Definition of Terms

Community-Based Groups (CBGs): Community-Based Groups (CBGs) are organized

entities that operate within a specific geographic area or population, focusing on addressing
the needs, challenges, and interests of the local community. These groups are typically
formed by members of the community and operate through collective action to achieve
common goals. They often work on issues related to social welfare, education, health,
economic empowerment, and environmental protection.

 Example: A local farmers' group working together to promote sustainable agricultural

practices in a rural village.

Target Group: A target group is a specific group of people or audience that a program,
product, or service is directed towards. This group is typically selected based on shared
characteristics such as demographics, interests, behaviors, or needs, and is the primary focus
of interventions or actions.

Group Dynamics: Group dynamics refers to the study of the behaviors, attitudes, and
interactions of individuals within a group setting. It focuses on how people function together,
including their roles, communication patterns, conflicts, cooperation, and decision-making
processes.

Characteristics of a Community
A community is generally defined as a group of individuals who live in a specific area and
share common interests, values, customs, or relationships. Below are the key
characteristics that define a community:

1. Geographical Area: A community is often defined by its geographic boundaries,

such as a village, neighborhood, town, or city.

2. Shared Interests: Members of a community often share common interests, such as

cultural beliefs, economic activities, or social causes.

3. Social Interactions: Regular interaction and communication among community

members create strong social bonds. These interactions may occur in physical or
virtual spaces.

4. Sense of Belonging: A community fosters a sense of identity and belonging among

its members. People in a community often feel a part of something bigger than
themselves.

5. Collective Action: Communities work together to address challenges, meet shared

goals, or support members in need through collective action.

6. Cultural Homogeneity: Communities may share similar cultural values, traditions,

and norms, fostering a common cultural identity.

7. Support System: A community provides emotional, social, and material support to its
members in times of need.

Characteristics of a Community
 1. Geographical Area: A community is often defined by its physical location, such as a
neighborhood, village, or town.

2. Shared Interests: Community members typically share common interests, values, or

goals.

3. Social Interactions: Strong interpersonal relationships are formed through frequent

communication and shared activities.

4. Sense of Belonging: Members feel connected to and identified with the community.

5. Collective Action: The community comes together to work on common issues or

projects.

6. Cultural Homogeneity: Communities often share common cultural values and

norms, fostering unity.

7. Support System: Communities provide a network of emotional, social, and material

support for their members.

Features of Community Groups

1. Voluntary Membership: Community groups are usually voluntary organizations,
with members choosing to participate based on shared interests or goals.

2. Inclusiveness: Effective community groups are inclusive, welcoming people from

different backgrounds, ages, genders, and abilities.

3. Common Goals: Community groups typically work toward a shared purpose, such
as solving a local problem, advocating for change, or improving the quality of life in
the area.

4. Democratic Decision-Making: Many community groups operate through a

democratic process, where members actively participate in decision-making,
ensuring equal input from all members.

5. Self-Governance: These groups are often self-governed and independent of external

authorities, although they may collaborate with local governments or NGOs.

6. Local Leadership: Community groups often rely on local leadership, where leaders
are chosen from within the group to guide activities and coordinate efforts.

7. Sustainability Focus: Many community groups are focused on creating sustainable,

long-term solutions for local problems rather than quick fixes.

8. Resource Mobilization: Community groups mobilize local resources, including

skills, finances, and networks, to address community challenges or pursue
opportunities.
 9. Capacity Building: Community groups often emphasize training and education to
build the capacity of their members, enabling them to contribute more effectively to
group objectives.

Importance of Community Groups

1. Collaboration: They enable individuals to work together and improve their

capabilities, fostering collaboration and personal growth.

2. Leadership Development: Community groups help develop leaders by providing

training and practical experience.

3. Problem-Solving: These groups can generate creative and innovative solutions to

local challenges.

4. Social Cohesion: Groups help build alliances across different demographics, fostering
unity and reducing social divides.

5. Participation: By involving all members of the community, groups help restore

dignity and significance to individuals.

Types of Groups
a) Formal Group

A formal group is an organized group created within an institution or organization to

achieve a specific objective or complete a particular task. These groups have defined roles,
structures, and goals.

Example: A project team set up to launch a new software system in an organization, with
assigned roles like project manager, software developer, and quality analyst.

b) Informal Group

An informal group forms naturally based on personal relationships, shared interests, or

common circumstances. It does not have a specific goal or structure and typically arises
spontaneously.

Example: A group of neighbors living in the same estate or people attending the same church
who decide to socialize regularly.

c) Primary Group

A primary group is typically small, with members who have close, personal, and frequent
interactions. The relationships are intimate and long-lasting, and members are emotionally
connected.

Example: A family group or close circle of friends.

d) Secondary Group
A secondary group consists of a large number of people who interact less frequently and
have more impersonal relationships. The relationships are often task-oriented and
temporary, formed for a specific purpose.

Example: A professional association or a large volunteer organization.

e) Task Group

A task group is created with the primary purpose of completing a specific task or achieving
a goal within a set timeframe. Once the task is completed, the group may disband.

Example: A group assigned to organize an annual event for a charity organization.

f) Interest Group

An interest group is formed by individuals who come together to pursue or advocate for a
common interest or cause. The group’s focus is on influencing policies or addressing issues
related to that interest.

Example: Environmental advocacy groups focused on climate change action.

g) Self-help Group

Self-help groups consist of individuals who support each other in dealing with a common
issue or challenge, often related to personal growth, health, or recovery.

Example: Alcoholics Anonymous (AA) or weight loss support groups.

h) Virtual Group

A virtual group is formed through online platforms, where members interact via digital
communication tools rather than in person. These groups may have global participation and
are usually task or interest-based.

Example: An online community of freelancers sharing resources and experiences.

Activities of Community Groups

 HIV/AIDS Awareness and Prevention Campaigns: Organize workshops and

outreach programs to educate the community about HIV/AIDS prevention, testing,
and treatment.
 Organic Farming Training Program: Provide training sessions for small-scale rural
farmers on organic farming practices and access to markets for organic produce.
 Youth and Women Empowerment Workshops: Conduct skill development
workshops focusing on financial literacy and entrepreneurship for youth and women.
 Community Peace Dialogues and Sporting Events: Organize peace dialogues and
community sports events to promote reconciliation and social cohesion.
 Environmental Health and Sanitation Programs: Implement sanitation and
hygiene education programs in schools and communities to promote clean water and
waste management.
  Educational Support for Vulnerable Children: Launch initiatives providing
scholarships, school supplies, and tutoring for orphans, street children, and vulnerable
youths.
 Rehabilitation Program for Street Children: Establish a community-based
rehabilitation program focused on the basic needs and education of street children.
 Alternative to Violence Peace Training (AVP): Offer training on non-violent
conflict resolution and peace building strategies for community members.
 Community Library and Literacy Programs: Create a community library that
provides reading materials and literacy programs to enhance educational resources.
 Monitoring and Evaluation of Community Projects: Develop a framework for
monitoring and evaluating group projects initiated by the CBO to ensure sustainability
and community relevance.

Social Action Models

1. Institutional (State) Model of Social Action

This model of social action is initiated and implemented by the government. The purpose is
to address societal issues and improve the welfare of the population through state-sponsored
programs and policies. These actions can be either inclusive of the public's participation or
carried out without their direct involvement, depending on the nature of the program.

 Government-led programs: The government uses its resources and legal authority to
create and implement social actions that benefit citizens. Examples include healthcare
programs, public education initiatives, and poverty alleviation efforts.
 Legal framework: These actions are often backed by legislation, ensuring that they
align with national policies and legal systems.
 Focus on public welfare: The primary goal is to improve the quality of life for
citizens, especially those from vulnerable or disadvantaged groups.

Examples:

 Free healthcare initiatives, such as government-authorized health check-ups or

vaccination programs.
 Social welfare schemes like food distribution, employment guarantees, or social
security programs.
 Government-sponsored housing projects for low-income families.

2. Institutional-Social Model of Social Action

The Institutional-Social model involves social actions initiated by non-governmental

institutions, such as NGOs or private organizations, with or without government support.
The focus is on collaborating with the people to address societal issues, and over time, the
action becomes a partnership between the institution and the community.

 Non-governmental institutions: These can be NGOs, private companies, or

charitable organizations, which often start the initiative with external funding or
resources.
  Government aid: Sometimes, these institutions receive financial or legal support
from the government to carry out their actions. However, they remain independent in
their approach and strategies.
 Community involvement: In the early stages, the institution may lead the action, but
as the project progresses, the people are encouraged to participate, and eventually, the
action becomes community-driven.

Examples:

 NGOs re-admitting school dropouts with financial aid or mentorship programs.

 Private organizations leading environmental conservation campaigns, with
government support for legal backing.
 Charities working on community health initiatives, with initial funding and ongoing
participation from the local population.

3. Social Institutional Model of Social Action

In this model, social action is initiated by the people themselves—usually through informal
or formal groups such as self-help groups, cooperatives, or local associations. These
groups act independently, but often seek support from external institutions or formal
organizations that align with their cause.

 People-driven initiatives: The action is grassroots-based, where the people or

community members identify a problem and decide to take collective action to
address it.
 External support: While the initiative is started by the people, they may seek help
from NGOs, government bodies, or private companies for financial support,
technical assistance, or legal advice.
 Self-help focus: The key to this model is the idea of self-reliance, where the
community takes ownership of the action while leveraging external resources when
needed.

Examples:

 A self-help group working to improve water access in rural communities, later

receiving technical assistance from an NGO.
 Local farmers forming a cooperative to increase productivity, with initial seed funding
from a development agency.
 Community groups organizing to build local infrastructure, with donations or grants
from philanthropic organizations.

4. Populist/Movement Model of Social Action

This model relies heavily on popular social power and mass mobilization. It emphasizes
collective action, where people unite to bring about social change by working together and
supporting each other. The focus is on self-reliance, education, and the development of
social power.
  Mass participation: This model encourages broad-based participation from the
public, especially from marginalized or underrepresented groups.
 Self-reliance: The participants rely on their own resources, skills, and networks,
rather than external help, to solve their problems.
 Continuous education: This model often involves educating participants on social
issues, rights, and the means to enact change.
 Collective effort: The action is organized and sustained by the people, for the people,
emphasizing the importance of community empowerment.

Examples:

 A community-led movement to demand better public services, like clean water or

education.
 Labor unions organizing strikes or protests to fight for workers’ rights and fair wages.
 Grassroots movements for environmental conservation, relying on volunteer work and
collective decision-making.

5. Gandhian Model of Social Action

This model is rooted in the teachings and philosophy of Mahatma Gandhi, emphasizing
spirituality, nonviolence, self-reliance, and constructive work. It aims at achieving social
change through peaceful means and focuses on the moral upliftment of individuals and
society as a whole.

 Spiritual and ethical foundation: The Gandhian model stresses the importance of
purity of means and ends, meaning that the methods used to bring about change
must be as ethical as the desired outcome.
 Nonviolent action: The central tenet of this model is nonviolent resistance
(Satyagraha), where participants seek social justice through peaceful protests, civil
disobedience, and dialogue.
 Constructive work: Besides protests and resistance, the Gandhian model also
promotes constructive social work, such as village reconstruction, education, and
promoting self-sufficiency.

This model has three subtypes:

a) Militant Non-Violent Tradition

This approach to social action is revolutionary in character, seeking drastic changes in the
social and political structure through nonviolent means. It involves forceful intervention
without physical violence to challenge oppressive systems or practices.

Examples:

 Large-scale civil disobedience movements, such as the Indian independence

movement led by Gandhi.
 Nonviolent resistance to government policies or social injustices through organized
boycotts or hunger strikes.
b) Gentle Non-Violent Tradition

This is a softer approach to social action, emphasizing reconstruction and reform through
peaceful, community-based efforts. It focuses on building a self-sufficient society through
grassroots initiatives rather than direct confrontation.

Examples:

 Village and community reconstruction projects, such as those led by Vinoba Bhave,
aimed at redistributing land to landless peasants (Bhoodan movement).
 Educational programs promoting self-reliance and sustainable living in rural areas.

c) Citizenship Model of Constructive Work

This sub-type focuses on grassroots citizenship education and building local capacities to
promote social change. It aims to instill a sense of civic responsibility and empower
individuals to contribute to societal development.

Examples:

 Community education initiatives that teach citizens about their rights, responsibilities,
and how to participate in local governance.
 Social action projects that empower local communities to solve their own problems
through education and self-help activities.

Assessment Tools for Identifying Target Groups in Community Groups

Identifying the target group is crucial in community development and social interventions.
Various assessment tools are used to define and understand the characteristics of the target
group. These tools help in tailoring interventions to meet the specific needs of the
community. Here are common assessment tools and methods used:

1. Surveys/Questionnaires

These are tools used to collect data from a large number of people. Surveys and
questionnaires can include both open-ended and closed-ended questions to gather
information on the characteristics, needs, behaviors, and challenges of the target group.

 How to Develop: Design questions that cover demographic details, interests, challenges, and
community involvement. Ensure clarity and simplicity to enhance response rates.

2. Focus Group Discussions (FGDs)

A focus group involves gathering a small, diverse group of people to discuss a particular
issue in-depth. It allows for qualitative insights into the target group's perceptions,
experiences, and needs.

 How to Develop: Select a diverse representation of the community and prepare a set of
discussion prompts. Facilitators guide the discussion to ensure all voices are heard.

3. Community Mapping
Community mapping is a visual tool that helps in identifying key community resources,
challenges, and stakeholders. By creating a map, participants can highlight areas that need
attention and areas that have strengths.

 How to Develop: Work with community members to visually map out the area, identifying
resources like schools, hospitals, and potential beneficiaries. This process can involve the use
of geographic information systems (GIS) or simple paper maps.

4. Interviews

One-on-one interviews with members of the community provide in-depth insights into the
needs, interests, and challenges faced by the target group. They offer more personal and
detailed data than surveys.

 How to Develop: Create a structured or semi-structured interview guide with key questions
relevant to the target group's characteristics and needs. Conduct interviews in a comfortable
setting.

5. Community Meetings/Town Halls

These are public forums where community members gather to discuss common issues. They
are effective for identifying shared concerns and potential target groups for social action.

 How to Develop: Organize a meeting with a specific agenda to gather community input.
Encourage participation by promoting the meeting widely and ensuring accessibility for all
members.

6. Participatory Rural Appraisal (PRA)

PRA is a set of tools and approaches used to enable rural communities to share, analyze,
and act on their knowledge of their local conditions. It involves participatory methods like
mapping, ranking, and diagramming.

 How to Develop: Work directly with community members to facilitate various PRA tools,
ensuring that the process is inclusive and reflective of the entire community's perspective.

7. Data from Previous Programs

Using existing data from previous interventions or community assessments can help in
identifying the target group. This could include data on demographic trends, participation
rates, and outcomes from past programs.

 How to Develop: Collect and analyze historical data to identify recurring patterns, gaps, and
opportunities. Use this data to refine the target group's identification process.

8. Observation

Observing community behaviors and patterns can offer insights into who the target group
might be. This tool relies on the ability to analyze behaviors in their natural settings without
formal engagement.
  How to Develop: Use direct observation techniques, such as attending community events,
and record observations of community dynamics and member interactions.

9. Key Informant Interviews (KII)

Key informants are individuals with deep knowledge of the community, such as local
leaders or long-term residents. They provide insider perspectives on who the target group
might be.

 How to Develop: Identify knowledgeable individuals in the community and prepare a guide
with targeted questions focusing on the challenges and needs of potential target groups.

10. Stakeholder Analysis

A stakeholder analysis identifies key groups or individuals who have an interest in or are
affected by a particular issue or project. It helps in recognizing which groups should be
involved in social action.

 How to Develop: Map out stakeholders and categorize them based on their interest,
influence, and role in the community. Engage these stakeholders in discussions to identify
target groups.

Formulation of Assessment Tools

Questionnaires
Steps to Formulate:

1. Define Objectives: Clearly outline what information you want to gather.

2. Design Questions: Create clear, relevant questions, using a mix of closed-ended and open-
ended formats.
3. Sequence Questions: Organize questions logically to enhance flow.
4. Consider Formatting: Ensure readability and provide instructions.
5. Pilot Testing: Test the questionnaire with a small sample and revise based on feedback.
6. Finalize: Make necessary revisions and finalize for distribution.

Advantages:

 Scalability: Suitable for large samples.

 Standardization: Ensures consistency in data collection.
 Anonymity: Encourages honest responses.
 Efficiency: Less time-consuming than interviews.
 Quantitative Data: Allows for statistical analysis.

Disadvantages:

 Limited Depth: May not explore complex issues deeply.

 Response Bias: Potential for biased or inaccurate responses.
 Lack of Clarification: Misinterpretations may occur without follow-up.
 Low Response Rate: Lengthy questionnaires may deter respondents.
 Limited Flexibility: Difficult to adapt post-distribution.
Interview Guides
Steps to Formulate:

1. Define Objectives: Articulate what information you hope to gather.

2. Develop Themes: Identify key themes to guide the interview.
3. Plan Probing Questions: Develop questions that encourage detailed responses.
4. Consider Structure: Decide on the interview structure and sequence.
5. Practice Empathy: Use active listening to build rapport.
6. Pilot Testing: Test the guide and revise based on feedback.
7. Finalize: Make necessary revisions and finalize for data collection.

Advantages:

 In-depth Exploration: Provides rich qualitative data.

 Flexibility: Adapts in real-time based on responses.
 Clarification and Probing: Allows for deeper understanding.
 Building Rapport: Establishes trust with interviewees.
 Complex Topics: Effective for nuanced or sensitive issues.

Disadvantages:

 Time-Consuming: Can take significant time for both parties.

 Subjectivity: Interviewer biases may influence responses.
 Resource Intensive: Requires trained personnel and logistics.
 Social Desirability Bias: Respondents may provide socially acceptable responses.
 Limited Generalizability: Findings may not be broadly applicable.

Observation Protocols
Steps to Formulate:

1. Define Objectives: Clarify what behaviors or phenomena you will observe.

2. Develop Coding Scheme: Create a systematic way to record observations.
3. Plan Observation Settings: Determine the context and conditions for observation.
4. Training: Train observers on protocols and coding.
5. Pilot Testing: Test the observation method and revise accordingly.
6. Finalize: Make necessary revisions and finalize for data collection.

Advantages:

 Direct Observation: Captures behaviors in their natural context.

 Non-Verbal Cues: Observes gestures and environmental factors.
 Contextual Understanding: Provides insight into influencing factors.
 Real-Time Data: Captures dynamic changes.
 Objective Data: Reduces bias inherent in self-reporting.

Disadvantages:

 Observer Bias: The observer's presence may influence behaviors.

 Interpretation Challenges: Data can be subjective.
 Resource Intensive: Requires time and trained observers.
 Ethical Considerations: Raises issues regarding consent and privacy.
  Limited Scope: May miss broader perspectives due to specific contexts.

Administer Assessment Tools as Per Organization Policy

Activities of the Group
The activities of a group are the core reasons for its formation. Members should understand
that these activities are vital for the group's purpose. Group cohesion is essential for effective
execution of tasks, and the group leader must clearly communicate how activities should be
conducted and who is responsible. Members should feel free to ask questions for
clarification.

Contact Methods
The group should establish clear communication methods, such as telephone numbers, email
addresses, or in-person meetings.

Registration Year
The group must register according to established standards and receive a certificate indicating
the year of registration, issued by the relevant local authorities.

Type of Group
Groups can be formed informally to assist community members or formally as primary or
secondary groups based on their purpose.

Naming the Group

The naming process involves several stages:

1. Screening: Members suggest names, which are pre-screened for confidence.

2. Linguistic Analysis: Names are checked for negative meanings in other languages or
cultures.
3. Contextual Evaluation: Names are assessed for potential mispronunciations or colloquial
misunderstandings.
4. Digital Viability Assessment: The name's appeal and strength are evaluated using search
engines and social media.

Group Membership
Group membership involves submitting personal documents, such as identification cards, to
the group secretary.

1.4 Prepare Assessment Report as Per Organization Policy

An assessment report is a written document that summarizes the findings of an assessment
conducted to make selection decisions, such as identifying a target group.

Contents of an Assessment Report

An effective assessment report should include the following elements:

 Aim of the Assessment: Clearly state the purpose, e.g., to identify a target group.
 Candidate’s Professional Experience: Detail the assessor's qualifications and expertise.
 Results of the Assessment: Present the outcomes clearly.
 Explanation of Test Results: Provide a detailed interpretation of the results.
 Candidate’s Disagreement: Include any dissenting views regarding the test results.
  Possible Development Actions: Suggest current or future professional opportunities based
on the assessment.

1.5 Identify Target Group as Per Organization Policy

A target group refers to the specific audience that a project or initiative is aimed at.

Developing an Assessment Plan and Tools for Target Group

Creating an assessment plan is crucial for efficiently identifying a target group. Reasons for
developing an assessment plan include:

 Utilizing community-based participatory research.

 Ensuring organization and clarity in the assessment process.
 Prioritizing community voices over professional opinions.

Key Participants: Involved parties should include influential community members,

experienced professionals, community elders, and government officials.

Steps to Develop an Assessment Plan

1. Recruit a Planning Group: Include diverse stakeholders to ensure a comprehensive view of
the community.
2. Define the Purpose of Assessment: Clearly outline the objectives to guide data collection.
3. Identify Available Data: Assess existing data for timeliness and relevance.
4. Determine Additional Information Needs: Outline specific questions to address during the
assessment.
5. Choose Data Gathering Methods: Options include public forums, observations, community
mapping, and interviews.
6. Identify Data Sources: Ensure representation from various community segments.
7. Assign Data Collection Responsibilities: Decide who will conduct interviews and gather
information.
8. Establish Contact Methods: Utilize phones, emails, or SMS for outreach.
9. Plan Data Analysis: Determine who will analyze the data and how it will be done.
10. Organize Necessary Training: Ensure all team members receive appropriate training for the
assessment process.
11. Record and Present Results: Present findings in clear and simple language to convey
community voices effectively.
12. Allocate Tasks According to Skills: Ensure team members have defined roles based on their
expertise.
13. Create a Timeline: Outline tasks and the time required for completion.
14. Present the Assessment Plan: Share the plan with the team to confirm clarity and feasibility.
15. Conduct the Assessment: Carry out the assessment to identify the target group based on
identified needs.

Policy Making in Community-Based Organizations

In Kenya, CBOs are required to conform to the law, meaning they must observe
constitutional, legal, and statutory requirements to operate. After forming, members and their
leaders must register with the relevant department in the Ministry of Gender, Sports, and
Social Services.

Stages in Registration of Community-Based Organizations

The registration of CBOs involves various stages:

1. The CBO must develop a constitution outlining member conduct and activities to achieve set
objectives. Meeting minutes that led to the formation of the organization must be kept,
along with a list of group members.
2. The list of members, their identification card numbers, and signatures should be submitted
to the social development office. Registration occurs in the district of origin.
3. Members must pick up registration forms from relevant offices and fill in the required
information.
4. The team leader should make five copies of the registration form and attach the following:
o The CBO constitution.
o Meeting minutes.
o A list of members, their ID numbers, and signatures.
o A registration fee, which is currently Ksh 700.

Community-Based Organizations Constitution

The CBO constitution is the supreme law establishing the aims and organs of the CBO. It
outlines the following:

 Name of the community-based organization.

 Location of the community-based organization.
 Purpose of the community-based organization.
 Main objectives of the community-based organization.
 Membership criteria.
 Subscription details.
 Obligations of members.
 Rights of members.
 Suspension procedures.
 Termination of membership.
 Meeting procedures.
 Management committee composition, terms of reference, and election.
 Eligibility criteria for membership.
 Funds and assets, including sources, usage, and control.
 Accounting and audit processes.
 Rules and by-laws.
 Arbitration procedures.
 Amendments to the constitution.
 Dissolution of the community-based organization.

Guiding Principles of Community-Based Organizations

The guiding principles are values intended to guide CBO operations. This code of conduct,
formulated by the National Council of NGOs in 1995, includes the following:

1. Probity: Refers to wholehearted honesty and virtue, requiring CBOs and NGOs to perform
their duties honestly and fairly, without favoritism.
2. Self-Regulation: Means taking commands from authoritative sources, requiring NGOs and
CBOs to strive for personal and political independence, evaluate their conduct, and remain
vigilant.
o Importance of Self-Reliance:
  Protects the independence of CBOs from external influence.
 Establishes ethical standards for operation.
 Enables organizations to achieve their main visions.
3. Justice: Refers to fair representation and access to resources for all individuals. NGOs and
CBOs are required to uphold the rights of all, particularly the disadvantaged, and practice
fairness and equality of opportunity.
4. Service: Refers to performing labor for the benefit of others, aiming to promote the
happiness of mankind through charitable work.
o CBOs and NGOs can exercise these principles by:
 Striving to improve service delivery.
 Promoting community organization and participation.
 Educating the public by sharing information.
 Facilitating opportunities for those served to influence both the type and
delivery of services.