Module #8

Community Organizing Participatory Action Research

Community Organizing Participatory Action Research (COPAR) is indeed an integral part of public
health nursing and community development. Here is a summary of the key points from the detailed
definitions and descriptions you provided:

Aim
 Transforming apathetic, individualistic, and voiceless poor into dynamic, participatory, and politically
responsive communities.

Definitions and Purpose

 COPAR stands for Community Organizing Participatory Action Research.
 It is a social development approach that emphasizes participation, transformation, and political
responsiveness.
 A collective process to build people's organizations by mobilizing and enhancing the community's
capabilities and resources.
 It involves a continuous and sustained educational process to develop critical awareness, address
immediate and long-term problems, and mobilize community actions.

Objectives
1. Awareness: Making people aware of social realities and strengthening their capacities.
2. Formation of Structures: Establishing structures that represent the interests of the oppressed and
deprived.
3. Holistic Actions: Initiating responsible actions to address community health and social problems
comprehensively.

Application in Primary Health Care

 Process and Structures: Community members organize themselves to improve health care and
work towards greater social and economic equality.
 Critical Steps: Integration, social investigation, program planning, groundwork, meetings, role play,
mobilization, evaluation, reflection, and organization.

Phases of COPAR
1. Pre-Entry Phase: Preparation and selection of communities to serve.
2. Entry Phase: Social preparation, integrating with the community, and establishing rapport.
3. Organization-Building Phase: Formation of formal structures and training community leaders.
4. Sustenance and Strengthening Phase: Ensuring the established organization actively participates in
community-wide undertakings and implementing programs.

Importance
 Community Development and Empowerment: COPAR is crucial for community development and
empowerment, enabling communities to manage their own development programs.
 Maximizing Participation: Encourages maximum community participation and resource mobilization
for community services.

Principles
1. Change and Empowerment: People, especially the oppressed, have the capacity for change and
can bring about change.
2. Interest of the Poorest: COPAR should focus on the interests of the poorest sectors.
3. Self-Reliance: Aims to lead to a self-reliant community and society.

Emphases of Community Organizing in Primary Health Care

1. Community Solves Their Own Problems
o Empowerment: The community takes ownership of identifying and addressing their issues,
fostering self-reliance and empowerment.
o Sustainability: Solutions are more sustainable because they are rooted in local context and
resources.
2. Internal Direction
 o Autonomy: The community determines their path and priorities rather than relying on
external directives, leading to greater commitment and relevance.
o Self-Determination: Promotes a sense of agency and ownership among community
members.
3. Capacity Development
o Focus on Skills: Emphasizes building the community's capacity to manage projects, which is
more valuable in the long-term than the projects themselves.
o Resourcefulness: Enhances the community's ability to mobilize and utilize their resources
effectively.
4. Consciousness-Raising
o Awareness: Educates the community to see health and medical care within the broader
societal structure, fostering a holistic understanding.
o Critical Thinking: Encourages critical awareness and activism to address root causes of
health issues.

Importance of COPAR
1. Tool for Development and Empowerment
o Participation: Engages community members actively in development activities, ensuring their
needs and perspectives shape the outcomes.
o Collective Action: Fosters a sense of community and collective effort towards common goals.
2. Management Training
o Future Leadership: Prepares individuals to take over management roles in development
programs, ensuring continuity and local leadership.
o Skill Building: Develops a wide range of skills among community members, from planning to
implementation and evaluation.
3. Maximized Participation and Resource Mobilization
o Involvement: Ensures broad community involvement, making use of local knowledge and
resources for more effective interventions.
o Sustainability: Builds a culture of self-reliance and mutual support.

Principles of COPAR
1. Change Readiness
o Openness to Change: Recognizes that the most oppressed sectors have the capacity to
change and can drive that change.
o Empowerment: Empowers those who are often marginalized to act and improve their
circumstances.
2. Focus on the Poorest
o Equity: Ensures that the needs and interests of the poorest and most vulnerable are
prioritized.
o Inclusivity: Promotes inclusive development that benefits all community members.
3. Self-Reliance
o Sustainability: Aims to create self-reliant communities that can sustain their development
independently.
o Capacity Building: Focuses on building the community's capacity to solve their problems
without external dependency.

Critical Steps of COPAR

1. Integration
o Establishing Rapport: Integrate with the community to build trust and understand their
context and needs.
o Living with the Community: Engage in community life and establish a strong presence.
2. Social Investigation
o Data Collection: Conduct thorough investigations to gather data on community conditions
and issues.
o Community Study: Analyze social, economic, and health conditions to inform action plans.
3. Tentative Program Planning
o Preliminary Planning: Develop tentative plans based on initial findings and community input.
o Collaborative Design: Ensure plans are designed in collaboration with community members.
 4. Groundwork
o Preparation: Lay the groundwork for implementing programs, including mobilizing resources
and setting up structures.
o Engagement: Engage community members in preparatory activities.
5. Meeting
o Discussion and Consensus: Hold meetings to discuss plans, gather feedback, and build
consensus.
o Participation: Encourage broad participation to ensure diverse perspectives are considered.
6. Role Play
o Preparation for Action: Use role plays to prepare community members for real-life scenarios
and actions.
o Skill Building: Develop practical skills and confidence through simulated activities.
7. Mobilization or Action
o Acting: Mobilize community members to take collective action on identified issues.
o Implementation: Implement planned activities and interventions.
8. Evaluation
o Assessing Impact: Evaluate the effectiveness of actions taken and the progress towards
goals.
o Feedback Loop: Use evaluation results to refine and improve future actions.
9. Reflection
o Learning and Improvement: Reflect on experiences and outcomes to learn and improve.
o Critical Awareness: Foster critical awareness and continuous learning within the community.
10. Organization
o Formal Structures: Formalize organizational structures and processes to ensure
sustainability and effective management.
o Capacity Building: Continue building the capacity of community organizations and leaders.

Participatory Action Research (PAR) is a collaborative approach that involves underprivileged

communities in researching their own issues and finding solutions.

Definition
 Participatory Action Research (PAR):
o An investigative process that focuses on problems and issues affecting the life and
environment of the underprivileged.
o Involves collaboration with community members who participate as researchers.
o The goal is to encourage awareness of suffering and develop skills for changing their
situation.

Objectives
 Raise Consciousness: Develop awareness of the community's own situation.
 Develop Competence: Build the community's ability to address and change their circumstances.
 Organize Building: Utilize human and natural resources to meet community needs.

Process
 Community-Directed: The community directs the process of gathering and analyzing information.
 Action-Oriented: Aims to take actions and make changes based on the findings.

Key Elements
 Participation: The core element of PAR. Community members are the main actors in the research
process.
o Collective Consciousness: Allows the community to collectively understand their situation.
o Empowerment: Helps people determine the cause of their problems, analyze them, and act.
Roles
 Outside Researcher:
o A professional who becomes a committed participant and learner within the community.
o Through immersion and integration, they share research knowledge to encourage
participation without assuming an authoritarian role.
 Community Researchers:
o Trained community members who conduct research and gather data.
 o They elicit participation from other community members for collective data gathering,
analysis, and action.
o Function as a link between the community and external resources.

Characteristics of PAR
 Collaborative and Inclusive: Involves the community in all stages of the research process.
 Local Culture and Innovation: The methodology is determined by local culture and the community's
creativity.
 Empowerment Through Knowledge: The results and control of the research lie within the
community, making them more capable of changing their situation.
 Addressing Marginalized Sectors: Focuses on encouraging consciousness and competence to
change their situation and harness community resources.
Impact
 Self-Reliance: Empowers communities to act on their own.
 Sustainable Development: Builds capacity within the community for long-term development and
problem-solving.

By involving the community as active participants, PAR fosters a sense of ownership, empowerment, and
self-reliance, ultimately leading to more effective and sustainable outcomes.

Traditional Research
1. Purpose:
o Aimed at identifying and meeting individual needs within the existing social system.
o Primarily concerned with generating knowledge and solutions that fit within the current
structures.
2. Problem Definition:
o External experts or researchers define community problems or needs.
o Considered neutral and non-biased but lacks the perspective of those actually experiencing
the problems.
3. Control of Research:
o External researchers control the research process.
o Community members are typically subjects of the research, not active participants.
4. Recommendations:
o Recommendations are based on the findings and analysis of the external researchers.
o The community's role is often limited to receiving and implementing these recommendations.

Participatory Action Research (PAR)

1. Purpose:
o Seeks social transformation.
o Focused on empowering communities to change their conditions and improve their lives.
2. Problem Definition:
o The community members themselves define research problems.
o Community members are viewed as experts of their own reality.
3. Control of Research:
o The community group undertakes the investigation or research process from data collection
to analysis.
o External researchers collaborate with the community group, facilitating and supporting
without dominating.
4. Recommendations:
o The community formulates recommendations and action plans based on the research
outcome.
o Ensures that the solutions are relevant, practical, and supported by the community.

Key Points of Participatory Action Research (PAR)

 Community-Centric: The research is centered on the community's experiences, perspectives, and
expertise.
 Local Methodology: The methodology is determined by the local culture and the innovativeness of
the people.
  Control and Awareness: The results of the study are within the control of the people, making them
more aware of the issues and problems that affect them.
 Empowerment: PAR aims to encourage consciousness of their suffering and develop competence
for changing their situation.
 Organization Building: It is an attempt towards organization building, harnessing human and
material resources of the community in responding to the needs discovered in the process.

Comparison
 Traditional Research often keeps the community as passive subjects, with external experts making
decisions and providing solutions.
 Participatory Action Research (PAR), on the other hand, actively involves the community in every
step of the process, from defining problems to finding and implementing solutions. This approach
not only generates relevant and sustainable outcomes but also empowers the community, fostering
self-reliance and social transformation.

CHARACTERISTICS OF TRADITIONAL AND PARTICIPATORY ACTION RESEARCH

TRADITIONAL PAR
1. Research for purpose of identifying and 1. Research seek social transformation.
meeting individual needs within existing
social system.
2. Community problems or needs are defined 2. The research problems are defined by the
by experts or the external researchers to community members themselves who are
community group and considered neutral or viewed as “experts of their own reality”.
non-biased.
3. The research problem is studied by the 3. The community group undertakes the
researchers who control the research investigation or research process from data
process. collection to analysis. External researchers
work alongside the community group.
4. Recommendations for the community are 4. The community formulate recommendation
based on the researcher’s findings and and action plan based on research outcome
analysis.

PHASES IN COPAR
1. Pre-Entry Phase
This phase serves as the foundation for the entire COPAR process, ensuring that community organizers
are well-prepared and integrated into the community they aim to help.

Preparation of the Institution

 Train Faculty and Students in COPAR:
o Objective: Equip faculty and students with the knowledge and skills needed to effectively
engage in COPAR activities.
o Activities: Conduct workshops, seminars, and training sessions on COPAR principles,
methods, and best practices.
 Formulate Plans for Institutionalizing COPAR:
o Objective: Integrate COPAR into the institution's regular activities and programs.
o Activities: Develop strategic plans and policies that support COPAR initiatives.
 Revise/Enrich Curriculum and Immersion Program:
o Objective: Ensure that the curriculum includes comprehensive COPAR training and
immersion experiences.
o Activities: Update course content, add new modules, and design immersion programs that
allow students to experience COPAR firsthand.
 Coordinate Participants from Other Departments:
 o Objective: Foster interdisciplinary collaboration to enhance the effectiveness of COPAR
activities.
o Activities: Engage faculty and students from various departments, such as social work,
public health, and education, in COPAR projects.

Site Selection
 Initial Networking with Local Government:
o Objective: Establish connections with local authorities to gain support and gather information
about potential communities.
o Activities: Meet with local officials, attend community meetings, and build relationships with
key stakeholders.
 Conduct Preliminary Social Investigation:
o Objective: Gather initial data to identify potential communities for COPAR activities.
o Activities: Perform surveys, interviews, and observational studies to understand the social,
economic, and health conditions of various communities.
 Make Long/Short List of Potential Communities:
o Objective: Narrow down the list of potential communities based on initial findings.
o Activities: Evaluate communities based on criteria such as population size, economic status,
and willingness to participate.
 Ocular Survey of Listed Communities:
o Objective: Visually assess the selected communities to gain a better understanding of their
living conditions and needs.
o Activities: Visit communities, observe their environment, and interact with residents.

Criteria for Initial Site Selection

 Population of 100-200 Families: Ensure the community is of a manageable size for COPAR
activities.
 Economically Depressed: Target communities that need support and development.
 No Strong Resistance from the Community: Ensure that the community is open and willing to
participate in COPAR activities.
 No Serious Peace and Order Problems: Select communities that are safe and stable for both
residents and organizers.
 No Similar Group or Organization Holding the Same Program: Avoid redundancy and ensure
that COPAR activities address unmet needs.

Identifying Potential Municipalities and Communities

 Consult Key Informants and Residents:
o Objective: Gather insights from local stakeholders about potential communities.
o Activities: Conduct interviews and focus group discussions with community leaders,
residents, and other key informants.
 Coordinate with Local Government and NGOs:
o Objective: Plan future activities collaboratively to ensure alignment and support.
o Activities: Meet with local government officials and NGO representatives to discuss potential
collaboration and support.

Choosing the Final Community

 Conduct Informal Interviews with Community Residents and Key Informants:
o Objective: Understand the community's needs, dynamics, and readiness for COPAR
activities.
o Activities: Engage in casual conversations and formal interviews to gather comprehensive
information.
 Determine the Need for the Program in the Community:
o Objective: Assess the relevance and impact of COPAR activities for the selected community.
o Activities: Analyze data collected from interviews, surveys, and observational studies.
 Take Note of Political Development:
o Objective: Be aware of any political factors that may influence the success of COPAR
activities.
o Activities: Monitor local political developments and consider their implications for COPAR.
 Develop Community Profiles for Secondary Data:
 o Objective: Compile detailed profiles of the community to inform planning and
implementation.
o Activities: Create comprehensive profiles based on collected data, including demographics,
social conditions, and health status.
 Develop Survey Tools:
o Objective: Create tools for gathering data to inform COPAR activities.
o Activities: Design questionnaires, interview guides, and observational checklists.
 Pay Courtesy Call to Community Leaders:
o Objective: Build relationships and gain the support of community leaders.
o Activities: Visit community leaders, explain the purpose of COPAR, and seek their
endorsement and cooperation.
 Choose Foster Families Based on Guidelines:
o Objective: Select families that can help integrate the organizers into the community.
o Activities: Identify and build relationships with families that meet the selection criteria.

Identifying Host Family

 Strategically Located House: Ensure the house is accessible and centrally located within the
community.
 Not Belonging to the Rich Segment: Select a family that is relatable to the majority of the community
members.
 Respected by Both Formal and Informal Leaders: Ensure the family is well-regarded and influential
within the community.
 Neighbors Not Hesitant to Enter the House: Choose a family that is welcoming and approachable.
 No Member of the Host Family Should Be Moving Out in the Community: Ensure stability in the
hosting arrangement.

By thoroughly preparing and integrating into the community, Pre-Entry Phase sets the stage for successful
COPAR activities. It builds a strong foundation of trust, understanding, and collaboration between the
community organizers and the community members.

2. Entry Phase
The Entry Phase, also known as the social preparation phase, is crucial in determining the strategies for
organizing within the chosen community. The success of this phase largely depends on how well the
community organizers integrate with the community. Here is a deeper look into the Entry Phase:

Guidelines for Entry

 Recognize Local Authorities:
o Objective: Gain the support and cooperation of local authorities.
o Activities: Visit local authorities to inform them about the organizers' presence and activities.
This helps in building trust and getting necessary permissions.
 Adopt a Low-Key Profile:
o Objective: Avoid drawing undue attention and raising the consciousness of the community
residents prematurely.
o Behavior: Community organizers should blend in with the community residents, in terms of
appearance, speech, behavior, and lifestyle, while still being positive role models.

Activities in the Entry Phase

Integration
 Establishing Rapport:
o Objective: Build trust and familiarity with the community.
o Activities:
 Living with the Community: Physically residing within the community to experience
their daily life.
 Conversing with People: Engaging in conversations with community members where
they usually gather, such as local markets, community centers, or social gatherings.
 Lending a Hand in Household Chores: Participating in everyday activities to
demonstrate commitment and build deeper connections.
  Avoiding Gambling and Drinking: Refraining from activities that may be viewed
negatively or disrupt community harmony.
 Deepening Social Investigation/Community Study:
o Objective: Gather detailed information about the community’s social, economic, and health
conditions.
o Activities:
 Verification and Enrichment of Data from Initial Survey: Validate and expand on data
collected during the Pre-Entry Phase.
 Conduct Baseline Survey: Students and organizers conduct surveys to gather
comprehensive baseline data, with results relayed through community assemblies.
Core Group Formation
 Leader Spotting through Sociogram:
o Objective: Identify potential leaders within the community who can play a pivotal role in
organizing efforts.
o Method: Use a sociogram, a visual representation of social links and interactions, to identify
key individuals.
 Key Persons: Individuals who are approached by most people in the community.
 Opinion Leaders: Influential individuals who are approached by key people for
opinions and advice.
 Isolates: Individuals who are rarely or never consulted, indicating they may be less
influential but still important to note.

Importance of the Entry Phase

 Determining Strategies: This phase helps in understanding which organizing strategies will be most
effective for the specific community.
 Building Relationships: Establishing strong relationships and gaining the community’s trust are
essential for the success of subsequent phases.
 Data Collection and Verification: Gathering accurate and comprehensive data ensures that the
organizing efforts are based on real community needs and conditions

3. Organization-Building Phase
This phase involves the creation of formal structures and the implementation of systematic procedures for
planning, executing, and evaluating community-wide activities. During this phase, organized leaders or
groups undergo training to develop their management styles and effectively address their community's
concerns and programs.

Community Health Organization (CHO)

 Preparation of Legal Requirements:
o Objective: Ensure that the CHO complies with all legal and regulatory requirements.
o Activities: Prepare necessary documents, register the organization, and comply with local
laws and regulations.
 Guidelines in the Organization of the CHO by the Core Group:
o Objective: Establish a clear framework for the CHO's structure and operations.
o Activities: Develop guidelines for membership, roles, responsibilities, and operating
procedures.
 Election of Officers:
o Objective: Select leaders who will guide the CHO.
o Activities: Conduct democratic elections to choose officers based on the guidelines set by
the core group.

Committee’s Formation
 Research Team Committee:
o Objective: Conduct ongoing research to identify community needs and evaluate the
effectiveness of programs.
o Activities: Form a team to gather data, analyze findings, and provide recommendations.
 Planning Committee:
o Objective: Plan and coordinate community activities and programs.
o Activities: Develop action plans, set goals, and allocate resources.
 Health Committee Organization:
o Objective: Focus on health-related issues and initiatives within the community.
 o Activities: Organize health campaigns, provide education, and implement health programs.
 Formation of By-Laws by the CHO:
o Objective: Establish rules and regulations that govern the CHO's operations.
o Activities: Draft, review, and adopt by-laws that outline the CHO's governance structure and
procedures.

4. Sustenance and Strengthening Phase

This phase occurs once the community organization is established, and community members actively
participate in community-wide initiatives. During this phase, the committees set up in the Organization-
Building Phase are expected to function by planning, implementing, and evaluating their programs with
guidance from the community-wide organization. Key activities include:

Training
 Training of CHO for Monitoring and Implementing Community Health Programs:
o Objective: Equip CHO members with the skills needed to monitor and implement health
programs.
o Activities: Conduct workshops, seminars, and on-the-job training sessions.

Leadership Development
 Identification of Secondary Leaders:
o Objective: Identify and develop secondary leaders who can support and sustain community
initiatives.
o Activities: Spot potential leaders and provide them with training and mentorship.

Linkaging and Networking

 Objective: Establish connections with external organizations, government agencies, and other
stakeholders.
 Activities: Engage in networking activities, build partnerships, and collaborate on projects.

Community Mobilization
 Conduct of Mobilization on Health and Development Concerns:
o Objective: Mobilize the community to address health and development issues.
o Activities: Organize community meetings, campaigns, and action plans.

Livelihood Projects
 Implementation of Livelihood Projects:
o Objective: Enhance the community's economic stability and self-reliance.
o Activities: Develop and implement projects that provide income-generating opportunities for
community members.
Summary
The Organization-Building Phase and the Sustenance and Strengthening Phase are critical for establishing
a strong foundation for community organizing. These phases ensure that formal structures are in place,
leaders are trained, and the community is actively involved in addressing their own needs. The ultimate
goal is to create a self-sustaining and empowered community capable of managing and improving their
health and overall well-being.
 COPAR Project: Health Improvement in Barangay Malasin
1. Pre-Entry Phase

Preparation of the Institution

 Train Faculty and Students in COPAR: Nurse Miguel conducts training workshops for faculty and
students to educate them on COPAR principles, methods, and best practices.
 Formulate Plans for Institutionalizing COPAR: Nurse Miguel, along with institutional leaders,
develops strategic plans to integrate COPAR into the institution's regular activities and programs.
 Revise/Enrich Curriculum and Immersion Program: The curriculum is updated to include COPAR
training and immersion experiences.
 Coordinate Participants from Other Departments: Faculty and students from various departments,
such as social work, public health, and education, are engaged in COPAR projects.
Site Selection
 Initial Networking with Local Government: Nurse Miguel meets with local government officials to
establish connections and gain support.
 Conduct Preliminary Social Investigation: Surveys and interviews are conducted to gather initial
data on potential communities.
 Make Long/Short List of Potential Communities: Communities that could benefit from COPAR
activities are identified based on criteria such as population size, economic status, and willingness
to participate.
 Do Ocular Survey of Listed Communities: Barangay Malasin is visited to observe the environment
and interact with residents.
Criteria for Initial Site Selection
 Population of 100-200 families
 Economically depressed
 No strong resistance from the community
 No serious peace and order problems
 No similar group or organization holding the same program
Identifying Potential Municipalities and Communities
 Consult Key Informants and Residents: Insights are gathered from local stakeholders about
potential communities.
 Coordinate with Local Government and NGOs: Future activities are planned collaboratively.
Choosing the Final Community
 Conduct Informal Interviews with Community Residents and Key Informants: Informal interviews are
conducted to understand the community's needs and dynamics.
 Determine the Need for the Program in the Community: Data from interviews, surveys, and
observational studies are analyzed to assess the relevance and impact of COPAR in Barangay
Malasin.
 Take Note of Political Development: Local political developments are monitored.
 Develop Community Profiles for Secondary Data: Comprehensive profiles of Barangay Malasin are
compiled.
 Develop Survey Tools: Questionnaires, interview guides, and observational checklists are designed.
 Pay Courtesy Call to Community Leaders: Relationships are built with community leaders, gaining
their support.
 Choose Foster Families Based on Guidelines: Families that can help integrate the organizers into
Barangay Malasin are selected.
Identifying Host Family
 House is strategically located in the community
 Should not belong to the rich segment
 Respected by both formal and informal leaders
 Neighbors are not hesitant to enter the house
 No member of the host family should be moving out in the community

2. Entry Phase

Guidelines for Entry

 Recognize the role of local authorities by paying them visits to inform them of the presence and
activities.
 Appearance, speech, behavior, and lifestyle should align with those of the community residents
while maintaining the role model standard.
  Adopt a low-key profile to avoid raising the consciousness of the community residents.
Activities in the Entry Phase
Integration
 Establishing Rapport: Nurse Miguel lives with the community, engages in conversations with
community members where they usually gather, lends a hand in household chores, and avoids
gambling and drinking.
 Deepening Social Investigation/Community Study: Data collected from the initial survey is verified
and enriched. Baseline surveys are conducted by students, with results relayed through community
assemblies.
Core Group Formation
 Leader Spotting through Sociogram:
o Key Persons: Individuals approached by most people.
o Opinion Leaders: Influential individuals approached by key people.
o Isolates: Individuals rarely or never consulted.

3. Organization-Building Phase

Community Health Organization (CHO)

 Preparation of Legal Requirements: Nurse Miguel helps prepare necessary documents and
registers with the CHO.
 Guidelines in the Organization of the CHO by the Core Group: Guidelines for membership, roles,
responsibilities, and operating procedures are developed.
 Election of Officers: Democratic elections are conducted to choose officers based on the guidelines
set by the core group.
Committee’s Formation
 Research Team Committee: A team is formed to gather data, analyze findings, and provide
recommendations.
 Planning Committee: Action plans are developed, goals are set, and resources are allocated.
 Health Committee Organization: Health campaigns are organized, education is provided, and health
programs are implemented.
 Formation of By-Laws by the CHO: By-laws outlining the CHO's governance structure and
procedures are drafted, reviewed, and adopted.

4. Sustenance and Strengthening Phase

Training
 Training of CHO for Monitoring and Implementing Community Health Programs: Workshops,
seminars, and on-the-job training sessions are conducted for CHO members.
Leadership Development
 Identification of Secondary Leaders: Potential secondary leaders are identified and provided with
training and mentorship.
Linkaging and Networking
 Connections with external organizations, government agencies, and other stakeholders are
established.
Community Mobilization
 Conduct of Mobilization on Health and Development Concerns: Community meetings, campaigns,
and action plans are organized.
Livelihood Projects
 Implementation of Livelihood Projects: Projects that provide income-generating opportunities for
community members are developed and implemented.