SENIOR HIGH SCHOOL

Community
Engagement, Solidarity
and Citizenship
Quarter 2 – Modules 7 and 8
Core Values and Principles of Community
Action Initiatives and
Community Action Plan: Field Practicum

Department of Education ● Republic of the Philippines

Community Engagement, Solidarity and Citizenship
Alternative Delivery Mode
Quarter 2 – Module 7: Core Values and Principles of Community Action
Module 8: Community Action Plan: Field Practicum
First Edition, 2020

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 SENIOR HIGH SCHOOL

Community
Engagement, Solidarity
and Citizenship
Quarter 2 – Module 7
Core Values and Principles of
Community Action Initiatives

This instructional material was collaboratively developed and

reviewed by educators from public and private schools, colleges, and/or
universities. We encourage teachers and other education stakeholders to
email their feedback, comments, and recommendations to the Department of
Education at action@deped.gov.ph.

We value your feedback and recommendations.

Department of Education ● Republic of the Philippines

 TABLE OF CONTENTS

Cover page
Copyright page
Table of Contents

SECOND QUARTER - MODULE 7

What I Need to Know
What Should I Expect
Things to Remember to Get Through
Remember This

LESSON 3- COMMITMENT AND ACTION IN PARTICIPATORY DEVELOPMENT

What Should I Expect
What I Know
What is it
What’s In
What’s More
Assessment
Answer Key
References
 WHAT I NEED TO KNOW

This learning module contains the core values and principles of community
action initiatives; strategies of empowerment and advocacy of community action
initiatives; the importance of commitment and action in participatory development for
community well-being, selected community action initiatives; methodologies and
approaches in community action; systematic methods of community action in
understanding community.
In this module, the students understand and appreciate the contexts of the
core values and principles of community action through: a written analysis and
critical interpretation of information provided with the description derived from
research and present creatively using multimedia.

WHAT SHOULD I EXPECT

After studying this module, students will be able to:

1. know the important set of values and codes that inspire community
action;
2. promote awareness of human rights in communities among the
students;
3. understand how empowerment, advocacy and participatory
development affect community development;
4. explain the core values of community action;
5. learn the tools of community research;
6. apply the systematic social research methods in conducting
research study; and
7. develop commitment and conviction to participatory development
for community well-being.
 THINGS TO REMEMBER TO
GET THROUGH

To learn the benefits from this module, follow the steps below:

1. Read the module title and the module introduction to get an idea of what the
module covers. Specifically, read the first two sections of this module
carefully. The first section tells you what this module is all about while the
second section tells you of what you are expected to learn.

2. Never move on to the next page unless you have done what you are expected
to do in the previous page. Before you start each lesson, read first the
instructions.

3. Work on the activities. Take note of the skills that each activity is helping you
to develop.

4. Take the Post-Test after you are done with all the lessons and activities in the
module.

5. Meet with your teacher. Ask him/her about any difficulty or confusion you have
encountered in this module.

6. Finally, prepare and gather all your outputs and submit them to your teacher.

7. Please write all your answers of the tests, activities, exercises, and others in
your separate activity notebook.

REMEMBER THIS

The most basic skill that a good student should possess is a clear
understanding of community action by fully engaging in setting a concrete plan.
Moreover, learners must implement and apply the established plan for a better
community and lastly, build up conviction and commitment to serve for holistic
community development.

GOOD LUCK AS YOU BEGIN THIS MODULE!

 LESSON COMMITMENT AND ACTION IN
3 PARTICIPATORY
DEVELOPMENT

Competency: explain the importance of commitment and action in participatory

development for community well-being. HUMSS_CSC12IIIh-j-16, (2 hours)

WHAT SHOULD I EXPECT

At the end of this lesson, the learners are expected to:

1. understand the importance of commitment in participatory development;
2. initiate action in participatory development for community well-being;
3. organize action plan for community development.

WHAT I KNOW

Instructions: Read and answer the following statements. Write the letter of your
answer in your notepad or answer sheet.

1. This is an important aspect in the community which seeks to engage local

population to participate in the provided local projects which are sustainable and
developmentally support the populace in the community.
a. commitment c. participatory development
b. empowerment d. community organization
2. This is an essential quality of the community member which shows dedication
and willingness to get involved in the organizations projects, cause and beliefs.
a. Advocacy c. personal action
b. commitment d. participatory development
3. This is an element of commitment in participatory development which gives a
group its strength.
a. the group acts in determination and really pay attention
b. the group fosters camaraderie, trust and care among members
c. the group tries new things, make mistakes but finds new strategy
d. all of the above
4. This is a quality of commitment needed in the participatory development in order
to sustain.
a. working together c. work solving solely on conflicts
b. making decisions alone d. all of the above
5. This is another quality of commitment which holds and sustains the organization
successfully.
a. Hold each other’s principles. c. Enjoys and play together
b. Respect and appreciate each other d. all of the above
6. This is one reason in the participatory development which indicates that actions
are required.
a. actions impedes information
b. actions eliminates sense of accomplishment
c. actions create habits leading to success
d. action inhibit sense of accomplishment
7. This is an important feature of participatory development which leads the desired
program into reality.
a. action plan c. empowerment
b. commitment d. Advocacy
8. This is one criterion in organizing an action plan.
a. complete c. current
b. clear d. all of the above
9. Why an action plan is systematically develop?
a. to be sure what is possible for the organization
b. to increase accountability of people in the organization
c. to turn down credibility to an organization
d. to inhibit time, energy and resources of the organization
10. This is necessary in setting up an action plan.
a. Objectives, mission, vision, strategies, targets
b. Vision, Mission, Objectives, strategies, targets
c. Vision, Mission, Objectives, strategies, targets, proposed changes
d. Objectives, mission, vision, strategies, targets, proposed changes

WHAT IS IT

What is the Importance of Participatory Development?

Participatory Development seeks to engage local populations in development

projects. Most manifestation is to provide development projects that will be more
sustainable and successful if local populations are engaged in the development
process. It is often presented as an alternative to mainstream "top-down"
development.
Why commitment and action is important of Participatory Development for
community well-being?

Commitment

Commitment is dedication to a particular organization, cause, or belief, and a

willingness to get involved.

People who are committed to an organization or effort truly believe that it is

important, and they show up, follow through, and stick with it.

The more people who are committed in a community program, the greater the
momentum you can generate to get the job done.

Importance of Commitment in Participatory Development

Commitment is the backbone of a group or organization. It is what gives a

group its strength.

 The more committed people are the more effective they are in
influencing others. If a whole group acts with determination and
commitment, great numbers of people will really pay attention.

 People who are committed are the ones who don't take
discouragement seriously, usually they don't give up. They set an
example for those who don't have the confidence or experience to go
through the hard times and hold out for the rewards of success.

 People cooperate at a higher level when they share commitment.

Commitment fosters camaraderie, trust, and caring of which the group
needs to keep it going for the long run.

 If people are committed to an effort for a period of time, they will learn
what they need to know to be more effective. People need time to try
things out, make mistakes, and then figure out a strategy that works.

When is a good time to build and sustain commitment?

All the time, any time commitment is needed. It grows within people over time
when they:
 Work together
 Feel successful at what they do
 Make decisions together
 Work through conflicts
 Support one another's leadership
 Have fun and play together
 Overcome obstacles
  Hold each other to high principles
 Appreciate and respect one another
 Challenge one another to take the next step
 Build relationships
 Experience a victory together
 Learn from mistakes and setbacks
 See their leaders model commitment

Action
Action applies especially to the doing, act to the result of the doing.
An action usually lasts through some time and consists of more than one act.

Reasons to Take Action in Participatory Development:

1. Actions activate information

Only through application can information really be made useful. Able to use
the information to make real and experience tangible changes are by products of
action applied from the information.

2. Actions facilitate the method of elimination

Making the necessary changes requires that you go through numerous trial
and error processes that will help you to eliminate the techniques that won’t work for
you. This will leave you enough time and energy to focus on practicing and
perfecting those that do!

3. Actions create habits – which lead to success

Actions that initially require a lot of effort do eventually turn into habitual
patterns of behavior. The hardest part about taking actions towards change is
actually getting started. The more you repeat a new action, the more natural it
becomes, but if you never start, it will never become a habit.

4. Actions substantiate your sense of accomplishment

Making the effort to research and read up on different topics can give you a
false sense of accomplishment. If you find yourself reading tons of books/articles but
never actually taking any action, then you need to explore the possibility that this is
your way of justifying procrastination and resisting change.

Tips for Effective Participatory Development

Achieving effective community development, commitment and action is

essential and the following processes are likely required:

 Involve decision-makers from the start: This is essential to foster a sense

of ownership for the outcomes of the participatory planning process, and
will also help in enabling these key stakeholders to learn the value of
involving local people in decision-making.
  Plan for micro-macro linkages: Before starting a participatory planning
process, thought needs to be given as to how it will link with the larger
level planning processes of the government or the concerned development
agency.

 Provide extra support to marginalized groups: Special efforts need to be

made to enable disadvantaged groups to participate in the planning
process. These efforts may include for example: arranging special focus
group meetings with different social groups; employing female facilitators
to work with women’s groups; etc. At the same time, it should be borne in
mind that participation is not obligatory.

 Respect differences of opinion: Different stakeholders will have different,

and sometimes conflicting, values and interests and it will be impossible to
satisfy all the needs expressed. Rather than seeking an artificial or forced
consensus, it is important to strengthen the capacity of weaker groups to
articulate their needs and concerns.

 Follow-up with local stakeholders: One of the most common complaints of

communities involved in participatory planning processes is the failure of
those organizing such activities to report back on the outcomes of the
process. The commitment to inform the communities should be followed
up as soon as possible after the conclusion of community-based activities.

What is an action plan?

Action plan is a "heroic" act: it helps us turn our dreams into a reality. An
action plan is a way to make sure your organization's vision is made concrete. It
describes the way your group will use its strategies to meet its objectives. An action
plan consists of a number of action steps or changes to be brought about in your
community.
Each action step or change to be sought should include the following
information:

 What actions or changes will occur

 Who will carry out these changes
 By when they will take place, and for how long
 What resources (i.e., money, staff) are needed to carry out these changes
 Communication (who should know what?)

Criteria of a Good Action Plan

The action plan for your initiative should meet several criteria.

 Complete? Does it list all the action steps or changes to be sought in all
relevant parts of the community (e.g., schools, business, government, faith
community)?
  Clear? Is it apparent who will do what by when?
 Current? Does the action plan reflect the current work? Does it anticipate
newly emerging opportunities and barriers?

Why should you develop an action plan?

"People don't plan to fail. Instead they fail to plan." Because you certainly
don't want to fail, it makes sense to take all of the steps necessary to ensure
success, including developing an action plan.

 To lend credibility to your organization. An action plan shows members of the

community that your organization is well ordered and dedicated to getting
things done.
 To be sure you don't overlook any of the details
 To understand what is and isn't possible for your organization to do
 For efficiency: to save time, energy, and resources in the long run
 For accountability: To increase the chances that people will do what needs to
be done

When should you create an action plan?

Ideally, an action plan should be developed within the first six months to one
year of the start of an organization. It is developed after you have determined the
vision, mission, objectives, and strategies of your group. If you develop an action
plan when you are ready to start getting things done, it will give you a blueprint for
running your organization or initiative.

Remember, that an action plan is always a work in progress. It is not

something you can write, lock in your file drawers, and forget about. Keep it visible.
Display it prominently. As your organization changes and grows, you want to
continually revise your action plan to fit the changing needs of your group and
community.

How to Write an Action Plan?

 Determine what people and sectors of the community should be

changed and involved in finding solutions.
Use the VMOSA (Vision, Mission, Objectives, Strategies, Action Plans)
model, you might have already done this, when you were deciding upon your
group's objectives. Again, try to be inclusive. Possible sectors include the
media, the business community, religious organizations, schools, youth
organizations, social service organizations, health organizations, and others.
Some members of the community you might consider asking to join the
action planning group include:

 Influential people from all the parts of the community affected by

your initiative (e.g., from churches, the school system, law
enforcement, etc.)
  People who are directly involved in the problem (e.g., local high
school students and their parents might be involved in planning a
coalition trying to reduce teen substance abuse)
 Members of grassroots organizations
 Members of the various ethnic and cultural groups in your
community
 People you know who are interested in the problem or issue
 Newcomers or young people in the community who are not yet
involved

Some of the members of this planning group included teachers at the

local high school, local teenagers and their parents, members of the clergy,
counselors and school nurses, staff of the county health department, and
members of youth organizations, service agencies, and other organizations
that focus on youth issues.
 Convene a planning group in your community to design your action
plan.
This might be the same group of people who worked with you to decide
your group's strategies and objectives. If you are organizing a new group of
people, try to make your planning committee as diverse and inclusive as
possible. Your group should look like the people most affected by the problem
or issue.
Once everyone is present, go over your organization's:
 Vision
 Mission
 Objectives
 Strategies
 Targets and agents of change (e.g., youth, parents and guardians,
clergy)
 Proposed changes for each sector of the community (e.g., schools,
faith community, service organizations, health organizations,
government)

 Develop an action plan composed of action steps that address all

proposed changes.
The plan should be complete, clear, and current. Additionally, the
action plan should include information and ideas you have already gathered
while brainstorming about your objectives and your strategies.

Members of the community initiative will want to determine:

 What action or change will occur
 Who will carry it out
 When it will take place, and for how long
 What resources (i.e., money, staff) are needed to carry out the
change
 Communication (who should know what)
  Review your completed action plan carefully to check for completeness.
Make sure that each proposed change will help accomplish your
group's mission. Also, be sure that the action plan taken as a whole will help
you complete your mission; that is, make sure you aren't leaving anything out.

 Follow through.
One hard part is finished the plan. Now take your plan and run with it!
Remember the 80-20 rule: successful efforts are 80% follow through on
planned actions and 20% planning for success.

 Keep everyone informed about what's going on.

Communicate to everyone involved how his or her input was
incorporated. No one likes to feel like her wit and wisdom has been ignored.

 Keep track of what (and how well) you've done.

Always keep track of what the group has actually done. If the
community change (a new program or policy) took significant time or
resources, it's also a good idea to evaluate what you have done, either
formally or informally.
You can address these questions informally (ask yourself, chat with
friends and other people), as well as formally, through surveys and other
evaluation methods.

 Celebrate a job well done

Celebrate your accomplishments; you and those you work with deserve
it. Celebration helps keep everyone excited and interested in the work they
are doing.

WHAT’S IN

In your notepad, answer the following.

1.) List at least 5 programs and activities in your community that encourages
community members to participate and become part of the program.

2.) Identify 5 Advocacy programs intended for women and children. Indicate
reasons and purpose why this program is being conducted.

Note to the teacher:

Create your own rubric to evaluate the students’ response.
 ASSESSMENT

Instructions: Read and understand the specified word or statement below. Base
your answer on the choices provided. Write the letter of the answer in your notepad
or answer sheets.
1. How to write an action plan?
a. determine resources of the community
b. convene a planning group
c. identify objectives and strategies
d. all of the above
2. What to include in the content of an action plan?
a. what actions or change will occur and the resources
b. who will carry it out and the communication process
c. when it will take place and how long
d. all of the above
for question number 3,4,5,6,7,8 base your answer on the following:
a. vision statement
b. mission statement
c. objectives
d. strategies
e. targets and time frame
f. resources (people, money and material)
g. proposed changes
3. This is a formal summary of the aims and values of a company, organization, or
individual.
4. This describes what a company desires to achieve in the organization which also
includes the core values.
5. This is the sum of the actions a company intends to take to achieve long-term
goals.
6. These are the short- and medium-term goals that an organization seeks to
accomplish so it might reach its overall strategic goals.
7. These are all assets that are available for use during planning and production
process which include human, monetary, raw materials and capital.
8. This shows an outline of actions needed to reach one or more goals.
9. This describes commitment of members in an organization when…
a. members acts in determination, commitment and really pays attention to the
need of the organization.
b. members give up easily and usually
c. members are effective in a short period of time
d. members share camaraderie and distrustful.
10. This is an evidence of effective participatory development of an organization.
a. involve decision-makers from the start
b. plan for micro-macro linkages
c. provide support and respect on the differences of opinion.
d. all of the above
 REFERENCES
Books

Delos Santos, D. (2017). Community Engagement, Solidarity, and Citizenship.

Sampaloc, Manila: Rex Book Store, Inc. (RBSI)

Internet Sources

Community Action Partnership (2019). Community Action History 101. Retrieved July
8, 2020, from https://www.youtube.com/watch?v=KXEMj1b1WiY

Community Action Initiatives (2019). Retrieved July 8, 2020 from

https://www.local.gov.uk/our-support/guidance-and-resources/community-
action/community-action-overview/what-community-action

Conceptualsing the Body, Gender And Sexuality (2010). Retrieved July 8, 2020 from
http://www.fahamu.org/mbbc/wp-
content/uploads/2011/08/Concepts_TrainerNotes_BodyGenderSexuality.pdf

Estone, L. (2013). Participatory Approach to Development. Retrieved July 8, 2020

from http://environmentaffairs.blogspot.com/2013/06/particpatory-approaches-to-
development.html

Inter-Parliamentary Union (2016). Human Rights. Retrieved July 8, 2020 from

https://www.ohchr.org/Documents/Publications/HandbookParliamentarians.pdf

Norlund, A. (2009). Values, Attitudes and Norms. Retrieved July 8, 2020 from
https://www.slu.se/globalassets/ew/org/centrb/f-for/pdf/2009-nordlund-values-
attitudes-and-norms.pdf

Reyes, M (2014). Participatory Devlopment. Retrieved July 8, 2020 from

https://www.slideshare.net/marijanereyes/participatory-
development#:~:text=PARTICIPATORY%20DEVELOPMENT%20%EF%82%B4see
ks%20to,ADB%201996)

Social Equity (2017). Retrieved July 8, 2020 from

https://projecthumancity.com/2017/02/02/what-is-social-equity/

UNICEF (2018). Gender equality. Retrieved July 8, 2020 from

https://www.unicef.org/media/54911/file/Global_Annual_Results_Report_2018_Gend
er_Equality.pdf.pdf

Wooldridge, B. (2016). Social Equity: The Fourth Pillar of Public Administration.

Retrieved July 8, 2020 from https://icma.org/sites/default/files/SOCIAL%20EQUITY-
%20THE%20FOURTH%20PILLAR%20OF%20PUBLIC%20ADMINISTRATION%20
Wooldridge%20%26%20Bilharz.pdf
 Community
Engagement, Solidarity
and Citizenship
Quarter 2 – Module 8
Community Action Plan:
Field Practicum
 TABLE OF CONTENTS

Cover page
Copyright page
Table of Contents

SECOND QUARTER - MODULE 8 Community Action Plan: Field Practicum

What I Need to Know
What Should I Expect
Things to Remember to Get Through

LESSON 1- PREPARATION OF THE COMMUNITY ACTION PLAN

What Should I Expect

What I Know
What is it
What’s In
What’s More
 WHAT I NEED TO KNOW

This first learning module contains the six simple steps in creating a
community action plan. These steps will help and guide the students in simplifying
the processes involved in formulating and implementing the community projects.
This module also contains the general principle in formulating community action
plans and reminders to ensure that the actors in the community will be heard and
represented in every process.
In this module, the students understand and appreciate the importance of
creating community action plan and implementing community change by identifying
and specifying what will be done, who will do it and how it will be done.

WHAT SHOULD I EXPECT

After studying this module, students will be able to:

8. define community action plan;

9. understand the principles in making community action plan;

10. formulate community action plan using participatory approaches;

11. implement community action plan; and

12. synthesize the insights gained in conducting the community action

plan that applied the methods of social sciences.
 THINGS TO REMEMBER TO
GET THROUGH

To learn the benefits from this module, follow the steps below:

8. Read the module title and the module introduction to get an idea of what
the module covers. Specifically, read the first two sections of this module
carefully. The first section tells you what this module is all about while the
second section tells you of what you are expected to learn.

9. Never move on to the next page unless you have done what you are
expected to do in the previous page. Before you start each lesson, read
first the INSTRUCTIONS.

10. Work on the activities. Take note of the skills that each activity is helping
you to develop.

11. Take the Post-Test after you are done with all the lessons and activities in
the module.

12. Meet with your teacher. Ask him/her about any difficulty or confusion you
have encountered in this module.

13. Finally, prepare and gather all your outputs and submit them to your
teacher.

14. Please write all your answers of the tests, activities, exercises, and others
in your separate activity notebook.

GOOD LUCK AS YOU BEGIN THIS MODULE!

 LESSON
1
PREPARATION OF THE
COMMUNITY ACTION PLAN
Learning Competencies:
 Formulate a community action, HUMSS_CSC12-IVa-d-19
 Plan using participatory approaches, HUMSS_CSC12-IVa-d-19
 Implement community action plan, HUMSS_CSC12-IV-e-h-20

WHAT SHOULD I EXPECT

At the end of this lesson, the learners are expected to:

1. define community action plan;

2. understand the principles in making community action plan; and

3. formulate community action plan using participatory approaches.

WHAT I KNOW

Instructions: Recall what you have learned about the literature of the past. Read
and answer the following statements. Write the letter of your answer in your
notebook.

1. When did SWOT analysis started?

a. 1940s b. 1950s c. 1960s

2. What are the standout characteristics of your community in political, economic,

sociocultural, technological, and environmental aspects?
a. Strength b. Threats c. Weaknesses
3. A tool used to identify and analyze the key drivers of change in the strategic or
business environment.
a. SWOT Analysis b. PESTEL Method c. Force Field Analysis

4. These are factors that impede or are obstacles for positive change.
a. Driving Force b. Desired Force c. Restraining Force

5. Conducted by engaging people through a prepared set of questions that

highlight the necessary information to be acquired.
Focus Group Discussion c. Key Informant Interviews
a. Sampling/Survey

6. These may include the different aspects of your community that are ripe for
intervention and aid to solve and counter the weaknesses you have indicated.
a. Strength b. Threats c. Opportunities
7. Aimed at gathering accurate information representative of the needs of a
community.
a. Community Needs Assessment c. Community Research
b. Community Profiling

8. It needs more participation by people from specific groups that share common
agenda or coming from the same background.
Focus Group Discussion c. Key Informant Interviews
a. Sampling/Survey

9. This may include facets of your community that you think need to be
addressed or improved.
a. Strength b. Threats c. Weaknesses

10. These are factors that drive positive change.

a. Driving Force b. Desired Force c. Restraining Force

V
WHAT IS IT

What is community action?

Community action is any activity that increases the understanding,
engagement and empowerment of communities in the design and delivery of local
services (Local Government Association).
Community action includes a broad range of activities and is sometimes
described as ‘social action' or ‘community engagement'. These activities can vary in
their objective, the role the community plays, the types of activities involved, their
scale and their integration within the council. What they have in common is that they
all involve greater engagement of local citizens in the planning, design and delivery
of local services.

Development in the community does not happen by chance. It is the result of

deliberate and concerned efforts by denizens who see the need for planned
changes. Unless the community residents are united in the endeavor, little or no
progress can be seen (Cabural, 2012).

General Principles of Community Action Plans

 It is a process for action; not a blueprint for future development.

 The solution for problems comes from the community itself and the role of the
facilitator is more on formulating the problems in the community.
 It is not determined from outside the community but grows/emerges from the
affected community.
 Avoid activities such as lecturing or teaching the people; but concentrate more
on workshops as a form of discussion with the community.
 Guarantee that all relevant groups participate in the activities, particularly the
women and other community groups that are often forgotten.
 Facilitate input from all groups; do not allow one group or leader to dominate
the discussion.
 Remember that one issue might appear to be not very important for one
group, but is important for another group.
 Avoid too many pictures and texts; it is better to absorb and remember
several points rather than make a long list.
 Use simple language and avoid difficult terms.
 Make the material as simple as possible.

Parts:

Introduction – Community Profiling

 Political, Economic, Social, Technological, Environmental and Legal
(PESTEL) Model

Body – Community Needs Assessment

 Key informant Interviews
 Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis
 Force Field Analysis
 Focus Group Discussion
 Specific Plan of Action (SPOA)
 Project Impact Evaluation

Conclusion and Recommendations

Six-Step Community Action Plan

Step 1. Study the Community (PESTEL Model)

A PESTEL analysis or
PESTLE analysis (formerly known
as PEST analysis) is a framework
or tool used to analyze and monitor
the macro-environmental factors
that may have a profound impact
on an organization’s performance.
It is often used in collaboration with
other analytical business tools such
as the SWOT analysis and Porter’s
Five Forces to give a clear
understanding of a situation and
related internal and external
factors. PESTEL is an acronym
that stands for Political, Economic,
Social, Technological,
Environmental and Legal factors.
(Source: https://www.business-to-you.com/scanning-the-
environment-pestel-analysis/)

Political Factors

These factors are all about how and to what degree a government
intervenes in the economy or a certain industry. Basically all the influences
that a government has on your business could be classified here. This can
include government policy, political stability or instability, corruption, foreign
trade policy, tax policy, labour law, environmental law and trade restrictions.
Furthermore, the government may have a profound impact on a nation’s
education system, infrastructure and health regulations. These are all factors
that need to be taken into account when assessing the attractiveness of a
potential market

Economic Factors

Economic factors are determinants of a certain economy’s

performance. Factors include economic growth, exchange rates, inflation
rates, interest rates, disposable income of consumers and unemployment
rates.

Social Factors

This dimension of the general environment represents the demographic

characteristics, norms, customs and values of the population within which the
organization operates. This includes population trends such as the population
growth rate, age distribution, income distribution, career attitudes, safety
emphasis, health consciousness, lifestyle attitudes and cultural barriers.
 Technological Factor

How technology can either positively or negatively impact the

introduction of a product or service into a marketplace is assessed here.
These factors include technological advancements, lifecycle of technologies,
the role of the Internet, and the spending on technology research by the
government.

Environmental Factors

Environmental factors have come to the forefront only relatively

recently. They have become important due to the increasing scarcity of raw
materials. These factors include ecological and environmental aspects such
as weather, climate, environmental offsets and climate change which may
especially affect industries such as tourism, farming, agriculture and
insurance. Furthermore, growing awareness of the potential impacts of
climate change is affecting how companies operate and the products they
offer.

Legal Factors

Legal factors include health and safety, equal opportunities, advertising

standards, consumer rights and laws, product labelling and product safety. It
is clear that companies need to know what is and what is not legal in order to
trade successfully. If an organization trades globally this becomes a very
tricky area to get right as each country has its own set of rules and
regulations.

Step 2. Map out the community (Community Needs Assessment)

A community needs assessment identifies the strengths and resources

available in the community to meet the needs of community members. The
assessment focuses on the capabilities of the community, including its citizens,
agencies, and organizations. It provides a framework for developing and identifying
services and solutions and building communities that support and nurture children
and families.

Step 3. Engage the stakeholders (Key Informant Interview/Focus Group

Discussion)

The only way to know the community is to engage it firsthand. You can set up
a key informant interview or even a focus group discussion (FGD) to deepen your
understanding of the community.

Key Informant Interview

Key informant interviews are qualitative in-depth interviews with people

who know what is going on in the community. The purpose of key informant
interview is to collect information from a wide range of people—including
 community leaders, professionals, or residents—who have first-hand
knowledge about the community. These community experts, with their
particular knowledge and understanding can provide insight on the nature of
problems and give recommendations for solutions.

Focus Group Discussion (FGD)

Focus Group Discussion (FGD) involves gathering people from similar

backgrounds or experiences together to discuss a specific topic of interest.
Questions are asked about their perceptions, attitudes, beliefs, opinion or
ideas.

Step 4. Plot the community needs (SWOT and Force Field Analyses)

SWOT Analysis

SWOT Analysis is a method used to evaluate the strengths, weaknesses,

opportunities, and threats affecting an organization. This strategic planning method
was created by Albert Humphrey in the 1960's. A SWOT analysis consists of
specifying the objective of the business, venture, or project and identifying the
internal and external factors that are favorable and unfavorable to achieve that
objective. It attempts to answer where an organization is now and what direction it is
headed? SWOT analysis seeks to examine the following:

 S trengths: characteristics of the team that give it an advantage over others.

 W eaknesses: characteristics that place the team a disadvantage relative to
others.
 O pportunities: external chances to make greater sales or profits in the
environment.
 T hreats: external elements in the environment that could cause trouble for
the business.

Force Field Analysis

Force field analysis emphasizes on the varying relational dynamics as well as

the current situation on the status quo to draw out the central forces that counter
change or reinforce development. Contrasting with the SWOT analysis, the force
field analysis may have more abstract observations about the community because it
studies the community with a larger scope. It will include cultural, behavioral, or
normative assumptions that may play a role in the dynamics being analyzed.

Step 5. Mobilize the project (SPOA)

A Specific Plan of Action (SPOA) should be used to concretize the plans into
working models or improvement tasks. Your role as researcher is to uncover current
roadblocks and assess how to solve them. The tools presented in this work text are
like those that are in the field. Working with a real -life case will help you see realities
that you may have not known existed prior to taking this course. Through the SPOA,
you are expected to break down your chosen project into details, such as the budget,
step-by-step activities, network, and time frame. Using this model demands
discipline to deal with all the numerous factors and simplify complex variables to
arrive at a working plan that is implementable.

Step 6. Evaluate and document the process (Project Impact Evaluation)

Finally, we have evaluation and documentation. This may be the last but
should not be overlooked. First, evaluation’s importance in the process is immense.
It is in evaluation that we can look in front of the mirror and see what is missing. By
considering who we are and what we have done, then we can truly plan our next
move.

Through proper documentation, we can fully encapsulate the story behind

every initiative that has impact on the community. As the last step, the process of
evaluation and documentation ensures the continuity and relevance of the project.
Even if a project is successful, there will always be another way to improve and scale
the project to help more people and gain more insights

WHAT’S IN

In your notepad, answer the following questions

1.) List down at least three (3) existing community action plan in your
barangay/municipality.
2.) Explain in three (3) sentences the importance of the each existing community
action plan.
Note to the teacher:
Have your own assessment on the above What’s In activity. Also, you decide
the scoring of this activity. Thank you.

WHAT’S MORE

In your notepad, answer the question.

1.) From the three (3) existing community action plans in your
barangay/municipality, choose one topic and come up with recommendations
to revise or improve the project.
Note to the teacher:
Have your own assessment on the above What’s In activity. Also, you decide
the scoring of this activity. Thank you.
 TABLE OF CONTENTS

LESSON 2- EXPERIENCES IN COMMUNITY ENGAGEMENT, SOLIDARITY AND

CITIZENSHIP BUILDING

What Should I Expect

What I Know
What is it
What’s In
What’s More
Assessment
References
 LESSON
2 EXPERIENCES IN COMMUNITY
ENGAGEMENT, SOLIDARITY
AND CITIZENSHIP BUILDING
Learning Competency:
 Synthesize the insights gained in knowing the community action plan that
applies the methods of social science,

WHAT SHOULD I EXPECT

At the end of this lesson, the learners are expected to:

1. identify the some community development organizations in the Philippines;
and
2. gain insights in knowing the community action plan that applied the methods
of social science.

WHAT I KNOW

Instructions: Recall what you have learned about the literature of the past. Read
and answer the following statements. Write the letter of your answer in your
notebook.
1. This strategic planning method was created by Albert Humphrey in the 1960's.
a. SWOT Analysis b. Force Field Analysis c. PESTEL Method
2. It is used to concretize the plans into working models or improvement tasks.
a. Specific Plan of Action b. Project Impact Evaluation
c. Community Needs Assessment
3. Community action includes a broad range of activities and is sometimes
described as.
a. Community Needs b. Community Research
c. Community Engagement
4. It is where we can look and see what is missing in our community action plan.
a. Specific Plan of Action b. Project Impact Evaluation
c. Community Needs Assessment
5. These are any activities that increase the understanding, engagement and
empowerment of communities in the design and delivery of local services.
a. Community needs b. Community Action c. Community Research
 V
WHAT IS IT

Community Development in the Philippines

The essence of community development in the Philippines is a tale of public
collaboration that taps personalities, agencies, and institutions to support the
government’s efforts to serve the people. The role of these actors is irreplaceable in
terms of their real impact to communities across the Philippines and their stories
represent the flame of hope that burns within the community builders as well as
ignite the passion to volunteer.
In the Philippines, there are three best local NGOs that are in the frontlines of
their chosen advocacies: poverty reduction, environmental protection, and women’s
rights.

Gawad Kalinga (Poverty Reduction)

Gawad Kalinga, meaning
to ‘give care’, is a Philippines-
based movement that aims to
end poverty by first restoring the
dignity of the poor. The
organization employs an
integrated and holistic approach
to empowerment, with values-
formation and leadership
development at its core. Gawad
Kalinga is building a nation
empowered by people with faith
and patriotism; a nation made up (Source: https://www.simplygiving.com/nonprofit/GawadKalinga)
of caring and sharing
communities, dedicated to eradicating poverty and restoring human dignity. Their
mission is to end poverty for five million poor families by 2024. The organization was
established in 2003, but the work began as early as 1994 in Bagong Silang, the
biggest squatters’ relocation site in Manila. Since then Gawad Kalinga has expanded
its work to over 2,000 communities in the Philippines, and to other developing
nations like Cambodia, Indonesia, and Papua New Guinea. Gawad Kalinga is at the
forefront of peace-building work in conflict areas in Mindanao, and reconstruction
work in post-disaster communities.
Gawad Kalinga Development Programs
 Community Infrastructure
The GK Community Infrastructure Program (CIP) builds homes and
facilities (such as clinics and school buildings) for impoverished people using
labor paid for by charity and the future residents of the houses themselves.
 Child and Youth Development
The GK CYD program aims to develop the skills and talents of the
children and youth in the GK communities by inculcating values that bring out
their full potential. SIBOL, which means “to grow,” provides value-based
education to pre-school children, aged 3 to 6 years old. SAGIP, which means
“to save a life”, is a support program for children aged 7 to 13 years old,
which consists of free academic tutorials, sports and creative workshops and
values formation classes. SIGA, which means “to light”, empowers teens to
become productive citizens through sports, creative activities and mentoring
sessions.
 Community Building
The GK Community Building program provides GK villages with
mentors who try to instill a sense of community within the villagers.
 Environment
The GK Environment program aims to create "green" model
communities. The program operates under a tagline of "Save the poor, save
the environment" and partners with environment advocacy groups and
government agencies to provide seminars and environment-friendly
programs for community members.
 Bayan-Anihan
The GK Food Sufficiency program (or Bayan-Anihan, lit. "Community
harvest") is a program which aims to provide sustainable farming for its
beneficiaries. In this program, families are provided a 10 sq. meter garden
and basic agricultural education by Agricultural State Universities.
 GK Kalusugan
Kalusugan ("Health" in Tagalog) is a community health program with
the goal of improving health among impoverished people by educating them
about first aid and nutrition, as well as connecting hospitals and medical
professionals to needy communities.
 Center for Social Innovation
CSI (Center for Social Innovation) tries to encourage entrepreneurship
and connect would-be entrepreneurs with experts and volunteers from fields
necessary to build successful enterprises.
Haribon Foundation
(Environment)
Established in 1972, the
Haribon Foundation is today
regarded as a pioneer of the
environmental movement and one
of the most active environmental
organizations in the Philippines.
Known as Haribon for short,
the name refers to the endangered
Philippine Eagle and the
organization has its roots as a bird
watching society. The name has
been retained despite the
broadening of the mission, because
the critical status of the Philippine
(Source: https://favpng.com/png_view/haribon-foundation-conservation-
Eagle symbolizes the philippines-philippine-eagle-organization-png/QmW3y9Rk
environmental state of the country.
In the pursuit of conservation through community-based resource
management, Haribon adopts an integrated, multi- disciplinary approach that is
participatory and scientifically sound. Its programs include science and research,
community-based resource management, environmental defense and membership
development.

Haribon Foundation's core initiatives:

 Conserving sites and habitats – the restoration of greening/planting
projects, restoring of mangrove forests, improving coastal management,
among other projects in partnership with companies and private individuals.

 Saving species – the conservation of endangered animals and marine life.

 Encouraging sustainability – linking with the community and society groups

in creating awareness to encourage sustainability and secure the welfare of
already established protected areas.

 Empowering people – training and educating the citizenry and

mainstreaming its environmental initiative.
Visayan Forum (Women’s Rights)
Visayan Forum Foundation, Inc. is a non-profit, non-stock, and tax-exempt
non-government organization in the Philippines established in 1991. VF works for the
welfare of marginalized migrants, especially those working in the invisible and
informal sectors. It works in issues of domestic work, child labor, and human
trafficking- especially of women and children.
Visayan Forum Foundation has been actively involved in helping women and
children trafficked into prostitution by providing support, education, housing, and
legal advice. Visayan Forum Foundation has established that most of the children
and young women
trafficked to Manila from
rural areas in search of
work are assured jobs as
domestic workers, but in
a significant number of
cases end up in the sex
trade. Based on the
statistics provided by the
(Source: https://www.girlsnotbrides.org/members/visayan-forum-foundation/)
Visayan Forum
Foundation, most victims
are between 12 and 22 years old.

WHAT’S IN

In your notepad, answer the following questions

1.) Discuss the similarities and differences of the organizations tackled in the
module.
2.) Cite three (3) events wherein you were able to participate in activities of your
organization.
3.) Among the three NGOs discussed in the module, where would you like to
volunteer? Explain your answer.

Note to the teacher:

Have your own assessment on the above What’s In activity. Also, you decide
the scoring of this activity. Thank you.
 WHAT’S MORE

In your notepad, answer the following questions

Aside from the non-government organization discussed in the module, look for
at least five (5) other organizations in the Philippines or in your municipality and
explain briefly the goal of the organization.

Note to the teacher:

Have your own assessment on the above What’s More activity. Also, you
decide the scoring of this activity. Thank you

ASSESSMENT

General Instructions:
Write an essay about the topic below using the guide questions. In Writing
your essays, always remember the three Cs (content, clarity, cohesion). Always be
aware of the content, be clear and well-organized in ordering your ideas.
Topic: Write an open letter to the community that you have engaged in.
Guide Questions:
 What do you want to say to your community?
 What are the most memorable things that you will never forget?
 What are your wishes for the community?
 RUBRIC FOR WRITTEN WORK
4 3 2 1
Focus and Details There is one There is one There is one topic. The topic and main
clear, well- clear, well- Main ideas are ideas are not clear.
focused topic. focused topic. somewhat clear.
Main ideas are Main ideas are
clear and are well clear but are not
supported by well supported by
detailed and detailed
accurate information.
information.
Organization The introduction The introduction The introduction There is no clear
is inviting, states states the main states the main introduction,
the main topic, topic and topic. A conclusion structure, or
and provides an provides an is included. conclusion.
overview of the overview of the
paper. paper. A
Information is conclusion is
relevant and included.
presented in a
logical order. The
conclusion is
strong.
Voice The author’s The author’s The author’s The author’s
purpose of purpose of writing purpose of writing purpose of writing
writing is very is somewhat is somewhat clear, is unclear.
clear, and there clear, and there is and there is
is strong some evidence of evidence of
evidence of attention to attention to
attention to audience. The audience. The
audience. The author’s author’s
author’s knowledge and/or knowledge and/or
extensive experience with experience with
knowledge the topic is/are the topic is/are
and/or evident. limited.
experience with
the topic is/are
evident.
Word Choice The author uses The author uses The author uses The writer uses a
vivid words and vivid words and words that limited vocabulary.
phrases. The phrases. The communicate Jargon or clichés
choice and choice and clearly, but the may be present
placement of placement of writing lacks and detract from
words seems words is variety. the meaning.
accurate, natural, inaccurate at
and not forced. times and/or
seems overdone.
Sentence, Structure, All sentences are Most sentences Most sentences Sentences sound
Grammar, well constructed are well are well awkward, are
Mechanics, & and have varied constructed and constructed, but distractingly
Spelling structure and have varied they have a similar repetitive, or are
length. The structure and structure and/or difficult to
author makes no length. The length. The author understand. The
errors in author makes a makes several author makes
grammar, few errors in errors in grammar, numerous errors in
mechanics, grammar, mechanics, and/or grammar,
and/or spelling. mechanics, spelling that mechanics, and/or
and/or spelling, interfere spelling that
but they do not interfere with
interfere with understanding.
understanding.
CONGRATULATIONS!

YOU SUCCESSFULLY DID IT!

OUR SALUTE TO YOU!
 REFERENCES
Books

Delos Santos, D. (2017). Community Engagement, Solidarity, and Citizenship.

Sampaloc, Manila: Rex Book Store, Inc. (RBSI)
Internet Sources
Community Action Overview (2019). Retrieved July 8, 2020 from
Cabural, Rosamie P. (2012). Community Planning. Retrieved July 8, 2020 from
https://www.slideshare.net/SamieCabural/community-planning-15004581
Community Mapping. Retrieved July 8, 2020 from
https://www.learningtogive.org/sites/default/files/Community%20Mapping.pdf
De Bruin, Lars (2016). PESTEL Analysis Explained. Retrieved July 8, 2020 from
https://www.youtube.com/watch?v=bYn4CyL3r5w
Scanning the Environment: PESTEL Analysis (2016). Retrieved July 8, 2020 from
https://www.business-to-you.com/scanning-the-environment-pestel-analysis/
Child Welfare Information Gateway(2014). Community Needs Assessment.
Retrieved July 8, 2020
https://www.childwelfare.gov/topics/systemwide/assessment/community/
Gawad Kalinga. Retrieved on July 10, 2020 from
https://en.wikipedia.org/wiki/Gawad_Kalinga
Gawad Kalinga. Retrieved on July 10, 2020 from
https://www.simplygiving.com/nonprofit/GawadKalinga
Gawad Kalinga Community Development Foundation. Retrieved on July 10, 2020
from https://skoll.org/organization/gawad-kalinga-community-development-
foundation/
Shaiekh, Mohammad (2019). Focus Group Discussion (FGD). Retrieved July 8,
2020 from https://www.slideshare.net/MohammadAslamShaiekh/focus-group-
discussion-fgd-147748337
The Role of Management. Retrieved July 8, 2020 from
http://jukebox.esc13.net/untdeveloper/RM/RM_L15/RM_L158.html
Tongson, Edgardo (1972). Haribon Foundation for the Conservation of Natural
Resources. Retrieved on July 10, 2020 from
http://www.aenet.org/treks/haribon.htm#mission
UCLA Center for Health Policy Research. Key Informant Interviews. Retrieved July
8, 2020 from https://healthpolicy.ucla.edu/programs/health-
data/trainings/Documents/tw_cba23.pdf
Visayan Forum Foundation. Retrieved on July 10, 2020 from
https://en.wikipedia.org/wiki/Visayan_Forum_Foundation
Visayan Forum Foundation. Retrieved on July 10, 2020 from
https://www.girlsnotbrides.org/members/visayan-forum-foundation/