PAELEC2-VOLUNTARY SECTOR-ANASCO.pdf

Voluntary Sector Management
i
Voluntary SECTOR
MANAGEMENT
A Learning Guide for Students
Loraine Mae R. Asuncion-Añasco, MPA

A Learning Guide for Students
Loraine Mae R. Asuncion-Añasco
BUKIDNON STATE UNIVERSITY
Malaybalay City, Bukidnon 8700
Tel (088) 813-5661 to 5663; TeleFax (088) 813-2717, www.buksu.edu.ph

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My desire in writing this instructional material is to provide Public Administration students
with basic knowledge on leading and managing the voluntary sector that will allow them to explore
how exciting and challenging volunteering is. I have devised a broad range of discussion and as-
sessments that introduce students to the non-profit sector in an exciting way, but also worked to a
material that’s straightforward, current, relevant, and easy to learn from. The text is purposely brief
and covers volunteerism essentials without burdening students with unnecessary detail.
I have tried to build an instructional material package that is as supportive as possible to
students for them to understand voluntary sector better. The four modules are written using a for-
mat with self-contained sections that are self-directed and can help students learn on their own
pace. Each module ends with a summary to assist students as they learn from the text.
As an epigraph for this IM, I have chosen a nugget from the treasure trove of Benjamin
Franklin’s considerable educational experience:
I believe this quote encapsulates an important goal of this instructional material: to encour-
age students to be active learners. I am hoping that students will find the call within their inner self
to volunteer and help others.
The Author
Añasco, 2020

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Page
Preface
Contents
Module Guide
Module I
THE VOLUNTARY SECTOR LANDSCAPE IN THE PHILIPPINES
Introduction
What’s on your mind?
Expanding your Horizon
Complete the Task
Module II
THE BASIC SECTORS IN THE PHILIPPINES:
ISSUES, CAUSES, AND OPPORTUNITIES
FOR VOLUNTARY SECTOR
Introduction
Complete the Task
Module III
MANAGEMENT, LEADERSHIP, AND TEAMWORK:
TOWARDS EFFECTIVE AND EFFICIENT
VOLUNTARY SECTOR
Introduction
Complete the Task
Module IV
DESIGNING AN ADVOCACY PROGRAM FOR NON-PROFIT ORGANIZATION
Introduction
Complete the Task
Further Readings
Reference
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2
3
4
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15
16
17
22
26
27
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29
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42
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67

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Module Guide
What’s on your mind
This section will enable you to release your back-
ground knowledge on the lesson, particularly your
insights.
Expand your horizons
This section will provide information packets
so you can expand your knowledge on the
lesson at hand.
Complete the task
This section will let you unleash your in-
sights and learnings through a challenging
task which will be your main output for the
module.
COMPLETE
THE

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Module I
THE VOLUNTARY SECTOR
LANDSCAPE IN THE PHILIPPINES

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At the end of this module…
You are expected to write a position paper assessing the Voluntary Sector land-
scape and the government system in which voluntary services are delivered in
the Philippines.
Module I | THE VOLUNTARY SECTOR LANDSCAPE IN THE PHILIPPINES
This module primarily provides you with facts about the voluntary sector. This will
have 3 main lessons which will open your eyes on the current landscape of voluntary sector
in the Philippines.
NATURE OF VOLUNTARY SECTOR
There are many terms and concepts which are used in the voluntary sector, or relate
to different parts of it. Some of them tend to overlap and some are difficult to define con-
cisely. This topic will introduce concepts relevant to Voluntary Sector. This will also describe
its nature, characteristics. Finally, it will discuss the legally recognized terms in the Philip-
pines.
ORGANIZATION OF PHILIPPINE VOLUNTARY SECTOR TODAY
The voluntary sector has made great strides over the last 3 decades. NGOs and other
civil groups have increased their effectiveness through networking and coalition building,
campaigning for policy reform, adopting good practice standards, and advancing “sustainable
development” as a uniting vision for all organizations. In order for you to appraise the land-
scape of the voluntary sector in the Philippines, this lesson will let you to understand the role
and core values of the voluntary sector in the Philippines. This will also highlight their
sources of funds.
LEGISLATIVE FRAMEWORKS FOR VOLUNTARY SECTOR IN THE PHILIPPINES
The legal framework for the Philippine Third Sector has been very supportive and en-
couraging. Third Sector Organizations (TSOs) may exist and operate without being regis-
tered with any government agency. Registration is required only if the TSO wants to access
or raise funds, open a bank account, enter into contracts, participate in a government pro-
gram, or simply to have a legal personality. Some donors base their giving on the people in-
volved and the advocacies that TSOs promote and are not even concerned whether they are
registered or not. There are a number of government agencies where a TSO could register,
get a license, or be accredited, and procedures are easy and simple. This lesson will show
you what these laws are and determine whether these laws protect the third sector, in gen-
eral.
|YOUR GOAL FOR THIS MODULE
|Introduction

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Pre-Discussion Activity: Reflection
Name: ______________________________ Section Code: ______
Contact No.: _________________________ Date: ____________
Instructions: Give your insights on the image below by answ ering the fol-
lowing questions below:
Volunteers give out food during lockdown caused by COVID-19| Photo Credit: Sandeep Rasal
1. To whom would you give your help?
_________________________________________________________________
_______________________________________________________________
2. What would you feel about giving help?
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
____________________________________________________________
3. Can you do a project without funds? Where could you possibly get funds?
_________________________________________________________________
_______________________________________________________________
4. Would you do this alone? Or would you ask for help? Why?
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_____________________________________________________________

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Volunteer
A volunteer is an
individual engaging in be-
havior that is essentially
(primarily) motivated by
the expectation of psychic
benefits of some kind as a
result of activities that
have a value greater than
any remuneration received
for such activities.
It also refers to an
individual or group who for
reasons arising from their
socio-developmental, busi-
ness and corporate orien-
tation, commitment or
conviction, contribute
time, service and re-
sources whether on full-
time or part-time basis to
a just and essential social
development cause, mis-
sion or endeavor in the
belief that their activity is
mutually meaningful and
beneficial to public interest
as well as to themselves
(RA 9418).
Volunteerism
It is the spirit or
ethos within oneself to
conduct purposeful activity
that is not compelled and
the productive value of
which is not captured by
the volunteer.
It also refers to an
act involving a wide range
of activities, including tra-
ditional forms of mutual
aid and developmental in-
terventions that provides
an enabling and empower-
ing environment both on
the part of the beneficiary
receiving and the volun-
teer rendering the act. It is
undertaken for reasons
arising from socio-
developmental, business
or corporate orientation,
commitment or conviction
for the attainment of the
public good. Monetary and
other incentives or reward
are not the primary moti-
vating factors (RA 9418).
Voluntary Sector
This is an inclusive
term for both charities and
charitable organizations
(not registered as chari-
ties), which undertake
work of benefit to society.
It also refers to
those sectors of Philippine
society that organizes
themselves into volunteers
to take advocacy and ac-
tion primarily for local and
national development as
well as international coop-
eration and understanding
(RA 9418).
Volunteer Service
Organization
It refers to a local
or foreign group that re-
cruits, trains, deploys and
supports volunteer work-
ers to programs and pro-
jects implemented by
them or by other organiza-
tions or any group that
provides services and re-
sources, including but not
limited to, information,
capability building, advo-
cacy and networking for
the attainment of the com-
mon good (RA 9418).
Information Packet 1.1
Voluntary Sector Management Concepts
NATURE OF VOLUNTARY SECTOR

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The non-profit
organizations
Non-Profit Organiza-
tion (NPO) refers to organi-
zations that does not dis-
tribute any money or in-
come it has (or receives) to
its members. In this way it
differs from a corporation,
which distributes dividends
or profits to its members
(called shareholders). This
key distinction means that
the organization works to-
wards providing services
without an underlying profit
motive. Non-profits are or-
ganizations whose primary
objective is to support
some issue or matter of pri-
vate interest or public con-
cern for non-commercial
purposes. Non-profits may
be involved in a wide range
of areas: the arts, charities,
education, politics, religion,
research or some other en-
deavor.
The third sector
Third after the public and
private sectors. The third
sector would include all of
the above.
Voluntary Sector
may also be
referred to:
According to the Johns Hopkins Comparative Nonprofit Sector Pro-
ject’s structural-operational definition, an organization must meet five
criteria to be considered part of the nonprofit sector. These criteria
are:
The Structural-Operational Definition of
Non-Profit Organization
1. “Organized,”
i.e., existing as a separate entity, usually with its own set of of-
ficers, describes most nonprofits. Being organized in this mini-
mal sense is sufficient for any association (except cooperatives)
to transact business with any other organization, public or pri-
vate, since there is no requirement for registration in the coun-
try. Nevertheless, many organizations deem it prudent to regis-
ter with the Securities and Exchange Commission as a non-stock
corporation or seek accreditation from the Philippine Council for
NGO Certification or the government agency in charge of their
sector of activity so that they may be exempt from taxation, re-
ceive funding from government or private donor agencies, and/
or participate in planning and development councils at the local,
regional or national level.
2. “Private,”
i.e., prudently defined as institutionally separate from govern-
ment, allows for the inclusion of many organizations which have
been created by government agencies or their officials, and/or
which draw their sustenance from state grants or contracts. With
the increasing number of laws that require representation of the
sector in various government bodies, the specter of cooptation
may further blur the boundary of public and private, even
though associations remain institutionally identifiable from gov-
ernment.
3. “Voluntary,”
i.e., non-compulsory membership in an organization as well as
some meaningful degree of voluntary participation, either in the
conduct of the agency’s activities or in the management of its
affairs, probably describes most of the organizations. However,
for many organizations whose work is done by paid staff and for
whom the board, not paid a salary but perhaps receiving a high
stipend for attending meetings, is just a remote entity, it does
not seem to be a major quality.
4. “Nonprofit-
distributing,” i.e., not returning profits generated to their owners
or directors, is a key problem in the inclusion of cooperatives,
which are accepted as important members of the sector in the
Philippines. But a bigger problem related to this is the practice in
some non-stock corporations to give high honoraria to their
members for services rendered, effectively paying them for sit-
ting in the board. This not only increases expenses and limits the
profit that can be plowed back to the organization but may also
make board voluntarism of merely token value.
5. “Self-governing,”
i.e., equipped to control their own ac-
tivities, would be signified by the opera-
tion of boards of directors. However,
this characteristic may be vitiated as
the public-private distinction becomes
blurred.

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Three terms have legal validity in the country: “non-stock corporations,” “independent people’s
organizations,” and “nongovernmental, community-based or sectoral organizations.”
Legally Recognized Terms in the Philippines
A “NON-STOCK CORPORATION” is defined in the Corporation Code as “an organization … where no
part of its income is distributable as dividends to its members, trustees, or officers…(Sec.87). It is
“formed or organized for charitable, religious, educational, professional, cultural, fraternal, literary,
scientific, social, civic service or similar purposes like trade, industry, agricultural and like chambers, or
any combination thereof” (Sec. 88).
“Independent people’s organizations” and “nongovernmental, community-based or sectoral
organizations” are terms appearing in the Philippine Constitution of 1987, the basic law promulgated
after the People Power Revolution toppled the dictatorship of Ferdinand E. Marcos. These seem to be
regarded as interchangeable terms in the Constitution, which also refers to them more generically as
“the people and their organizations.”
“INDEPENDENT PEOPLE’S ORGANIZATIONS” are “bonafide associations of citizens with demon-
strated capacity to promote the public interest and with identifiable leadership, membership and struc-
ture” (Art. XIII, Sec. 15). The Constitution clearly requires that the organizations be formal, private
and self-governing; the reference to citizens and public purpose suggests that voluntariness and non-
profit distribution would not vitiate its operations. However, unlike the term nonprofit sector, the inde-
pendent people’s organization is expected not only to be oriented to the public interest, but to have
demonstrated capacity to promote it. The inclusion of public purpose in the definition will recur in other
terms used in the Philippines.
Article II, Sec. 23 of the Constitution of 1987 declares, “The State shall encourage NONGOVERNMEN-
TAL, COMMUNITY-BASED OR SECTORAL ORGANIZATIONS that promote the welfare of the na-
tion.” Thus, although some NGOs may conceivably not have a public purpose, the constitutional ideal is
that they should seek to promote the general welfare.
In practice, nongovernmental organizations and people’s organizations (POs) are increasingly be-
ing differentiated in the Philippines according to function and membership. NGOs are intermediary or-
ganizations between the people and the state, and they speak for or on behalf of the poor and disad-
vantaged without being from among them. By contrast, the members of people’s organizations come
from the poor and disadvantaged sectors; thus, they represent themselves.
The term “voluntary sector” became the preference of the National College of Public Administration
and Governance, University of the Philippines as it searched for an appropriate term for its new man-
agement program. It is a positive label (rather than one with the prefix “non”) that is neutral with re-
spect to the other two domains, the state and the market. Such neutrality eschews the orientation for
or against either domain that is forced upon us by the use of the terms “nongovernmental” or
“nonprofit.” At the same time, it recognizes the relative autonomy and distance of these organizations
from both domains.
As such, it includes established membership associations more commonly called socio-civic associa-
tions in the Philippines (e.g., Lions, Rotary Clubs), as w ell as traditional w elfare organiza-
tions (orphanages, religious groups [e.g., Holy Name Society, Knights of Columbus]) and fraternities
(e.g., Masonic lodges), charitable bureaucracies (e.g., Philippine National Red Cross, family founda-
tions) and well-established nonprofit institutions (e.g., Ateneo de Manila University, Mary Johnston
Hospital).
The term “civil society” has been used in the Philippines since the 1980s. The Medium-Term Philip-
pine Development Plan recognizes it as one of the three societal domains—a sphere distinct from but
interacting with the state and the market (National Economic and Development Authority 1998). Under
this definition, civil society can embody all the five characteristics of the nonprofit sector.

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Role and Significance of the Voluntary Sector in the Philippines
ORGANIZATION OF PHILIPPINE VOLUNTARY
SECTOR TODAY
The role and modalities of volunteerism, as
embodied in Section 5 of the RA 9418, oth-
erwise known as the Volunteerism Act of
2007, are as follows:
1. Volunteerism in the academe includes, but
is not limited to, provision of technical assistance
and sharing of technology within the academic cir-
cle, target communities and other clienteles and
the upgrading of the quality of education and cur-
riculum methodologies while providing career en-
hancement and exposure to the volunteers;
2. Volunteerism in the corporate sector as an
expression of corporate social responsibility and
citizenship, refers to activities recognized by the
company, where employees give their time, skills
and resources in the service of the company's in-
ternal and/or external communities. These volun-
teering activities include, but are not limited to,
employee giving of material resources to specific
causes; employee-led fund-raising; one-time out-
reach activities; environmental campaign; medical
and health related advocacies; knowledge and
change management; scholarship programs; and
sharing of expertise, particularly of business and
developmental skills through mentoring, tutoring,
training, business, consulting/advising and render-
ing of pro bono services on a case-to-case basis;
and
3. Volunteerism by not-for-profit organiza-
tions includes, but is not limited to, provision
of complementary service delivery and human re-
source development in underserved communities
as well as advocacy and articulation of the cause of
the disadvantaged and vulnerable groups.
Voluntary Sector exists to cre-
ate social wealth rather than
materials wealth. It is sepa-
rate from government and exists
to make a difference to society.
This is a component of third sec-
tor that generally independent of
government, value and need to
make profit to be financially sus-
tainable. Individuals and commu-
nities often come together to
form organizations to carry to
purposes. It brings the benefits
that are often unfunded which is
important like;
1.Building of civil society in the
country
2.Strengthening our democracy
3.Helping people who have prob-
lems and pressing issues
4.Job creations for the unem-
ployed public
5.Skills development in the hu-
man resource of the organiza-
tion
The voluntary sector can pro-
vide support at every stage of
emergency planning, response
and recovery in a number of ge-
neric areas in community, like:
1.practical support or technical
assistance
2.social and psychological after-
care
3.medical support, or provision
of properties and essential sup-
plies

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The voluntary sector is
driven by its values-
working to empower peo-
ple, to combat poverty and
oppression, and encourag-
ing participation. Most con-
sider the value base and
philosophy of the voluntary
sector to be its major
strength. Many recognize
that the values underpin-
ning social work first found
a voice in the voluntary
sector.
In its broadest sense, the
ethos and approach of
agencies vary but there are
some key principles com-
mon across most voluntary
sector organization. These
are:
Citizen involvement is
concerned with the rights of
people to play a part in the
decision-making processes
which affect their lives.
Participation provides a
useful way of looking at cit-
izen involvement as a con-
tinuum that runs from to-
kenistic consultation to full
participation.
Empowerment used a lot
in community development
and youth participation
work.
Core Values and
Principles of the
Voluntary Sector
Organizations need resources to grow and develop, as
well as to provide services and conduct different activities. For
many voluntary organizations, securing funding and other re-
sources is a constant challenge. Every voluntary organization
needs resources in order to fulfil its mission.
‘Resourcing’ organizations refers primarily to money, as
this is needed to buy other resources like staff, premises and
materials. However, some resources come in kind, such as vol-
unteers, loans of staff or gifts of refurbished office furnishings.
Most organizations will be reliant on different sources of fund-
ing, including government contracts, grants, donations and in-
come from their own trading activities or investments (Open
University, 2018)
Funding for Voluntary Organizations
Philippine CSOs secure
their funding through
membership dues, dona-
tions, subsidies, and reve-
nue from income-
generated activities.
Many NGOs depend on fi-
nancing from overseas de-
velopment assistance and
local and multinational
companies, much of which
is provided on a project
basis. This means that
they are geared to appeal
to funding agencies rather
than their constituencies
and generates suspicion in
society that NGOS are con-
trolled by the business
elite. With overseas devel-
opment assistance in de-
cline, competition for these
dwindling resources has
grown. The sector urgently
needs a resource base that
is more reliable, yet few
organizations provide
training in resource mobili-
zation, and NGO manag-
ers.
For samples of projects of
various organizations and
their funding source, you
may read the ADB (2007).
NGO Civil Society Brief -
Philippines.

9
Constitutional Provision for
Voluntary Sector in the
Philippines
LEGISLATIVE FRAMEWORKS FOR VOLUNTARY SECTOR
IN THE PHILIPPINES
Three articles of the 1987 Con-
stitution institutionalize the role
of NGO s and POs in Philippine
development:
Constitution Article II,
Section 23: “The state shall
encourage non-governmental,
community-based, or sectoral
organizations that promote
the welfare of the nation.”
Constitution Article XIII,
Section 15: “The state shall
respect the role of independ-
ent people’s organizations to
enable the people to pursue
and protect, within the demo-
cratic framework, their legiti-
mate and collective interests
and aspirations through
peaceful and lawful means.”
Constitution Article XIII,
Section 16: “The right of the
people and their organizations
to effective and reasonable
participation at all levels of
social, political and economic
decision-making shall not be
abridged. The state shall, by
law, facilitate the establish-
ment of adequate consultation
mechanisms.”
The Local Government Code of 1991 and the
Voluntary Sector
The Local Government Code of 1991 (LGC)
also provides for a stronger participation of peo-
ple’s organization (POs) and nongovernmental or-
ganizations (NGOs) in local governance to make
them active partners in pursuit of local autonomy.
According to the Local Government Code of 1991,
the participation of POs, NGOs and private sectors
in local governance include the following:
1. Membership in local government councils or lo-
cal special boards, which shall not be less than
¼ of the total membership of the fully orga-
nized councils (Rule XIII, Ar. 62-63). The POs
or NGOs operating in the province, municipality,
or barangay must be accredited by the local
government unit concerned and shall choose
among themselves their representatives in ba-
rangays, municipalities or cities, and provinces.
 Local Development Council
 Local Prequalification Bids and Awards Com-
mittee
 Local School Boards
 Local Health Boards
 Local Peace and Order Councils
 Peoples Law Enforcement Board
 Disaster Risk Reduction and Management
Councils
2. Sectoral representation in local legislative coun-
cils (women and labor sectors);
3. Preferential treatment by the LGUs for local co-
operatives and;
4. Mandatory consultations by the national agen-
cies with the appropriate POs and NGOs before
the implementation of the project (Rule XI,
Art.54) especially those that may cause popula-
tion or depletion of non-renewable resources.

10
Registration is not mandatory for CSO s in the Philippines, but only registered organizations bene-
fit from a legal identity that permits them to open a bank account, sue and be sued, etc. Further,
registration is officially required to accept donations or to participate in government projects.
CSOs that choose to register usually do so with the Securities and Exchange Commission (SEC),
Cooperative Development Authority (CDA), or Department of Labor and Employment
(DOLE ).
The SEC registers nonstock, nonprofit corporations pursuant to the Corporation Code of the Philip-
pines. Eligible organizations include those that are established for religious, charitable,
scientific, athletic, cultural, rehabilitation of veterans, and social welfare purposes. The CDA regis-
ters cooperatives as provided for in the Cooperative Law of the Philippines and the Cooperative
Development Authority Act. DOLE registers labor unions, labor federations, and rural workers’ as-
sociations in accordance with the Labor Code of the Philippines.
Additionally, nonprofit corporations and associations intending to perform social work and to func-
tion as mutual benefit associations and trusts for charitable purposes obtain licenses from the De-
partment of Social Welfare and Development, and the Insurance Commission, respec-
tively. Nonprofit educational institutions and health organizations obtain permits to operate from
the Department of Education and the Department of Health, respectively.
Philippine NGO s have been at the cutting edge of NGO self-regulation. CODE -NGO , the largest
coalition of NGO s in the country, established the “Code of Conduct for Development NGO s” in
1991. It was the first Asian NGO coalition to adopt a code of conduct in Asia, and probably one of
the first in the global NGO community. CODE -NGO ’s Code of Conduct has since been signed by
more than a thousand NGO s and was recently updated to provide for clearer enforcement mech-
anisms. In 1998, the Philippine Council for NGO Certification (PCNC) was established by six of the
largest NGO coalitions. It represents one of the very few government-recognized NGO certification
systems in the world and has been the subject of discussion and possible replication by NGO s in
different countries. Both initiatives are repeatedly cited as models of good practice and analyzed
NGO registration
Exemption from income tax is extended to a
broad range of organizational forms, includ-
ing:
 Nonstock corporations organized exclusive-
ly for religious, charitable, scientific, athlet-
ic or cultural purposes, or for the rehabili-
tation of veterans;
 Civic leagues or organizations operated ex-
clusively for the promotion of social wel-
fare; and
 Nonstock, nonprofit educational institu-
tions.
Each of these entities is exempt from income
tax on donations, grants, and gifts, provided
that the organization’s net income does not
inure to the benefit
of any private shareholder or individual. Prof-
its generated from business activities are
taxed, regardless of the disposition of the
income.
A nonprofit organization may seek additional
tax benefits by becoming an accredited non-
stock, nonprofit corporation or an “accredited
NGO .” This certification vests the organiza-
tion with donee institution status, which enti-
tles it to receive tax-deductible donations.
Tax treatment of NGOs

11
The so-called Third Sector is composed of diverse organizations that, in general
terms, are characterized for their nonprofit purpose; at the same time, these organiza-
tions work to distinguish themselves from the other two sectors of society: state and en-
terprise (profit or mercantile organizations). Consequently, the Third Sector is character-
ized by its diversity which contributes to its richness, but this same factor also contrib-
utes to the Third Sector’s difficulty in reaching its own identity and institutional strength.
Within this universe of organizations, we find these organizations, with which no
uniformity exists in relation to their definition, but, in spite of that, they are recognized
as important and dynamic social actors that are an expression of citizen participation in
society. At the same time, they interact with the State and/or enterprises to obtain
“social objectives” or “public interests” through cooperative efforts, vertical links or ser-
vice contracts.
|Conclusion

12
POSITION PAPER WRITING
Instructions
1. Read the paper of Ma. Oliva Z. Domingo entitled “The Legal
Framework for the Philippine Third Sector: Progressive or Regres-
sive?”. You can access it online thru https://ncpag.upd.edu.ph/wp-content/
uploads/2014/03/ISTR-2013-PAPER-FINAL.pdf
2. From what you have learned in this module and supplemented by reading the given
material above, write a position paper examining the strengths and weaknesses of the
Philippine government and its legal framework for the Voluntary Sector. After which, pro-
vide possible solutions that you can recommend to the government on the issues that
you have cited. A guide on writing position paper is provided on the next page to help
you in your task.
3. Your paper will be rated according to this rubric:
Content Development —50%
Content is substantial and specific demonstrating
strong development of ideas
Organization and Structure —20%
Content has sophisticated arrangement with
evident and subtle transition and coherence
Style —10%
Precise use of variety of words and sentence
structure to create consistent writer’s tone
and voice
Conventions —20%
Grammar, Mechanics, Spelling, Usage
and sentence formation
________________________________________
100%
4. The following shall be observed in the formatting:
Paper size: 8.5 X 11 (Short)
Font: Bookman Old Style # 12, Black
Spacing: 1.5
Margin: 1.25 left, the rest 1”
Indention: 0.5”
Cover page provided with the Title of Write-Up, Student’s Name, Subject Code and Title, and Teacher
5. The position paper shall be submitted on or before ___________________ via courier
or e-mail.
6. God Bless!
COMPLETE
THE

13
WRITING A POSITION PAPER
Source: Hasen, 2014. Can be accessed at https://www.slideshare.net/steventeacher/position-paper-1

14
Module II
THE BASIC SECTORS IN THE
PHILIPPINES:
ISSUES, CAUSES, AND OPPORTUNITIES
FOR VOLUNTARY SECTOR

15
Compose an issue analysis integrating possible solutions to pressing issues in the
Philippines, particularly, in the basic sectors.
Module II | THE BASIC SECTORS IN THE PHILIPPINES: ISSUES, CAUSES, AND OPPORTUNITIES FOR VOLUNTARY SECTOR
Poverty and inequality have been recurrent challenges in the Philippines and have
again come to the fore in the wake of the current global financial crisis and rising food, fuel,
and commodity prices, and most especially, the COVID-19 pandemic experienced since the
end of 2019.
Who are the Poor?
The main characteristics of the poor include the following:
 The majority live in rural areas and work in the agriculture sector, mostly as
farmers and fishers.
 In the urban areas, such as Metro Manila, they are found in slums and the infor-
mal sector.
 They have large families (six members or more).
 In two-thirds of poor families, the head of household has only an elementary
education or below.
 They have no or few assets and minimal access to credit.
 A major income source of the poor is from enterprise income (informal sector
activities).
 A significant segment of the poor households are “chronically poor”
Causes of Poverty
The main causes of poverty in the country are:
|Introduction
 low to moderate economic growth for the
past 40 years;
 low growth elasticity of poverty reduction;
 weakness in employment generation and
the quality of jobs generated;
 failure to fully develop the agriculture
 sector;
 high inflation during crisis periods;
 high levels of population growth;
 high and persistent levels of inequality
(incomes and assets), which dampen the
 positive impacts of economic expansion;
and
 recurrent shocks and exposure to risks
such as economic crisis, conflicts, natural
disasters, and “environmental poverty.”

16
Pre-Discussion Activity: Cartooning/Poster Making
Contact No.: _________________________ Date: ____________
Instructions: On the space below , draw a cartoon/ poster w ith the theme
“Voluntary Sector Addressing Poverty”. Your output will be graded according to:
Relevance to the theme
(Cartoon contains graphics and labels relating to the given theme) : 10
Originality
(Cartoon is original and has authenticity) : 5
Attractiveness
(Cartoon is attractive in terms of design, layout, and neatness. : 5___
20 points

17
The process whereby something or someone is pushed to the edge of a group and accorded lesser
importance. This is predominantly a social phenomenon by which a minority or sub-group is ex-
cluded, and their needs or desires ignored.
What is Marginalization?
Basic or Marginalized Sectors in the Philippines
What are the Rights of the Marginalized Sector?
Right to dignity
Dignity is the right of a person to be val-
ued and respected for their own sake, and
to be treated ethically. It is of significance
in morality, ethics, law and politics as an
extension of the Enlightenment-era con-
cepts of inherent, inalienable rights.
Right to a Just compensation and ob-
servance of rest periods, and holidays
Just compensation , in general, is a fair
and reasonable amount of money to be
paid for work performed or to make one
"whole" after loss due to damages. This
must be provided even for the marginal-
ized people, including their rest days and
holidays.
Right to share in the fruits of produc-
tion
This is stated in the 1987 Constitution that
the State shall regulate the relations be-
tween workers and employers, recognizing
the right of labor to its just share in the
fruits of production and the right of enter-
prises to reasonable returns to invest-
ments, and to expansion and growth. This
expressly provides that the workers do
have the right to have a share on the fruits
or income of the organization where they
render their services.
Right to organize
Workers have the right to organize on the
job. That means workers can try and im-
prove their job conditions by coming to-
gether to form their own organization (a
union). Workers come together (two or
more) in an effort to make their working
conditions better are also protected.
Freedom from exploitation and har-
assment
Numerous provisions in human rights trea-
ties require countries to take measures to
protect persons from exploitation, violence
and abuse. Exploitation, violence and
abuse include economic exploitation of
children, abuse of people with disability,
use of illegal drugs by children, sexual
abuse, human trafficking, and gender-
based violence.
Right to redress grievances
This is the right to make a complaint to, or
seek the assistance of, one's government,
without fear of punishment or reprisals.

18
Republic Act 8425, otherwise known as the "Social Reform and Poverty Alleviation Act,"
which took effect on 30 June 1998, has divided the basic sector into 14 main groupings, to wit:
The 14 Basic or Marginalized Sectors
1. Farmers and landless rural workers
The farmers remain as one of the poorest sectors in the
country with the highest poverty incidence in 2015 at 34.3
percent according to the Philippine Statistics Authority
(PSA). This is driven by their perennial concern on high
farming cost and low yield.
2. Artisanal fisherfolk
This is also known as traditional/subsistence fishing. Var-
ious small-scale, low-technology, low-
capital, fishing practices are undertaken by individu-
al fishing households (as opposed to commercial compa-
nies). Many of these households are of coastal or island
ethnic groups. These households make short (rarely over-
night) fishing trips close to the shore. Their produce is
usually not processed and is mainly for local consump-
tion.
3. Urban poor
This refers to individuals or families in urban areas
with incomes below the poverty line as defined by
the National Statistical Coordinating Board (NSCB).
They are the underprivileged or homeless sector of
society - the unemployed, underemployed and the
irregularly employed, or who are incapable of meet-
ing the minimum basic needs, and who live in
slums, squatter and resettlement areas, sidewalks,
dumpsites, road right-of-way, cemeteries, unoccu-
pied government or private lands or along danger
zones like railroad tracks, esteros, riverbanks, high
tension wires, or other places in urban areas.
4. Indigenous people and cultural communities
Indigenous Peoples are culturally distinct societies and
communities. Although they make up 6% of the global
population, they account for about 15% of the extreme
poor. Indigenous Peoples often face impediments to
their access to natural resources, basic services, the
formal economy, and justice, as well as their participa-
tion in decision making. This legacy of inequality and
exclusion has made indigenous communities more vul-
nerable to the impacts of climate change and natural
hazards, including to disease outbreaks such as COVID-
19.
Source: Reuters/Bruno Domingos, 2003
Source: IPTC Photo Metadata , 2019
Source: SEAFDEC.org/Diaz, 2008
Source: Bukidnon Dispatch/Velez, 2019

19
5. Workers in formal labor and migrant workers
Formal labor refers to those workers employed generally in pri-
vate companies, while migrant workers are those working over-
seas or abroad. This sector fought for wages, living and working
conditions including the 8-hour work day, and have advanced
progressive and pro-people, pro-workers policies at the national
and international levels. At the moment, the fight for decent life
and decent work continues as the labor force is still exploited
due to the proliferation of temporary and contractual employ-
ment that has denied workers of their rights and welfare.
6. Workers in the informal sector
Republic Act (R.A.) No. 8425 defines workers in the informal
sector as “poor individuals who operate businesses that are
very small in scale and are not registered with any national
government agency, and to the workers in such enterprises
who sell their services in exchange for subsistence-level wages
or other forms of compensation.”
Women make up “a large portion of the Philippine informal sec-
tor and are mostly found in small home businesses, contractual
jobs in the manufacturing and service sectors, and other under-
developed sector of the economy.” In 2012, women make up
37 percent (8 million) of total wage and salary workers in the
country wherein 4.76 million work in private establishments
and 1.68 million work as helpers in private households with compensation below minimum
wage. About 4 million self-employed Filipino women workers are into “home businesses or ‘sari-sari
stores’, home-based work for garments and shoemakers, direct selling and personal services.”
Home-based subcontracting is on the rise, where women homeworkers are “engaged in various low-
paying and back-breaking production work in garments, handicraft, shoes, and toy manufacturing;
food processing; metal craft, leathercraft, and furniture making.” Most informal workers lack infor-
mation, capital and other resources for their entrepreneurial activity. They also do not have repre-
sentation and voice in structures and processes of economic decision-making. Further, women infor-
mal workers who accept jobs that “offer substandard wages, very long hours of work, and poor
working conditions” expose them to “occupational health and safety hazards including sexual har-
assment, with little or no access to security and [social] protection.”
7. Women
The primary advocacy in the women’s sector is to fight
“Discrimination Against Women” which refers to any gender-
based distinction, exclusion, or restriction which has the ef-
fect or purpose of impairing or nullifying the recognition, en-
joyment, or exercise by women, irrespective of their marital
status, on a basis of equality of men and women, of human
rights and fundamental freedoms in the political, economic,
social, cultural, civil, or any other field.
8. Children
Every child has the right to health, education and protection, and every society has a stake in ex-
panding children’s opportunities in life. Yet, around the world, millions of children are denied a fair
chance for no reason other than the country, gender or circumstances into which they are born.
Poverty affects children disproportionately. Around the world, one out of five children lives in ex-
treme poverty, living on less than P50.00
a day. Their families struggle to afford the
basic health care and nutrition needed to
provide them a strong start. These depri-
vations leave a lasting imprint; in 2019,
149 million children under the age of five
were stunted. Children are those who are
0-12 years old.
Source: Investvine/Maierbrugger, 2020
Source: Philstar/Varcas, 2018
Source: ILO/Ganal
Source: UNICEF Philippines/Negosa, 2014

20
9. Youth and students
Filipino youth are those who are aged 15-30
years old as defined in the Youth in Nation-
Building Act of 1995. They comprise a large por-
tion of the total population of the country. As
such, Filipino youth plays a vital role in the devel-
opment of the Philippines. The Philippine Statis-
tics Authority (2016) reported that there are 3.8-
million out-of school youth Filipinos. There were
3.3-million (87.3%) out-of school youth that falls
in the 16-24 y/o age group and 294-thousand
(7.7%) in the 12-15 y/o age group. The propor-
tion of out-of school youth was higher among 12-
24 y/o females (66.9%) than males (28.05%). It
has been reported that marriage and family mat-
ters (42.3%) was the common reason among
OSYs for not attending school, which is high in
females (59.3%); while it is lack of personal in-
terest (36.5%) was the main reason among
males for not attending school.
10. Senior citizens
In the Philippines, the number of older people is
increasing rapidly, faster than growth in the total
population. In 2000, there were 4.6 million senior
citizens (60 years or older), representing about
6% of the total population. In two decades, this
has grown to 9.4 million older people or about
8.6% of the total population. The World Population
Prospects 2019 projects that by 2050, older people
will make up around 16.5% of the total population.
An ageing population increases the demand for
health services. Older people suffer from both de-
generative and communicable diseases due to the
ageing of the body’s immune system. The leading
causes of morbidity are infections, while visual im-
pairment, difficulty in walking, chewing, hearing,
osteoporosis, arthritis and incontinence are other
common health-related problems.
Aside from this, older people struggle with poverty. According to the Department of Social Welfare
and Development (DSWD), a nearly a third (31.4%) of older people were living in poverty in 2000.
Currently, this number is estimated to be 1.3 million older people.
11. Persons with disabilities
Persons with disabilities include
those who have long-term physical,
mental, intellectual or sensory im-
pairments which in interaction with
various barriers may hinder their full
and effective participation in society
on an equal basis with others. In sit-
uations of forced displacement, per-
sons with disabilities have the same
rights and basic needs as others and
face the same challenges. However,
they face numerous additional barri-
ers. They face particular protection
risks, including a heightened risk of
violence, exploitation and abuse, and
high levels of stigma. They have dif-
ficulties accessing humanitarian as-
sistance, education, livelihoods,
health care and other services. They
may be denied certain legal rights,
and are often excluded from decision-making processes and leadership opportunities.
Source: UNICEF Philippines/Cabig, 2019
Source: PIA/Zambrano
Source: Rappler/Geronimo, 2016

21
12. Victims of disasters and calamities
Disasters, whether natural or manmade, affect lives and property, devastating communities through
a chain of catastrophic sequences affecting social and economic developments. They are often
events difficult to predict, prevent and control. They impact on individuals to create survivors who
must cope with trauma, loss and crisis.
13. Non-governmental organizations
The goal of NGOs can vary widely depending upon the spe-
cific focus, objective and mission of the organization. From
improving human rights in a geographic area to providing
education about environmental issues to supporting the
arts, the goal or objective of an NGO can cover just about
any topic related to improving a region, country or the
state of the world in some way. However, The main chal-
lenges to the missions of most NGOs include Lack of
Funds, Absence of Strategic Planning, Poor Governance
and Networking, and others.
14. Cooperatives
A cooperative is an autonomous and duly registered
association of persons, with a common bond of inter-
est, who have voluntarily joined together to achieve
their social, economic and cultural needs and aspira-
tions by making equitable contributions to the capital
required, patronizing their products and services and
accepting a fair share of risks and benefits of the un-
dertaking in accordance with the universally accepted cooperative principles. The cooperative move-
ment has, however, for a long period of time been burdened with serious weaknesses and problems.
The three basic weaknesses are: the economic viability of the major activities undertaken, the coop-
erative leadership and management capacity, and the lack of democratic control by the members.
Source: World Vision/Malujo, 2016
Source: Asianews.It, 2013
Source: Explore by Traveloka, n.d.
Source: Philippine Red Cross
Source: UN/IFAD, Akash, 2014

22
Addressing the issues faced by the marginalized sectors is not solely the responsibility of
the government, but also the voluntary sector’s aim. In order to address those properly, there
must be analysis. In this module, the Problem Tree Analysis will be used.
The problem tree analysis is one participatory tool of mapping out main problems, along
with their causes and effects, supporting project planners to identify clear and manageable goals
and the strategy of how to achieve them. There are three stages in this analytic process: (1) the
identification of the negative aspects of an existing situation with their “causes and effects” in a
problem tree, (2) the inversion of the problems into objectives leading into an objective tree, and
(3) the decision of the scope of the project in an analysis of strategies.
What is Problem Tree Analysis?
WHEN VOLUNTARY SECTOR COMES IN:
Analyzing and Addressing the Issues
ADVANTAGES
The problem can be broken down into man-
ageable and definable chunks. This enables a
clearer prioritisation of factors and helps focus
objectives
There is a better understanding of the prob-
lem and its often interconnected and even
contradictory causes. This is often the first
step in finding win-win solutions
It identifies the constituent issues and argu-
ments, and can help establish who and what
the political actors and processes are at each
stage
It can help establish whether further infor-
mation, evidence or resources are required to
make a strong case, or build a convincing so-
lution
Present issues - rather than apparent, future
or past issues - are dealt with and identified
The process of analysis often helps build a
shared sense of understanding, purpose and
action (Adapted from ODI 2009)
DISADVANTAGES
It may be difficult to understand all effects
and causes of a problem right from the begin-
ning
Requires time to bring all relevant actors to-
gether and to discuss the problems of their
water and sanitation system

23
The problem analysis is the phase in which the negative aspects
of a given situation are identified, establishing the cause and effect rela-
tionship between the observed problems. The problem analysis is of
prime importance with regard to project planning, since it strongly influ-
ences the design of all possible interventions (MDF 2005). The problem
analysis includes (EC 2004):
Definition of the framework and the subject of analysis.
Identification of problems faced by target groups and beneficiaries.
Visualisation of the problems in form of a diagram, called “problem
tree” to help analyse and clarify cause-effect relationships.
Like any other tree, the problem tree has three parts: a trunk, roots, and
branches. The trunk is the main problem. The roots represent the causes
of the core problem while the branches represent its effects. The following figure shows an example of a
problem tree related to river pollution.
Problem trees do more than just identify the root causes of the problem. They provide a visual break-
down of problems into their symptoms as well as their causes, and furthermore create a visual output that
can be understood by anyone. The process can be a useful method in building a community’s awareness (see
PPT) of the problem, how they and others contribute to the problem, and how these problems affect their
lives. This may also be an important step when attempting to build support for any interventions, new tech-
niques or improved technologies.
Problem Tree Analysis
WHEN VOLUNTARY SECTOR COMES IN:
Analyzing and Addressing the Issues

24
ISSUE ANALYSIS REPORT
Instructions
1. From what you have learned in this module, select one sector of
your choice. You may conduct more research on your selected
sector if you want. After that, you identify one major issue that the
sector is facing.
2. Create a Problem Tree Analysis for the major issue identified. Use the template provided
on the next page.
3. Once you are done with the Problem Tree Analysis, compose an Issue Analysis Report
out of it. You may follow this format:
I. PROBLEM. Identify the problem. State and describe the Problem.
II. BACKGROUND. Give some background of the sector that is experiencing the problem,
such as the nature, members, etc. End the section with a rationale of why you selected the
sector and analyze its specific problem.
III. FINDINGS. Report the results of your Problem Tree Analysis. Discuss each item, in the same
order that you placed them. You must have parallel order, so the reader has easy access to
reference the information.
IV. CONCLUSIONS. From your findings, discuss the outcomes, what you determine are facts.
Emphasize that there is a problem, identify the problem and how your analysis supports your
decision.
V. RECOMMENDATIONS. Identify 3 recommendations that you believe will solve the problem.
Your Recommendations section will begin with a preface statement. Next you will identify
the recommendations. Identify the number of each recommendation, followed by the rec-
ommendation. Be sure to begin each recommendation with an action verb
Style —10%
and voice
Conventions —20%
and sentence formation ___________________________
100%
4. Follow the same formatting as in the 1st Task (Position Paper) found in Page 12 .
5. The Issue Analysis Report shall be submitted on or before ___________________ via courier
or e-mail. God Bless!
COMPLETE
THE

25
Problem Tree Analysis Template
Name: _____________________________________ Section Code: _________________
Contact No.: ____________________________ Date: __________________________
Basic Sector: _______________________________________
Problem
Result Result Result
Cause Cause Cause
Ultimate Result
Root Cause

26
Module III
MANAGEMENT, LEADERSHIP, AND
TEAMWORK:
Towards Effective and Efficient
Voluntary Sector

27
Create a SOAR Analysis (Strength, Opportunities, Aspirations, Results) to deter-
mine the feasibility of the proposed solutions vis a vis leadership skills, teamwork
and management in the organization.
Module III | MANAGEMENT, LEADERSHIP, AND TEAMWORK: Towards Effective and Efficient Voluntary Sector
Leadership, management and teamwork are key components of an effective volunteer
program. Like any other organization, each of these plays an important role in the efforts to
motivate, retain and increase the commitment of volunteers. Through appropriate applica-
tion of these, the ideals, aspirations and desired results of an organization can be attained.
At the same time, proper support to volunteers could be provided. No organization can with-
stand challenges without these; and no volunteer program or activity will be successful with-
out these. Hence, it is in this module that the principles of these 3 important concepts will be
discussed.
Benefits of Properly Supporting Volunteers
Because volunteers are not paid, they will stay only if they feel enthusiastic and moti-
vated. Providing appropriate support and supervision will keep your volunteers happy while
helping to ensure that your volunteers’ energy and enthusiasm is harnessed to benefit your
organization.
You should have clearly defined, highly visible methods of volunteer support as volun-
teers don’t tend to respond to vague offers of support. If you expect volunteers to attend
support sessions as a requirement of their volunteering, then it should be made clear when a
volunteer first offers their time.
What does support achieves? Support is largely about encouragement and reassur-
ance of your volunteers. It should:
1. Focus on the volunteer as a person
2. Create an environment where volunteers can express themselves
3. Reassure where necessary
4. Ensure the volunteer feels that their work is valued
5. Alert you to possible changes or personal issues affecting the volunteer
6. Provide an opportunity for both positive and negative feedback
7. Pick up on any concerns or problems the volunteer has with their work and deal
with them before they become more serious
8. Assess training needs and facilitate personal development
|Introduction

28
Pre-Discussion Activity: Slogan Making
Contact No.: _________________________ Date: ____________
Instructions: On the boxes below , create three slogans w ith the themes
Management, Leadership, and Teamwork and its importance to Voluntary Sector.
Your slogan must be one sentence only. You can also put backgrounds on it. Your
output will be graded according to:
Relevance to the theme
(Slogan contains ideas relating to the given theme) : 10
Originality
(Slogan is original and has authenticity) : 5
Attractiveness
(Slogan is attractive in terms of design, layout, and neatness. : 5___
20 points

29
In general, a typical NGO’s organizational structure is illustrated in the figure. This organizational
structure, or its adaptations, is in fact a part of the NGO’s by-Laws. Therefore, structure depends
on every organization and the figure below is just a sample.
The Top Management
Board of director- is a legal requirement in most countries in order to get if officially registered
with the local authorities. A board may be responsible for a number of tasks, for example, super-
vise the executive director, develop and approve budget, etc. board members will also be expected
to champion the NGO’s cause, and represent the NGO to the larger community.
Executive director- may also be called by other names such as coordinator, Chief Operating Of-
ficer, or COE. He or she is responsible for the overall direction in which the NGO moves, and the
responsibility for the day-to-day activities of the NGO.
Board of director and the Executive director may be assisted by advisor. These advisors are op-
tional, but are useful to create a good image of the NGO.
What is the typical management structure of a Voluntary Service Organization?
Management in the Voluntary Sector
Top
Management
Staff
Members

30
Administrative manager- are led by
an administrative manager. He or
she is the alter-ego of the executive
director in doing the day-to-day ac-
tivities of the organization. This man-
ager may have several staff members
assisting him/her, including a finance
assistant or a membership coordina-
tor.
Communication and Dissemination
Manager- The or she is responsible
for the information, education and
communication campaign on the ad-
vocacies and programs of the organi-
zation. This is important to invite
more volunteers and for the funding
of the activities. This manager may
be assisted by other staff members
such as a Public Relations Assistant, a
Publications assistant, or a Web/
Social median assistant.
Programme manager– He or she is in
charge of the planning, implementa-
tion and evaluation of the programs
or projects of the organization. He or
she may be assisted by several pro-
ject Assistant, Training Assistant, and
other assistant, depending on the
number and size of the projects being
implemented.
In most organizations, volunteers are
often managed or coordinated by a
volunteer coordinator or manager.
Titles vary and often the people re-
cruiting and supporting volunteers
may be volunteers themselves. Re-
member that the person working
nearest the client of cause is likely to
be the best person to undertake
hands-on management of volunteers.
Information Packet 1.1 Information Packet 1.2
Good supervision is about finding an effec-
tive balance between the needs of the volunteer
and the needs of the organization. You need to pro-
vide feedback and give the volunteer the opportuni-
ty to air concerns without intimidating volunteers.
Supervision is largely concerned with the
volunteer’s tasks and encouraging the volunteer to
be effective in their role.
When approaching supervision, always put
the volunteer at ease and select the venue careful-
ly. Meeting in public spaces or non-confidential are-
as will tend to limit the conversation.
During supervision you should:
1. Offer the volunteer the opportunity to
raise any issues they’ve encountered
2. Check how the volunteer’s relationship
with other staff, volunteers, clients and
management is going
3. Cover any practical problems such as
expenses or health and safety concerns
4. Discuss any training that might benefit
the volunteer
5. Ask for comments on the way the or-
ganization works
6. Provide an opportunity for the volunteer
to provide personal feedback
7. Provide feedback to the volunteer on
their work. It’s best to begin with posi-
tive feedback about specific things they
have done well. If there is anything criti-
cal which needs to be addressed, it is
important that it is specific, based on
their behavior or practice, and construc-
tive.
You should also consider how you will record su-
pervision sessions. It is a matter for each organiza-
tion to decide whether they will keep records of
supervision sessions, where any records will be
kept and who will have access to these records.
Volunteer Supervision as part of Management

31
Starting to Manage Volunteers
Before you start managing your volunteers, you should:
 Remind yourself what motivates people to volunteer
 Ensure you understand the laws which apply to volunteers and how they might affect
your group
 Review your involving volunteers policy or plan
 Make sure you have clear role descriptions for each of your volunteers
 Ensure you have a well-defined induction process that each of your volunteers has al-
ready gone through
How can you support volunteers as their manager?
Methods of support for volunteers vary from one agency to the next and many groups use
multiple support methods. Some of the most frequently used are:
 ‘Open door’ support where the volunteer coordinator is always available to volunteers
 Regular telephone calls or e-mails. This is an especially useful method for volunteers
who don’t work in the office
 Specific session times when the coordinator is available to volunteers
 Regular, one-to-one supervision sessions
 Group meetings for volunteers
 Meetings of staff and volunteers
 A volunteer newsletter, social media group or notice board
 Regular social events or training
Choosing the right support method
Each of these methods has their own merits and pitfalls.
For instance an open door policy is very convenient for volunteers, but makes it difficult for
the volunteer coordinator to manage their time. It also introduces the risk that that a few vocal
volunteers dominate the coordinator’s time while other, more quiet volunteers won’t want to be a
bother. Problems can also arise if several volunteers arrive at the same time.
Group meetings allow volunteers to share ideas and opinions, but can be dominated by a
minority and may not be appropriate for volunteers who have individual or personal issues to
raise.
Regular, one-to-one supervision is the best way of making sure all volunteers are support-
ed properly but can take up a lot of time and you may need to make sure volunteers do not find
the idea daunting.
Ultimately how you choose to support your volunteers depends on your organizational ca-
pacity, how much responsibility your volunteers have and each individual volunteer’s support
needs.

32
Research on leadership shows that whilst there is some agreement about the elements of
leadership, there is no one agreed definition of what is a leader.
In a recent review of the literature around leadership Northouse (2004) identified four com-
mon themes that run through much of leadership theory:
• process
• influence
• group context
• goal attainment.
Based on this analysis, leadership in the third sector could simply be defined as,
“a process whereby an individual influences a group or individuals to
achieve a common goal”. (Hailey, 2006)
But as Hailey also points out, it is accepted that no one definition can cover all aspects of
leadership. Taking a third level perspective leadership also incorporates:
• mobilising of others
• getting things done, willingly, through other people
• empowering others
• articulating vision and embodying values
• creating an environment within which things can be achieved
• shaping and sharing a vision which gives point to the work of others.
Typical of the competencies commonly associated with leadership are the ability of a leader
to communicate vision or strategy, inspire teams, motivate individuals, and identify opportunities
and initiate transformation. It begs the question: is this any different for the third sector?
Recent research suggests that third sector leaders exhibit an unusually broad range of com-
petencies compared to leaders in the public and private sectors (Bolton & Gosling, 2003). The re-
search findings state:
“As workers within the sector tend to be either low paid or voluntary
staff, visionary leadership and inspiration are likely to be important
aspects of the role regardless of size.”
What is leadership in the third sector?
Leadership in the Voluntary Sector

33
Characteristics of third sector leaders
The following are the behavioral characteristics of third sector leaders:
Emotional attachment
• a strong emotional affinity with the raison d’etre of the organisation. A passion
for its beliefs. A desire to succeed for the greater good of the organisation. A high
degree of personal energy and enthusiasm for the cause.
Personal Integrity
• is the quality of being truthful and honest with yourself and others, of intention-
ally aligning personal behaviors and actions to be congruently aligned with you’re
your own personal value system, moral principles and ethics.
Strategic perspective
• conceptual and analytical thinking. Recognises changes in the broader environ-
ment and responds accordingly. Keeps up to date with issues/current thinking.
Responds flexibly whilst remaining mindful of the core mission of the organisation.
Visionary and inspirational communicator
• the ability to paint a picture of the future that appeals strongly to others. Shows
passion and emotion in visioning and representing the work of the organisation to
others. A powerful communicator in all forums from one-to-one to public speak-
ing. Visible and seen to speak out and represent the organisation.
Personal humility
• not in the role for self-aggrandisement. Wants to make a difference through oth-
ers rather than by themselves.
Motivating a team
• being seen to understand the problems of and support staff and/or volunteers in
their work ‘on the ground’.
Networking
• a structured yet opportunistic approach to identifying those whose support could
be useful to the organisation and seeking effective relationships with them. Main-
taining and building those relationships appropriately to increase the effectiveness
of their own organisation. Actively engaging in groups/on committees that will
usefully further personal network. At the higher levels, building alliances with oth-
er organisations to work together to fulfil mutual objectives.
Influencing
• a strong desire and capacity for influencing others to further the mission of the
organisation. Includes high level influencing – building coalitions, influencing
through 3rd parties, etc. Politically astute: knows where the power lies and how
to influence it.

34
Characteristics of third sector leaders
Resilience
• an ability to ‘bounce back’ quickly after setbacks; dealing with personal and
emotive criticism that may be made public.
Self confidence
• confident in highly visible and stressful situations (e.g.) public forum, debates,
media. Person presentation: fulfilling the ambassador role confidently at all levels
both internally and externally. Courage to take tough and unpopular decisions, to
acknowledge when one has ‘got things wrong’.
Customer service orientation
• a genuine empathy with the end-user and a focus on service delivery. An appe-
tite for the detail of providing quality service.
Knowledge of subject matter
• sufficient knowledge to represent the charity credibly and to show empathy with
staff, volunteers and beneficiaries.
In large part because of the complexity that leadership demands, Civicus, an international
alliance of civil society organisations, has identified the lack of NGO leadership talent and this is of
course seen as a matter of particular concern (Civicus, 2002).
One of the reason for this is that the sector’s leaders need a rare balance of inward-looking
(management) and outward-looking (influencing) skills, with exceptional communication and net-
working skills, as well as resilience and emotional intelligence.
International research into the character and capabilities of third sector leaders in develop-
ing countries also supports these conclusions (Hailey & Smiley, 2001; James 2005). What is strik-
ing from any review of this research is the variety of different roles that such leaders have to play
whatever the culture or context. Their success is partly determined by their ability to play different
roles and adapt different leadership styles. They can be characterised as being “value-driven,
knowledge-based, and responsive” (Hailey & Smiley, 2001). Just as NICVA has argued in Leading
the Way, they display an extraordinary range of skills and competencies.
One of the issues for third sector leaders, supported by NGO research, is the way that suc-
cessful third sector leaders must manage the tensions inherent in being both a strong individual
lead while still appearing to be highly participative in they way they manage. It may seem some-
what counterintuitive that third sector organizations need to be both highly participative and yet
accept the presence and role of a strong leader. Third sector leaders need to be adaptive in style,
build strong follower relationships and envision the future as a motivator.

35
Good teamwork is even more important in the non-profit sector. Voluntary organisations
and charities face complex challenges. They:
1. constantly have to adapt to changes in government policy
2. have a culture of participation and democratic forms of decision making
3. need to consider the views of multiple stakeholders and service users
4. attract trustees, employees and volunteers who often have strong and passionate views
5. are particularly vulnerable to resource scarcity.
Benefits of teamwork in NPO
Benefits vary depending on the purpose and size of the team but may include some of the
following. A team can:
1. apply a mix of skills that go beyond the scope of any one individual
2. solve complex problems that take more than one mind
3. generate new ideas
4. coordinate individual activities towards a common bigger goal
5. provide support and help to team members
6. give people a sense of belonging
7. enhance communication
8. help people to learn from each other and develop
9. Generate commitment.
What is teamwork and why is it that important?
The crucial part of a developing organization in its growth is incorporating the habit of
working as a team and distributing the work load. No matter how small the organization, it is im-
portant for each and every one to work as part of a team and achieve success at every stage.
Most of us do know how important it is to work in a team. However, many have not understood
how build effective teams and how to develop effective teamwork.
Arguably good teamwork is even more important in the non-profit sector. Voluntary organi-
zations and charities face complex challenges. They:
1. Constantly have to adapt to changes in government policy
2. Have a culture of participation and democratic forms of decision making
3. Need to consider the views of multiple stakeholders and service users
4. Attract trustees, employees and volunteers who often have strong and passionate views
5. Are particularly vulnerable to resource scarcity.
Teamwork in non-profit organizations
Teamwork in the Voluntary Sector

36
How to achieve teamwork to a
non-profitable organization?
In normal organization, where profit is
the motive, it is easy to motivate the members
by remuneration or promotion. In non-profitable
organizations, the team is working without pro-
spects of profit or benefit. Hence, it is important
to analyze the strengths/weaknesses of each and
every member in the organization. With respect
to what he/she is comfortable which it is im-
portant for the executive member of the team to
assign them which the most appropriate work.
This can be achieved when we identify his/her
background and capabilities. This way, we pro-
vide to each member, the job she can handle
comfortable. But, not all can be good at leader-
ship it is important for us to understand that
many would want to be in a leadership post but
only few are qualified in such kind of situation,
ego gets mismatch and attitude becomes a prob-
lem. Hence, it is important for us to bring a very
healthy and understanding environment and ed-
ucated members of the organization to work to-
gether.
In most of the non-profit organization it is im-
portant to realize that the bigger portions of the
members of their organization are between the
ages of 18-35 years. These people already have
a job, but when they have leisure, volunteer to
do work in such organization, for which they do
not get any monetary benefit. In such kinds of
organizations it is important for the executive
members to organize and motivate members to
achieve goals in such a way they don’t make
members feel exhausted. If the members experi-
ence too much burden, they might withdraw
from volunteering. So, it is important to bring
about a very social, comfortable and non bur-
densome method of accomplishing jobs. Hence,
it is important for the executive members of
such organizations to find a perfect balance be-
tween fund and work level that is inceptive by
their members.
Following factor deeply influence the
success of the team
Good teamwork is essential for
high performance in any business or non-
profit organization. Certain features of
voluntary organization and charities
make developing teamwork even more
important. As well as enabling better per-
formance teams can bring other benefits.
Factors below can affect the team suc-
cess.
 Select members having necessary
skills and attitude, so that nobody
feels they are overburdened.
 Create an atmosphere of devotion to
work
 Clearly explain to all members what is
expected from them and make them
accountable
 Ensure that all members have com-
plementary skills
 Coordinate among the members to
eliminate any misgiving
 Ensure and effective system of com-
munication between all members
 Genuinely appreciate the efforts put
forth by members so that they had a
feeling satisfaction

37
Successful Teams
Teamwork. We hear the word so often that it loses its power. But it’s true: Teamwork is
key to all successful organizations!
When teams are effective, we can produce quality services/products and improve effi-
ciencies. “Team” allows our work to be more creative and therefore empowering working to-
gether, we become unstoppable… and its fun!
There are three foundational in building and maintaining a bullet-proof team:
1. Organization – Quality teams organized their time so that assigned tasks are accom-
plished by deadline, while members still juggle other work duties. Each team member
must organize his/her thoughts and ideas, then present them in a way that is under-
standable and provides for project vision and clarity. Without organizational skills, the
team will have difficulty moving forward to achieve its goal.
2. Discussion – Teams form so that employees can share ideas and tap into others’ cre-
ativity and skills. Brainstorming is exciting and energizing, and helps identify viable
options. Quality discussion/communication skills ensure that all team members have
a sense of contribution to a project.
3. Listening – Listening for understanding is imperative to the successful team. When a
member can be heard without judgment, placing value or making assumptions, less
conversational ideas will surface. In asking questions for clarity, genuinely listening
and providing members adequate time to present their ideas in full, the team will re-
alize its best possible outcomes and best possible relationships.
These skills develop and are nurtured only in an environment where they – and the con-
cept of team – are valued. It is critical for leaders to work with employees and provide the time/
opportunity for organizational, discussion and listening skills development to ensure an effective
team.
Organizations are much more likely to perform well when their people work effec-
tively as a team. This is because good teamwork creates synergy – where the combined
effect of the team is greater than the sum of individual efforts. Working together a team
can apply individual perspectives, experience, and skills to solve complex problems, cre-
ating new solutions and ideas that may be beyond the scope of any one individual.
As John C. Maxwell said, “If you become the leader you ought to be on you’re the
inside, you will be able to become the person you want on the outside. People will want
to follow you. And when that happens, you'll be able to tackle anything in this world.’’
This fundamental truth – that everyone is a volunteer – will change your leader-
ship forever if you reflect on it. Every person on your team becomes a gift. Every action
they take is a freely given gift. Every ounce of energy they expend on a project is a gift.
Your work as a leader shifts from
force to invitation,
from control to influence,
from fear to gratitude.
You won’t lead to wring out the worst, but to bring out the best.
|Conclusion

38
SOAR ANALYSIS (Strength, Opportunities, Aspirations, Results)
Instructions
1. Imagine that you are going to implement the solutions (the rec-
ommendations) you have provided in your Issue Analysis Report in
Module 2 in your own barangay.
2. Select the best recommendation you have and create a SOAR
Analysis on this using the template provided on the next page. A SOAR Analysis is quite
similar with the SWOT Analysis; only that it is more focused on the positive area of a per-
son or organization and it is more of results. A guide in completing the SOAR is shown on
the page after next.
3. You have to incorporate your insights related to management, leadership and teamwork
in your analysis; whether you possessed these already or you still have to acquire.
Style —10%
and voice
Conventions —20%
100%
6. The SOAR Analysis shall be submitted on or before ___________________ via courier or e-
mail. God Bless!
COMPLETE
THE

39
TEMPLATE
Contact No.: ____________________________ Date: __________________________
BASIC SECTOR: ______________________________________________________
ISSUE IDENTIFIED: ___________________________________________________
RECOMMENDATION:
___________________________________________________________________
STRENGTHS OPPORTUNITIES
What do you do well, along with your key assets, re-
sources, capabilities, and accomplishments.
Circumstances that you could leverage for success
ASPIRATIONS RESULTS
An expression of what you want to be and achieve in the
future. A vision to build on current strengths, provide
inspiration, and challenge the current situation.
Tangible outcomes and measures that demonstrate
you’ve achieved your goals and aspirations.

40
SOAR analysis template
A SOAR analysis template is structured as a simple 2 x 2 matrix, resulting in four quad-
rants highlighting Strengths, Opportunities, Aspirations, and Results.
STRENGTHS OPPORTUNITIES
What do you do well, along with your key assets,
resources, capabilities, and accomplishments.
Example questions:
What do I excel at?
What are my greatest accomplishments?
What am I most proud of?
What makes me unique?
What do I provide that is world class?
What do I do or have that’s better than anyone else?
Circumstances that you could leverage for success
Example questions:
What partnerships would lead to greater success?
What changes and trends in the government or com-
munity align with my strengths?
What threats do I see that I could reframe as opportu-
nities?
Are there gaps in the community that I could fill?
ASPIRATIONS RESULTS
An expression of what you want to be and achieve in
the future. A vision to build on current strengths,
provide inspiration, and challenge the current situa-
tion.
Example questions:
What do I want to achieve in the future?
What should the future program look like?
How can I make a difference?
What am I passionate about?
What strategies and actions support my perfect fu-
ture self?
Tangible outcomes and measures that demonstrate
you’ve achieved your goals and aspirations.
Example questions:
What measures will tell me that I am on track to
achieve success?
How do I translate my vision of success into tangible
outcomes?
How do I know when I’ve achieved my goals?

41
Sample SOAR Analysis

42
Module IV
DESIGNING AN ADVOCACY PROGRAM
FOR NON-PROFIT ORGANIZATION

43
Design an advocacy program for Non-Profit Organization
Module IV| DESIGNING AN ADVOCACY PROGRAM FOR NON-PROFIT ORGANIZATION
A professional chef plans out a five-course meal. A teacher lines up a lesson plan. A
paperboy maps out a route. And a digital campaigner plans out an advocacy campaign.
Advocacy is both an art and a science. Effective advocates for voluntary family plan-
ning must adhere to strategic and evidence-informed decisions and planned activities while
at the same time remaining creative and ready to seize opportunities as they arise. Strong
advocates are savvy enough to nimbly negotiate the contextual complexities in the policy
process and flexible enough to adapt to change in order to succeed.
If you want to be successful in your advocacy work, you need to be strategic in how
you go about running an advocacy campaign. That strategizing relies heavily on your ability
to not only plan but also establish the best possible plan.
There’s not a one-size-fits-all blueprint for every advocacy campaign. There are too
many variables, between your cause, goals, advocates, and more. The process of designing
an advocacy strategy is not linear and will vary depending on the issue, policy, context and
the advocacy group or network.
As you can see on these pictures, the goals are clear. The
image on the left is on Women Protection against Violence;
while the image above is on Environmental Protection.
|Introduction
Source: greenpeace.org (2020)
Source: nnedv.org (2020)

44
Pre-Discussion Activity: Dimensional Question Approach
Contact No.: _________________________ Date: ____________
Instructions: This activity is called 6 Thinking Hats. You are going to
provide your insights on the scenario below. Just place your answer on the
box corresponding the hat you are trying to fill in.
You are the Volunteer Coordinator of an NGO Helping the Indigenous People of Malaybalay.
Your recently conducted Medical and Dental Mission was successful and the beneficiaries were
coming to you saying their gratitude to you.
What is the reason of the success?
What’s the best way to maintain it?
What are the benefits of it?
What makes it difficult to achieve?
What are the ways of doing it?
How do you feel about it?

45
The process of designing an advocacy strategy is not linear and will vary depending on the
issue, policy, context and the advocacy group or network. However, each advocacy strategy
should involve the following actions, using evidence to make informed decisions throughout the
process:
1. Define the issue. What is the problem the group seeks to solve?
2. Set a clear advocacy goal and objectives for policy action. What change do you hope to
achieve? What policy decision(s) can address the issue? What is the timeframe? What other efforts
are underway to affect change in the policy?
Trying to plan an advocacy campaign without setting a goal is like trying to hit a piñata
while wearing a blindfold. You might succeed, but you might also exert a lot of unnecessary ener-
gy along the way.
With an advocacy campaign, setting a discrete goal can be intimidating. Advocacy is about
enacting change, often on a grand scale. While fixing the wrongs in the world is an inspirational
and motivating goal, it’s not the kind of goal you can actually create a plan to accomplish. You
need specificity.
The best goals for advocacy campaigns follow the SMART heuristic:
Specific
Measurable
Achievable
Realistic
Time-Bound
From that list, you can see how “fixing
the wrongs in the world,” though noble, isn’t
a SMART goal. Instead you’ll want something
far more manageable, like stopping a bill from
passing or changing a specific policy.
SMART goals are incredibly important when planning grassroots advoca-
cy campaigns. Because the main actors in grassroots advocacy campaigns are regular people in-
stead of nonprofit or advocacy professionals, they need specific guidance, reinforcement, and
measurable benchmarks to stay on track.
Without breaking down your goals into attainable steps and tackling them one at a time,
your grassroots supporters will get discouraged by the lack of visible progress.
Steps in developing advocacy campaign program
Planning Your Advocacy Campaign Program

46
3. Identify target audiences who can either make the necessary change or influence de-
cision makers. Advocates must understand both the policy and political context. It is important
to know not only who the decision makers are but also when and on what basis decisions are
made. These people might be donors and government, department in the executive branch, ser-
vice providers, Community leaders and their communities, etc.
4. With the target audiences in mind, plan a set of activities and design communication
materials using the most reliable, relevant and current information. No matter who the
target audience is, tailor the communication materials. Anticipate the points of view of opponents
and understand how to communicate in a way that will build bridges and identify common
ground.
5. Expand the base of support and raise resources (both human and financial) to carry
out planned activities. These resources can support the dissemination of materials, travel to meet
policy makers, communication through various channels, meetings and other activities.
6. Design a monitoring and evaluation (M&E) strategy. Determine what data will be collect-
ed, how it will be collected, and how it will be used to inform decisions throughout the advocacy
process. The M&E strategy should be able to be adapted as needed.
Getting Started
Agree your vision and mission statement (‘where do we want to go’) and organisation values (‘who
are we’). Be clear about the purpose of the organization and its overall aims.
Even if your organization is well established it is worth reviewing your vision, mission and value
statements to ensure that they are still relevant and current. It is important that trustees and staff
agree that they embody the current purpose, direction and values of the organisation.
What is a vision?
• The world as you would like it to be
• A vision is a statement of why the organization exists and describes the change you want
to see in the world
• A vision creates an ideal picture, it is inspiring and motivating
Examples of vision statements:
“Rape Crisis (England and Wales) wants all women and girls to be free from the
fear and experience of sexual violence.”
“Women and their organizations are strong, valued and free to exercise their
rights” (Women’s Resource Centre)
What is a mission?
• The role of your organization in making the vision happen
• A mission statement outlines how the organization will achieve its goals and guides its
work.
• The statement should explain why the organization exists, what it does and who should
benefit from its work.
Example of mission statements:
“The London Irish Women's Centre exists to empower, inspire, mobilize and
celebrate women of Irish birth or descent in London.”
“Supporting and standing up for a diverse and thriving women’s sector” (WRC)

47
ADVOCACY PROGRAM DESIGNING
Instructions
1. Imagine that you are going to implement the solutions (the rec-
ommendations) you have provided in your Issue Analysis Report in
Module 2 in your own barangay. This time, you are going to create
your own imaginary organization which will implement the solution.
2. Select the best recommendation you have and design a program for it. This includes for-
mation of the Volunteer Organization Name, Vision, Mission, SMART goals, and Action
Plan. The templates are provided on the following pages.
Style —10%
and voice
Conventions —20%
100%
5. The Advocacy Program Design shall be submitted on or before ___________________ via
courier or e-mail. God Bless!
COMPLETE
THE

48
ORGANIZATION NAME, VISION AND MISSION, OBJECTIVE TEMPLATE
Contact No.: ____________________________ Date: __________________________
BASIC SECTOR: _____________________________________________________________
ISSUE IDENTIFIED: __________________________________________________________
RECOMMENDATION: _________________________________________________________
Your Organization’s Name
Your Organization’s Vision
Your Organization’s Mission
Your Organization’s Primary Objective

49
SMART Goals TEMPLATE
Contact No.: ____________________________ Date: __________________________
SMARTGoalsare your most important strategies and are driven by your primary objectives. They provide detail to
primaryobjectivedirectionandsettargets sothat actionplans can bedeveloped.
Consider the below questions anddocument your organization’sSMART Goals.
Specific: Answersquestionslike: Who isinvolved?Whatwill weaccomplish?How much changeisneeded?
Measurable: Answersquestionslike: How much? How many?How will weknow when it isaccomplished?
Attainable: Listresourcesneeded; consider if you havetheresourcesneeded or if you can obtain them.
Relevant: Answersquestions like: Why thisis importantto our customer? How does thisalign to strategy?
Time-bound: Ensurea clearlydefinedtime-frame includingdeadline.
SMARTGoals

50
ACTION PLAN TEMPLATE
Contact No.: ____________________________ Date: __________________________
ACTIONPLANS provide a road map to implement strategy. They reflect thekeyactions associated withSMART Goals.
ActionPlans involvespecificactivities,responsibilitylevels, timeframes, andoutcomes.
Consider the below questions anddocument your organization’sAction Plans.
WHATspecificallyneedstobedone? STARTWITHASMARTGOAL
HOW willit bedone? PLANSPECIFIC ACTIONITEMS
WHOwill be responsible? ESTABLISHOWNERS
WHEN willitgetdone? ESTABLISHATIMELINE,MILESTONES,ANDACOMPLETIONDATE
Whatwill theOUTCOMESlooklike? ENSUREGOAL OWNERSARE WELL-ACQUAINTEDWITHTARGETS
_________________________________________________________________________
TitleofActivity
ACTIONPLANNINGOVERVIEW
(WHAT?)
PrimaryObjective:
SMARTGoal:
Resources:
ACTIONPLAN
ActionItem
(HOW?)
Owner
(WHO?)
DueDate
(WHEN?)
Outcome
(TARGET)
CONTINGENCYPLANNING
(WHAT
PotentialBarriers:
ContingencyPlan:

51
READING # 1
Volunteerism in the Philippines: Its Roots and History
The stages in the development of the formal nonprofit sector roughly
coincide with the major periods of Philippine history. Spain occupied
the islands from 1521 to 1898. Rather than surrendering to the victorious Filipino army of lib-
eration, Spain negotiated with the natives’ erstwhile ally, the United States, and turned over
the colony to them in December 1898, six months after the Filipinos had declared their inde-
pendence. The United States, in turn, recognized Philippine independence only in 1946, after
putting down the second phase of the Philippine Revolution and then facing a parliamentary
struggle of almost half a century. Ferdinand E. Marcos cut short democratic succession of gov-
ernments in 1972 when he declared martial law. His dictatorship was finally ended by a blood-
less four-day People Power Revolution in 1986. The re-democratization period that started per-
sists to this day.
The Pre-Colonial Period (To 1521)
The islands now called the Philippines were separate settlements and small kingdoms at the time
of the Spanish Conquest in the 16th century. They were fused societies, mainly a combination
of families and clans, with no separate organizations for politics, commerce, or philanthropy.
Religious values and rituals underlying the conduct of these functions are evident to this day.
Psychologists identify the Filipino core value as pakikipagkapwa (holistic interaction with others),
the root word of which is kapwa, or shared inner self. Other people are thus not altogether
apart from someone, as pakikipagkapwa recognizes them as “persons who share my humani-
ty.” It is from this that structures of cooperation were developed: bayanihan (mutual assis-
tance among equals in day-to-day life and economic, especially agricultural, pursuits), dama-
yan (assistance of peers in periods of death or crisis), and pagtutulungan (mutual selfhelp).
Sociologist Cora Veneracion says that “pagtutulungan” implies a relationship among equals and is
more attuned to indigenous notions of people helping each other. This is in contrast to profes-
sional notions of charity introduced by the West, which connote unequal status between the
person offering help and the recipient of that assistance (Veneracion 1998: 206). A notion of
assistance to unequals is, however, embodied in the indigenous Tagalog term, kawanggawa
(charity), and the Cebuano word, pahinungod, which now refers to volunteers but originally
referred to offering of self to others. Whether these are notions only later introduced by Ca-
tholicism awaits further study. Note however that what is highlighted in these concepts is the
value of common humanity of both giver and recipient rather than their status, equal or une-
qual though they may be.
These indigenous cultural traits arose out of situations marked by subsistence production as well
as inter-community relations of trade and war. In this context, a sense of responsibility to-
wards one’s community was necessary for the community’s survival. The origins of present at-
titudes of giving and voluntarism harken to these sources and may explain why giving and vol-
unteering still put a premium on helping one’s kin and on ensuring the welfare of one’s imme-
diate neighborhood.
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