WESLEYAN UNIVERSIT Y PHILIPPINES
COLLEGE OF NURSING
INTENSIVE
NURSING
PRACTICUM
C O M M U N I T Y H E A LT H N U R S I N G
PHASES OF
COPAR
1. PRE-ENTRY
2. ENTRY
3. Diagnostic Phase/Community Study or Research
Phase
4. ORGANIZATION & CAPABILITY BUILDING
5. COMMUNITY ACTION
6. SUSTAINANCE & STRENGTHENING
IDENTIFY THE FOLLOWING
PHASES:
1 • PRE-ENTRY
2 • ENTRY
• Diagnostic Phase/Community
3 Study or Research Phase
• ORGANIZATION &
4 CAPABILITY BUILDING
• COMMUNITY ACTION
5
• SUSTAINANCE &
6 STRENGTHENING
A. Pre-Entry Phase
> Community consultation/dialogues related to site location
> Checking/Setting of issues/considerations related to site location
> Development of criteria for site selection
1. high percentage of the family income is below the national
poverty threshold
2. high malnutrition rate
3. lack of primary or secondary hospital within a 30-minute ride
from the area
4. area must not have relative peace and order problem
5. acceptance of the community
> Site selection
> Investigation: Preliminary social investigation (PSI)
> Departmental Networking with LGU’s, NGO’s and other departments
B. Entry Phase
> Integration with the community
> Continuing/Deepening social investigation
> Information Dissemination, Sensitization of the community;
> Coordination with other community organization
> Core group formation (criteria)
1. belongs to the poor sector of the society
2. responsible and committed
3. willing to work for social change and social transformation
4. willing to learn
5. able to communicate
1. Self-Awareness and Leadership training (SALT)
Best technique to identify potential leaders:
- observe people who are active in small mobilization activities that
motivate residents to start working.
C. Diagnostic Phase/Community Study or Research Phase
- Identification of the Problem (to solve by the people)
> Focus on research team selection
> Preparation
> Training on data collection methods and techniques
> Planning for the actual gathering of data
> Training on data validation
> Data gathering
> Community validation
> Presentation of the community study/ diagnosis and
recommendations.
> Assessment and prioritization of community
needs/problems for action
TYPES OF COMMUNITY DIAGNOSIS
1. Comprehensive Community Diagnosis
> aims to obtain a general information about the
community.
Elements:
A. Demographic variables
B. Socio-economic and cultural variables
C. Health and illness patterns
D. Health resources
E. Political/Leadership patterns
2. Problem-Oriented Community Diagnosis
> type of assessment that responds to a particular
need.
D. Organization and Capability Building Phase of the community
> Meetings of the Community - to draw up guidelines for the
organization
> Election/Establishment of officers
> Delineation of the roles, functions and task of officers
and members
> Action-Reflection-Action session
- tool used to develop team-building and to promote an avenue to
verbalize feelings, opinions and suggestions and enable them to
participate in decision-making
> Team building exercises
> Working out legal requirements for the establishment of
the CHO
> Training of the CHO officers/ community leaders
E. Community Action Phase
> Organization and training of CHW’s
> Setting-up of linkages/network referral system
> Project Implementation Monitoring Evaluation (PIME)
of health services
> Initial identification and implementation of resource
mobilization schemes
F. Sustenance and Strengthening Phase
- begins when the community organization has already
established community members who are actively
participating in community wide undertakings activities.
> Formulation and ratification of constitution and by-laws
> Identification and development of “Secondary” leaders
> Setting up and institutionalization of a financing
scheme for the community health activities
> Formalizing and institutionalization of linkages,
networks and referral systems
> Continuing education and upgrading of community
leaders, CHW’s and CHO members
> Development of medium/ long term community health
and development plans
PRE- COMMUNITY
ENTRY ACTION
ENTRY
SUSTAINANCE &
STRENGTHENING
DIAGNOSTIC
Community study
ORGANIZATION
& CAPABILITY PROJECT
PRELIMINARY
DEEPENING
ACTION-
DATA FORMALIZE
SETTING
Training
SELECT
Identify ofUP
Organization
CORE
POTENTIAL CHOs
COLLECTIONOF
RESEARCH
Secondary
GROUP
IMPLEMENTATION, &
BUILDING PRIORITIZING
ELECTION
PRELIMINARY
SITE
REFLECTION-
LINKAGESSOCIAL
SELECTION
(community OF
SOCIAL
& REFERRAL
health
NETWORKS
IMMERSION
MONITORING
Training
FORMATION
&PROBLEMS
LEADERS
ANALYSIS
Leaders
TEAMof &
CHWs
INVESTIGATION
&
OFFICERS
1 • PREPARATORY
2 • ORGANIZATIONAL
3 • EDUCATION & TRAINING
4 • COLLABORATION
5 • PHASE OUT
I.
PREPARATORY
PHASE
I. PREPARATORY PHASE
AREA SELECTION COMMUNITY PROFILING ENTRY IN THE COMMUNITY
AND INTEGRATION WITH
THE PEOPLE
AREA SELECTION
• Is the community in need of assistance?
• Do the community members feel the need to work
together to overcome a specific health problem?
• Are there concerned groups and organizations that the
nurse can possibly work with?
• What will be the counterpart of the community in terms
of community support, commitment and human resources?
COMMUNITY PROFILING
• It provides an overview of demographic characteristics,
community and health-related services and facilities.
• It will serve as an initial database of the community and
provide the basis for planning and programming of
organizing activities.
ENTRY IN THE COMMUNITY &
INTEGRATION WITH THE PEOPLE
• Knowing the basic information about the area is important.
• Establishing rapport
• Building mutual trust and cooperation
Guidelines in conducting integration work:
• Recognize the role and position of local authorities
• Adapt a lifestyle in keeping with that of the community
• Choose a modest dwelling which the people, especially the
economically disadvantaged will not hesitate to enter
• Avoid raising expectations of the people.
• Participate directly in production process
• Make house calls and seek out people where they usually
gather
• Participate in some social activities
II.
O R G A N I Z AT I O N A L
PHASE
II. ORGANIZATIONAL PHASE
SOCIAL SPOTTING AND CORE GROUP SETTING UP THE
PREPARATION DEVELOPING FORMATION COMMUNITY
POTENTIAL LEADERS ORGANIZATION
SOCIAL PREPARATION
• While continuously learning more about the conditions of
the community, the nurse deepens and strengthens her ties
with the people.
SPOTTING AND DEVELOPING
POTENTIAL LEADERS
• Potential leader should be able to identify with, understand
and articulate effectively the problems that beset the
community.
• Willing to work for the desired change.
CORE GROUP FORMATION
• It consists of the identified potential leaders who will be
tasked with laying down the foundation of a strong people’s
organization.
• Women, youth, farmers or workers
The core group serves as training ground for
developing the potential leaders in:
• Democratic and collective leadership
• Planning and assuming tasks for the formation of a
community-wide organization
• Handling and resolving group conflicts
• Critical thinking and decision-making process
SETTING UP THE COMMUNITY
ORGANIZATION
• Part of the organizational structure will be working
committees specifically created to look into the different
concerns of the organization and community.
III. EDUCATION
& TRAINING
PHASE
Conducting Community Diagnosis
Training of Community Health Workers III.
EDUCATION
(CHWs)
Health Services and Mobilization
& TRAINING
PHASE
Leadership-Formation Activities
CONDUCTING COMMUNITY
DIAGNOSIS
• It is done to come up with a profile of local health
situation that will serve as basis of health programs and
services to be delivered to the community.
TRAINING OF COMMUNITY HEALTH
WORKERS
• After the community health workers have been named, the
nurse facilitates the conduct of a training needs assessment
(TNA) to determine the level of health skills and
knowledge the trainees possess.
HEALTH SERVICES AND
MOBILIZATION
• Nurse need to teach the people how to prioritize the
problems that need to be addressed at a given time.
LEADERSHIP-FORMATION ACTIVITIES
• As the nurse works with the organization and the
community, she will be able to assess the specific training
and other practical needs of the leaders and plan for a
continuing education program for them.
I V.
INTERSECTORAL
C O L L A B O R AT I O N
PHASE
IV. INTERSECTORAL &
COLLABORATION PHASE
• The need for resources-material, human, financial- will have
to be sourced externally.
• The nurse is in the best position to facilitate and
coordinate with institutions, agencies and other key people
to articulate the community’s need for support and
assistance.
V. PHASE-OUT
V. PHASE-OUT
• The nurse gradually prepares for turn-over of work and
develops a plan for monitoring and subsequent follow-up
of the organization’s activities until the community is ready
for full disengagement and phase-out
COMMUNITY ORGANIZING - MAGLAYA
• P
• O
• ET/W
• C
• P
COMMUNITY ORGANIZING
Preparation
phase
Organization
Phase
Training and
Education Phase
Collaboration
Phase
Phase out Phase
PREPARATORY PHASE
A. Area Selection
1. Poor rural areas
2. Safe
3. Poor health status
4. Inaccessible/ inadequate health service
5. Acceptance from the family
6. No existing community organization
B. Community Profiling
C. Entry and Integration
ORGANIZATIONAL PHASE
A. Social preparation
B. Potential Leaders
1. Respected and Trusted
2. Good Communicator
3. Poor
4. Potential Management Skills
5. Willing to serve
6. Basic Education
C. Core group formation
D. Set-up organization
EDUCATION & TRAINING/WORKING PHASE
A. Conduct Community Diagnosis
B. Train Workers
C. Health services and mobilization
D. Leadership formation activities
COLLABORATION PHASE
A. External survey of resources
B. Collaboration with other sectors
PHASE-OUT
A. Turn over
B. Continuous monitoring and follow up
COMMUNITY ORGANIZING
Preparation
phase
Organization
Phase
Training and
Education Phase
Collaboration
Phase
Phase out Phase
COMMUNITY ORGANIZING
PREPARATORY ORGANIZATIO EDUCATION COLLABORAT PHASE
NAL & TRAINING ION OUT
[Link] [Link] [Link] [Link] [Link]
SELECTION PREPARATIONS CDX SOURCING OF FOR TURN-
[Link] 2. SPOT 2. TRAIN RESOURCES OVER
Y POTENTIAL HEALTH 2. [Link]
PROFILING LEADERS WORKERS COLLABORAT PLAN FOR
3. ENTRY & CORE GROUP [Link] & E WITH MONITORI
INTEGRATION FORMATION MOBILIZATIO OTHER NG &
3. SET UP N ORGANIZATI FOLLOW-
ORGANIZATIO 4. ONS UP
N LEADERSHIP
FORMATION
ACTIVITIES
ORGANIZATIONAL STRUCTURES
• Leadership board or council – existing local leaders working for a
common cause
• Coalition - linking organizations and groups to work on community
issues
• “Lead” or official agency – a single agency takes the primary
responsibility of a liason for health promotion activities in the
community
• Grass-roots – informal structures in the community like the
neighborhood residents
• Citizen Panels – a group of citizens (5-10) emerge to form a
partnership with a government agency
• Networks and consortia – Network develop because of a certain
concerns
ORGANIZATIONAL STRUCTURES
Lead /
Leadership
Coalition Official
Board/Council
Agency
Networks
Citizens
Grass Roots and
Panel
Consortia
