Training on Basic Community Organising (CO) Skills Koror, Palau 15 - 16 September 1995

Prepared by:

NESTOR M. PESTELOS
Community Development Specialist/Trainer

To be conducted by:

UNDP-OPS Pacific Regional equitable and Sustainable
Human Development Programme (ESHDP)

PACIFIC HUMAN DEVELOPMENT

PUTTING PEOPLE FIRST

In Cooperation with:

Palau Community Action Agency (PCAA)

NOTE FOR THE PARTICIPANT

This Training Kit contains:

a)  the design and schedule for the Training on Basic Community Organizing Skills scheduled on 14 - 15 September 1995; and

b)  the  various handouts required for each training session.

    Additional references will be provided as required.  There will be an assessment of both the process of this training activity.  we need your feedbacks and observations.

TRAINING ON BASIC COMMUNITY ORGANIZING (CO) SKILLS
Koror, Palau
15 -16 September 1995

TRAINING HANDOUTS

Handout No. 1

BASIC CONCEPT/PRINCIPLES/DEFINITIONS

1.0 Community Organizing is a process by which a community or a group

- identifies its needs, objectives or goals;

- prioritizes them;

- takes the will and confidence to work on them;

- takes resolute action in respect to them; and, in doing so,

- extends and develops cooperative and collaborative attitudes, practices and organizations/institutional mechanisms in the community.

2.0  Community Development is a process which leads to a significant increase in the capacity of the people to control their environment (physical, economic, social, cultural), accompanied by greater sharing of benefits resulting form such control.

3.0  Basic Propositions Applied to CO

3.1  The disadvantaged do not participate actively in making societal decisions affecting their lives because they are powerless.  They are often regarded as belonging to the lowest ranks of the social, political and economic hierarchies.  For their part, they often perceive themselves as helpless individuals in the face of forces beyond their control.

3.2  by grouping together, they can correct the earlier imbalance between weak and strong and facilitate interaction with those in power or authority.

3.3  Their participation  in mobilization and group can result in greater self-reliance, self-pride and a sense of dignity.  through their own organization, they can marshal knowledge ad resources necessary to reach their goals. They can have greater access to services and the amenities of life, as well as the means to become more productive.  The mobilizing process itself generates this sense of control which, in turn, unleashes a people's ability and desire to direct their lives in new and meaningful directions.

3.4  Community Organizing  seeks to establish participatory and empowered people's organizations through which the disadvantaged can enter the sphere of decision-making on matters affecting their lives.

I aims at liberating the disadvantaged from a position (feeling; attitude) of helplessness so they can take their destiny in their own hands.

4.0  Basic Community Organizing Methodology

The Community Organizer's aim to build, strengthen, consolidate and expand the people's organization for the empowerment of the economically, socially and politically disadvantaged.  All organizing methodology can be reduced to three basic elements:

4.1  Consciousness-raising

Community Organizing helps the community or a specific target group clarify and sharpen its analyses of issues, and to place these issues within the framework of larger and more encompassing social structures and processes.

4.2  Organization-building

Community Organizing helps the community or a specific target group to set up and maintain its own organization and to develop such organizational skills as leadership, decision-making, conflict resolution, resource allocation and management, etc.

4.3  Mobilization

Community Organizing helps the community or a specific target group to move towards resolving their own issues, either through political action or through concrete alternative projects responding to their needs.

Handout No. 2

THE COMMUNITY ORGANIZER AS CHANGE AGENT

1.0  Description of a Change Agent

1.1  the term Change Agent implies an individual sent to a place on a mission  by an outside agency.

S/he becomes a part of the place:

-  developing social mobility and acceptance;

- working as a member of the community;

- interacting with the people, including the disadvantaged, to help identify priority problems; and to

- mutually work out solutions.

1.2  The CO as change agent is basically an educator whose subject matter is the process of involving individuals or groups effectively in self-directed development efforts.

2.0  The CO as Resident Participant

As resident participant, the CO must accomplish two basic functions, prerequisites to anything s/he may do:
S/he must survive and gain access to the community.

2.1  Survival

It is the ability to adjust to life in a new environment with people who may follow different standards and/or levels of living.

2.2  social access and acceptance

It is the ability to gain acceptance and act effectively in a new place as a "knowledgeable outsider."

This means first seeing oneself as seen by others; and then learning to understand the logic of their circumstance, their ideas, attitudes and values.

It also means acquiring a functional use of communication tools, and a working knowledge of the customs and traditions of the client culture.

Survival and social acceptability are basic requisites for the change agent in any project; they are not, however, an end unto themselves.

To many COs have spent their energies just trying to survive, accomplishing very little in terms of their development tasks.

The CO and the community pass through a period of adjustment before the technical task can be fully implemented.  Rapport between the outsider and the community or the targeted local group is vital to the initiation of technical inputs.

3.0  The CO as Technical Participant

The CO as technical participant performs varied roles:

3.1  Analyst

S/he interprets a situation in the context of the community environment or a target group's mission and goals.

S/he helps people:

- arrive at an understanding of their needs;

- judge the relative importance or priority of these identified needs; and 

- assess the availability of resources within one's self and the community to satisfy these needs.

S/he explores areas of knowledge relevant to the problems encountered by community groups.

3.2  Advisor

S/he advises the community on alternatives or options in handling problems or a given situation.

3.3  Advocate

S/he recommends one or several alternatives, in rank or order, from a number of possible alternatives.

3.4  Systems-linker

S/he helps people understand basic techniques for getting organized to pursue common purposes; ways in which societies and communities can be better organized for better social or technical service delivery; ways by which the disadvantaged can take part more actively in community activities.

3.5  Innovator

S/he initiates  new programmes, systems or institutions in response to the expressed need of the people.

3.6  Trainer

S/he develops skills amongst the local people so that they can continue the work initiated through technical assistance.  This role involves the initiation of educational programmes and the development of training materials.

4.0  The CO as Mobilizer

The CO must be convinced that it is dependence which locks local resources into immobility and continues to suppress self-assertiveness amongst people.

When people rely too much on external agents and resources, they conveniently forget the potent of their own creative labor, leadership, social control and discipline.  They become less imaginative and persist on following the beaten path from year to year.

The CO must be good at mobilizing the people, especially the disadvantaged, so that  they begin to see things in their own light and strive to rectify the situation through their collective will and bulldog persistence.

The most critical factor in mobilizing the people is dialogue and discussion of issues where people educate themselves and eventually:

-  define their choices;

-  identify and agree on goals and constraints; and

-  select activities consistent with both human development values and technical principles.

The CO as mobilizer must be good at stimulating discussion and lively debate amongst the people.

5.0  The CO as Team Player or Group Worker

5.1  Through participation in a group, the CO makes sure that group decisions come about as a result of knowledge, sharing and integration of ideas, experience and lessons learnt, rather than as result of denomination/manipulation from within or outside the group.

5.2  In dealing with community groups, the CO must have knowledge of individual behavior and of social conditions and community relations which interplay in the achievement or non-achievement of groups goals.

5.3  The CO needs to be aware of both programme activities and of the interplay of personalities within the group and between groups and the surrounding community.

5.4  The CO assists the group to get from the collective experience the satisfaction provided by programme activities, the enjoyment and personal growth available through social participation, and the opportunity for greater participation in community affairs.

5.5  The CO makes conscious use of the particular relations to the group, the knowledge of the programme as a tool for human development, and the understanding of the individual and the group so that collective efforts can be pursued based on both group goals and the larger values that the CO represents.

5.5.1  As A Guide

The CO helps the group establish and find means of achieving its own goals.  S/he guides the group in making informed decisions, but the choice of direction must be that of the group.

The Co is aware that the process by which the goals are identified is an essential aspect of the process by which the group may develop the capacity to recognize and deal with the problems.

Guiding the group towards this direction is a vital role of the CO.

5.5.2  As An Enabler

The CO facilitates the collective process in the group.  This role requires tact and technique.  it does not mean the CO will do all the inputting and talking, always appearing like a wise guru all the time.

5.5.3  As an Expert

The Co helps provide data and information needed to arrive at decisions.  S/he is expected to speak with authority on vital matters.  Again, this role requires tact and technique.

5.5.4  As A Therapist

This role an acute awareness of what is going on in the group or community, what reasons underlie tensions and conflicts in the community which, in the final analysis, constitute the group problems.  The CO is expected to contribute to resolving such tensions and conflicts, rather than act merely as passive observer of how events will unfold.

Handout No. 3

PROJECT ARE FOR PEOPLE

1.0  projects involve people in variety - as active participants, beneficiaries, producers, consumers, and sometimes unintentionally, as victims.

Projects in rural development, education and health are clearly people-oriented.  Some projects, e.g. infrastructure, are less so.  But even a project to build a cement plant may encounter difficulties if it is not able to motivate a work force or build a viable community for workers and their families.

A project has little chance of success if it ignores traditions, values and social organization of the intended participants.  Being sensitive to traditions does not mean fully accepting them, but if we have to reinforce their development-oriented aspects, we must be conversant with them right at the start of the project preparation phase.

Projects are for people.  projects will be for planners only if they persist to be esoteric, their objectives are too abstract to be understood by people or too remote from their day-to-day concerns.

1.1  Projects cannot ignore social organization for the simple reason that most intended participants, whether in rural or urban areas, have long organized themselves for productive activities.  In fact, their institutions and social grouping often reflect available resources and constraints related to their basic survival and livelihood.

These existing arrangements define rights to land, water and other resources; the individual and communal ways to manage available resources; access to capital, division of labor and rewards; types of production-related associations; relations with commercial and government agencies; and access to government services.

Projects need to take these arrangements into account because they determine the available time left for intended participants to devote to other forms of organization.  Their relative effectively in fulfilling needs determine the level of a target group's motivation in joining other organizations or in helping modify existing institutional arrangements.

2.0  The crucial issue is how to enlist the commitment, support and active participation of the target population and, in doing so, to build up the capacity of local people and their organizations to operate and maintain development projects.

To participate in development efforts, people must be convinced that the risks of change are worth taking and that a sustained effort to reach the project's goal is worthwhile.

Consultation at project identification phase helps to neutralize or minimize opposition, mobilize support and increase the positive impact and sustainability of projects.

Negotiations and eventual agreement with government, NGOs and other development partners on project design and implementation issues extends the consultation process to a more concrete kind of participation.

It is important to recognize that local organizations often require assistance to establish a stable relationship with development partners.

2.1  Sometimes community organizers agonize whether or not to involve local leaders for fear that they may co-opt project ideas and benefits and thereby compromise the participatory approach.  since it is difficult to bypass community leaders, it is sensible policy to stress repeatedly their accountability to the local population, rather than to attempt to ignore them.

3.0  Planning for participation is easier than actually achieving it.  The constraints include:

-  possible resistance to innovation by government which can hamper support services;

-  the likelihood that local vested interests may frustrate efforts to share authority; and

-  the absence or inexperience of local organizations.

3.1  an effective strategy for strengthening the capacity of people, particularly the disadvantaged, to participate in the development process often depends on their having an organization through which they can define, declare, and promote their own interests.

It is necessary to point out here that building organizational and technical capacity can only expand with experience and pertinent training.  It is a slow and difficult process, an argument often used for relying on existing organizations.

A weak organization can usually be strengthened by training and other measures.  The very fact that an  organization has persisted indicates that it may be responding to a local need and has acquired some credibility.

The valid question is whether or not an organization works (or has the potential to work) for the interest of the disadvantaged.  Otherwise, projects can encourage and support the formation of new organizations for the disadvantaged.

Their success will depend on:

-  whether they respond to a real need which can win the allegiance and support of the disadvantaged;

-  the quality of training provided; and

-  on the establishment of a realistic time frame for building capacity.

4.0  Project experiences in many countries demonstrate clearly that effective project design and implementation require bottom-up participation of local communities and the top-down support by government and other development partners.

It is important for projects to mobilize people around one or more of their own goals and to train them to act with greater self-reliance.

People's understanding of their situation and their active efforts to improve it are essential conditions for progress.  No less essential are adequate funding, knowledge, and the technical and organizational resources of a competent government or development agency.  Development projects must balance these two sometimes conflicting but interdependent requirements.

5.0  It is through mass education and training that the disadvantaged can become aware of their social entitlements and economic opportunities.  Access to these, in turn, often depends on their having political and social power, something which only the disadvantaged can harness and develop - through their own grassroots organizations.

5.1  To achieve people's participation is to empower them, a concept which still make some planners and policymakers ill at ease.  The situation of the disadvantaged is often characterized by physical isolation and alienation from the mainstream of economic and political life.  To seek their involvement means reaching them first, which is often tedious, physically risky for external agents, and in the short term, quite expensive.  But it is only through participation that the disadvantaged can take the leap from a  state of dependence to one of greater self-reliance.

and the people need not be pushed by external agents to take such leap.  Dependence on outside leadership, whose perceptions of priorities may not always coincide with those of the people, will lead to failure and prevent people from acquiring the knowledge and ability to think for themselves.

5.2  True participatory development must ultimately transcend the artificial bounds of the externally aided project and find its roots in democratic values.  Only through developing grassroots democratic organizations can participation truly succeed.

Such is the faith of the committed community organizer.

Handout NO. 4

FOUNDATION VALUES OF COMMUNITY ORGANIZING

1.0  Community Organizing subscribes to the following article of faith:

1.1  the essential dignity and worth of the individual;

1.2  the possession of each individual of potentialities and resources for managing one's own life;

1.3  the importance of freedom to express one's individuality;

1.4  the great capacity for growth within all social beings;

1.5  the right of the individual to those basic necessities (food, shelter, clothing) without which fulfillment of life is often blocked;

1.6  the need for the individual to struggle and strive to improves one's own quality of life;

1.7  the right of the individual to help (and receive help) in time of need and crisis;

1.8  the importance of an organization for which the individual growth and development; and

1.10 the right and responsibility of the individual to participate in the affairs of his community.

2.0  The Community Organizer believes that:

2.1  communities, including those who have less in life and law, can develop the capacity to deal with their own problems;

2.2  people want change and can change;

2.3  people should participate in making, adjusting, or controlling the changes taking place in their communities;

2.4  self-imposed or self-developed changes are more meaningful and permanent than externally imposed changes;

2.5  the community's effort to solve its own problem and/or its roots creates changes in attitude necessary to deal with future problems.

2.6  democracy requires cooperative participation and action in the affairs of the community, and that people must learn the skills which make this possible;

2.7  communities, especially those who have less in life and law, often need help in organizing to deal with their needs.

3.0  The following foundation values determine the nature and methods of principled community organizing:

3.1  The primary concern of society should be to organize itself in such ways as to allow the fullest possible meeting of the basic needs of all its members.

3.2  Society should create conditions that allow opportunity and self-fulfillment for individuals.

3.3  Society should provide opportunities for mutual assistance and common action through which individuals may work in their own behalf.

3.4  Cooperation and collaboration should in general be promoted amongst individuals, groups and institutions.

3.5  Institutions and organizations must be flexible and dynamic to adapt to changing conditions and emerging problems.

3.6  Social tensions and conflicts often rise from inequalities in society and cannot be justly resolved without taking into account the rights of those who are more disadvantaged.

Handout No. 5

SOME COMMON TRAITS OF OUTSTANDING COs

1.0  HIGH FRUSTRATION TOLERANCE

They do not blow up or sulk things do not go as hoped.  They managed their emotions exceedingly well.

2.0  ENCOURAGE PARTICIPATION BY OTHERS

They genuinely welcome participation by others.  They do not unreasonably cling to their pet ideas.

3.0  CONTINUALLY QUESTION THEMSELVES

They look for mistakes in their own methods and thinking but they  do not become too upset over errors to the point that it will disrupt their work.  They excel at understanding their own prejudice.

4.0  CLEANLY COMPETITIVE

They realize early in life that others are out to beat them, but they enter into competition calmly and without hostility.

5.0  IMPULSES UNDER CONTROL

They can take hostility from others quite calmly too.  They let other people know that they realize what they are up to, but without personal hatred.

6.0  WIN WITHOUT GLOATING

They never gloat over victories or celebrate too long after winning points or reaching goals.  There are more wars to win and battles to wage on behalf of the disadvantaged.

7.0  LOSE WITHOUT REGRETS

They are good losers.  Loss of one does not cause them to fold up or relent on other goals.

8.0  RECOGNIZE LEGAL RESTRICTIONS

They recognized the restrictions imposed by laws, but they are not paranoid about them to cramp their style.  They have the spirit of the land and its people.

9.0  CONSCIOUS OF GROUP LOYALTIES AND USE THEM TOWARDS DEVELOPMENT GOALS

They are aware of loyalties to clubs, technical societies, management groups., churches, friendships.  They look positively at these loyalties.

10.0  REALISTIC GOALS

They have enough aspirations that require effort to achieve but are sensible enough to be achievable.

Handout No. 6

INDICATORS OF LEADERSHIP SKILLS IN COMMUNITY ORGANIZATIONS

1.0  Problem Solving Skills

Leaders are able to:

-  Identify group problems

-  Analyze problems

-  Set priorities

-  Set general and specific objectives

-  Set action strategies

-  Implement action strategies

-  Evaluate action strategies

2.0  Organization Skills

Leaders are able to:

-  Prepare/organize meetings

-  Prepare agenda/keep records

-  Conduct meetings

-  Create necessary committees

-  Carry committee work effectively

-  Communicate verbally to other members and residents on the importance of having viable organizations, etc.

-  Motivate members to attend meetings

-  Formulate goals for the organization

3.0  Relationship Skills

Leaders are able to:

-  Express positive and negative feelings about self and others

-  Express positive and negative feedbacks to members

-  Receive positive and negative feedbacks

-  Express need for others

-  Volunteer needed help to others

-  Determine various ways of creating positive relationships amongst members

-  Accept feelings of self and others

-  Identify and analyze conflict situation clearly

-  Demonstrate excellent interpersonal skills

-  Self-discovery

-  Self-disclosure

4.0  Community Management Skills

Leaders are able to:

-  Assesses community needs, values, expectations

-  Analyze constraints

-  Formulate objectives

-  Identify, sequence and scheduled activities/resources needed in implementing projects

-  Set up a system/procedure in the implementation of identified projects

Handout No. 7

EVALUATION CRITERIA FOR COMMUNITY ORGANIZING PROGRAMMES

1.  Maximum involvement of the community

The programme is broad enough that it attracts and involves most of the groups in the community.  It encompasses the whole range of issues which appeal t the many different interest groups in the community, as well as recognizes the functional interrelationships of all issues.

2.  Broad representation in organization

Many people take part in the joint decisions and actions of the organization.  General or smaller meetings are well attended; the people are proportionately represented in these meetings.  Most people in the area are aware about the nature and activities of the organization.

3.  Clear purpose

The leaders and members realize that their purpose is to build a strong organization that can be a capable partner with government and private sectors in local development efforts and that can mobilize resources for real self-help projects.

4.  Display of initiative and sustained action by the organization

The organization is able to identify their problems on their own and plan their course of action.  they should be able to see the project through.  Some successes must be evident.

5.  Specific and immediate concerns

The programme is specific, immediate and feasible.  It should concern the people's immediate interests and problems, about which there must be something which can be done, now or in the near future.

6.  Full use of resources

The organization and utilizes to the fullest the available resources in the community for nay given situation.

7.  Effective indigenous leadership

Leaders come from the community, emerging as leaders because of their proven ability to help and serve the people.  The organization has a means of settling differences between groups and leaders and of removing leaders who cease to serve the people.

8.  Self-sufficient organization

In a few years, the organization is able to pay its way.  It must steadily move toward the time when local staffing and funding take over the programme.

9.  Impact on development

Through the organization's initiative and efforts, the following may result:

a.  Some rise in income - through productive activities and better opportunities.

b.  Improved social services - through self-help schemes in health and sanitation, education, housing, etc.

c.  More and better trained persons in the community who can contribute further and sustain local development efforts.

 Handout No. 8

OTHER INDICATORS FOR MEASURING THE EFFECTIVENESS OF COMMUNITY ORGANIZATIONS

1.  Organizations accomplish projects and activities which adequately meet specific community needs or concerns and to the satisfaction of project beneficiaries.

2.  Organizations hold meetings regularly.

3.  Attendance at meetings mobilizes at least 40% of total membership.

4.  Around 40% of members participate in planning and carrying out of activities.

5.  The objectives of the organization are being accomplished - from the point of view of the members.

6.  A large percentage of members assist in identification of needs, in planning action to meet needs and implementing the action.

7.  The organization identifies needs and plans actins through free and open discussion to members.

8.  The atmosphere within the organization allows members to feel free to express themselves.

9.  The members of the organization accept group decisions and act upon them.

10.  The organization has developed explicit standards of behavior for its own operation.

11.  The organization is viewed as a continuing one.

12.  The organization does not waver in its commitment to advance the cause of the disadvantaged.

Handout No. 9

COMMUNITY ORGANIZATION PROCESS