people’s freedom to achieve what they
want to achieve, and extent of the options available
to them.
•Development as “Freedom”
•Basic capabilities include security of life, literacy and
political participation
RIGHTS BASED APPROACH
Use human rights discourse (mainly how it
articulated in international standards and national
policies) to analyze a particular situation. In doing so,
the basic questions revolves around what rights are
being violated or could be violated in the future if the
situation is not addressed.
APPRECIATIVE INQUIRY
•A strengths-based, positive approach to leadership development and organizational change.
•AI can be used by individuals, teams, organizations, or at the societal level; in each case, it helps
people move toward a shared vision for the future by engaging others in strategic innovation.
PERT CPM

PERT and CPM are the two network-based project management techniques, which exhibit the
flow and sequence of the activities and events
Program (Project) Management and Review Technique (PERT) is appropriate for the projects
where the time needed to complete different activities are not known.
Critical Path Method or CPM is apt for the projects which are recurring in nature.