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Mclat summary

Social Work (Caraga State University)

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Introduction
While casework and social group work which are the other methods of social work focuses
its concern with the individual's dysfunction, community organization's concern is with the system's
dysfunctions, the elements in the environment that had made the individual's life stressful which
led to their dysfunctioning.

The two kinds of problems identified by the social work profession which the CO worker
needs to address itself are the following:

1. Residual problems

These problems are brought about by the operational break down of either the producing system or
the consuming public. This breakdown results to gaps in services and lack of resources. When our
population increases for example, its demands on the producing systems as well as on the labor
market increases. If we fail to produce adequate food, clothing, shelter, new jobs and establish
basic social facilities for our increasing population, these gaps in meeting consumer's needs
manifest itself in social problems, crimes and delinquency, It also breeds social unrest.

2. Institutional problems

This refers to the irrelevant or defective social policies and community decision-making process
which need to be changed or modified as they adversely affect the interests and welfare of the
majority of the people. When the interests and welfare of the majority are in jeopardy, the
situation is likely to breed social problems, unrest and instability in the society.

Chapter 1 Theoretical Base of Community Organization

Without specific goals and objectives, a community worker would be like a traveller in
uncharted seas. Professional CO workers have to have specific goals and objectives to guide them in
their community work.

What are the goals of community organization?

1. Tasks Goals - are concerned with concrete tasks to be undertaken to meet the specific
needs and people’s aspiration or to solve particular problems.
2. Process Goals - are concerned with process of helping people in a community or groups
strengthen their quality of participation, self- direction and cooperation.
3. Relationship Goals - are focused in changing certain types of relationship and decision-
making process in a community by diffusing power to a wider base

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What are the objectives of community organization?

To remove blocks to growth.

To release potentialities and bring about people’s empowerment
To develop the capacity of indigenous leaders to manage community life can be self-reliant
To develop the ability to function as an integrated unit.
To encourage the full use of inner or indigenous resources for community development
before tapping outside resources.
To change /modify existing policies and programs that are oppressive and irrelevant to
propose needed ones.

How these objectives are be achieved?

These objectives can be achieved in the following:

1. Removal of blocks to grow

Ignorance
Negative social values/patterns/attitudes as the ninga cogon attitude, maniana habit,
bahala na, palakasan, utang na loob, fatalistic attitude as attributing poverty or poor
health to God’s will
Regionalism/functionalism as electing candidates for leadership roles belonging to one
region or religion without considering their competence and qualifications for the
position.
Oppressive power structures that take advantage the poor

2. To Release Potentialities and Bring About People's Empowerment

- Every individual, group or a community no matter how depressed have potentials that can be
tapped for their own development This can be done by involving people to participate in
community activities, group discussions, problem-solving and decision making sessions. People
empowerment, the people should be given opportunities to acquire new knowledge and skills
through informal education, seminars, skills training, field exposures and on-the-job
training.

3. To Develop the Capacity to Manage Community Life and be Self-reliant

- The first thing to do in attaining this objective is to first identify the community’s
indigenous leadership, they are formal and informal leaders in the community. The formal
leaders are those who have been elected as officials of the local government, the heads of
the different government and private agencies, and the head of the different civic and
religious organization as the Knights of Columbus, Women’s Catholic League, the PTA, the
Neighbourhood Association, etc. The informal leaders are those persons to whom the people
have high regard and go for advice by virtue of his past positions and high standing in the
community, those who have a strong influence with the people by virtue of his wisdom and

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integrity so that his opinion is widely sought and valued and those persons the people
dependable for any undertaking.

4. To Develop the Ability to Function as an Integrated Unit

- One of the objectives of community organizations to bring these disparate groups together
in order that they can integrate their programs and efforts so that their intended
beneficiaries may receive fair treatment and prevent their discontent, competition among
the groups can also be avoided as more beneficiaries can be served since duplication of
services can be prevented when separate groups work as an integrated unit because their
services can be harmonized and rationalized when they work in collaboration with one
another.

5. To Encourage the Full Use of Inner or Indigenous Resources for Community

Development Before Tapping Outside Resources
- This is the reason why it is a must for CO workers to first make a survey of their target
community and prepare a community profile which includes the identified internal resources
of the community in terms of manpower; economic resources as indigenous raw materials,
such as rattan for furniture, clay for pottery, shells for shell crafts, swamps for
shrimp/fish culture, river beds for hollow blocks making, etc. The community should also be
made to realize that their most important resource is the people themselves who if properly
trained, organized and motivated can be a potent force for their own development.
-
6. To Change/Modify Existing Policies and Programs that are Oppressive, Defective or
Irrelevant and to Propose Needed Ones
- There are existing or proposed laws, ordinances or policy guidelines which the people may
find oppressive, defective or irrelevant which need to be changed or modified as such
laws/policies run counter to the welfare of the people or tend to benefit only a privileged
sector of the population. The CO worker may also experience the need for the passing of
new laws, ordinances or policies that would solve same identified problems and needs in the
course of her work with the people. When confronted with these situations, it is the CO
worker's responsibility to initiate with the people's participation the passing of these
required legal statutes and/or to change/modify existing ones as the situation demands.

Chapter 3 the three models of community organization

Community organization as a method of social work has three models which distinguishes itself
from other community organizing work.

Community development/locality development

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Social Planning
Social Action

Community development/locality development

According to Kramer and Specht:

- Community development as a CO model refers to efforts to mobilize the people, the victims,
the unaffiliated, unorganized and the non-participating who are affected by the community
condition into groups and organizations to enable them to take action on these social
problems and issues which affect them.

As stated in UN publication

- "Community development can be tentatively defined as process designed to create

conditions of economic and social progress for the whole community with its active
participation and the fullest possible reliance on the community's initiative"

Themes emphasized in locality development include:

Democratic procedures
Self-help
Development of Indigenous leadership
Voluntary cooperation
Education Voluntary cooperation

The basic elements of community development as identified by Kenneth Maygood are the
following

1. The community is approached as a whole.

3. Activities undertaken correspond to the basic needs of the community

This are classified into:

PHYSICAL ECONOMIC
- Water supply system. - Problems of livelihood; lack of income
- Irrigation system - Poor production of farm lots
- Schools - Lack of facilities to transport production to
- Market market outlets
- Housing - Law materials for productive pursuits
- Roads
- Playgrounds
- Health clinics
- Community center

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Social Psychological
- Problems on crime & delinquency, drug abuse, - Sense of community
squatters, street children, etc. - Sense of security
- Lack of basic services for education, health, - Sense of well-being
recreation, day care center, counselling and - Sense of achievement
social services - Sense of efficiency and effectiveness
- Aspirations for better quality of life, better - Sense of Dignity
governance, land ownership, etc.

3. The educational-organizational process moves from an awareness of problems to a definition of

problems followed by study.

4. Community Development activities are thought of in long-range terms

5. Widespread participation and involvement is sought with decision making taking place at the
lowest level, consistent with the nature of the problem

6. The resources of both governmental and non-governmental organizations are utilized

7. Both professional and lay participants are sought in community programs

8. The identification, encouragement and training of local leaders is a central feature of community
development programs.

Social Planning

- It is translating social goals into programs and services by an agency, group of agencies, public
or private in collaborative efforts with the community.

Alfred J. Khan

Suggest that social planning should contain the following elements:

Research (fact-finding, projection and inventory taking)

Value analysis and facilitation of expression of various
positions, sometimes through political machinations
Policy formulation
Programming
Measurement and feedback

Also posited that in social planning what may be sought as outcome is one or more of the
following:

New policies (standing plans)

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Program and policy coordination

Service integration
Innovation in programs
Choice in priorities in any of the foregoing or for the allocation of services
Administrative decisions

Three levels of Action Planning (John Dick)

Societal goals
Testing consequences
Social programming

To assure successful implementation of the process in social planning, Kahn suggest that the
following steps should be taken:

clarify goals, priorities, interests

ascertain the facts, the social realities, the trends
inventory the knowledge, the skills, the resources available and obtainable
analyze the alternatives and the predictable outcomes of choices among them
formalize the expression of preference and the process of choice
translate policies into implications for program or different levels of objectives
measure the outcome of the program

SOCIAL ACTION

Social action is popularly associated with activism, protest rallies and other forms of
group dissent or dissatisfaction.
As a Co model, social action refers to individual or group activity designed to influence a
change in social policy or to lobby for the formulation of needed policies or social
legislations for the benefit and welfare of people.

As a CO model, social action has the following strategies:

Social brokerage
Integrative mechanisms to strengthen organizations
Social protests to support social movements

Chapter 4 roles, function techniques and strategies of a CO worker

Roles of Community Organizer

Community organizers that possess the necessary skills, abilities, and knowledge of the
procedures involved in community organization will be able to use these in various contexts by

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performing the proper roles. Here, the roles and responsibilities of a community organizer are
covered

1. Communicator- Community organizers act as communicators, passing along ideas, expertise, and
other things to community members. By exchanging information, a community can become more
informed and well-equipped.

2. Enabler: For a change, the community organizer facilitates the community's process. He doesn't
perform any work alone; rather, he makes it possible for the community to do the work. The
process is valued more by the organizer than the final product. In order to avoid the dependency
syndrome, the organizer would foster independence among the participants by playing the role of
enabler.

3. Animator: In any process of community organization, the organizer motivates participants, gives
them guidance, and instructs them on how to carry out the various activities. The community
organizer's function as an animator is crucial in getting people to participate actively in all
discussions of issues and problems, from planning through evaluation.

4. Guide – Instead of taking action on his own, the community organizer instead helps the
community members organize themselves. The task of solving the problems of the people does not
fall to the community organizer. Instead, he must get the people to react, for which the organizer
offers a variety of channels and demonstrates a range of causes while addressing issues in the
community.

5. Counselor – the community organizer understands the community and enables the community to
understand itself. At the time of difficulty the individuals or the groups are given the required
counseling to proceed in the correct direction. When people are in need there should be someone to
listen to them.

6. Collaborator: The community organizer works together with his coworkers and other like-minded
individuals and groups to complete his goal. Organizations today handle an issue differently than in
the past; they also rely on the nearby organization. As a result, the collaborator function is crucial
for the coordination of activities among comparable and like-minded organizations and groups.

7. Consultant – The community organizer serves as a consultant to the populace, giving them advice
on important issues. The community organizer develops into a knowledgeable individual who shares
information with the public. The community organizer offers his services to those in need as a
consultant.

8. Innovator – Community organizers are innovators who perform, enhance, and develop new
approaches and content related to community organization. The residents of the community are
given a direction by this, enabling them to test out novel techniques for addressing needs and

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issues. The role of a community organizer is not to uphold the current system, but rather to provide
new strategies for moving up the development

9. Model – As a role model and a source of inspiration, the community organizer demands excellence
in their work. The organizer's job is to set an example for the group they are working with. It will
be easier for others to aid you if you handle problems properly, follow your plan, and document the
entire process. The method for resolving issues becomes an example for others

10. Motivator – Community organizers work as motivators by igniting and maintaining public
enthusiasm in finding solutions to issues and needs. The community organizer encourages everyone
to start small and do it effectively so that they can go on to more challenging tasks.

11. Catalyst: During the community organizing process, the community organizer maintains his
identity while also empowering the people. The population has access to resources, has more power
over them, and develops decision-making abilities. The organizer can boost the amount of response
from the audience by acting as a catalyst. The catalyst function further empowers the individuals
to develop their independence and competence in meeting their own requirements.

12. Advocate: The advocate's job is to convince community people to act as representatives, train
them to do so, and convey the issues to the appropriate authorities in order to find a remedy for
the unmet requirements. In the current context, the advocacy function is crucial. The community
organizer serves as an advocate for the community's interests in gaining access to services or
enhancing the quality of those services, both of which may be impeded by outside influences.

13. Facilitator – Community organizers serve as facilitators, assisting the community in articulating
its needs, defining and identifying its problems, exploring potential solutions, choosing and
implementing intervention tactics, and building its capacity to better address its own issues. A
facilitator aids client systems in modifying their surroundings.

14. Mediator – Community organizers serve as mediators, stepping in to help parties resolve
conflicts, work out their differences, or come to peaceful arrangements. A mediator is involved in
settling conflicts between community members and outside parties or the larger environment.

15. Educator – Community organizers serve as educators, disseminating knowledge to the local
population and wider environment. The organizer gives the community the knowledge they need to
deal with difficult situations, helps them practice new behaviours or skills, and instructs by
example. The community organizer offers the data required for making decisions.

What are the functions of a CO worker?

The following are the functions of the CO worker according to Arthur Dunham:

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1. Fact finding - to secure and maintain an adequate factual basis for sound planning

2. Program development - to initiate, develop new programs& services and modify or terminate
social welfare programs and services that had become irrelevant

3. Establishment of standards - to establish, maintain and improve of standards social welfare

standards, and to increase the effectiveness, efficiency and economy of operation of social welfare
agencies

4. Coordination - to improve & facilitate inter-relationships and to promote coordination between

organizations, groups and individuals concerned with social welfare programs and services

5. Education - to develop better public understanding of social welfare needs, problems, resources,
objectives, services, methods and standards

6. Support & Participation - to develop adequate public support of and public participation in social
welfare activities

What is the required knowledge a CO worker should possess?

Based on the CO worker's roles and functions, she should possess the following knowledge:

1. the goals and objectives of society

2. social legislations
3. research
4. group processes/human and group behaviour
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

What skills are required of a CO worker?

The CO worker should possess the following skills:

1) Working with people/one on one and small groups

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2) Organizing
3) Verbal and written communication
4) Committee work
5) Leadership
6) Administration
7) Interviewing
8) Research
9) Planning& policy formulation
10) Strategy design & implementation
11) Lobbying
12) Recording
13) Social education & action
14) Inter-group relationship
15) Coordination

What is technique?

- It is a technical method of accomplishing end according to Webster. The Philippine Social

Work Encyclopaedia described technique as “the manner by which certain activities are
executed based on the mechanical or formal aspects.”

What are the techniques of a CO worker and how can they be illustrated?

The following are the techniques of a CO worker with brief illustration on how they are used:

1) Structuring

This technique employs the use of suitable structures to engage in problem solving such as
councils, committees, task force, ad hoc committee, study groups, etc. This technique of employing
the use of suitable structures gets the job done in an orderly, effective and expedient manner than
had it been done by the CO worker and the political leaders themselves. The fact that the cross-
section of the community where relevant groups were involved in a systematic problem-solving and
decision-making process augurs for the successful attainment of their goals and objectives.

2) Situation Analysis

This technique "involves the breaking up of a problem situation, or collection of data, exploring
the content and examining and setting forth of the various aspects, issues and relationships
involved to gain insight and understanding the content better for logical conclusions/solutions". The
situation was analysed using the six investigative questions of what, when, who, where, why and how.

3) Problem Analysis

This technique is the process of looking into the causes of the problem and their effects on
those affected by it. Once-the causes and effects of the problem had been pin- pointed, the

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solutions to the problems can be planned by dealing with the causes as identified. The effects
should be used as a motivator to prod the responsible leaders and the affected populace to act on
the problem before it results in dire consequences.

4) Role Playing and Socio-drama

Role playing is 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 is a 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.

5) Education and Promotion

This technique employs a range of educational and pro- motional ways/approaches to enhance
people's understanding and support of programs, projects and plans for community improvement and
development. Examples of such educational and promotional techniques are the use of film showing,
training seminars, posters, folk media, field visits to model projects and communities, community
assemblies where resource persons are invited to speak on vital topics or issues and other concerns;

6) Demonstration

This technique uses the organization of demonstration projects to illustrate ways of dealing
with certain social problems which can be subsequently adopted for similar uses by the community
and other communities and organizations.

7) Use of Group Dynamics and Experiential Learning in Training

CO workers in Region XI who implemented the Baranganic Approach have discovered that the
use of experiential learning and group dynamics are effective techniques in training indigenous
leaders who have an aversion to lecture-type seminars. Experiential learning employs the exposure
of trainees to a planned situation or game where they experience a learning process. Group
dynamics on the other hand had been defined and to mean "the interacting forces within a small
human group." For purposes of our learning and indigenous application, it refers to planned group
processes designed to communicate new knowledge and ideas; to change negative values, attitudes
and behaviour and promote/strengthen relationships among the target group members.

8) Use of an Expert/Consultant

No person has a monopoly of knowledge; hence one of the CO worker's techniques is the use of
an expert from other fields she is not knowledgeable about or another CO worker who has more
experience as consultant. By utilizing the knowledge and expertise of other she enriches own and
wastes no time doing things through the trial and error method. She accomplishes therefore her

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goal and objectives as a CO worker as she assists her target client community with increased
confidence and competence that assures positive results.

9) Formal Study

The CO worker employs this technique to influence public opinion and motivate people to act on
certain community or national issues. She carries out a formal study by gathering and analyzing data
in connection with current issues or problem, the results of which she interprets and disseminates
to the public that they would appropriately act on said issues or problem.

10) Use of Questions in Handling Group Discussions

What is a strategy?

- Strategy had been defined as “a tactic or careful plan or a method devised to achieve a
desired goal.” The Philippine Social Work Encyclopaedia alludes to strategy as “a procedures
adopted by social worker to achieve a goal”

What are the different strategies of the CO worker and how can they be illustrated
1. Management of Power
- The CO worker uses this strategy by helping create new centers of power in communities
where leadership is indifferent and ineffective. Where there is however a concentration or
monopoly of power, she helps diffuse this power to a wider base by involving new leadership,
the uninvolved and those who are targets for assistance or change that they may be able to
represent their own interest in any decisions that would affect them.
2. Training of Leaders for their Role Functions
- The 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. Those leaders who
were elected and appointed to Provincial, Municipal and Barangay Development Councils
would be ineffective if they do not know their roles, functions and responsibilities and how
to carry them out as community leaders, Thus they have to be trained in learning not only
their roles, functions and responsibilities but more importantly how to effectively carry
them out in order to Succeed as leaders.
3. Organizing People for Specific Tasks, Roles & Functions
- Goals and objectives can only be realized if there are groups of person who plan for these
goals and objectives, then implement and monitor and evaluate their implementation.
Organizing people for these purposes is the forte of CO workers, People are organized to do
specific task is a strategy that facilitates the attainment of goals and objectives since the
job is done in a more organized manner which uses at the same Lne pooled thinking,
expertise and resources of those involved n the different organized operational units.
4. Use of Conflict

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- This strategy had been popularized by Alinsky. It is used in com munities where the people
are apathetic towards their pressing problems and needs when other strategies fail, The
introduction of conflict is designed to awaken the people from their lethargy and trigger
the desired action on their part to do something about their community problems. The use
of conflict however requires its handling by a competent and experienced CO worker.
According to Burke, conflict strategy works best for organizations committed to a cause
rather than specific issues.
5. Collaborative Strategy
- Roland Warren had developed a typology of strategies for achieving purposive change.
These are collaborative strategy, campaign strategy and contest strategy. Collaborative
strategy is based on the assumption of consensus or Common base of values and interests
among the parties in disagreement. And that agreement can be obtained by overcoming poor
communication, misinformation and inaction.
6. Campaign Strategy
- Campaign strategy is applicable when the people are not in agreement on how an issue should
be resolved. This strategy employs educating, persuading and pressuring the recalcitrant
into agreeing with a group's proposed solution/approach to a major issue or problem in the
community.
7. Contest Strategy
- Where there is dissension in crucial issues, the contest strategy would apply to crystallize
the issues involved and to get majority vote/ Support for one of the contestant's proposal
which will
8. Social Brokerage
- This is strategy of social action, one of the community organization models which had been
briefly illustrated in Chapter III. It is employed when a problem threatens to be explosive
or disruptive and 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.
9. Use of Integrative Mechanisms to Strengthen Organization
- This is the second strategy of the 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, speaker’s bureau or just a public announcement of support.
10. Social Protests to Support Social Movements
- This is the third strategy of the 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 used to pressure the removal of officials perceived as incompetent, immoral and
corrupt or simply in different to the plight and welfare of some sectors of society as the
poor, the squatters, the handicapped and others of their kind. Social protests are mass

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action activities where people march in the streets with placards conveying the cause of
their action or what the group is protesting about.
11. Lobbying
- This may be included as the fourth strategy of social action wherein interest groups attend
committee meetings of the legislative bodies and the legislative sessions itself to show
support of or protests against the passage of certain bills or some of its offending
provisions.
- This strategy does not only apply in both chambers of the legislative body but also in the
barangay, municipal and provincial councils where local ordinances/laws are being enacted.
12. Use of Field Trips
- People learn faster through visual aids and actual experience. Hence, the CO worker employs
this strategy for fast-track learning designed for indigenous leaders training for community
development and leadership roles. She therefore schedules a field trip to a model
community where the trainees learn how the model community is administered and managed
through people's participation, They also observe the community's development projects,
the community's primary health care program, their livelihood projects, their literacy
program, the cleanliness and sanitation of the model community, their -disaster
preparedness program, youth projects and how they conduct a community assembly where
the people are consulted, informed and democratically involved in the affairs of the
community which bespeaks of a truly empowered people.
13. The use of volunteers
- The use of volunteers had been found as an effective strategy 10r lack of manpower and
resources. Volunteers bring into their job their own expertise, knowledge and resources
that are tapped from their own network. It is however the responsibility of the agency to
meet the psychic needs and interests of the volunteers to keep them happy in their job.
Their enthusiasms should also be continually nourished to inspire them to work to their level
best for the benefit of the agency's target clientele. This can be done through appropriate
and challenging job assignments and recognition of jobs well done. The agency should also be
aware of the motivations, needs and interests of their volunteers so that they can be met
and creatively used in furtherance of agency goals and objectives.

Chapter 5 working with committees and other groups

Most of the community organization work takes place in working with groups as councils,
committees, ad hoc committees, task force, study groups, etc. it is therefore imperative for a CO
worker to know about group pr0 cesses, its principles, dynamics and techniques in working with such
groups and in handling them.

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What is a group process?

Group process had been defined as "the network of psychological interaction that goes on in
every group; it is everything that happens in a group, and is affected by the kind of interaction
among the members. In this sense, it is used to also mean group dynamics."

What are the forces operating in a group?

According to a leading authority in group dynamic the forces opera- ting in a group are the
following:

Social interaction

Is the dynamic interplay of forces in which contact between persons results in modification
of attitudes and behaviour of participants.

Communication

Is the means through which information, symbols and messages are given or transmitted and
received. It may be verbal or non-verbal. It is the element that facilitates interaction.

Leadership

Is the process of influencing others for the purpose of performing a shared task. This
process requires that one person direct, motivate and coordinate others in the group in order to
get the assigned task accomplished."

What are the principles of group process?

 Principle of Participatory Leadership

 Principle of Group Action
 Principle of Felt Needs
 Principle of Feedback

Principles developed by Audrey R. Trecker and Harleigh B. Trecker

 The Principle of Democratic Values

 The Principle of Purpose
 The principle of Constructive and Creative Leadership
 The Principle of Proper Personnel (Members)
 The Principle of Planning
 Principle of Preparation
 The Principle of Setting and Atmosphere
 The Principle of Fact First
 The Principle of Participation

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 The Principle of Team work

 The Principle of Progressive Process
 The Principle of Time and Timing
 The Principle of Reporting
 The Principle of Evaluation
 The Principle of Member Satisfaction

What are factors for effective working relationship?

 Group Solidarity
 Sense of Common Purpose
 Group Stability
 System of External Reward
 Sense of Belonging

What are the uses of questions as a technique in group discussion?

As practice and learned from leading CO practitioners, the use of question have the
following use:

 Open Discussion
 To stimulate interest
 To provoke thinking
 To accumulate data
 To get individual participation
 To develop a subject matter
 To change the trend of discussion
 To limit or eliminate discussion

What types of questions are usually asked as a technique and for what purpose?

1) Overhead
- This type of question is directed to the group as a whole. It is effective for launching
discussion and in promoting group thinking
2) Direct
- This type of question is directed to a particular individual to draw his participation, curb
monopolization, interrupt private conversations and bring back the discussion into focus.
3) Kick-off
- This type of question is used to launch discussion of a new subject matter and should
therefore be challenging and be able to provoke participants to think.
4) Follow-up
- This type of question is used to keep the discussion going towards attaining the objectives
of the meeting

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Chapter 6 the process for people empowerment

The preceding chapters have provided the necessary knowledge, techniques and strategies
for the worker to function competently on this job. The processes leading to people empowerment
had also been discussed. This chapter will provide CO workers with more insights on how people can
be empowered for their benefit, their community and their country.

What is people empowerment?

From my viewpoint as a professional social worker, people empowerment is 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 for their rights and pursuits for happiness as a member of a
free and just society.

What are sources of power?

Freedom
Knowledge of Wisdom
Mental and Moral Efficacy
Capability for leadership role
Ability to act or produce an effect
Prestige and wealth
Possession of authority and control over others
Physical might as controlling a group of armed persons

How can the people be empowered for their own benefit and their country?

People should be given opportunities to acquire the other positive sources of power as
freedom, knowledge and wisdom, mental and moral efficacy, capabilities for leadership roles and
abilities to achieve their goals and They should also be assisted to realize their highest potentials
as active and contributing members of society.

Process for people empowerment:

Identify the blocks that hinder people’s growth and development

Removal of the block to growth and development
Releasing the potential of people
Accessing the people for the enhancement of their potentials to its highest and productive
level

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Holistic Approach

People empowerment should be approached through an integrated and inter-disciplinary

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 from them.

Social Justice

Social Justice should be a living reality and experienced and not merely enshrined in our
legal statues. For social justice engenders faith in the government and the institutions that
represent.

Conduct of 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
types of officials and workers are a bane to the government service.

Baranganic Approach

In line with the Baranganic Approach philosophy, "that individuals, group, community and
national growth can only come/about when there is active participation and the involvement of the
people themselves in any development process and that the promotion of social welfare is not the
sole responsibility and concern of the govern- alone, but is shared with all sectors in the
community-public, private and religious"

Another hallmark of the Baranganic Approach is the training of the members of the
Barangay Development Council in barangay development planning which uses the experiential learning
approach rather than the lecture-type seminars. In experiential learning, trainees are made to learn
through group dynamics, games, exercises and work- shops. Lecturettes are given after each group
experience to deepen the learning of the participants who are encouraged to participate actively in
every discussion.

Goal of the Baranganic Approach

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The Baranganic Approach seeks to develop the people's capacity in the barangay for
planning, problem-solving and decision-making Barangay Development Councils in identifying their
own problem, needs and aspirations, formulating plans to solve these problems and meeting their
needs and aspirations, and in implementing and evaluating their plans designed for their common
benefit and welfare

Objectives of the Baranganic Approach

Assists the barangay in data-gathering which would serve as baseline data in formulating a
comprehensive and integrated barangay development plan designed to seek the solutions to
the people's expressed problems/needs, and aspirations.
Assists the Barangay Development Council analyse their gathered data and develop their
capacity to use data in formulating a realistic, comprehensive and integrated barangay
development plan.
Encourage the Barangay Development Council implement its plans for barangay development
so that it would become a viable structure in bringing about desirable change in the
community.
Strengthen indigenous leadership through training and prepare them for the crucial role in
leading their people transform their barangay into a self-propelling and self-reliant
community characterized by the people participating actively in the whole process of
barangay development.

The Baranganic Approach Process

Getting baseline data and preparing a community profile through survey and research work
Compilation of these data and classification in table Form for easy comprehension
Presentation of the data to the Barangay Development Council for analysis
Use of analysed data in prioritizing problems and needs and in formulating a comprehensive
and integrated development plan for the barangay
Presentation of the barangay plan to the Barangay Assembly for adoption, approval or
amendments
Implementation of the final approved plan by the different committees through people's
participation
Evaluation of the plan through regular council meetings and spot site visitation of projects
and services
Replan every six months or once a year to include unaccomplished plans

What is a Basic Christian Community?

The Puebla Document gives a descriptive definition of BCC as follows:

"As a community the BCC brings together families, adults and young people in an intimate,
interpersonal relationship grounded on the faith."

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"As an ecclesial reality, it is a community of faith, hope and charity. It celebrates the word of God
and takes its nourishments from the Eucharist, the culmination of the sacraments. It fleshes out
the Word of God in life through solidarity and obedience to the new commandment of the Lord; and
through the service of approved coordinators, it makes present and operative the mission of the
Church in its visible communion with the legitimate pastors."

Bishop Federico Escaler describes BCC in this manner:

"BCC is a complete reorganization of the traditional concept of the parish...it is a whole radical
upheaval of the traditional method of the organization of the parish in order to give particular
attention to the needs of the people in their small communities."

Lay theologian Alberto Cacayan defined BCC in his and Agnes Nelmida Miclat's book, Let Your
Hearts Be Hold" thus:

“As a fresh manner of living together as a community of faith where people experience dignity,
respects, equality, participation, communion, fellowship, mutual understanding and caring. It is the
locus where Christians evangelize and nourish one another."

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