COMMUNITY ENGAGEMENT, SOLIDARITY AND CITIZENSHIP

4TH QUARTER READINGS

UNIT 4: METHODOLOGIES AND APPROACHES OF COMMUNITY ACTIONS AND

INVOLVEMENTS ACROSS DISCIPLINES

LESSON 1: WHAT IS PARTNERSHIP?

Partnership has been found to be the key towards effective management. This leads to different people
and organizations working together and addressing common interests and concerns.

There are four stages in developing partnerships.

Storming
Forming Normalizing Stage Performing
Stage Stage Stage
Engaging in a
Getting to Accepting dialogue with Beginning to
know the one’s role in partners, work with
people in a the group. arguments on partners.
contending
local group
issues in the
partnership
may arise.

Possible Outcomes once Partnership is Established

The following are the possible outcomes when building and engaging in partnerships with local groups:

1. There will be more efficient use of financial resources.

2. A spirit of sharing and cooperation is attained.

3. More creative ideas are formed.

4. There is better distribution of tasks.

5. There will be wider support to meet the community's objectives.

Challenges that May Arise in Partnership

The following challenges may be experienced when involving the communities in partnership:

1. It will take time, skills, and effort to build a successful management and partnership.

2. It will take effort and patience to maintain the motivation and enthusiasm of the group.

3. Communication with partners should be strengthened and maintained.

Strategies to Build Successful Partnership

These are suggested strategies to maintain successful partnership with local groups:

1. It is important to involve the right people. Partner groups should be given the chance to contribute their
ideas and share their expertise.

2. The members of have initiative and responsible. A potential leader who has the ability to motivate
people to be committed be responsible. A potential leader responsibility can be tapped.

3. The group should have clear and attainable and should be aligned with those of the partner groups.

The following are key suggestions to build successful partnerships with local groups:

1. The community should carefully plan their projects in coordination with the local groups to have a
clear direction in attaining their expectations and purposes.

2. Empower partner groups to employ potential skills such as communication, problem solving, and
interpersonal relationship that will be their important contribution to the partnership.

3. It is also important to conduct regular meetings with partner groups to keep abreast with the latest
updates on the community's development.

4. Possible conflicts that may arise should be immediately addressed.

5. Formulation of specific rules is necessary to guide the members of the group in their actions and
specific roles in the community.

6. It will also be helpful to plan simple and short-term tasks first, which will serve as the bridge in the
preparation of bigger and long-term projects.

7. Members of the group and partner groups should be encouraged to contribute new and innovative ideas.

8. Efforts of the groups should be appreciated and recognized by giving positive feedbacks to allow them
to work on a positive mode. The success of the projects may also be documented and publicized to
motivate the communities to formulate better plans.

Ways to Gather Information on Local Groups

There are ways on how the members of the community can explore information on local groups with
whom they can form linkages:

1. Browse media references such as the Internet, newspapers, newsletters, and other printed of
information.

2. Find information in libraries such as public libraries, school libraries, and college and university
libraries, among others.
3. Interview people at local institutions such as parks and churches. Individual leaders of various
organizations may also be interviewed, or converse with your co-employees. Valuable suggestions may
also be gathered from such conversations.

4. Conduct telephone and online surveys by preparing well-thought-out questions to gather the
information that you need.
LESSON 2: COMMUNITY PROFILE

A community profile presents an overview of the community at a certain period in time. This
shows the characteristics of a community by involving the local people and working with partner groups.
A community profile helps in determining the strengths and the points for improvement in a community.

The community profile also refers to the range of projects planned by different organizations,
including the communities themselves and other organizations. It also covers both the needs, resources,
and issues affecting the community.

ELEMENTS OF A COMMUNITY PROFILE

1. A community profile must be comprehensive.

The community profile will be comprehensive if the following aspects of the people's lives in the area are
included:

As a place to live Includes the quality of the physical environment, attributes of community
members, resources, and local facilities.

As a social community Includes the involvement of residents in society and support of community
members

As an economic Includes the income and employment status of residents

community

As a political Includes the system of the community's management, involvement of

community members in decision making, and participation in community organizations.

As a personal space Includes the degree of attachment that people have to the local area as well as
memories and life experiences of local people

As part of its city Includes the infrastructural, economic, and social linkages of the area to the
city or district where it belongs

2. A community profile includes the resources available in the area.

These are the assets used in the area for the benefit of the community such as parks, hospitals, clinics,
schools, employment opportunities, and services, among others.

• Under-utilized resources - These are available resources that are not being used by the residents
to their fullest potential (e.g., desktops computers or natural resources in the community).

• Potential Resources - These are resources that are not yet useful at the moment but can be
developed for future use (e.g., abandoned/ruined structures or vacant land),
 • Intangible Resources- These are the sources of strength of the community (e.g. qualities and
skills of members, families, neighbors, community organizations, and active citizenship).

3. A community profile presents the needs of the community.

The needs of the community are the bases of the decisions in the allocation of resources. A
community involves residents with their respective interests and characteristics. It is important to be
aware of the needs of the members, since there are also differences within and between communities,
although communities are generally described to have members with common purposes.

4. The community profile details the active involvement of its members

This pertains to the cooperation and involvement of the members of the community in
implementing an action plan. This is a way by which the skills, confidence, and awareness of issues
among the members can be developed.

5. The community profile presents an action plan.

This describes the action that will be formulated and applied by the members to improve the life
of community.

These the complain the process and purpose of profiling a community, starting from the ide These
elements explain the process production of local action plan to address the issues and meet the priorities
and goals of the community.

GATHERING OF INFORMATION

There are different ways by which the needed information for community profiling can be gathered

Surveys Talking To Other Methods

Maps
Questionnaires people (media, Internet)

Here are sample questions from Arun District Council that can be used when preparing a
community profile:

Question
Summary of history and description of the area covered by the plan
Is your local area a village, town, or city?
Is your local area urban or rural or a combination?
Is your community population growing or declining?
What is the physical characteristics of your local area (e.g., lots of green spaces, large houses, rural
areas)?
Population
What is the total population of your local area?
What is the gender breakdown (e.g., 50% male; 50% female)?
What is the average age of the population in your community? (Creating a chart showing the age structure
the population could be very useful in showing whether there may be a future demand for particular
housing types. For example, if there is a high proportion of elderly people, there may be a demand for
appropriate housing to cater to their needs.)
What is the general health of the population? (This may only be a rough indication; for example,
generally good or poor.)
What proportion of the population has a disability?
What proportion of the population is working?
What is the breakdown of the population based on income?
Are there changes taking place that may affect size or makeup of the population? Has a significant
development taken place in the area since the last census?
Service Provision
Which of the following services are provided within your local area? If not available within your local
area, how far is your area from the available service?
• Police station Library
• Fire Station Church
• Post Office

Which of the following health facilities are provided within your local area? If not available in your local
area, how far is your area from the available service?
• Doctor (or health center) Hospital
• Nurse Priest
• Dentist
Education
Which of the following educational facilities are available within your local area? If available in your
local area, please indicate how many. If not available within your local area, how far is your area from the
educational facility?
• Pre-school facility
• Primary school
• Secondary school
• College/University
Is provision for childcare made before and after school?
Is provision for childcare before and after school adequate for its purpose?
Is there a library service available in your local area? If yes, please indicate opening hours and the type of
facility (e.g., mobile library).
When the facilities above are not in use, are you aware of their use for other community activities (e.g.,
fitness classes)?
Work and Economy
Where are the main concentrations of employment located within your local?
How many people are employed per industry/business/economic activity?
Where do most people who work in your local area live (e.g. proportion of people who commute into or
out of your local area every day to work)
What is the level of unemployment in your local area?
Is the community's vibrant or are many shops closing?
Would you be able to complete your weekly shopping within the local area?
Is out-of-town shopping available?
Do you have a means to obtain cash or pay bills? Please indicate which facility is available in your local
area.
• Banks
• Post office
• ATM
Please indicate which of the following facilities are available:
 • Shop/s
• Pub/s
Transport
What public transport services are available in your local area?
• Bus
• Train
• Jeepney
• Taxi
• Tricycle
• Others:
Is the frequency of service adequate?
Do the public transport services serve all parts of the community?
Leisure and Recreation
Do you have a leisure center?
Which of the following leisure and recreation facilities are available?
Children's play area
Community hall
Others:
Crime and Nuisance
What is the perceived level of non-violent crime in your area?
• Lots of incidents
• A few incidents
• Very occasional incidents
• Don't know
Are there perceived issues relating to antisocial behavior in your area?
Are there specific areas where crime levels are perceived to be concentrated?
Are you aware of what the police or community safety teams are doing to tackle crime issues in your
area?

POINTERS IN DOING A COMMUNITY PROFILE

• It should be clear to you why the community is being profiled. It is recommended to look at
topics/issues relevant to the plan.
• It is better if the survey information is widely distributed.
• It should be ensured feedback is given to the people involved while doing the community profile.
• It is advisable to involve as many people as possible.
• Plan how the profile will be presented and determine the audience who needs to read the
information.
LESSON 3: NEEDS ASSESSMENT

Needs assessment is a planning process conducted to determine and address the needs of a group.
This is administered to improve or correct what is deficient in the area.

Perspectives on Needs Assessment

There are three perspectives on need in a needs assessment: perceived need, expressed need, and
relative need.

1. Perceived needs are based on the people's thoughts and ideas regarding their own needs. Each
individual has their own ideas and standards regarding their personal needs.

2. Expressed needs are defined by how people seek assistance to achieve their needs and how they
translate their feelings and thoughts on their needs into action. This perspective assumes that all people
with needs will seek help.

3. Relative needs consider the differences among the concerns of members of the population. Needs,
therefore, must be addressed based on fairness and equity.

COMMUNITY NEEDS ASSESSMENT

Community needs assessment includes gathering information, community engagement, focusing

on the goal of community involvement, identifying the strengths and weaknesses of a community, and
emphasizing the abilities of the members of the community and partner groups. After identifying the
needs of the community, leaders begin to address these through improvement of policies and plans for
development.

Three Types of Community Needs Assessment:

Community Needs Assessment Community Needs Assessment Community Needs Assessment

I II III

Aim: To discover the Aim: To address an already Aim: To serve the community
weaknesses of the community existing problem faced by the (e.g., clinics, centers, etc.)
and plan solutions community

Important Points Important Points Important Points

Define goals for the needs Identify relevant stakeholders Interview people who are
assessment (e.g., social groups, knowledgeable about the
organizations) community's culture
Determine the specific purpose
of the needs assessment Learn about the community and Review materials regarding the
its residents needs of the community
Identify how data from the
community will be used Research on materials regarding Explore the community and
problems in the community identify the target population or
 Share with partners the problems that will be addressed
expectations, goals, and
approaches in relation to the Plan the timeline for the needs
needs of the community assessment

Identify people who can take part Compare previous and related
in the needs assessment process literatures about the needs of the
community.

Identify and learn the program

that would benefit the members
of the community in relation to
the needs assessment
administered

Steps in Administering Community Needs Assessment

Code and Share results with

Plan and the community
summarize the
Organize Collect Data and facilitate
needs assessment
results action plan

These are the recommended general guidelines in implementing community needs assessments:

Use of Focus Groups

• Select members to be part of the focus group. They should share a degree of commonality to
discuss about the target community's needs. For example, one focus group may involve the youth,
while another group consists of adult residents.

• The focus groups will gather information on the community and prepare their guided questions.
Sample questions are the following:

1. What are the positive features of your community?

2. What are the things that you would like to improve in your comm

3. What can you contribute to the improvement of your community?

4. What developments do you envision in your community after 10 years?

Create a Needs Assessment Survey

• After obtaining the inputs from the focus groups, the community's potential strengths, weaknesses,
opportunities, and needs for change can be determined. This can serve as the basis for preparing
the needs assessment survey that can be created and distributed to the community members.

Collect and Analyze Data

• The leaders may summarize the data through computerized analysis programs and organize the
data for better analysis.

Conduct Community Public Forums

• The data may now be relayed in public forums. The identified strengths, weaknesses, and
concerns of the community are scheduled and presented in open public discussions.

Produce Final Report and Plan of Action

• After the final discussions and as ideas are gathered from the community, a detailed needs
assessment report may already be prepared. Then, plans of action will be implemented to solve
the concerns that emerged during the process of assessing the needs of the community.
LESSON 4: LEADEARSHIP AND PARTICIPATORY ACTION PLANNING

COMMUNITY LEADERSHIP

Community leadership is described as less hierarchal and often based on voluntary actions,
serving as an instrument for change. There are instances when community leaders are not formally
Community leadership is described as less hierarchical and often based on elected. They are envisioned to
introduce innovations in the community offering solutions to social problems.

According to Uhl-Bien, Marion, and McKelvey (2007), the Complexity Leadership Theory
stresses that "leadership should be seen not only as position and authority, but also as an emergent,
interactive dynamic." The theory cites three types of leadership:

1. Administrative leadership is hierarchical and controlling.

2. Enabling leadership encourages creative problem solving, learning, and adaptability.

3. Adapting leadership is a dynamic that empowers change. This is a way of dealing with problems that
require learning new behavior and innovation.

Onyx and Leonard (2011) and Eaton (2018) identified elements of successful community
leadership and characteristics of community leaders. These are the following:

1. Leaders are involved in the formal and informal networks of the community. Thus, it is necessary for
leaders to balance the needs of the group.

2. Leaders share decision making with the community and learn to be accountable to the community.

3. Leaders engage others in their activities and projects. They mobilize others and maximize individuals'
strengths.

4. Leaders have a vision for the community's future. It is necessary for them to learn how to think forward.

5. Leaders possess practical management skills. They ensure that everyone works as a team and develop
every person's capacity for leadership by encouraging self-leadership and self- responsibility.

6. Leaders carefully plan who will be their successors. They mentor new leaders and practice stewardship

7. Leaders have commitment, persistence, and energy, and they always lead by example.

One of the roles of the leaders is to guide their members to work collaboratively with their plans
and reflect on the appropriate approaches to apply to ensure the success of the community.

PARTICIPATORY ACTION

According to Animating Democracy participatory action, in relation to the definition in research,

is an approach that uses different means to address issues identified by a community. It allows for new
ways of working, interacting, and knowing for the improvement of a community's practice.
Five Characteristics of Participatory Action

1.Participatory

The community maintains control over the process of dealing with issues.

2. Defined by a Need for Action

The community initiates the project that will address the issues and this action is guided by a goal.

3. Useful and Meaningful

The members of the community are provided with the opportunity to analyze situations and develop
solutions.

4. Reflexive

The members reflect regularly on the activities executed, and determine the benefits and purposes of the
projects.

5. Flexible and Interactive

Throughout the process, action plans may be modified depending on the needs of the community.

Framework for Participatory Action

Forming a collaborative group

Group Learning

Planning and action

Understanding the Experience

Example: Issue of trash dumped in area of a community

Invite members who would like to participate in solving

the issue.

Collaborate and formulate plans to address the issue.

Implement actions and reflect on their effectiveness.

Gather perspectives about the actions made and recognize

the group's effort.
LESSON 5: RESOURCE MOBILIZATION

Resource mobilization is the process of getting a range of resources from a resource provider (or
donor) by using different mechanisms for a community's project to work and achieve its goal.

According to Sekajingo (2007), the following are important terms related to the concept of resource
mobilization:

• Resources refer to the different things or materials that are needed (e.g., funds, people, goods,
and services).

• Mechanisms refer to the different ways of directly getting resources.

• Resource providers refer to the different people or organizations that provide the resources.

Resources

Mechanism Resource Provider

Resources are classified into five types:

1. Moral

These are resources that give emotional support such as solidarity or sympathetic support.

2. Cultural

These are resources that use one's knowledge such as meetings and news conferences.

3. Social-Organizational

These are resources that deal with disseminating a message such as giving of brochures.

4. Material

These are resources that include financial and physical capital like money and supplies.

5. Human

These are resources exerted by a person that can be quantified such as labor and skills.

On the other hand, the following are the resources that are commonly used in a local community:
1. Financial resources are the most preferred type of local contribution because these allow the purchase
of other needed resources for the community. There are several ways of raising financial resources:

• Cash donations
• Grants from other groups
• Fees from activities
• Membership dues
• Fundraising activities
• Sponsorship from NGOs or local businesses

2. In-kind material donations help reduce the costs of an activity that will be implemented in the
community. The following are examples of in-kind material donations:

• Office supplies
• Materials for construction
• Vehicles for transport
• Sports and recreational equipment
• Snacks for volunteers

3. In-kind intellectual services are valuable contributions that include expert and professional services
such as the following:

• Legal service
• Accounting service
• Medical service
• Psychological service
• Engineering or Architectural assistance

4. Spaces are areas that can be used for regular or special events such as

• Room
• Office
• Building
• Community center
• School or playground

5. Volunteer work of local citizens

The following are the benefits gained by mobilizing local resources:

Sense of Ownership Building Social Capital Sustainability Independence

This is the sense of pride There is an increase in There will be a Local communities
and accomplishment for the value of social continuous support from will be more
having contributed to the networks and other other local groups independent and
positive development of groups and individuals flexible in the
one's community. who are willing to help implementation of
in the community. activities
Techniques to Effectively Mobilize Local Resources:

• Hold regular meetings

• Establish committees
• Raise public awareness through media coverage
• Organize events and actions to raise resources
• Recognize donors/volunteers by providing awards

Practical Mobilizing Local Resources:

• Have the courage to ask for support.

• Show gratefulness to all types of resources given.
• Connect with potential stakeholders who can invest for resources.
• Develop promotional materials.
• Seek resources that relate to community projects.
• Develop oneself by attending training programs.
• Maintain transparency of records.
• Focus on one's mission.
• Scout several sources for support.
• Express gratitude to all the supporters.
LESSON 6: SOCIAL ACTION

Social action in Sociology pertains to the act that a person makes taking into account the reactions and
behavior of others. A social action is also executed in response to a certain situation or condition

Social action can be categorized into two types:

1. Rational action

These are actions performed based on a valued goal, but not considering the consequences of the
process because the main focus is to one's goal.

2. Instrumental action

These are actions that are planned after careful evaluation of one's goal, and considering the
different factors leading to the achievement of that goal.

The following points describe a social action.

1. The action may be done by one or more persons.

2. The action influences other people and the whole society.

3. This is conducted in response to some social situations.

4. The action is in connection to a social system

ELEMENTS OF SOCIAL ACTION

The actor The individual/s who perform/s the act

The goal The objective as to why an action was implemented

The The actor performs her/his role in response to certain situations which may be controllable
situation or uncontrollable.

In the Philippines, the National Secretariat for Social Action (NASSA)/Caritas Philippines helps the poor
and marginalized sectors in the hope of achieving social justice and transformation.

The following are the projects carried out by NASSA/Caritas Philippines:

1. Alay Kapwa (Offering of Oneself) - a fundraising program that serves as an emergency fund during
calamities and other major social concerns

2. SEARCHDev - a three-year program that focuses on providing technical guidance to improve the
competencies of 20 Diocesan Action Centers
3. Project SHARED- a diocese-to-diocese approach in managing risks in disaster-prone areas

4. EU-PEACH Project - a project that aims to strengthen organizational and technical competence in for
disasters

5. HIV-AIDS - aims to continue the campaign for HIV-AIDS prevention

6. Lead to Heal- a 14-month transformational leadership program for key movers and workers of the
national and diocesan levels

7. Self-Help Group- inspires poor individuals, especially women, to realize their potential

8. Sustainable Agriculture- focuses on surpassing agricultural issues and challenges related to climate
change and food production

9. FARMFIRST- aims to empower and develop model communities for climate change adaptation and
sustainable development

10. Peace building, Human Rights, and Good Governance -supports advocacies and actions defending
the rights and dignity of workers

11. Agrarian Justice- supports the call of farmers for agrarian reform and problems on land tenure and
ownership

Meanwhile, most of the schools in the Philippines incorporate social action activities in their
programs such as De La Salle University's nursery school for disadvantaged preschool kids; Western
Mindanao State University's feeding program for street children and distribution of school supplies to
poor children, and School of Saint Anthony SICAP Foundation's free tutorial program for the less
fortunate children and livelihood program for indigent adults.

Moreover, aside from NGOs, dioceses, and charitable foundations in the Philippines, televisions
networks and other businesses or companies include outreach activities in their plans to reach out to more
people in need nationwide.
LESSON 7: SOCIAL ACTION EVALUATION

WHAT IS EVALUATION?

According to Social Action Net, the following points describe an evaluation process:

• To assess or to make a judgment on a certain activity

• To build on what people already know and do
• To use and develop people's abilities and skills
• To check on the progress of the project
• To determine the impact of the activities in relation to the objectives of the project find out if
resources are used effectively
• To gather substantial information that can aid in decision making and planning
• To view one's project on a wider perspective
• To analyze information collected and take action to improve situations
• To develop one's sense of collective responsibility
•
Steps in Conducting an Evaluation

Step 1: Framing the Evaluation

• Identify the aims of the project.

• Identify the problems to be solved.
• State the objectives of the project.
• Form a small group and organize the details for
evaluation.

Step 2: Designing the Evaluation

• Consider the indicator for the effectiveness of the

evaluation.
• Carefully plan for appropriate methods.
• Prepare a written evaluation plan (why, how, when,
where evaluation will take place and who are involved).
 Step 3: Doing the Evaluation.

• Prepare and test evaluation tools.

• Analyze the information
• Prepare presentation of results.
• Decide how the findings will be used.

These are some tips to keep in mind when preparing questions for evaluation:

• Construct questions in simple language.

• Prepare questions that are clear and precise.
• Ensure that the questions are comprehensive for the respondents.
• Questions should not be leading and negatively stated.

There are also varied ways to gather information. Some of these include:

• Interviews (face to face, telephone, skype etc.)

• Questionnaires
• Social Media
• Analysis of existing information
• Observation from photos or drawings
• Written information such as in reports or minutes of meetings
• Focus groups and case studies
• Sentence completions
•
The following are the suggested guidelines when analyzing and interpreting the information gathered:

• Discover patterns, key words, similarities, common themes, or issues from the gathered
information.
• Determine the relationships, correlations, associations, or contradictions.
• Be prepared to find questions instead of answers and explore these.

It will be helpful to write a report about the evaluation, and this can be prepared by considering the
following:

• Involve people in the writing of the report.

• Keep it short and clear.
• Subheadings may be used.
• Emphasize key points in the evaluation (bold, underline).
• Listings and checklists may be used.
• Edit carefully.
The reports or the information can be disseminated through the following means:

• Newsletters
• Pictures
• Events
• Social Media
• Meetings and Discussions

After the evaluation report has been prepared, it is time to make an action plan based on the findings.
This can be done through the following:

• Improve what members do in the community

• Inform other people of the recommended process that will be implemented
• Share experiences with others
• Campaign for changes
• Motivate and encourage members to take part in the action plan
• Develop new and better services

For example, the Behavioral Insights Team conducted an evaluation of social action programs in
terms of their impact on young people. The study found that "young people who take programs in otion
initiatives develop some of the most critical skills for employment and adulthood in the process" Kirkman,
Sanders, Emanuel, & Larkin, 2016). The report provides a motivating statement for the youth, because
aside from being able to extend help to communities in need, the youth also experience positive
development within them through social action.

A basic template can be prepared to guide or a group in implementing the action plan.

Action Resources Time Allocated Responsible Deadline

person/s

When developing strategies for successful action plan, a SWOT structure can be used to
summarize the findings of the evaluation.

Strength Weaknesses

Positive aspects found Factors that need improvement

Opportunities Threats

Circumstances that offer a positive outcome Factors that could cause damage in the community
 UNIT 5: COMMUNITY-ACTION INITIATIVES: FIELD PRACTICUM

LESSON 8: PARTNERSHIP WITH LOCAL COMMUNITIES AND ORGANIZATIONS

Partnership is a collaborative experience among members working towards certain objectives. It

also serves as a learning experience that develops members of the community to become better
individuals, enabling them to achieve their goals.

It is important to consider the appropriate process when establishing partnership with local
communities or organizations to develop better relationship among communities.

It is also necessary to be familiar with several key components in relation to partnership. These are
leadership, purpose, culture and values, learning and development, communication, and performance
management.

Leadership Purpose Culture and Learning and Communication Performance

Values Development Management

Build Common Acceptance of Promote Provide Demonstrate

consensus and vision and differences atmosphere for feedback accountability
resolve purpose learning and
responsibility
for one's
actions

Gather Information

Gathering valuable about the community will allow the individual or group to formulate the
necessary plans to address its needs. Information may be gathered through

• Media references
• Libraries
• Interviews
• Surveys

FORMING PARTNERSHIPS

It will be helpful that as the individual or group looks for a target community to be supported,
other local groups or organizations are invited to partner with them in supporting the needs of the target
community.

1. Defining the Need for Partnership

Identifying Self Interest- determine the potential benefits of the partnership in your organization. Ask
oneself and the partner the following questions:
For short-term interest: What does your organization need to get in the next 12 months to stay engaged
in the partnership?

For long-term interest: What does your organization need to get in the next 18 to 36 months to stay
engaged in the partnership?

2. Starting the Process

After determining a potential local community or organization where a partnership can be

established, a letter can be prepared to formally invite local communities or organizations as partners.
Sample format of Partnership Letter:

Date

Head of the Organization

Name of the Organization

Dear (insert Organization contact name)

(Content of the letter: overview of your suggested project/program)

(Insert your organization’s name) is asking (insert partner's Organization name) to partner with
us to support our program or project__________________________________________________.

(Insert a paragraph describing the project/program)

(You may insert one of the following paragraphs suggesting appropriate partnership ideas or
feel free to insert your own ideas)

You may also support us by____________________________________________________

Please joining as a local partner and help us expand our program. I will be contacting you soon to
discuss your interest in participating and partnering with our organization to implement
programs/activities. In the meantime, please feel free to contact me at your most convenient time.
Thank you in advance for your consideration.

Sincerely,

____________________________
3. The Steps that Result in Partnership

By Stays that Result in with a potential local group, coordination will be conducted from time to
time, leading to cooperation, collaboration, and the formation of partnership.

Cooperation Collaboration Partnership

Coordination
Organizations define Working together on Roles and
Exchange of
their roles and a specific project responsibilities of
Information and
contribution each organization are
materials
well-defined and
developed.

The following are the key steps in implementing partnership:

1. Determine and coordinate with the stakeholders.

2. Begin to build personal relationships and trust.

3. Plan the goals and objectives that the community would like to accomplish.

4. Select and establish a partnership that is mutually beneficial.

5. Create procedures and decision-making structure.

Some examples of projects that are launched in partnership with different organizations are
medical missions that seek support from pharmaceutical companies in the provision of medicines.
Another example are gift-giving activities where schools and other organizations are tapped to provide
additional gifts to be given to the indigents. In relief operations, meanwhile, grocery stores, bookstores,
bakeries, and the like can be invited to donate goods while companies may be asked to provide monetary
donations for the purchase of additional goods. During the time of pandemic, partnerships are formed
through online communication with various groups and organizations.

Based on the concepts discussed about partnership with local communities and organizations, the
following are some points to guide an individual or a group to locate a chosen community to support, and
build partnerships with other local communities and organizations that can help in supporting the needs of
the chosen community.

TARGET/CHOSEN COMMUNITY TO SUPPORT

What concern are you interested to address?

What are goals to address the said concern?

After gathering information on different communities, what is your selected community for the said
concern to be addressed?

How do you plan to coordinate with the said community?

SEARCH FOR PARTNER LOCAL COMMUNITIES OR ORGANIZATIONS

What are the local communities or organizations that you have researched which you think can
provide support to chosen community?

What are the specific assets of these local communities or organizations that made you consider
them in your list?

Did you already draft a letter to be given to these groups? How do you plan to give the letter and
coordinate with them?

What kind of resources do you seek from these organizations to support the project/activity of your
chosen community?

How do you plan to collaborate with these local communities’ organizations?

What plans do you have in mind to maintain the partnership in your cited local communities and
organizations?
LESSON 9: PREPARATION OF COMMUNITY ACTION PLAN

An action plan ensures that an organization's vision is made concrete. It describes how the
members of the community utilize strategies to achieve their objectives. List of action steps that will be
implemented in the community are prepared leading to the attainment of a project's vision.

Purposes of Preparing an Action Plan

• To demonstrate that a community is organized and committed to accomplish the tasks planned
• To ensure that details are carefully examined
• To make people realize what is feasible and not in the
• To time, energy, and resources due to efficient planning
• To responsibility among members

Preparing an Action Plan

• Select an appropriate and attainable goal.

• Clearly define your objectives.

Brainstorming with team members can also help create a stronger plan of action. Some
members of the community who can be invited for brainstorming are the following:

• Influential people such as church, school, or political leaders

• People who are directly involved in the problem (such as victims of abuse and
their parents
• Potential volunteers
• Members of ethnic and cultural groups in the community
• People who display interest in the problem or issue

Once the invited members of the team are already present, the following points can be
discussed:

• Vision
• Objectives
• Mission
• Strategies
• Targets and agents of change (e.g., youth, parents and guardians, clergy)
• Proposed changes for each sector of the community (e.g., schools, community,
service organizations, health organizations, government)
 Examine the action step agreed upon by the group, and identify if the following points are

• What actions will be implemented?

• Who will implement these actions?
• When and how long will the actions take place?
• What resources (i.e., money, staff) are necessary to implement the action steps
• Who should be informed about the actions that will be carried out?

Determine who is responsible for each action step and identify people who will assist in
the process.

Prepare a clear schedule to accomplish the action steps. List the resources that are needed
to complete the action steps.

Review the action plan prepared and note for possible updates or modifications.
Identify if the action plan prepared is:

• Complete: All action steps that are necessary are included in the list.
• Clear: The people who are responsible for executing the actions steps are clearly
indicated, and other important details are included.
• Current: It is in accordance with the present situation of the community.

Communicate with the key people involved in planning the progress of the action plan
and the effects of its implementation.

ar schedule to accomplish the action steps. List the resources that are needed to complete
the action steps.

Celebrate one's accomplishments. This will motivate the people involved in the planning
to become more excited and interested in effectively and efficiently doing the steps in the
action plan.
LESSON 10: EXPERIENCES IN COMMUNITY ENGAGEMENT, SOLIDARITY, AND
CITIZENSHIP BUILDING

COMMUNITY ENGAGEMENT
Community engagement is defined as the process of working together with the members of a
group based on geographic proximity, special interest, or similar situations to address issues affecting the
whole being of those people.

Reflect on how the community engagement was planned and how it transpired during the field practicum.
Shade the space on the left if the action plan was performed in the long run, and briefly explain how it
was conducted.

Action Brief Explanation

Preparation for the Engagement

Purposes and goals were made clear to the persons

involved.

Information about the community's profile was

gathered.

Occurrence of the Engagement

Relationship was established.

A collective determination was established among

the members.

Success of the Engagement

Partnership with the community was established.

The diversity of the members of the community

was respected.

The assets of the community were identified and

mobilized.

There was flexibility in meeting the changing of

needs of the community.

Long-term commitment was envisioned between

the engaging community and its partners.
SOLIDARITY

Solidarity pertains to the willingness of the members of the community to practice participation,
manifesting efforts towards a common objective.

Check the solidarity-related values indicated below that were apparent during the field practicum.
Cite specific examples.

1. The social nature of the members of the community was accepted.

Example/s:

2. Human rights were respected.

Example/s:

3. Duties and obligations were recognized and accepted.

Example/s:

4. Freedom and justice were present.

Example/s:

5. The vulnerable and the marginalized were considered.

Example/s:

6. Efforts to bring equality among members were evident.

Example/s:

7. Care was manifested among the members of the community.

CITIZEN PARTICIPATION
Example/s:

Citizen participation refers to the dynamic, voluntary involvement of of community members to

CITIZEN PARTICIPATION

Citizen Participation refers to the dynamic, voluntary involvement of community members to

address issues and concerns affecting their and to improve social policies, laws, and programs.

Explain how the following concepts on participation were observed during the field

The volunteerism of the participants

Focus on the needs of the members of the community

Efforts of community members for change and improvement

Awareness of the issues and problems confronted by the community

Observance of the laws, rules, and regulations that affect the community