COMMUNTIY ORGANIZING & PARTICIPATORY ACTION RESEARCH (ORIGINAL MANUSCRIPT)

DEFINITIONS
1. It is a concept by which community residents band together to determine their particular needs, mobilize resources and work as one towards the resolution of problems identified. It is also a process directed at increasing people's power and mobilizing them for actual participation indecision making 2. It is a process that is people-centered and geared towards their continuing capability building, selfreliance and empowerment. (Manatili, 1990) 3. Is a planned process to activate a community to use its social structure and any available resources (internal-external) to accomplish community goals, decided primarily by community representatives .,. interventions are organized ... from within the community to attain and then sustain community improvements. (Bracht, 1990, p, 67)

PURPOSES OF COMMUNITY ORGANIZING

1. 2. 3. 4. 5. 6.

Identify the needs of the community Identify resources available in the community Mobilize people and the community resources Empowers people to participate in decision making process Empowers people to implement action plan Development of leaders among the people: By continually spotting and developing leaders among the community people, the organizing becomes more vigorous and more relevant. Their efforts and activities become more effective and stronger. People especially the poor and the oppressed are open to continuous movement and change People have the capacity to change their situation if they are socially aware and if they act with commitment. Self-willed changes have more meaning and permanence than imposed changes People need help in organizing themselves in order to deal with needs and problems. Organizing work is class-based. The focus is on the majority who are the primary forces of production, the most vulnerable members of the community Community organizing is expected to bring about structures that enable power to reside in the people and work toward self-reliance and self-determination Basic trust on the people is essential in community organizing work. It is the people's right and responsibility to participate in making and controlling important changes taking place in their community. People have and can develop their innate potential and capabilities to solve their problems. People have the capacity and resources to manage their lives. EMPOWERMENT: Rappaport (1984) defined empowerment as "a process by which individuals, communities and organizations gain mastery over their lives." Empowerment allows communities to transform their lives and environment. Two Operational levels of Community Empowerment - Level One: Individuals involved in community organization efforts experience^ increased^ social support, which increases their sense of control. - Level Two: this is the secod level affects the community and has been operationalized partially as community competence. Empowerment of communities has had a positive effect oa heatth and social indicators and may be reflected in lower community rates of alcoholism, divorce, and other soda! problems.

BASIC ASSUMPTIONS AND PRINCIPLES OF COMMUNITY ORGANIZING

1. 2. 3. 4. 5.

MAJOR CONCEPTS OF COMMUNITY ORGANIZATION

1.

2. COMMUNITY COMPETENCE - is art expected outcome of community development and is closely related to the concept of empowerment - is the ability of the community to engage in effective problem solving ((score, 1980). - when various members of the community are abte to collaborate effectively on identifying the problems and needs of the community (Cottrell, 1983). - If it can achieve a working consensus on goals and priorities; can agree on ways and means to implement the agreed upon goats; (and) can collaborate effectively in the required actions. Eight Conditions Essential for Community Competence (Cotrell, 1976) Commitment Set-other awareness and clarity of situation definition

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Articulateness Communication Conflict containment and accommodation Participation Management of relations with the larger society Machinery to facilitate participation interaction and decision making

PARTICIPATION AND RELEVANCE: Participation and relevance are two different concepts that are intertwined with each other in order to have a grasp of the whole picture. PARTICIPATION: refers to the need of the community members to be active rather than passive in the learning process. According to Dewey (1946) and Lindeman (1926) it is the process of enlarging the understanding of people by making them active and helping them make and implement decisions for themselves. Three ways to increase community Participation in Community health projects (Bracht, 1990) a. Establishing work groups or task forces to work with specific component of the project b. Involving target group members in selection of intervention strategies c. Providing staff to carry out details and to offer technical assistance and consultation as needed to community members. RELEVANCE: the proposed change must be relevant to the people. The people must experience a need for change if change or learning is to occur. The practitioner who starts with he community's felt needs and concerns is more likely to experience success with change than the practitioner who tries to impose an agency agenda from outside

4. 5.

SELECTION OF COMMUNITY ISSUES: This involves separating problems that are troubling but of minor importance from those that the community feels strongly about. The best way to select an issue is through the Problem-posing dialogue method by Freire (1973) COMMUNITY ORGANIZATION IN PRACTICE: practitioners assist the community to , identify its problems and help in finding some solutions using the strategies of community involvement to increase its chances of success

MODELS OF COMMUNITY ORGANIZATION

(Helvie, Carl O. Advanced Practice Nursing in the Community, 1998; pp. 243-244) 1. LOCALITY DEVELOPMENT MODEL: in 1981, the United Nations defined community development as a "process designed to improve conditions of economic and social progress for the whole community with rts active participation and the fullest possible reliance on the community's initiative." Thus this model is based on the assumption that a wide spectrum of local people should be involved in goal setting and actions to maximize community change. a. emphasizes self-help and development of community capabilities and cooperation (empowerment) b. cooperation and system capabilities c. increasing participation and local leadership d. the planner sees the community overshadowed by the larger community and the problem is lack of relationships and democratic problem-solving abilities e. the strategy is to have a broad selection of people get together to determine and solve the community problems f. the approach is "let's meet and talk this over." g. the change tactic is consensus through discussion and communication h. the role of the practitioner is an enabler-catalyst who encourages problem solving, expression of concerns, organizational skills, and interpersonal relationships i. the members of the power structure collaborate in a common venture j. the (boundary definition) client is the total community k. the clients are the citizens of the community THEMES OF THE MODEL: democratic procedures voluntary cooperation self-help development of indigenous leadership education

2.

SOCIAL PLANNNG: This model emphasizes a technical approach to solving social problems. Change is believed to require expert planners, who, using technical abilities and skills, including the ability to manipulate large bureaucratic organizations, can bring about complex changes. The planner usually establishes, arranges, and delivers goods and services to people who need them. Building community capacity (locality development) and fostering radical social change (social action) are not integral to this approach. a. emphasizes solving community problems (community issues) b. task oriented with emphasis on completing a concrete task and solving problems c. the planner sees the community as having major social problems such as physical or mental, housing, and or some problems of interest to the planner d. the planner gathers facts about a problem and decides what to do about it e. the approach is "let's gather the facts and solve the problem." f. the change tactic is consensus or conflict g. the role of the practitioner is more technical by gathering data, implements programs, and interacts with bureaucracies h. the power structure is often the sponsor or employer of the practitioner i. the boundary is the total community or segment of a community (e.g. mentally ill, aged, etc.) j. the clients are the consumer of services SOCIAL ACTION: This model assumes that a disadvantage segment of the population needs to be organized, at times in alliance with others, to make adequate demands on the larger society a. emphasize a redistribution of power, resources, and relationship and changes in basic institution (community competence) b. providing or establishing new services, or getting legislation passed c. the planner views the community as a system of privileges and power with a disadvantaged population and the problem is social injustice, deprivation, and inequity or exploitation at the hands of the oppressors such as the "power structure, "big government," or "society." d. the strategy is to identify the issues so people know who is the enemy and then to organize mass action to pressure the enemy (The enemy may be an organization or person) e. the approach is "let's crystallize the issue, organize mass action, and pressure on the selected targets." f. this model uses change tactic of conflict or contest, such as confrontation and direct action or negotiation g. the practitioner is an activist or advocacy rote and organizes groups and manipulates organizations and movements to influence the political process h. the power structure is viewed as an external target of action or an oppressor to be coerced or overturned i. the boundary is a community segment that is deprived ^AQ. The clients are the victims of the system

3.

In the past, health planners used Model 2, but this method has been found to be ineffective or partially effective in dealing with current community problems, there has been more emphasis on the use of Model 1 (locality development model). This was because; model 1 has led to the timeliness of concepts such as empowerment, community competence, and partnership.

PHASES OF COMMUNITY ORGANIZING

A. PREPARATORY PHASE 1. Area or site selection Relatively economically depressed Strategic With significant problem-health or other related community problem In terms of spread effect-position/location Population of 100-200 families for two staff Relatively free of similar agencies or programs (to avoid competition or duplication of services) Clustered settlement patterns Other considerations: language (understandable by staff); distance transportation (accessibility); communication facilities 2. COMMUNITY STUDY OR SOCIAL INVESTIGATION Objectives Provide a basis for planning and programming or organizing activities Determine the correct approach and method of organizing Gather data on the geographic, economic, political, social and social situation of the community in order to identity and understand the problems and issues that are in the community

Identify the classes and sectors present in the community in order to determine their interests and attitudes towards the problems and issues in the community Data to Gather Demographic profile Population, age groups, no. of women, etc. Geographic profile Terrain, natural resources, weather, drmate, etc. Ethnographic profile Way of life Economic system/type of economic production (who owns and controls the means of production? What is the size or number of property of the different classes and sectors? What is their position in production?) Political system/decision making structure (what are the decision-making structures in the community? Who controls them? What are the responses and attitudes of the people to these structures and to their decisions? What is the attitude of the people to change?) Social system (what are the agencies, organizations which are existing in the community? Describe their structure and membership? What are their projects and programs? Which of these are active and popular among the people?) Cultural system/beliefs and values (what cultural media and Institutions exist in the community? Who owns and controls them? What values and beliefs do they propagate?)

a. b. c. d. e. f. g. h. i. j.

Sub-phases Preliminary social investigation Demographic profile Geographical profile Deepening social investigation Economic system Political system Social system Cultural system ENTRY TO THE COMMUNITY Types a. Bonga or funfare b. Padrino or formal c. Padama or baiting d. People-oriented Guidelines Recognizes the rote and position of local authorities by paying them a visit and informing them of your presence and objectives in the community (COURTESY CALL) Present yourself according to the lifestyle in keeping with that of the community i.e. personal appearance, speech, behavior, the way you dress Choose modest dwelling which is open to the majority of the people in the community. If ever there is a need to stay with a family in the community, the family should be respected in the community Avoid raising expectations by adopting a low key approach and profile Activities a. b. c. d. Involve during Entry Phase Associate with the people Conduct information campaign about HRDP (Human Resource Development Program) Conduct community survey study and deepening social investigation Provision of health services which are immediately needed by the people and the community

Integration Types Pasawsaw-sawsaw, padalaw-dalaw Boarder or staff house People oriented

Guidelines a. Participate directly in production process b. Conduct house-to-house calls c. Seek out and converse with the people where they usually congregate d. Participate in social activities (take care that this does not occupy most of your time) e. Avoid gambling and drinking B. ORGANIZATIONAL PHASE 1. Social Analysis/preparation: It is an activity that helps raise the level of consciousness of the people and the organizer. It evolves on the people's lives, their experiences and aspirations. Guidelines Deepen social investigation and integration with the people by continuing to dialogue with the people in order to know gradually learn the way of life of the community Work hand-in-hand with the people in relating their problems to the deep-seated problems of the society and the nation Help the people go through the analysis of the situation more systematically Float the idea of a health program informally through chats and mini-sessions Plot out seasonal patterns in the community Make a spot map during this time 2. Spotting and Development of Potential Indigenous Community Health Worker (CHW) Leader Guideline Criteria in Selecting Community (Health) Leaders Must represent a sector in the community (belongs to poor sectors and classes) Actively involve in production Must have trust in the people's capability Well respected by the community residents and could influence the community people Believes in changes and is willing to work for change Committed, conscientious and resourceful Can communicate effectively with the people (knows how to listen to the people and can articulate people's concern effectively) Willing to develop and train other people into leadership Guideline in Selecting Community Health Workers Traditional healers e.g. hilot/or persons that people used to see when they are sick Middle-aged Has stayed in the community for a long time that most people knows him or her Minimum Tasks Expected of Community Leaders Facilitate the integration of the community organizer (CO) and other NGO staff into the community by introducing them to other residents Assist the CO organizer in spot mapping and clustering or sectoring of households Assist the NGO staff in conducting baseline community survey Assist the CO in identifying other potential leader Assist the NGO staff in conducting information campaign about HRDP 3. Core Group Formation/Small Group Building This phase calls for the formation of the potential leaders into a group who would be able to work hand-tn-hand with the organizer. This also calls for the implementation by the community organizer of four distinct but related activities for core group formation Close integration with core group members Continuing of deepening social investigation about the community and individual core group members Thorough training and education of core group members on local and national health situation, primary health care, community diagnosis, participatory leadership, group building and social mobilization Mobilization of the core group (e.g. actual planning, implementing and monitoring small group scale projects/activities)

Minimum Tasks of Core Group Members Assist the organizer in: o gathering data for deeper community studies o spotting other potential leaders and prospective members of the community organization o conducting home visits and purok meetings take the lead rote in the formation of small groups/discussion groups take the lead role in the selection of Volunteer Health Worker (VHW) trainee help in drawing up plans and tasks for the formation and sustenance of the community organization

4. RECRUITMENT OF MEMBERS It is the core group members that implement this phase. Since the group represents all the sectors of the community, the members that they should recruit must come from the sector that they represent. From the core group members, the organizing then progresses geometrically. Each one will invite their own members until the whole community is covered. With this, community organizing becomes people-centered rather than leader-centered organization. 5. SETTING-UP AN ORGANIZATION At this time, the people are now ready to organize; they are now convinced by the need to organize. It is during the general assembly that they wilt declare their unit and select their leaders. Four Major Activities during Organization Building Preparation of the community for the setting up of their organization for health through house-to-house visits and purok-meetings/assemblies Organizing the Primary Health Care Council (PHCC) or any equivalent structure o election of officers based on a set criteria b. formation of health committees and defining their functions o preparation of legal documents such as me organizations constitution and by-laws Training and education of officers and members of the community health organization of PHCC Mobilization of the PHGC in planning, implementation and evaluation of community activities 6. STRENGTHENING THE ORGANIZATION Community organization should not end with the formal establishment of the organization. The organization needs to be strengthened continuously. It has to develop its own initiative and dynamism. The membership needs to do social analysis together Issues and problems confronting their community should be analyzed. They need to plan sustained activities that will give meaning to their collective strength. Strengthening the organization will help reinforce the people's confidence in their power and would have every opportunity to prove themselves. "If we want to teach the people how to fish, we need to give them the boat and the net." Ways to Strengthen the Organization 1. Education and Training o Regular Business and Study meetings Rationale to: inculcate positive attitudes, values to CHWs and the group clarify expectations identify strengths and weaknesses of fellow leaders and workers appreciate "fraternal corrections" improve work and relations deepen grasp of work and orientation 2. Conduct community diagnosis Rationale: To come up with local health situation that will be the basis of work of the health program Method: Survey Questionnaire

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Actual Training o The group bases curriculum design on identified health problems. It could be according to: level (basic, advance) content (orientation, hearth skills, special skills) participants (grassroots staff/trainers, CHWs) o Trainings are usually staggered with those who are actively involved rn production process. Topics taught (especially skills are applied or put into practice through health services (e.g. sputum microscopy, dental prophylaxis, etc.) o Services are based on the skill and capacity of the CHWs and staff, the demand and also the availability of materials and equipment

7. WORKING WITH OTHER ORGANIZATIONS FOR DEVELOPMENT A successful community organization does not do the work by itself but works with all the sectors in the community and other organizations even outside the community, until it becomes town-wide, province-wide, region-wide and becomes nation-wide in scope. Activities Involved

1. Establishing links with other sectors in the community. This is done in the conscious efforts of beefing up organizing work and initiating the formation of mass organizations in the community 2. Assistance and support to organizing efforts of other sectors a. helping in deepening the community study b. conducting regular mobilizations for supporting issues 3. Participate in mobilization for supporting issues carried by the involved individual and providing direct assistance in form of a first aid team in mobilization, 4. Development of secondary liners/leaders/CHWs
8. PHASE OUT/EVALUATION Referral to coordinating body= The CBHP is endorsed at different (evefs for assistance and support (regional, sub-regional, national, etc.) Periodic follow-up = This is in form of staff development sessions, consultations or conferences and sometimes program visit and evaluation

These are some of the guidelines in establishing a CBHP in an unorganized community that in the process is enable to develop its own community organization. This tedious process, the joys and sorrows of organizing is not overtly mentioned here. Perhaps due to the fact that we recognize the existence of various organizing efforts of other classes and segments. A. ROLES AND ACTIVITIES OF A COMMUNITY ORGANIZER 1. Organizing work is not the sole responsibility of the community organizer. The staff of the project (HRDP team) muse all be involved in such work at any given period of time or phase of organizing 2. The community organizer or the team live-in the community for a considerable length of time to establish rapport with the resident and imbibe community life 3. When live-in arrangement is not feasible because of limitations of the team, full integration may be achieved by planning their visits and interactions with the residents. In some cases, it may help to spend two or three days straight in a week to really get to know the dynamics of the community 4. The HRDP team should build regular action-reflection-action sessions among themselves and with members of the core group. This is especially important in order to assess their strong points and weak points and the progress of their activities in the community 5. The team should keep a logbook to record their day-to-day activities. Documentation will be useful in planning. This skill will have to be transferred to the community.

B. THE COMMUNITY HEALTH ORGANIZATION Guideline Principles in Health Organization and its Leadership Role 1. The Health Care workers are leaders among and with the people 2. The Health care workers should always act in consultation with the general membership 3. The Health care workers should exercise collective type of leadership a. no individual officer should monopolize decision-making

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critical/major policies, guidelines and activities should be discussed and decided at the committee level It is the Health care workers that should a. hold regular meetings to plan and assess activities undertaken by the committees b. assist in the conduct of household surveys c. monitoring/supervise the implementation of plans of the committee d. coordinate with the RHU and other appropriate local agencies in the community for health and related concerns e. follow-up the VHWs and assist in the evaluation of their performance based on the system/mechanism for supervision and evaluation f. lead in mobilizing community residents for health campaigns and other health related activities g. conduct fund-raising activities to support health program h. coordinate with other development-oriented groups in the community for common undertakings

b.

PARTICIPATORY ACTION RESEARCH Is a powerful strategy that involves people in the research process from the initial design of the program project through data gathering and analysis to final conclusions and actions arising out of the research (Whyte, W,; 1991, p. 7} It is a social research carried out by a team of action researcher and members of the organization or community seeking to improve their situation. It promotes broad participation in the research process and supports action leading to a more just or satisfying situation for the community people or the stakeholders (Greenwood, D. & Levin, M.; 1998, p. 4) Importance An important tool for community and people empowerment because it helps the people become aware of the present and existing conditions of their community and encourages participation and maximizes involvement of the people through out the research process utilizing the existing community resources. Attributes of PAR 1. Shared ownership of the research enterprise 2. Community-based teaming 3. Community-initiated action Principles 1. People even coming from the most oppressed, exploited and deprived sectors of the society have the capacity and the capability to go through the research process if guided property 2. Action research is a cogenerative process through which the organizer(s) and interested members of the community or organization collaborate to research, understand and resolve problems of mutual interest. 3. Is a social process in which the professional knowledge, local knowledge, process skills, research skills and democratic values are the basis for cocreated knowledge and social change 4. Research process and the results are adjusted to each other at every point to ensure continued relevance of the research process to the needs and interests of the community people and to keep the broader research questions addressed fully.

Concepts of PAR/AR 1. PAR is context bound and addresses real-life situations or problems 2. PAR is an inquiry where researchers cogenerate knowledge through collaborative communicative process in which all participants' contributions are taken seriously 3. PAR treats the diversity of experience and capacities within the local group as an opportunity for the enrichment of the research-action process 4. The meanings constructed in the inquiry process lead to social action, or these reflections on action lead to the contribution of new meanings 5. The credibility-validity of AR knowledge is measured according to whether actions that arise from it would solve the problem/s and increase participants* control over their own situation

Processes 1. Progressive cycle of Action-Reflection-Action (ARA) - begins with small, local and concrete issues within the community and identified by the people 2. Consciousness-Raising - experiential learning 3. Participatory and Mass-based - it is primarily and directed towards the members of the community/organization 4. Group/Community centered and not leader-oriented - leaders are identified and emerged through action rather than appointed or selected by some external force or entity Elements of PAR/AR 1. Research - most powerful way of generating new knowledge 2. Participation - placing a strong value on democracy (peoples' power) and control over one's own life situations. 3. Action - involves the participation of the stakeholders