INTRODUCTION

The purpose of this document is to provide methodological guidance and

systematic approach for comprehensive community engagement, aimed at building a social structure
inclusive, a new productive social model, socialist and humanist, where there is equality
of conditions, aimed at the integral and responsible development of communities.

This methodology aims to provide the techniques, tools, and/or procedures

next to carry out a Community Approach, thus allowing to standardize and
optimize the approach process.

ABOUT THE METHODOLOGY

The community approach consists of a set of procedures aimed at guiding the

community intervention. It establishes the steps that must be followed to have an approach
with the communities and make the 'approach' a planned, guided process aimed at
the detection of needs present in the community whose members identify as
problems or situations that worry them and affect different areas of their daily life.

For the approach to be effective, efficient, effective, and generate a significant impact, it is
it is necessary to involve the same people from the community in this process, to make it
approach not only an intervention carried out by specialists in the area, but also a
tool for democratic and protagonist participation, thus becoming an Approach
Participatory Community, whose essence is the dialogue of knowledge and the promotion of spaces of
concerted action to enable the integral development of communities.

This participatory community approach is based on the strategic guidelines.

outlined in The National Project Simón Bolívar, first Socialist Plan 2007 - 2013, likewise
In this way, PDVSA will implement these guidelines through its macro processes.
strategic. Other foundations on which the community approach will be based are
the needs, strengths, potentialities, and collective knowledge emanating from the very
community.

The methodology of this community approach will allow us to tailor it to each community.
in particular, thus respecting the differences of each neighborhood, sector, community, or town,
giving it a flexible nature, since there is no unique approach, but rather its
practices are adapted to the subject of study, although it will be guided by a
model of phases that allow for identifying and providing an organized approach to the stages of
process. From this perspective, it is important to have as broad and complete a vision as possible of
the reality, detecting the interrelation between the factors, cause and effects in a dynamic
circular (Lillo N. and Rosello E. 2004: P98 taken from the Web, 1993)

In this regard, four operational phases are proposed:

Phase I. Approach to the community

Phase II. Description of Reality

Phase III. Comprehensive Operational Plan

Phase IV. Evaluation Monitoring

These phases should not be considered as a linear process, as was proposed.

previously, but they are phases that develop simultaneously and complementarily in
time. It is essential that they have a parallel development, since the
the results of each of them affect the rest. It is a fundamental element, so that
for the approach process to be successful, there must be an inescapable condition: that the community
assume the project or program as your own. It involves raising awareness of each and every one of the
social actors that intervene in the community. From the very beginning, it must be
consider the stimulation of individuals, groups, and communities so that they have a
behavior and a participatory attitude as a vital element of all actions that
develop in the community.

Phase I. Approach to the community

Content:

This initial phase involves the first contact with the community, during which visits are made.
to identify general features of the environment, community leaders, organizations and
social actors who are active within it, as well as allowing the initiation of a process
of interaction with the community and raising awareness among the social actors involved in the
community social engagement process.

It is a phase of exploration and understanding of the environment to be addressed, which is why it is important not to
not to overlook any detail, not to underestimate what is observed, and to take aspects for granted
that constitute this environment. It requires cunning, suspicion, and cordiality from the team that is going to
to implement the approach to undertake good socialization with the members of the
community and generate a good starting base for the process. From the work that is done in
this phase depends on the continuity of the following phases.

OBJECTIVE

Procedure:

A. Identification of Focal Points

As it is the first contact with the community, it is important to inquire through questions in
strategic reference points such as markets, schools, health modules, people
founders of the community, Communal Councils, community organizations, who are they
the people who, through their community work, effort, and leadership, have played a role in
meaningful work in the community and are conceived within it as leaders
community. This is in order to identify possible focal points of the team in the
community and that also have the availability to provide support to the team in
the phases of approach and through which it becomes easier to enter the community.

B. Characteristics of the community

After identifying the focal points in the community, the next step is to investigate with the
collaboration of them on specific aspects of the community such as:

Geographical and spatial location of the community: determine the State, the City, the
Parish and the sector to which this community belongs. It is also essential.
to locate its geographical limits to the north, south, east, and west.

Draw a sketch of the community where the geographical boundaries and points are located.
strategic references, such as streets and avenues.

Demographic information: number of inhabitants of the community (if possible, broken down)
by sex and age groups). Number of women, men, children, elderly.
births per year (or so far this year)
the community.

Demographic information can be consulted from secondary sources such as the

National Institute of Statistics (INE) Civil Management or from primary sources such as
organizations that are active in the community (Community Councils, Neighborhood Associations,
Foundations, NGOs among others.

It is advisable to first research in secondary sources and then

contrast the information obtained with primary sources, this in order to verify how much
The behavior of demographic data varies.

Example:

Population by sex and age groups of the El Cacaotal community based on the 2001 census.
Projection year 2007

Age Men Women Total

0-4 70 30 100

5-9 40 45 85

10-14 50 23 73

15-19 60 38 98

20-24 30 59 89

25-29 45 41 86

30-34 55 60 115

35-39 68 58 126

40-44 43 50 93

45-49 100 110 210

50-54 81 95 176
55-59 45 78 123

60-64 33 32 65

65-69 25 23 48

70-74 10 15 25

75-79 5 12 17

80+ 3 5 8

763 774 1537

Origin of the name and its meaning, who gave it and why?
Was there a name change? Why? One should reflect on the importance of the name and
the identification of the community population with it.

History of the community: first settlers, their origin and reasons why
they arrived, evolution that took place, changes and transformations, important moments in
the history of the community, original characters of the community.

To highlight the important moments of the community, it is recommended to plot the Line
Historical of the same, in which dates and events of significance and importance are highlighted.
the boarding area.

Historical Line of the El Cacaotal Rural Community

Tour of the Community

This procedure requires a walk through the entire community in company.

of key members of it. The objective of this walk is to obtain an overview
the community in general to address, identify what their people are like, how they live, what they are like
its streets, what are its shortcomings, potentialities, housing, type of housing points of
reference (public entities, schools, police, health clinics, neighborhood modules,
Diagnostic Integral Centers, mercales, abastos) what services it consists of (water, electricity, gas).

After touring the community, it is advisable to create a community map that

allow to establish an inventory of the existing resources in the community from the point of
cultural, educational, communication, health, security, economic activities perspective
or productive, where strategic reference points of the
geographical area where it is located.

It is convenient for the community map to be drawn by the members of the community and
highlight the strategic areas by color. For example: health centers in color
yellow, the schools, high school and initial schools in blue, high-risk areas in
red color, and so on until the map is detailed enough and
explicit
It is advisable to create the community map based on the initially drawn sketch for the
geographical location of the community.

The community map is a geographic information tool created by members of

a community (guided by a team of social promoters), that allows: to identify
potentialities and common problems, to be the starting point for the development of plans
development and formulation of community projects and incentive for participation
protagonist.

What are community maps for?

Evaluate the status of resources and take an inventory of existing resources

Evaluate the use of resources

Reveal a latent conflict

Plan the management of resources

For example, in the El Cacaotal community, Rosario de Perijá municipality, after having prepared
the map of water (wells, rivers, streams, springs), the community realized that there was
an average of one well for every two families. Most of

These wells dry up in the summer. Thus, they were able to reflect on a new management system.
from the existing water resources, instead of thinking about the construction of new wells
individuals.

C. Observation of the environment and/or context

As it is an exploratory phase, it is essential to use Observation as a technique.

for the identification of the key aspects of reality that will inform the approach.
To observe is to examine, to contemplate attentively, in detail. Observation is to look.
carefully an environment, person, or thing to promote understanding of the context. It is
A resource for obtaining data is a source of information.

The technique of observation has the following characteristics:

It is done anonymously or openly.

It can be prepared in advance and guided by a (systematic) or spontaneous guide.

(no systematic)

It takes place in natural situations or experiment situations.

It can be carried out by the information sources themselves (self-observation), or it can be

executed by others, who must previously prepare a guide and receive enough
training for that.

It is essential in decision-making, especially when it depends on these.

deep understanding of the social and cultural conditions in a given context.
It can be direct (participant) or indirect.

C.1 Types of Observation

Direct Observation (participant): consists of the meticulous and systematic recording of the
phenomena observed in their real context. As a general rule, the veracity of the data
obtained through direct observation should be verified in interviews with informants
keys. It can be used at any time during the fieldwork.

Indirect Observation (non-participant): The observer remains on the sidelines of the phenomenon.
observed and focuses on examining, behavior (attitude, gestures, gestures, conduct,
use of language, etc)

What type of observation to use in the community approach?

When undertaking community work, it becomes difficult to decree what type of observation to use,
since the observation technique to be applied largely depends on the situation that
it is developing in the field. It is common to use both types simultaneously
observation. There are situations such as: The tour of the community where
initially it may be convenient to conduct an indirect observation, to stay at
margin of the phenomenon being observed, because something new is being learned,
starting to inquire, unlike when one has socialized a little more with the
community members, you have gained a bit of trust and you start to interact more
with them, at that moment, the observation shifts from indirect to direct because in the
as one interacts, asks a question, or induces a situation, one is
observing in real time the reactions, gestures, and expressions of the event.

The observation must be carried out as discreetly as possible.

To document everything observed, it is essential to make notes in a notebook.

notes. It is important that the annotations made specify the date and the place where they are
the observed situation is being developed. The annotation must be made in real time
maintaining discretion and sanity. Usually, keywords or short phrases are used.
keys for documenting the observed.

BSi wants to make a recording, a video of what was observed, or take photographs, look for the
approval of the community members. In many cases, making use of these
tools without prior notice cause discomfort, which could be counterproductive for the
development of the community approach process.

Phase II. Description of Reality

This phase will allow us to identify the main problems, potentialities, and weaknesses.
the community in which action will be taken, in order for the projects to be executed in it, to
turn into actions that respond to the main needs detected in the
the same and therefore contribute to generating the integral development of the communities.
Procedure

PARTICIPATORY SOCIAL DIAGNOSIS

The Participatory Social Diagnosis is a tool that will allow, together with the
communities to be aware of their reality, as well as to detect problems
that affect them, the resources they have, and the local potential
that can be used for the benefit of all; which allows for identification, organization and
hierarchize community problems and, through that, help people to arrive better
ready for the formulation of the problem.

Set of Definitions of Participatory Diagnosis

STEPS OF PARTICIPATORY SOCIAL DIAGNOSIS:

A. IDENTIFICATION OF PROBLEMS OR NEEDS

At this step, it is essential to identify the main problems or needs (human,

social, cultural, economic/productive, intellectual, among others) of the community, with
the end of having their projects turned into actions that respond to the needs
collective and therefore contribute to generating human and sustainable development.

B. SWOT ANALYSIS, IN THE COMMUNITY (A FORM IS ATTACHED)

It is important to determine what means and resources exist in the community. An effective framework
work may consist of a SWOT analysis; which allows us to determine its
Weaknesses, Threats, Strengths, and Opportunities. Weaknesses and strengths are internal to
the community; the threats and opportunities arise in its environment.

The demands of the external environment on the community must be met with
the resources that it has. The internal strengths and weaknesses vary
considerably for each community.

In the analysis of the external environment, many factors must be considered.

The threats could include issues of scarcity and/or shortages, technological changes,
population growth among others. In general, both the threats and the opportunities
they could be grouped into the following categories: economic, social or
politicians, demographic factors, among others

STRENGTHS

Inherent aspects or characteristics that represent advantages to achieve objectives

tracings for the comprehensive development of communities, such as: skilled human resource bricklayers,
artisans, bakers, engineers, mechanics, teachers), economic and productive vocation,
natural elements (fruit trees, mines, fish, beaches, rivers), existing social organization
(electoral battle units, patrols, cultural, sports, religious groups,
traders, volunteer groups, natural leaders, geographic aspects, among others.
OPPORTUNITIES

Situations, resources, or external characteristics that we can leverage to achieve the

proposed goals. These are the external components to the community that can be
employees for their benefit: the social programs of the national government (Mercal, missions
educational, reservists...); the plans for national, regional, or popular financing
municipal (People's Bank, Women's Bank, savings banks, cooperative banks,
regional credit funds); among others.

WEAKNESSES

Internal aspects or characteristics that represent disadvantages for achieving objectives

traced out, but it is within our reach to overcome them, reduce them, or coexist better
with them.

THREATS

External aspects or characteristics that represent disadvantages for the community, regarding the
which we do not have direct control over, but we must consider to set realistic goals and
design strategies to minimize their adverse impact on our goals.

SWOT Analysis

+ -

Fortresses Weaknesses

Interior

Opportunities Threats

External

C. Community Awareness regarding the Hierarchization of Needs

In order to know the place where we live (the community), it is essential in this
procedure, establish priorities with a rational criterion for demands
community-driven, to build the desired community, we must make the community take
awareness of the various aspects related to the problems that afflict them. Identify
specific spaces for the organization and participation of different community groups.
Provide a basis for developing a unique work plan aimed at solving the
community problems. Collect data that can provide a basis for the system
of monitoring, control and evaluation. Development and consolidation of Popular Power.

Table to prioritize the needs of communities

This methodology consists of making a chart and noting all the problems or needs for
separately, with the participation of community members, where there will be a
score from 1 to 100 according to their perception, at the end the scores are summed up that
they were given to each of the problems or needs and it is arranged according to the
results (from highest to lowest), where it will reflect from the most important to the least important
of lesser importance. This should lead us to prioritize the problem or need.
principal, on the basis of which an intervention for integral development would be considered
of the community.

At the beginning, there may be more than one main problem, and the community as a whole will have to
decide whether they want to address all the priority issues or focus only on one.
time.

PROBLEM/NEED INDIVIDUAL SCORE GROUP SCORING

WATER 30 + 25 + 75
20

ELECTRICITY 20 + 10 + 25 55

EDUCATION 25 + 20 + 30 75

HEALTH 20 + 20 + 10 50

HOUSING 10 + 20 + 15 45

After identifying the problems and placing them in order according to the process of
voting, it is verified which ones have the highest scores, in case there are several issues.
with the same score it is important to revisit the list and we move on to select the problem
of greater importance, for this we can use the following methodology, which consists of
assign basic criteria to the previous list of problems, namely.

Importance of the Problem: how many it affects, severity, and consequences it entails.

Urgency: something that cannot be postponed for long, demands an almost immediate response.
immediate.

Possibility of resolving it: what resources are available to provide a solution.

D. Definition of the problem and identification of causal factors

After having prioritized the problems and/or needs, and selected the most significant one
Priority must be defined by the same one. A well-defined problem is a problem.
half solved. Therefore, the more accurate the definition of the problem, the easier it will be
to find the solution to it.

So, talking about presenting a problem is much more about knowing what the problem is or
need of the community, but to identify the causes that give rise to such problems or
needs: their origin and why they occur.
 Phase III. Comprehensive Operational Plan

Once each of the questions has been answered, we proceed to prepare a

action plan which is nothing more than an instrument to organize the activities aimed at
to guarantee the objectives and goals set forth in it.

STEPS TO FOLLOW FOR THE DEVELOPMENT OF AN ACTION PLAN

1.- Identification of priorities and situation analysis: it is the real situation that is
considered unsatisfactory, through which the causes of the situation are detected and evaluated
the relationships between them, with the purpose of ranking and identifying the most important ones.

2.- Formulation of General Objective: describes the desirable state to which one wants to reach.
once the Action Plan has been executed.

Specific Objectives: indicate the change that is necessary to produce in the situations
problems and the expected results.

3.- Formulation of Goals: they are the quantifiable unit of the objective. Goals respond to
the question How much is required to be done within a given timeframe and a range of space
delimited?, These set how much, when and where the objectives are carried out so that
activities can be clearly established and the required inputs estimated.

4.- Programming of Activities: they are a means of intervention on reality, through the
sequential execution and integration into various actions that are necessary to achieve the
goals and specific objectives of the project.

5.- Responsible: Refers to the person or people who are in direct relation to
the activities, whether as executors or as coordinators, of those who depend on the
orientation of the actions.

6.- Resources: allows the execution of activities. They are of various types: human, physical,
technical and financial.

7.- Time: The action plan can be made for different periods of time: weekly,
monthly, quarterly, yearly or more.

1. Define the objectives and goals of the action plan based on the identified causes.

2. Design social intervention strategies adapted to the identified reality

3. Plan actions (activities and tasks) to be taken together with the community
taking into account the resources, potentialities, and means existing inside and outside of the
community

1. Development of the action plan

Phase IV. Evaluation and Monitoring.

Definition

This fourth and final phase of the Intervention process is defined as a management directed at
examine not only the capacity of the work done, in this case of the Community Approach,
the community itself and all those involved in the intervention, in relation to the
problems or needs of that community and the transformation of that situation into better ones
conditions but also, as its name indicates, is aimed at monitoring the
community work that has been undertaken. Evaluation and monitoring is therefore a phase and a
instrument that facilitates the process of comparison between the initial situation of which
we were departing, in relation to the final, the transformed.

Objective:

The implementation of this phase will allow for reviewing, monitoring, and analyzing progress.
development of projects and the degree of compliance with objectives, with the purpose of
make adjustments to the planning, and make new decisions for the execution, that is, it allows
reorient the community approach.

Through evaluation, we can measure the effectiveness and capacity of the program or project.
to solve the problems and deficiencies.

Content

For the execution of this phase, it is necessary to take into account the following aspects:

1. Monitoring and control of the actions executed and ongoing, to ensure the
sustainability of the developed plan. It is important to measure the quality of the actions,
actions and services that make up the program or project being executed. This
Evaluation, which must be continuous, should pay attention to the development of the different
parts of the process, allowing us to analyze and reorient it.

2. The application of a measurement instrument that will allow evaluating the status of the plan
operational. (A physical document is attached and the digital one will be sent electronically.)

This instrument indicates the evolution that is experienced in the context of the
intervention, through the initial-final comparison process, taking into account each one
of the objectives set out in the project.

3. Evaluate the impact generated in the community. It is necessary to measure how the process is.
impacting the community and the effects and impacts that are occurring: in the
individuals, in the different relationships existing within the community.

4. Recording and systematization of information. It will be carried out through the instrument of
evaluation.

5. Socialization of the results obtained from the evaluation of the comprehensive operational plan in a
community assembly. Once the initial results of the project are obtained, a meeting will be organized.
the first Community Assembly for the visualization and analysis of the actions taken, by
In this assembly, certain levels of analysis must be taken into account:
Compare the state of the population before and after the approach.

Compare and establish differences between the proposed objectives and the obtained results.
Ask yourself: Do the results align with the project goals? Are these
expected results? Do they respond to the interests of the community? What has been the degree of
participation of the entities involved in the approach process? Has that degree of influence?
participation in the results? How has teamwork been functioning? How has it been
the participation of internal and/or external Organizations or Institutions?

Each phase is evaluated, methods used, internal-external resources, activities

carried out.

Once deliberated upon all and each of these aforementioned aspects, it

it should reach a conclusion that contributes to the advancement or reorientation of the methodology
implemented.

Procedures:

Every three months, the project team must carry out an evaluation.
together with the community.

A validation of the progress will be carried out by monitoring groups and

follow-up composed of the Planning and Management Team, which periodically
will review the objectives, their degree of compliance in order to reorient them if not
were well defined.

It is necessary to carry out a photographic survey at the time of the evaluation.