SHS

COMMUNITY ENGAGEMENT,
SOLIDARITY AND CITIZENSHIP
Second Quarter – Module 4:
METHODOLOGIES AND APPROACHES
OF COMMUNITY ACTIONS

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Community Engagement, Solidarity and Citizenship
Quarter 2 – Module 4: Methodologies and Approaches of Community Actions

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the Government of the Philippines. However, prior approval of the government
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Borrowed materials (i.e., songs, stories, poems, pictures, photos, brand names,
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materials from their respective copyright owners. The publisher and authors do not
represent nor claim ownership over them.

Regional Director: Gilbert T. Sadsad

Assistant Regional Director: Jessie L. Amin

Development Team of the Module

Writer: Cesar D. Herrera Jr.

Evaluator: Arnest D. Dimaano

Editor: Divina M. Diaz, Ph.D.

Ma. Theresa D. Gacosta

Illustrator:

Layout Artist: Edsel D. Doctama

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INTRODUCTION

In this module, you will learn about partnership with local groups in the conduct of

community actions and involvements. You will also gain concepts about community profiling

and needs assessment which are necessary in determining the proper programs and projects

for a community. Leadership and Participatory Action Planning, together with Resource

Mobilization will also be tackled. Social Action and Evaluation will likely be discussed in this

module. Now buckle up and get ready to learn the methodologies and approaches of

community actions and involvements across disciplines.

OBJECTIVES

In this module, you are expected to achieve the following objectives:

1. Explain the methodologies and approaches in community action

2. Identify the systematic methods of community action in understanding community.

3. Do a profiling of your own barangay and identify the possible needs.

VOCABULARY LIST

Here are some of the major terms which will be used in this entire module.
Read the definitions because these will guide you to easily understand the
lesson discussions.

Community Profiling - involves building up a picture of the nature, needs and resources of

a community with the active participation of that community. It is a useful first stage in any

community planning process to establish a context which is widely agreed (Bellers & Hall, nd).

Community Needs Assessment - identifies the strengths and resources available in the

community to meet the needs of children, youth, and families.

Community leadership - the courage, creativity and capacity to inspire participation,

development and sustainability for strong communities (Nossal, nd).

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Partnerships - collaborative relationships between two entities — can provide organizations

with opportunities to advance common goals and educate local communities about good

health (American Psychological Association Services, Inc, 2012).

Social action - about people coming together to help improve their lives and solve the

problems that are important in their communities. It involves people giving their time and other

resources for the common good, in a range of forms – from volunteering and community-

owned services to community organizing or simple neighborly acts (New Economics

Foundation, nd).

Social Action Evaluation - a process to determine if objectives have been met. It is

dependent on the specific objectives, and the evaluation instruments which will be used will

differ from one project to another (A Toolkit for Volunteers, nd).

Let’s see if you have a knowledge in hand about the methodologies and
approaches in community action. In your answer sheet, write your answers on
the following questions. Good luck!

PRETEST

Direction: Choose the letter of your answer.

1. A nonprofit organization decided to describe first the community where it is planning to

conduct a project. Which of the following methodologies of community action is being

referred to by this situation?

a. Partnership c. Community Leadership

b. Community Profiling d. Social Action

2. What should an organization which just conducted a community project do in order to

know if the aims of their program was achieved and has benefitted the target

beneficiaries?

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a. Social Action c. Participatory Planning

b. Social Action Evaluation d. Community Leadership

3. A leader engages others in their activities and projects and shares decision making

with the community. What is being exemplified by the leader?

a. Participatory Leadership c. Social Leadership

b. Community Leadership d. Needs Assessment

4. A barangay is observed to have water shortage. Which of the following can be done

by its leaders to solve the said problem?

a. Social Action c. Social Leadership

b. Partnership d. Needs Assessment

5. What can a financially – challenged community do in order to fund a project for the

benefit of its people?

a. Solicitation c. Resource Mobilization

b. Fund raising project d. Partnership

LEARNING ACTIVITIES

Lesson 1: Partnership Building with Local Groups, Community

Profiling and Needs Assessment

This lesson is all about partnership building with local groups, community profiling and needs

assessment. These are necessary in order to effectively and efficiently implement community

actions like projects and programs for the benefit of the people in a community.

Read the supplemental readings provided here so that your learning will be enriched and

you will be prepared to answer all practice tasks provided in this module. Now, are you

ready? Let’s start!

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Junior Chamber International Manila Chapter (JCI Manila), in cooperation with Gawad

Kalinga and other sponsors, sought to take the first step towards addressing the medical

needs in Towerville.

For 4 months, the JCI Team led by JCI Manila President Nino Namoco, JCI Manila

Director Michael Uy, Project Chairman Leeron Borja, MD, and team members Atty. Christian

Chan, Robin Michael Garcia, PhD, James Alba and Raschid Lim renovated the structure of

the clinic, provided adequate medicines and medical facilities and reached out to various

medical professional and organizations who can commit to the provision of medical services

for a period of at least one year.

All these were possible through around 20 generous and kind-hearted sponsors and

partners who provided financial and other forms of support for the project.

The project was launched last July 23, when JCI Manila and Gawad Kalinga formally

inked the partnership.

With the distribution of medicines and other health-related paraphernalia, a medical

mission was also held in Towerville where University of Perpetual Help doctors serviced

around 350 patients.

Realizing that education should also complement health awareness, the Immaculada

Concepcion College, a higher education institution not far from the community and one of the

major financial sponsors of the project, also awarded 20 full scholarships for hardworking and

promising Towerville elementary and high school students. (Source: Garcia, Robin Michael

(2017). “Providing medical services for relocated informal settlers” Retrieved from:

rappler.com on July 4, 2020.)

Guide Questions:

1. What is the common goal of these two entities involved in the project described in the

above excerpt?

2. How do you think did Gawad Kalinga identify the need to implement a project which

aims to address the medical needs in Towerville?

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3. Why is assessing the need of a community important before an all – out

implementation of a project?

4. How beneficial is partnership in the attainment of a goal?

5. Based from your answers in questions 1 to 3 and from the excerpt which you

have read, define what partnership is.

How was the activity? Let’s enriched

what you have learned about Partnership
Building with Local Groups. Read the
discussion below.

Partnership Building with Local Groups

Partnerships are intended for joint solving of problems, resource exchange,

cooperation, coordination and coalition building. The relationship among partners can be

temporary (local bodies, including government, grassroots NGO’s) or permanent.

A partnership brings together institutional capabilities and human resources in the

form of skills, experiences and ideas to tackle common problems that are often beyond the

capacity of a single organization or group. Examples: (i) government agency like the Ministry

of Education accepting the ‘help’ of a local NGO and local elected body to enhance literacy in

a village; (ii) a local community-based organization (CBO) jointly with local industry

associations and elected members of local council, discuss the problem of land degradation

caused by industrial activities and agree on the implementation of a joint activity to address

the problem.

Partnerships can be formed to help organizations accomplish a variety of shared

goals related to:

 Advocacy, which focuses on changing public policy or passing specific legislation;

 Promotion, which raises public awareness about an issue and often includes public

education initiatives;

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 Program development, which leverages the expertise of each organization to

create a new program to advance a specific community issue.

Types of partnership

 Networks - The relationships among partners within networks are often less formal

or informal. The main purpose of most networks is to exchange information among

members [e.g. Voluntary Action Network India (VANI), a network of voluntary

agencies, NGOs, CBOs] and to share experiences in their local activities.

 Coordination - Relations among members are more closely linked. Definition of

specific tasks among organizations, which require resources (for representation,

management, fulfillment of specific tasks) beyond information sharing.

 Collaboration - Relations among members are strong with functional more broad

ranging areas defined for joint activities. (e.g. Network of Collaborating Regional

Support Organizations - India).

Principles of partnership

Trust: the most important if the partnership crosses many boundaries - interpersonal, inter-

institutional, cross cultural - at the same time. In such conditions, relationships are open to risk

of misunderstanding and there is need for a clear expression of interest and aspiration on both

sides.

Mutuality: In this case, the partnership relations are open to dialogue and exchange of views.

Respect is of utmost importance.

Solidarity: It means sensitivity and commitment to the problems, efforts and constraints of

other partners particularly of those living in conditions of poverty and oppression. It implies a

readiness to respond appropriately and in a timely manner to varied needs.

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Accountability: Any partnership involves rights and obligations. It is a major challenge when

one partner has the resources and the other has to ask for it, or one has the power to decide

who gets funds and how much, and the other is accountable for their use.

Community Profiling

Community profiling involves building up a picture of the nature, needs and resources of a

community with the active participation of that community. It is a useful first stage in any

community planning process to establish a context which is widely agreed (Bellers & Hall, nd).

Community (or stakeholder) profiles are a useful way of developing an understanding

of the people in a geographical area or a specific community of interest. This understanding

can assist in the development of a community engagement plan and influence who the key

stakeholder groups are and how a project develops. Profiles can illustrate the makeup of a

community and could include information about the diversity within the community, their

history, social and economic characteristics, how active people are (i.e. the groups and

networks used) and what social and infrastructure services are provided. A community profile

can also provide information on the level of interest community members may have in being

actively involved in a project and their preferred method of engagement

(https://www.dhhs.tas.gov.au, nd).

Needs Assessment

A community needs assessment identifies the strengths and resources available in the

community to meet the needs of children, youth, and families. 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 (Child Welfare Information Gateway, nd).

Needs Assessment is an extension of the strategic planning process. Strategic

planning confirms, transforms or develops a new mission and vision; characterizes the nature

of the business; furnishes a sense of direction for the organization; identifies the goals

necessary to achieve the mission; develops specific plans to carry out each goal; and identifies

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essential resources such as people, property, time, money, and technology to attain the goals

(Taylor, nd).

Now that you have already learned what

partnership, community profiling and needs
assessment are, it is now time to learn more about
their benefits, purposes and other auxiliary
concepts. Continue reading the article.

Managing the environment yields many benefits for the present and coming

generations, but only if the right choices and decisions are made, as they make positive or

negative impacts in the future. The ideal route for local governments to take is the consistent

practice of the good governance principles of transparency, accountability, and broad-based

participation.

Since 1986, the government of the Philippines through the Department of Environment

and Natural Resources has been preparing the ground by adopting decentralized and

devolved environmental governance policies. These paved the way for the active participation

of LGUs, communities, civil society and socially-responsible private sector groups who have

joined hands to get the job done. Participatory approaches in decision-making opened up

opportunities to improve environmental management. This trend has been gaining ground in

the past years.

This initial compendium of EcoGov success stories gives recognition to LGUs who

have proven themselves equal to the tasks required of good environmental governance and

are putting in place sustainable programs in their localities. The common threads that run

through all the stories are a committed local government and an engaged citizenry—local

communities imbued with a deep sense of “ownership” as they become active partners in

managing their natural resources.

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We have collected their stories in this folio, the first of what we hope to be a series that

should inspire other LGUs to pursue their own programs with similar dedication.

The local leaders and communities who play the leading roles in these stories have

shown that nothing is impossible. When local leaders pick environmentally sound choices,

take heed of analysis-based recommendations, carry out actions that are sustainable, and

address community needs, ordinary people are able to dream of improving their lives, and

develop their capacities to make things happen.

(Source: The Philippine Environmental Governance Project (nd). EcoGov Success Stories.

Retrieved from: http://faspselib.denr.gov.ph on July 4, 2020.)

Guide Questions:

1. What do you think are the secrets for the effective partnership which existed between

involved entities in the excerpt?

2. What are the possible conflicts which can be experienced between partners?

3. How can these conflicts be settled by both entities?

Do you want to learn more about the first three approaches and
methodologies of community actions and involvements? Read on and
learn more about partnership, community profiling and needs assessment.

Requirements of effective partnership

1. Government must be open, receptive, sensitive, responsive and must internalize,

accept and institutionalize partnership at appropriate levels;

2. Local people, particularly the rural poor must develop skills in negotiation and claim-

making to effectively engage the government in participatory local development

planning and partnership- building; and

3. NGOs must be open to collaboration with the government, share risks and be creative.

Sources of conflicts in a partnership

1. Value disagreements.

2. Personality conflicts.

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3. Communication misunderstandings.

4. Doubts about priority need for partnership.

5. Confusion over differing degrees of members’ autonomy.

6. Different power interests.

Conflict management in partnerships should focus on encouraging open communication and

ways of negotiating expressed differences to meet at least some of the needs of all partners.

1. Choose a person who is seen as being neutral to serve as a process observer. The

role of this observer can vary from keeping time, offering clarification or remarks, to

suggesting possible ways of managing or resolving the conflict. It is important,

however, that all partners agree upon the process observer’s role.

2. Select a specific conflict that is important to the partnership and the partners

concerned.

3. Have the conflicting partners state their positions without interruption.

4. Have each opposing partner paraphrase the other side’s explanations or point of view.

This effort to understand more clearly and fully each other’s position often results in

useful conflict management. However, more work may be needed.

5. Start an open dialogue for questioning, obtaining more information and further

explanation. This helps ensure that each side understands the other. As the dialogue

continues, it is necessary to move beyond explanations. This would require two

interacting skills - both parties should behave assertively and cooperatively.

6. Summarize the position of each party, emphasizing their major points of view. Provide

an opportunity to each party to correct misinformation or clarify points .

Uses/Strengths of Community Profiling

1. A profile is an effective way of gathering information about the diversity of a community

and the potential stakeholders that may otherwise not be recorded.

2. Profiles can highlight the gaps in our understanding of a community or different

stakeholders and therefore guide future research.

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3. Profiles can encourage broader thinking about ‘who’ a community is and ‘who’ is

involved in a project and ‘how’.

4. Profiles can help determine who is likely to be influenced by change or affected by a

project.

5. Developing a profile can be used as a means to develop relationships in a

community/stakeholder group as the understanding is researched and developed

together.

6. The process of profiling can in itself raise awareness, interest and build the capacity of

members in the community.

7. Profiles are a means to gather community intelligence over time as projects develop

and therefore this info can be easily passed on.

Special Considerations/Weaknesses

1. Community profiling is in itself an engagement activity. People involved in profiling

need to be clear about why it is occurring and what will happen with the information

that is collected (i.e. privacy laws).

2. Communities are often complex and over time a rich and diverse picture may develop.

It is important to think about how such information will be collected, managed and

presented in order to prevent ‘information overload’.

3. Some of the most interesting questions to ask about a community can be the most

expensive/time intensive to research.

Purposes of Needs Assessment

1. To learn more about what your group or community needs are. A good survey can

supplement your own sharp-eyed observations and experiences. It can give you

detailed information from a larger and more representative group of people than you

could get from observation alone.

2. To get a more honest and objective description of needs than people might tell you

publicly.

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3. To become aware of possible needs that you never saw as particularly important or

that you never even knew existed.

4. To document your needs, as is required in many applications for funding, and as is

almost always helpful in advocating or lobbying for your cause.

5. To make sure any actions you eventually take or join in are in line with needs that are

expressed by the community.

6. To get more group and community support for the actions you will soon undertake.

That's because if people have stated a need for a particular course of action, they are

more likely to support it. And, for the same reason....

7. To get more people actually involved in the subsequent action itself.

How was your readings? Building

partnership is indeed a good community
action but you need to know more of it.
So, continue reading!

Social Action and Social Action Evaluation

Assume that you are a business tycoon with billions of net worth and your company has a

foundation. How would you react and move based on the following situations?

1. The death toll in the December 15 earthquake that rocked this province and other

areas in Mindanao has risen to 9, according to the National Disaster Risk Reduction

and Management Council (NDRRMC). The NDRMMC said in its 6 am situational report

on Wednesday, December 18, that in Davao region and Soccsksargen, 111 people

were injured in the magnitude 6.9 earthquake and one person remained missing.

(Source: Rappler (2019). Death toll in Davao del Sur earthquake rises to 9. Retrieved from:

rappler.com on July 13, 2020)

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2. Long lines of residents carrying pails and basins. Empty water containers piled outside

water stations. Firetrucks inside condominium complexes with half-filled pools and

waterless faucets. This has become the new norm in 200 or so barangays in Metro

Manila in the last six days. According to Manila Water, which serves the East Zone of

Metro Manila, around 52,000 households relying on their supply currently do not have

water. This number does not include those experiencing low water pressure.

(Source: Sabillo, Kristine (2019). “Why is there a water shortage in Manila?” Retrieved from:

new.abs-cbn.com on July 13, 2020)

3. Typhoon Kammuri, known locally as Tisoy, made landfall on the southeastern part of

Luzon, the Philippines' most populous island, on Monday night. It hit as the equivalent

of a Category 4 Atlantic Hurricane, packing maximum sustained winds of nearly 215

kilometers per hour (130 miles per hour). Thousands had evacuated ahead of time.

(Source: Berlinger, Joshua (2019). “Typhoon Kammuri kills 4 people, forces Manila airport

closure as heavy rains hit the Philippines” Retrieved from: edition.cnn.com on July 13, 2020.)

The actions or remedies which you will do if given the chance to help in the above

disasters are considered as social actions. Read on to understand further what social action

is.

Social action is about people coming together to help improve their lives and solve the

problems that are important in their communities. It involves people giving their time

and other resources for the common good, in a range of forms – from volunteering and

community-owned services to community organising or simple neighbourly acts (New

Economics Foundation, nd).

Types of Social Action (Max Weber):

Rational-purposeful Action

This action may be rationally expedient if it is based on logical or scientific grounds.

This action entails a complicated plurality of means and ends. The ends of action (for example

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goals, values) are either taken as means to the fulfilment of other ends, or are treated as if

they are set in concrete. In this way action becomes purely instrumental.

Value-rational Action

Action is rational in relation to a specific value. This action occurs when individuals use rational

– that is effective means to achieve goals or ends that are defined in terms of subjective

meaning. According to Weber, when individuals are value rational, they make commitments

to certain subjective goals and adopt means that are effective in attaining these ends.

Affective Action

Affective action fuses means and ends together so that action becomes emotional and

impulsive. Such action is the antithesis of rationality because the actor concerned cannot

make calm, dispassionate assessment of the relationship between the ends of action and the

means that supposedly exist to serve these ends. Rather the means themselves are

emotionally fulfilling and become ends in themselves.

Traditional Action

Traditional action occurs when the ends and the means of action are fixed by custom

and tradition. For example, some so-called primitive societies have very strict rites of

succession for group leaders. What is important about traditional action is that the ends of

action are taken for granted and appear to be natural to the actors concerned because they

are unable to comprehend the possibility of alternative ends.

Did you learn something from the readings? Let’s strengthen

what you have learned by reading on the paragraphs below.

Read the abstract of a research entitled: Chartering Gawad Kalinga Communities: A

Case of Development In Eastern Samar, Philippines. Afterwards, answer the questions that

follow.

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The study evaluated the implementation of GK program components in the

communities in Eastern Samar. A descriptive method was employed utilizing a questionnaire

to identify the profile of the implementers, the program implementation and the difference of

perceptions of the beneficiaries and implementers of the GK program. The results showed

that 35.7% of the implementers were 51-60 years old, 64.3% were males, 35.7% finished

bachelor’s degree and 28.6% attended 4-6 and 1-3 trainings respectively. It was revealed that

shelter and environment and values components were evaluated to be adequate while the

rest of the program components were inadequate. The difference of perception of the two-

group of respondents on the implementation of the program yielded no significant difference.

(Source: Odivilas, Hilarion A. & Florita O. Odivilas (2015). Chartering Gawad Kalinga Communities: A

Case of Development in Eastern Samar, Philippines. A published research retrieved from: ejournal.org

on July 13, 2020.)

Guide Questions:

1. What is the aim of the project being evaluated by the above study?

2. How did the authors evaluate the program?

3. Why is evaluation important in every social action?

Evaluation means:

 Building on what people already know and do

 Using and developing people’s abilities and skills to monitor and evaluate their own

progress and that of the whole project

 Checking whether activities are having an impact on project objectives

 Revealing whether resources (all sorts) are being used effectively

 Getting good information for making decisions about planning and direction

 Seeing your own project in a wider context

 Analysing and using the information gathered to take action to improve services or

situations

 Increasing a sense of collective responsibility

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What are the steps in social action evaluation?

Step One: Framing the evaluation

 All involved deciding exactly what the Aims of the project are. What is the problem the

project wants to solve?

 Once these are agreed, we you can decide what the objectives of the evaluation are

 When you have reached agreement on the evaluation objectives, it is time to elect a

small group to plan carefully and organise all the details of the evaluation

Step two: Designing the evaluation

 With the evaluation group consider the indicators with which you can determine, show

and measure the effectiveness of your intervention. These have to be related to your

objectives

 Find suitable participatory methods to explore the indicators (bearing in mind skills and

resources available)

 Creating a written evaluation plan showing why, how, when and where evaluation will

take place and who will be involved

Step three: Doing the evaluation

 Preparing and testing evaluation tools, training people in skills required, producing

appropriate information for people taking part

 Using the prepared and tested methods to collect the information required

 Project participants analysing the information (evaluation steering group)

 Results of analysis (findings) are prepared in written, oral or visual form

 Project participants then need to decide exactly how the findings will be used and how

they can help improve the performance and effectiveness of the project and have wider

influence. (Source: Social Action Net (nd). Social Action Evaluation. Retrieved from:

socialactionnet.com on July 14, 2020.)

Now that you’re done with the lessons on

Methodologies and Approaches of Community Actions,
I’m sure you are now ready for the practice tasks.
Good luck!
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PRACTICE TASK 1

A. Do profiling of your own barangay and from it, identify the possible needs. Use the

table below as guide.

Description of the Barangay

Population
Service Provision
Education
Work and Economy
Transport
Leisure and Creation
Crime and Nuisance
Possible Needs based from Profile

B. Focus on one need and think of a program or an activity in your community which could

be strengthened through partnership. Identify potential partners list and fill out the table

below which could guide in making a community project done thru partnership in your

own community.

Potential Partner
Organization
Resources They
Might Provide
Why They Might
Partner
Who We Know at
This Organization
Who Will Contact
Them
Contact Information
(Source of Table: W.K. Kellogg Foundation (nd). How to Partner with Local Community Organizations.
Retrieved from: http://www.grassrootsgrantmakers.org on July 4, 2020.)

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PRACTICE TASK 2

Think of three social action projects that you would like to implement in the future. Cite

what will be their primary objectives.

Project Primary Objective

PRACTICE TASK 3

In the social action plans you listed in the previous task, which one do you want to

implement first? Reflect on its probable strengths, weaknesses, opportunities, and strengths.

Write the inputs in the SWOT matrix below.

Strengths Weaknesses

Opportunities Threats

Congratulations for making this far. I know you have

learned a lot about Methodologies and Approaches of
Community Actions and Involvements across Disciplines. You
have done great!

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POST TEST

A. MODIFIED TRUE OR FALSE. Write TRUE if the statement is true. If the statement is

false, change the underlined word to make it true.

1. Partnerships presents an overview of the community at certain period of time.

2. Community Profiling is a planning process conducted to determine and address

the needs of a group.

3. Value disagreements is one of the sources of conflicts in a partnership.

4. Affective action fuses means and ends together so that action becomes emotional

and impulsive.

5. Social Action is the process of getting a range of resources from a resource

provider.

B. MULTIPLE CHOICE. Choose the letter of your answer.

1. Which of the following should NOT be included in a community profile?

a. Quality of physical environment, attribute of community members, resources

and local facilities

b. Involvement of residents in the society and support of community members

c. Political parties or groups where the community leaders are affiliated

d. Income and employment status of residents

2. What is the possible outcome of a partnership?

a. There will be more efficient use of financial resources

b. More creative ideas are formed

c. There is better distribution of tasks

d. All of the above

3. An organization is planning to conduct a program in a community but their leaders

are having difficulties in identifying what sort of programs that community needs.

What can do the organization do first?

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a. Community profiling c. Needs Assessment

b. Social Action d. Both A and C

4. Which is NOT a step in social action evaluation?

a. Framing the evaluation c. Doing the evaluation

b. Designing the evaluation d. Critiquing the evaluation

5. Which of the following CANNOT be considered as resources?

a. Financial c. Intellectual

b. In – kind materials d. Political leaders

C. ESSAY. Respond to the task below in not more than 10 sentences. Your response will

be rated using a rubric.

Using your own words, explain the terms below:

 Partnership building with local groups

 Community Profiling

 Social Action

RUBRIC FOR ESSAY

EARNED
CRITERIA 10 points 6 points 3 points 1 point
POINTS
Content Substantial, Sufficiently Limited Superficial
specific and developed content with and/or
demonstrating content with inadequate minimal
development adequate elaboration or content
of elaboration or explanation
sophisticated explanation
ideas
Sentence At most 10 Exceeds to 1 Exceeds to 2 Exceeds to 3
Count sentences sentences sentences or more
sentences
Spelling and All spelling and 1 to 2 errors 3 to 5 errors At least 6
Grammar grammar are errors
correct committed
Focus Sharp and Apparent No apparent Minimal
pointed out point made point but still relation to the
clearly ideas related to the topic
topic

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ASSIGNMENT

Fill out the table below.

Issue/Problem in your Barangay

Barangay Profile
(Describe physical environment,
residents’ attributes, resources and local
facilities, income and employment status
of residents, community leaders, etc)
Needs
(Identify the needs of your barangay)
Organization/s where the barangay can
partner to address the needs
Resources Needed
(Financial, in – kind, etc)
Community Leadership
(How should leader/s address the
issue/problems in your barangay?)
Social Action
(What programs/projects can be done to
address the issue?)
Social Action Evaluation
(How can the programs/projects be
evaluated after its implementation?)

Congratulations!
You did a great job! You
are now ready for the next
module

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ANSWER KEY

PRE TEST

1. B
2. B
3. B
4. B
5. C

POST TEST

A. Modified True or False

1. Community Profiling
2. Needs Assessment
3. TRUE
4. TRUE
5. Resource Mobilization

B. Multiple Choice
1. C
2. D
3. D
4. D
5. D

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REFERENCES
Robin Michael (2017). “Providing medical services for relocated informal settlers” Retrieved
from: rappler.com on July 4, 2020.

American Psychological Association Services, Inc (2012). “Establishing and Building

Partnerships at the State and Local Level” Retrieved from: https://www.apaservices.org on
July 4, 2020

Data, Chandan (nd). “Training Module on Partnership Building” Retrieved from: fao.org on July
4, 2020.

The Philippine Environmental Governance Project (nd). EcoGov Success Stories. Retrieved
from: http://faspselib.denr.gov.ph on July 4, 2020.

W.K. Kellogg Foundation (nd). How to Partner with Local Community Organizations. Retrieved
from: http://www.grassrootsgrantmakers.org on July 4, 2020.

Bellers, Roger & Nick Hall (nd). “Community Profiling”. Retrieved from:
www.communityplanning.net on July 11, 2020.

Department of Health and Human Services (nd). “Community Profiling”. Retrieved from:
https://www.dhhs.tas.gov.au on July 11, 2020.

Child Welfare Information Gateway (nd). “Community Needs Assessment.” Retrieved from:
https://www.childwelfare.gov on July 11, 2020.

Taylor, Tracy (nd). “Community Needs Assessment.” Retrieved from:

https://www.learningtogive.org on July 11, 2020.

Community Toolbox (nd). “Conducting Needs Assessment Survey.” Retrieved from:

ctb.ku.edu on July 11, 2020.

Cover photo credit: Melody D. Legaspi (Rizal Integrated National School, Sorsogon City)

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