PHASE/STEPS OF COMMUNITY ORGANIZATION PROCESS

A Written Report
Presented To
Prof. JALILA D. IBRAHIM-LIMUG
College of Public Affairs, Department of Social Work
Mindanao State University
Marawi City

In Partial Fulfilment
of The Requirement for the Course
BSW165- Social Work Practice with Communities
1st Semester, S.Y 2020-2021

by:

ABDUL, ANWAS S.
AVILA, MA. JELICA M.
BADRON, ASHNIFA A.
BASHER, NOR-ASIAH
BIOL, JELYZA JADE D.

November 2020
 Outline:
I. SOCIAL PREPARATION/PRE-ENTRY
1. TWO ACTIVITIES THAT ARE INCLUDED IN SOCIAL PREPARATION
a) Area Selection
b) Group Selection
2. MAJOR TECHNIQUES AND METHODS IN SOCIAL PREPARATION
-Consultations
-Contact Building
-Mapping
-Action Planning
II. ENTRY IN TO THE COMMUNITY
III. INTEGRATION WITH THE PEOPLE
IV. SOCIAL INVESTIGATION/COMMUNITY STUDY (WITH SPOT MAP)
1. PSI - Preliminary Social Investigation
2. DSI - Deepening Social Investigation
V. INITIAL PROBLEM-SOLVING PLANNING WITH AD HOC COMMITTEES
VI. CORE GROUP FORMATION
VII. TRAINING, GROUND WORKING, MOBILIZATION INCLUDING PROJECT
DEVELOPMENT AND MANAGEMENT
1. Training Level
a. Basic Course
b. Advanced Course
c. Specialized skills
2. Training Process:
VIII. FORMALIZATION OF THE COMMUNITY-BASED ORGANIZATION
1) SETTING UP THE ORGANIZATION
2) BUILDING SELF MANAGING GROUPS
a. Organizational management includes;
b. Levels in organizational developments
c. Revising existing organizations
d. Strategies for Managing People's Organizations
e. Doing Organizational Diagnosis
IX. CONSOLIDATION AND EXPANSION
THE 3 STRATEGIES FOR ORGANIZATIONAL CONSOLIDATION
1) COMMITTEE WORK
-Task-oriented committees
-Program-oriented committees
2) INSTITUTIONALIZING ORGANIZATIONAL MECHANISMS
3) EDUCATION/TRAINING
4) PROJECT DEVELOPMENT
5) GROUP MOBILIZATION
6) RESOURCE BUILD-UP
7) NETWORKING
CHARACTERISTICS OF COSOLIDATED ORGANIZATIONS
EXPANSION WORK
-WIDER MEMBERSHIP
-NEWORKING:
X. EVALUATION
TOOLS USE IN EVALUATION
-Program Evaluation Grid
-Logic Model
XI. TURNOVER/PHASE OUT
XII. REFERENCES
Objective:
At the end of this lesson, you should be able to:
 Explain the important preparatory activities in CO;
 Be able to identify appropriate strategies and approaches in managing community
organization
 Cite guidelines for identifying community issues and problems as basis for organizing
work; and
 Describe various techniques and methods in community organization process.

A. SOCIAL PREPARATION/PRE-ENTRY

In every road trip, preparation of the things that you will be needing along the way is very
much important. One should prepare his or her luggage before going on a trip. The same goes
with a worker going in a local community to do community organizing. It is necessary for the
worker to do some preparations before entering a certain community.

In the community organizing, there are phases or steps needed to be considered. A

worker should follow this flow of process for it to be more effective and organized. First of
which is the so called Social Preparation. According to Tayag and Tungpalan in their book
“Theory and Practice of Community Organizing”, Social Preparation in community aims to
assess the context of your organizing work before actually doing it. A worker needs some
information about the characteristics of the area as well as the local groups because these will
help her or him to identify appropriate community organizing intervention at various stages.

TWO ACTIVITIES THAT ARE INCLUDED IN SOCIAL PREPARATION

1. Area Selection
In the social preparation, it is very important for workers to choose a specific area
where the community organizing will be done. According to Tayag and Tungpalan, the
following are some factors which may be considered in area selection:
 Depressed areas and presence of low-income groups
 Presence of development agencies and other support institutions providing
assistance to the area
 Willingness of local groups to link up with organizing programs
 Stable peace and order situation
 Accessibility

2. Group Selection
In the process, the worker will also choose the group of people she or he will be
working with in the community organizing. According to Tayag and Tungpalan, same
with the area selection, the workers should consider some factor upon choosing the group
of people. These factors are the following:
 Geographical location
 Dialect
 Population: Number of target individuals, families, households
  Level of organization (organized vs. unorganized)
 Sectoral groupings: women, youth, farmers, fishers, etc.
 Heterogeneous vs. homogeneous membership
 Basis for organizing: common problems and expressed needs

MAJOR TECHNIQUES AND METHODS IN SOCIAL PREPARATION

 Consultations

Through consultations, you can meet and get initial feedback from others: local officials’
community leaders, organizations and gatekeepers in the community (Tayag and Tungpalan,
1997).

According to Tayag and Tungpalan, consultations involve concerns like providing

information, eliciting other people’s reaction or perceptions, groundworking or one-on-one
discussions with key persons regarding issues to facilitate group opinion or action later,
formulating recommendations, assessing previous events, and planning for follow-up activities.

 Contact Building
In the social preparations, it is important for the worker to work closely with her or his
contact persons or key informants who can assist in his or her organizing work. These contact
persons include key community leaders and gatekeepers, friends or relatives who reside in the
area, development workers from GOs and NGOs working in the community, and outsiders who
have established relations with the residents (Tayag and Tungpalan, 1997).

Furthermore, the qualities that contact persons possess include the following: being
knowledgeable about the community, being credible among residents, being interested to assist
the organizer, and lastly, being willing to work for the interest of the community above his/her
own self-interest (Tayag and Tungpalan, 1997).

 Mapping
As stated in the book of Tayag and Tungpalan, maps are very helpful in visualizing the
physical characteristics of the area. The worker can start with a simple location map to indicate
major landmarks, including house clusters, key facilities, source of livelihood and land use
patterns.
 Action Planning
Based on the results of the social analysis, initial plans for organizing can be drafted. These
are tentative activities for the next three months (or less) which can help start actual group
formation or strengthening (Tayag and Tungpalan, 1997). This is one of the crucial parts of
social preparation for it serves as an outlook for the worker upon doing the community
organizing.
 B. ENTRY IN TO THE COMMUNITY

After Social Preparation comes the next phase which is the Community Entry. This phase
marks the beginning of the relationship of the community to the worker. According to Tayag and
Tungpalan, community entry sets the tone in the relationship between the organizer and the local
groups throughout the organizing process. The style and method for community organizing can
vary depending on what is judged as the more effective and appropriate strategy based on the
results of the preliminary social analysis (Tayag and Tungpalan, 1997).

According to Tayag and Tungpalan, entry into the community entail one or a
combination of the following channels:
 Through the local government: Provincial, Municipal, Barangay
 Through one or more development agencies which provide services to the area
(GO/NGO, local/national)
 Through local organizations
 Through individuals or personal contacts
 If the area has peace and order problems, entry should also be channelled through
military authorities

Also, Tayag and Tungpalan provided some methods for community entry. These are the
following:
 Meeting with local officials
 Consultations with local groups and agencies
 Attendance in a barangay assembly
 House-to-house visits to key leaders
 Formal launching of the program

Aside from those, Tayag and Tungpalan also provided some pointers that may be helpful
for a worker in facilitating community entry. These pointers are the following:
 Establish the credibility of the agency and the organizer.
 Clarify or explain the program objectives and scope, especially to key people.
 Emphasize the importance of cooperation, local participation and unity in attaining
common goals.
 Do not create high expectations nor give promises which cannot be met by the
program.

C. INTEGRATION WITH THE PEOPLE

The Social worker, as the organizer must be able to understand and emphasize with the
community conditions. Mutual trust and good rapport are built upon shared experience between
client and the worker. There are varied forms of community integration. The choice depends on
their appropriateness to the situation and the opportunities available to the organizer.

The different methods are:

 House-to-house visits
 Living with selected families, preferably with key leaders
 Informal discussions with individual or groups
 Sharing/Participation in household and community activities
 Attendance in social gatherings
 Assistance in actual production work (farming, fishing, etc.)

"Why is life like this? What can people do about this? He wants the people answer this question
for themselves so he continue his stay and integration with people" (Manalili, 1990)

In establishing good rapport with the community, you may consider the following pointers:

 Be one with them

 Try to dress, talk and act as community residents do
 Establish good interpersonal relationships. Do not antagonize people.
 Keep a low profile. Be humble. Remember that your foremost is to assist in developing
leaders.
 Be sensitive to how your presence affects the community and the pepeople you deal with.
 Socialize and be friendly. Be punctual in your appointments.
 Be respectable. Avoid situations where you may be misunderstood or force to do
something inconsistent with your role or appropriate image.
 Avoid excessive drinking and gambling ate the expense of your professional credibility.
Say no politely.
 Practice what you preach.

" Now he is beginning to identify himself with the people. Now he is among them. Their
problems are already his problem" (Manalili, 1990)

D. SOCIAL INVESTIGATION/COMMUNITY STUDY (WITH SPOT MAP)

Social analysis the gathering, systematization, and interpretation of important information

about the community. This will become the basis for identifying and patronizing needs and
problem, as well as determining appropriate methods and strategies for organizing work. This
will also help to determine the factors that facilitate or hinder change in the community. "... At
this stage of social analysis it should be the people that should play the main role, the social
worker only help in the process". (Manalili, 1990)

There are two types of social analysis or investigation:

PSI - Preliminary Social Investigation - provides initial /preliminary about the overall
situation: political, economic, socio-cultural, environmental situation, gender analysis. This is
conducted as the part of social preparation to determine what particular problems are to be
responded to by CO activities. "As the process proceed the organizer and the people work hand
in hand in relating their problems, the conscientization process gradually developing a collective
consciousness. (Manalili, 1990)

DSI - Deepening Social Investigation - as organizing work proceeds, a more focused

investigation of specific issues can be undertaken. This provide more substantive information
about the issue which can guide organizational interventions and follow up activities. Based on
PSI result, further inquiry can be conducted regarding specific issues, their relationships, causes
and how these can assist or hinder organizing work. “We must reiterate: the people themselves
should take the lead role in this analytic task. Social analysis is a continuing and dynamic
process... among people." (Manalili, 1990)

In both PSI and DSI, you should be able to encourage active participation of local groups.
This process help not only in getting valid information but also in making local groups more
critical of their own situations. In doing Social analysis, you can use the different analytical tools
and methods.

E. INITIAL PROBLEM-SOLVING PLANNING WITH AD HOC COMMITTEES

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.
Organizing people for these purposes is the forte of CO workers. People are organized to do
specific tasks 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 time the pooled thinking, expertise and
resources of those involved in the different organized operational units. (Miclat, 1993)

If the task required is to plan for the attainment of the community's social goals, a
development planning body will therefore be organized and its members will further be
organized into different committees. Each committee will plan by sectors on the varied
community concerns. The following committees are often organized to solve or plan for the
community's varied problems and needs:

1. Committee on Health

2. Committee on Education

3. Committee on Livelihood

4. Committee on Youth Affairs

5. Committee on Infrastructure

6. Committee on Peace and Order

7. Committee on Social Services & Disasters

 8. Committee on Special Projects

Sometimes a temporary committee is needed for a special task as gathering data on the
community's squatters for the council's study and appropriate action. This committee is called ad
hoc committee. As soon as it had completed its task, the committee is dissolved. (Miclat, 1993)

At times the community may decide to put up a special group to handle a major concern
of the community as the removal of people living beside the creeks, rivers or slopes of the
mountains since their lives are in danger as they are exposed to the hazards of fast rising floods
and landslides. Their task is also to relocate them in appropriate and acceptable places by the
families affected for relocation. This organized group is called a Special Task Force since their
functions and responsibilities require a special task with special authority from the head of the
government in said affected area. After completion of the job, the Special Task Force is
disbanded and commended for a job well done. They are given also Plaques of Appreciation
since members of this Special Task Force are not paid for their work. (Miclat, 1993)

Another type of group organized are study groups whose specific task is to make a study
of existing social phenomenon occurring in the community as the prevalence of drug addicts or
to make a feasibility study on the idea of setting up an industrial center in their community. This
group is also dissolved after they had completed and submitted their report on the study they
made. (Miclat, 1993)

There are also organized groups whose job and tenure may only last for a day for the
simple task as acting as a delegation to present the community's petition or resolution to
concerned authorities or agencies. A welcome committee for visiting officials of a funding
agency or high officials is also an example of this type of committee with very short tenure.
(Miclat, 1993)

F. CORE GROUP FORMATION

Often, you'll find yourself with a number of potential leaders. From this list, you may
need to prioritize them. The more advanced individuals can be included in the CORE GROUP.
Core group formation is important in laying down the foundation of a strong people's
organization. It aims to bring together a group of 5 to 10 key leaders who can lead and take
initiative in forming the organization. (Tayag, B., & Tungpalan, M. T., 1997)

Members of the core group are considered as more advanced than other leaders in terms
of the following traits:

 Sense of commitment to work towards social change

 Willingness to place group interest above personal interest

 Effective leadership skills

 Higher level of critical awareness regarding community issues

  The core group should be able to collectively discuss and agree on the mechanics
pertaining to their group, such as:

 Reasons for forming a core group

 Functions of the core group

 Membership composition

 Initial plan of action and schedule of activities of the core group

 Common vision and goals

As the term, "core", implies, the core group becomes the locus of decision making of the
organization. The organizer consults the group in all matters. Their opinions should eventually
carry more weight than those of "outsiders" (Tayag, B., & Tungpalan, M. T., 1997)

The core group has the following suggested functions:

 Serves as the training ground for shared leadership

 Assists in mobilizing other community members

 Provides direction in organizing activities

 Plans activities towards formalizing the setting-up of the organization

The outcome of the organizing process is important, but the process is also equally
important. Making a short-cut of the process results in paper organizations. We want the process
of community organizing alive because this will ensure the formation of a people-centered
organization. From the ranks of the poor will emergence form themselves into a core group
which will facilitate community organizing. In the process, more core groups are formed to make
the process more participatory. (Manalili, 1990)

G. TRAINING, GROUND WORKING, MOBILIZATION INCLUDING PROJECT

DEVELOPMENT AND MANAGEMENT

Training Level (Manalili, 1990)

A) Basic Course;

- National and Sectoral Situations

- Development Perspectives

- Participatory Development

- Community Organizing

- Role of Community Leaders

 - Shared Leadership

B) Advanced Course

- Organizational management

- Conflict management

- Mobilization strategies

- Planning and evaluation

- Meetings

- Facilitation skills

C) Specialized skills

- Project development and management

- Participatory research

- Popular education

- Advocacy and networking

- Cooperative formation

Training Process:

1) Training needs analysis

2) Training design and curriculum development

3) Preparing for the training

"Development is a Dream that cannot come true without action", one of the nanay's who define
development.

In addition to, development for them is;

 If everyone is assured of his basic needs for us poor folks, if only we have 3 square
meals each day, if we have enough clothing on our backs, if we have our own roof above
our heads, even if a bit small, so there will be no longer squatters in our country. Even
with just these bare and simple things, as long as we have them, there is already
development"
 Development if no one is hungry, no one is sick and no one is exploited.
 If we have no peace and continue to live in a climate of fear, then development would
still be lacking.
 Development means that we share in just one single cooking pot (equal sharing of
development's regards)

Actions we need to make the development come true;

  We need unity! (Our unity becomes strong if we have common view if our problems. It's
not only on problems that we should have a common view. Even with the solutions to
those problems, we should have a united view)

Therefore, they made a decision;

 The development we are hoping for all will not happen in just a wink of an eye. What we
need is to get organized and collectively pursue our own development.

H. FORMALIZATION OF THE COMMUNITY-BASED ORGANIZATION

1) SETTING UP THE ORGANIZATION

People's organizations facilitate;

 wider participation of other members

 identifying common needs and goals
 group awareness and decision making
 collective planning and actions to resolve problems
 strengthening local mechanisms for continued participation

7 elements of organization;

1. Structure - delineation of authority, tasks and functions

2. Strategy - systematic process and plans to attain organizational goals
3. Systems - mechanisms for operations; by laws, policies and procedures
4. Shared Goals - unified vision, principles and objectives
5. Skills - ability to work together towards common goals
6. Staffs - group leaders and members
7. Style - how the org. Is managed and sustained

Activities related to setting up organizations;

 Group discussions to formulate objectives of the organization

 Forming work committees
 Series of consultations among leaders and members
 preparation of the constitution and by-laws
 election of officers
 general assembly

2) BUILDING SELF MANAGING GROUPS

a. Organizational management includes;

 Planning - of programs and activities based on shared goals
 Organizing - structures, strategies and resources
 Direction Setting - how plans are operationalized
 Establishing Controls- how the org. will work toward its goals
 b. Levels in organizational developments
 Formative
 Reactivation
 Consolidation
 Expansion
 Consultancy

c. Revising existing organizations;

 Find out the present status of the org. including the nature and causes of
organizational
 problems and its potential for reactivation
 Present the findings to the org. (Both leaders and members) for validation,
discussion and
 analysis
 Work out a strategy for solving problems
 Implement strategies to improve the organization
 Monitor and evaluate these activities periodically
d. Strategies for Managing People's Organizations
 Group Process
 Member participation
 group building
 teamwork
 conflict management
e. Doing Organizational Diagnosis

Objective: to identify the significant accomplishments, strengths, weaknesses, problems

and growth potential of the org.

Content of Assessment:

-Leadership performance, Communication process, decision making, problem solving,

management, membership, outputs/accomplishments, linkages with other groups, group
conflicts, growth potentials

Methods;

-preparatory work

-getting information

-validation and feedback

-documentation of results

I. CONSOLIDATION AND EXPANSION

 Organizational consolidation includes strengthening commitment and capabilities of
group members for managing and sustaining organization based on one’s assessment of past
experiences. (Tayag & Tungpalan, 1997)

THE 7 STRATEGIES FOR ORGANIZATIONAL CONSOLIDATION

1. COMMITTEE WORK

The formation of committees is a strategy for accomplishing specific tasks as well

as strengthening group skills. It decentralizes decision-making and facilitates delegation
of responsibilities especially among second-line leaders. (Tayag & Tungpalan, 1997)

Two (2) types of Committees

 Task-oriented committees – these are generally ad hoc in nature. They cease

to function as soon as the task is accomplished.
 Program-oriented committees – These are established for more long-term
purposes. Often they are part of the organizational mechanism for planning,
implementation and evaluation.

2. INSTITUTIONALIZING ORGANIZATIONAL MECHANISMS

Setting-up formal organizational structures and mechanisms provide lines for

decision- making and venues for wider participation. It includes regular meetings,
consultations, action planning, assessment and summing-up sessions. (Tayag &
Tungpalan, 1997)

3. EDUCATION/TRAINING

Educational activities can be conducted through study groups, informal group

discussions or formal training sessions. A training program can be planned to ensure
systematic learning. Courses maybe classified into 3 levels: Basic Courses (for
orientation purposes), Advanced Courses (for skills-oriented trainings) and Specialized
Courses (for more task-oriented purposes).

Training activities cover a wide range of topics: social awareness, organizational

management, leadership skills, project development, research, training, documentation
and evaluation and other skills courses. (Tayag & Tungpalan, 1997)

4. PROJECT DEVELOPMENT
Group projects may concern any of the following: livelihood, health,
cooperatives, fund raising, and other socio-economic concerns. These projects have a
two-pronged objective: to respond to immediate poverty or welfare needs and to
strengthen the organization. (Tayag & Tungpalan, 1997)
 SOME POINTERS IN HANDLING GROUP PROJECTS

 These projects need to be based on an analysis of the community situation as well

as managerial ability of the organization.
 Participatory methods should also be an inherent element of these projects to
encourage group decision-making and sharing of benefits.
 Projects must rely primarily on people’s resources and expertise, not solely on
outside intervention.
 Feasibility of the projects must be studied carefully.
 Economic projects should be undertaken only after some group processes have
been institutionalized and practiced.
 Corresponding skills training maybe necessary for certain projects.

5. GROUP MOBILIZATION

Mobilization activities aims to provide venues for wider participation of

members. Local issues are often used as starting point for mobilization. The first step is
to identify concrete and immediate issues which the people feel strongly about and it
becomes the focus for conscientization, organizing and action. Local campaigns or
campaign support for issues at the regional or national level offer other venues for group
mobilization. Groups can also be mobilized around specific programs and projects.
(Tayag & Tungpalan, 1997)

SOME POINTERS FOR GROUP MOBILIZATION:

 Choose a critical concern which affect a wide number of people.

 Related action must interest other people for more support and cooperation.
 If this is an initial attempt at group mobilization, the situation should have a high
possibility for success.
 Group expectations must be classified.
 Role playing sessions maybe used to prepare groups for certain actions.
 Critical awareness and group skills must be gradually built-up through assessment
of past activities.

6. RESOURCE BUILD-UP
Special attention must be given to fund or resource generation, either through
membership dues, tapping of local and outside resources, and project proposal
development. Resource and management requires appropriate bookkeeping skills and
systematic financial procedures. (Tayag & Tungpalan, 1997)

7. NETWORKING
 Networking involves establishing working relationship with different
development agencies and other people’s organizations (both sectoral and national
levels). (Tayag & Tungpalan, 1997)

CHARACTERISTICS OF CONSOLIDATED ORGANIZATIONS

 MEMBER PARTICIPATION

Includes active participation of members, delegation of specific responsibilities among

members and willingness of members to contribute ideas and resources. (Tayag &
Tungpalan, 1997)

 LEADERSHIP

It includes committed leadership, willing to pursue long-term organizational goals,

leaders representing and working for the majority’s interest, development of second-line
leaders and shared leadership rather than person-oriented leadership. (Tayag & Tungpalan,
1997)

 ORGANIZATIONAL STRUCTURE

It includes functional systems and procedures, mechanisms for democratic consultations

and decision-making, institutionalization of committee work and mechanisms for new
initiatives and response to urgent needs. (Tayag & Tungpalan, 1997)

 SERVICES AND PROGRAMS

It includes regular programs and services for members, ability to respond to different
community/sectoral needs and problems and sharing of benefits among members. (Tayag &
Tungpalan, 1997)

 RESOURCES

Capable of generating, accessing and mobilizing needed resources, asset building and
savings over time and able to finance basic operations, (Tayag & Tungpalan, 1997)

 EXTERNAL RELATIONS

Capable of networking/alliance building from local to national levels, non-dependency on

outside support and can provide possible assistance to other groups, undertake advocacy and
campaign activities, and mobilize support groups for critical issues. (Tayag & Tungpalan,
1997)

 GROWTH OPPORTUNITIES/SUSTAINABILITY

Continuing education activities, capable of negotiation and claim making even with
power or elite groups, presence of local organizers and mechanisms for expansion work
(Tayag & Tungpalan, 1997)
 The measures for success of a community organization involves both quantitative and
qualitative improvements in its ability to respond to the needs of its constituents on a sustained
basis. This implies that the organization has reached the consolidated stage by strengthening its
commitment, unity and ability to handle more complex activities and long-term issues. (Tayag &
Tungpalan, 1997)

EXPANSION WORK

Organizational expansion aims to further enhance capabilities of the group to confront

more complex issues and to build an effective support system towards sustainability.

Possibilities for Expansion Activities:

WIDER MEMBERSHIP: Expansion in terms of size and scope of the organization

 Recruitment of new members, establishment of new chapters,

federation building and geographical expansion (Tayag & Tungpalan,
1997)

NETWORKING: Expansion in terms of linkages with various groups and institutions

 Linkages with other local/national groups, networking among sectoral/multi-

sectoral groups, alliance building/formation of support groups, joint programs
and partnerships and campaign support and advocacy work (Tayag &
Tungpalan, 1997)

SOME POINTERS IN DOING EXPANSION WORK (Tayag & Tungpalan, 1997)

 Based on assessment result, identify needs and target for expansion work.
 Conduct consultations with members and support groups at different stages
 Provide venues for orientation of new members
 Establish mechanisms for shared leadership, complementation of services and pooling of
resources.
 List/Prioritize and get a profile of possible groups and institutions with whom the
organization can link up with.
 Create opportunities for regular exchange of information and assessment of experiences.
 Respect institutional identity and autonomy among partner agencies and alliance
members.
 Level off expectations among members of partnerships, alliances and networks
 Install an efficient monitoring and evaluation system
 Set-up measures for accountability
 Formulate written Memo of Agreement, if possible.

Some reminders when you do consolidation and expansion work (Tayag &Tungpalan, 1999)

J – Join alliances and networks

K – Keep growing as an organization
 L – Level-off expectations and targets within the organization and among partner
agencies

J. EVALUATION

Evaluation means to determine the value of something by careful appraisal and study.
Evaluation is different from monitoring. When a program or project manager is monitoring
implementation, she is attempting to determine whether or not activities have happened as
planned. When she is evaluating, she is attempting to determine whether the project is working
and whether it is as effective and efficient as it can be. Evaluation is a critical part of many
community/environment learning program. During this phase, you evaluate whether or not you
have been successful in reaching your goals (Pregon & Zanoria, 2015).

Evaluating the effectiveness of the intervention focuses on outcome objectives; it requires

data collection and aggregation for the purpose of reporting back to funding sources and other
sponsors and stakeholders. Once the first cycle of monitoring and evaluation has been
completed, efforts should be focused on making necessary adjustments to improve the program
based on findings from the evaluation and looking for ways to solidify the project and ensure
ongoing support. (Netting, et al.,2012)

TOOLS USE IN EVALUATION

Program Evaluation Grid (Klugger, 2006)

Use to assist organizations in planning and systematically evaluating programs.

Programs are rated on 24 individual factors within five areas: strategic,
effectiveness/quality, financial, program importance to key stakeholders, and marketing.
The resulting rank-ordering provides useful evaluative information that can be used in
budgetary and programmatic decision making.

Logic Model (Savaya & Waysman, 2005)

It incorporates theory in the development and evaluation of programs. It is use for

assessing program readiness for evaluation, for program development, for monitoring,
and for building knowledge.

K. TURNOVER/PHASE OUT
 Out of all the phases, this might be the one that is most likely to be forgotten. Aside from
the fact that it comes last, this phase also seems not important but conversely, this is one of the
most important steps to be considered in community organizing. This phase will be responsible
for marking end in the community organizing process.
Basically, this phase pertains to the termination stage of the process. As stated in the
Social Welfare and Social Work book of Thelma Lee-Mendoza, a social worker problem-solving
relationship does not go on forever. It has limits, so that whether one is working with an
individual, a group, or a community, the social worker should discuss with the client the more or
less expected duration of helping relationship.
The process started with the social preparation and goes down with the last phase. The
worker spent time to teach the community a lot of things and this last phase is the perfect time
for the worker for disengaging and helping the community assess itself. According to William
Brueggemann in his book entitled “The Practice of Macro Social Work”, the description of how
a community developer disengages from a community is essentially the same as the way in
which a community organizer exits from a community organization. When the community
organizing process has completed, the worker is expected to turn over or phase out the case.

References :
Dr. Angelito G. Manalili (1990), Community Organizing for People's Empowerment.
Manila
Manilili, A. (1990). Community Organizing for People's Empowerment. Kapatiran-
Kaunlaran Foundation, Incorporated. Manila.
Tayag, B., & Tungpalan, M. T. (1997). Theory and Practice of Community Organizing.
University of the Philippines Diliman.
Pregon, N., & Zanoria, H. (2015). Community Education and Training, A Facilitator’s
Manual. Mandaue City College.
Netting, F. E., Kettner, P., McMurtry, S., & Thomas, M.L. (2012). Social Work Macro
Practice (5th ed.). Pearson Education, Inc.
Agrinelda Nelmida-Miclat (1993), The Fundamentals of Community Organization and
People Empowerment. Sampaloc Manila