Сommunity action Module - How to start and implement an activity or event

1. Session: Welcome and Icebreaker

Welcome to first session of the Community action module!

It will take you 40 minutes to complete it.

Facilitators instructions 

Welcome participants and introduce them to the program. Run them through what is expected throughout the all training parts. Introduce the agenda. Use this welcome to establish the tone for the training, be creative in your welcome and maintain high energy.

Icebreaker - trainer's preference (ex. Two Truths and a Lie, Name + Fun Fact, Commonality Hunt, Speed Networking, Line-Up Challenges etc.)

1. Game name: Two Truths and a Lie is a classic icebreaker game that helps people get to know each other in a fun and engaging way. Here’s how to play:

How to Play:

Each person takes turns saying three statements about themselves—two are true, and one is a lie.

The rest of the group must guess which statement is the lie.

After everyone has guessed, the person reveals the lie.

The game continues with the next person.

Example:

• "I once met a famous celebrity." (Truth)

• "I can speak five languages." (Lie)

• "I have gone skydiving." (Truth)

The group guesses which one is false, and then the person reveals the answer.

2. Game Name: Commonality Hunt 

How to Play:

Divide participants into small groups or pairs.

Give them a set amount of time (e.g., 3–5 minutes) to find as many things they have in common as possible.

These commonalities must be specific and unique—no obvious ones like "We both have hands!"

After time’s up, each group shares their most interesting or unexpected commonality with the larger group.

The group with the most (or most unique) commonalities wins!

Fun Fact:

This game taps into “similarity attraction theory”, which suggests that people are naturally drawn to those they share things in common with. It’s a great way to quickly build connections and break the ice!

2. Session: Introduction - What is community action

Welcome to your second session of the Community action module!

It will take you 1 hour to complete it.

Learning outcomes:
At the end of this session, participants will be able to: 

• understand the characteristics of community action activities;
• define possible areas and lines of action for community action.

Facilitators instructions 
Start the session by discussing what participants think community action is and what the characteristics of community action are. 

After the initial discussion, present the theoretical part on the definition and characteristics of community action projects.

After the theoretical part, compare the participants' initial views with the theoretical part and through discussion define possible community action projects that would be relevant for the participants.

1.    What is community action?
Community action refers to collective efforts by a group of individuals or organizations working together to address issues, challenges, or opportunities within their community. The goal of community action is often to improve quality of life, create positive change, or achieve shared objectives. This can take various forms, such as organizing events, advocating for policy changes, addressing social issues, or providing resources and support to those in need.

2. Key Characteristics of Community Action:

• Collaboration: It involves the participation of multiple stakeholders, including residents, local organizations, nonprofits, and sometimes government agencies.
• Shared Goals: The community identifies a common issue or opportunity they want to address, such as improving education, reducing crime, enhancing environmental sustainability, or fostering inclusivity.
• Local Focus: Community action is grounded in the needs and priorities of a specific geographic area or group, such as a neighborhood, town, or social community.
• Empowerment: It seeks to empower individuals and groups to take ownership of problems and solutions, often fostering a sense of belonging and responsibility.
• Sustainability: Many community actions aim for long-term, sustainable impacts rather than temporary fixes.

Additional definitions of community action, each emphasizing different aspects of its purpose and methods:
Social Mobilization: Community action is the process by which people in a community collectively organize and mobilize their resources, skills, and knowledge to address shared concerns or achieve common goals.
Grassroots Initiatives: Community action refers to localized, grassroots efforts driven by individuals and groups within a community to address social, economic, or environmental challenges, often without significant external influence.
Problem-Solving Collaboration: Community action involves the collaborative efforts of residents, organizations, and stakeholders working together to identify problems, find solutions, and implement strategies that benefit the entire community.
Advocacy and Empowerment: Community action is the process of advocating for social justice, equity, and the empowerment of marginalized or disadvantaged groups through collective activities and shared decision-making.
Civic Engagement: Community action is the active participation of individuals in the civic life of their community, aiming to improve living conditions, strengthen social ties, and promote well-being through various voluntary activities and advocacy efforts.
Collective Response to Needs: Community action is the unified response of a community to address pressing local issues, such as poverty, education, health, or environmental concerns, through coordinated efforts and resource-sharing.
Participation in Change: It is the active involvement of community members in initiating and supporting actions that foster positive change and development within their local area.
Building Resilience: Community action refers to efforts that build the resilience of a community by strengthening social networks, addressing vulnerabilities, and fostering adaptability to change or challenges.

3. Discussion and practical work
Discussion on current community action activities that participants could implement - assessment of why they are community action activities and what they address.

3. Session: The Theory of Why

Welcome to your third session of the Community action module!

It will take you 2 hour to complete it.

Learning outcomes:

At the end of this session, participants will be able to: 

• define the problem or opportunity;
• define the project idea;
• define key project elements;
• define the resources needed to implement the project.

 Facilitators instructions 

Using the available slides, explain the main thrust of the Theory of Why, building on the project development steps outlined in the theory, encourage participants to elaborate further on the project ideas defined in the previous section

1. Theory of Why

The "Theory of Why" is a concept that revolves around understanding the core motivations, purposes, or driving forces behind actions, decisions, or phenomena. It seeks to uncover the underlying reasons that explain why something happens, exists, or matters. This approach can apply to individuals, organizations, societies, or even natural processes.

Starting project planning requires answering three essential questions: WHY? WHAT? HOW?

WHY? = Scope / Aim

The WHY is your purpose, the long-term impact of your project.

 It is the real change you want to implement, the profound reason why you decided to design and develop your project.  

• What will change with your project?
• Who are the target groups of the project?
• What is the area and context of your project?

WHAT? = Results (Outcomes + Outputs)

What we want to achieve (Results) and not what we want to do. 

Results are the expected and measurable changes that the beneficiaries/participants of our project will achieve.

Outcomes: the expected effects

Outputs: the products realized

Example: you buy a cake for the birthday of someone dear to you.

Outcome: the happiness of the person receiving it

Output: the cake itself

Outcomes are the results that precede and presuppose the achievement of the impact objective, i.e. our purpose, our why. They are the short and medium-term effects on our beneficiaries produced by our project. They can be defined as: changes in behaviour, knowledge, skills, attitudes, social or personal status which are not present at the start of the project and which must have manifested themselves by the end of the project.

Outputs are the products, goods and services realised within a project. They must be developed with the resources of the project and within the project period.They can be: activities carried out, objects realised by an organisation during the project. They are the most immediate result of project activities and therefore depend almost entirely on the organisation involved.

HOW? = approaches

• Objectives

• Activities / Actions

• Tasks

• When

• How Much

Objectives: macro-steps/phases through which we achieve results

Activities: actions that give meaning to our why, they make it concrete

Tasks: micro-actions, concrete steps for completing macro-actions

The When: the timeline of activities and tasks

The How Much: the budget estimated for executing activities and tasks

The production of activities and the plan of things to do (workplan) become instrumental in achieving results.

2. Group work

Defining potential community action ideas using “Theory of Why” principles. 

4. Session: A Problem Tree

Welcome to your fourth session of the Community action module!

It will take you 2 hour to complete it.

Learning outcomes:

At the end of this session, participants will be able to: 

• use A Problem Tree tool to develop project idea;

• define the project problem, causes, consequences and patterns.

Facilitators instructions 

Using the available slides, give a theoretical outline of the Problem Tree tool and its use in developing a project idea. Let the participants draw a Problem Tree of potential project ideas, compare the commonalities and differences between the Problem Tree results and the Theory of Why results.

1. A Problem Tree 

A Problem Tree is a visual tool used to analyze the root causes and effects of a problem. It’s commonly used in project planning, community development, and problem-solving to gain a clear understanding of the underlying issues and their consequences. The problem tree is shaped like a tree, with the main problem as the "trunk," the causes as the "roots," and the effects as the "branches."

2. Steps to Create a Problem Tree

2.1. Identify the Core Problem (Trunk)

• Define the main issue you want to address. Ensure it is specific and clear;

• Write this problem in the center of your diagram to serve as the "trunk."

2.2. Identify the Causes (Roots)

• Brainstorm the factors that lead to the problem;

• Organize them into categories if needed, and place them below the trunk as "roots.";

• Causes can be further broken down into primary, secondary, or even deeper levels.

2.3. Identify the Effects (Branches)

• Consider the consequences or outcomes of the problem. What happens because of this issue?

• Place the effects above the trunk as "branches."

2.4. Analyze Connections

Review the tree to identify relationships between causes and effects. Often, one cause may lead to multiple effects, or several causes may combine to produce one effect.

3. Group work and discussion

In group work, participants draw Problem Trees for potential project ideas/community action activities. Discuss them. Compare the results with the Theory of Why results.

5. Session: Project management

Welcome to your fifth session of the Community action module!

It will take you 4 hour to complete it.

Learning outcomes:

At the end of this session, participants will be able to: 

• define the project implementation steps

• develop a project activity plan;

• develop a project timetable.

Facilitators instructions 

Using the available slides, explain to the participants the definition of a project, the main features of a project, the phases of the project life cycle - initiation phase, planning, executing, monitoring and controlling, closure. Together with the participants, develop the project idea, discuss them.

1. What is a project?

A project is a temporary, structured effort undertaken to create a unique product, service, or result. It is designed to achieve specific goals within a defined scope, timeline, and set of resources. Projects are often used to bring about change or address a particular problem, and they are characterized by having clear objectives, deliverables, and stakeholders.

Key Characteristics of a Project:

• Temporary: Projects have a clear beginning and end. They are not ongoing like operational tasks.

• Unique Outcome: The result of a project is distinct, whether it’s a new product, service, process, or improvement.

• Defined Scope: The objectives and boundaries of the project are established at the start.

• Specific Resources: Projects require allocated resources, such as time, money, people, and materials.

2. Stages of the Project Life Cycle

2.1. Initiation Phase

Purpose: Define the project's purpose, goals, and feasibility.

Key Activities:

• Identify the problem or opportunity.

• Define project objectives and scope.

• Conduct feasibility studies or a business case analysis.

• Identify stakeholders and key requirements.

• Obtain project approval or funding.

Deliverables:

High-level project plan or proposal.

2.2. Planning Phase

Purpose: Develop a detailed roadmap for how the project will be executed.

Key Activities:

• Define the project scope in detail (Work Breakdown Structure).

• Develop schedules, timelines, and milestones.

• Estimate resources and budget.

• Assess risks and create a risk management plan.

• Assign tasks and responsibilities.

• Develop a communication plan.

Deliverables:

• Comprehensive project plan.

• Budget and resource allocation plan.

• Risk management and contingency plans.

2.3. Executing Phase:

Purpose: Carry out the project plan and deliver the intended outcomes.

Key Activities:

• Assemble and manage the project team.

• Execute tasks according to the project plan.

• Monitor progress and ensure alignment with objectives.

• Communicate regularly with stakeholders.

• Manage resources and address challenges as they arise.

Deliverables:

• Work products or deliverables specified in the project plan.

• Regular progress reports.

2.4. Monitoring and Controlling Phase (Often overlaps with Implementation)

Purpose: Track and measure project performance to ensure it stays on track.

Key Activities:

• Monitor project performance using KPIs (Key Performance Indicators).

• Compare progress against the project plan.

• Identify and address deviations from the plan.

• Update stakeholders and adjust the plan as needed.

Deliverables:

• Status reports.

2.5. Closure Phase

Purpose: Finalize the project and ensure all objectives are met.

Key Activities:

• Confirm that all deliverables have been completed and meet quality standards.

• Conduct a project review or post-mortem analysis.

• Release resources and disband the project team.

• Document lessons learned for future projects.

• Celebrate project success and share results with stakeholders.

Deliverables:

• Final project report.

• Lessons learned document.

• Client or stakeholder approval of deliverables.

3. Practical work

In groups or individually, develop a presentation of community action activities based on what you learned in PART 5.

Presentation template

6. Session: ELEVATOR CONVERSATION

Welcome to your sixth session of the Community action module!

It will take you 1 hour and a half to complete it.

Learning outcomes:

At the end of this session, participants will be able to: 

• Present project idea in a concise way, generating interest from third parties.

Facilitators instructions 

Using the available slides, explain to the participants the definition of “elevator conversation”. As part of the practical work, ask participants to develop a presentation of their ideas.

1. Lift conversation

A "lift conversation" (also called an "elevator conversation" or "elevator pitch") refers to a brief and focused interaction where you share an idea, introduce yourself, or explain something concisely within a short time—often the length of an elevator ride (usually 30 seconds to 2 minutes).

Key points of the elevator conversation

• Hook (Grab Attention) - start with something compelling or relatable that grabs the listener’s attention immediately;

• Problem (Identify the Pain Point) - clearly define the problem or challenge you’re solving;

• Solution (What You Offer) - present your product, service, or idea as the solution to the problem;

• Value Proposition (Benefits and Differentiation) - highlight the specific value your solution delivers;

• Call to Action (Next Step) - end with a clear and actionable next step.

Bonus Tips for a Strong Pitch:

• Keep it concise: ideally under 2 minutes;

• Know your audience: tailor the pitch to their needs or interests;

• Be authentic: show passion for what you’re pitching;

• Practice: refine your delivery until it feels natural.

2. Practical work

Encourage participants to develop their own community action project/activity "elevator pitch", based on a presentation from Session 5. 

7. Session: Tips & tricks for facilitators / Bear in mind!

Welcome to your seventh session of the Сommunity action module!

1. Myths and truths about facilitators:

Myth #1: You need to come up with the best solution if you’re the facilitator - You need to be the guide, not the hero.

Myth #2: The facilitator has to be a subject matter expert.

Myth #3: You need to be an extrovert to be a good facilitator.

Source

2. Recommendations to the facilitators:

• Pre-Training Preparation:

-Understand the Audience: assess participants' backgrounds, experience levels, and learning needs;

-Set Clear Objectives: define specific learning outcomes and share them with participants;

-Prepare Engaging Content: use a mix of presentations, activities, and real-world examples to keep participants interested;

-Test Technology and Materials: ensure all tools (projectors, slides, handouts, online platforms) work smoothly before the session.

• Effective Training Delivery:

-Start with an Icebreaker: help participants feel comfortable and engaged from the beginning;

-Use Interactive Methods: incorporate discussions, role-plays, case studies, and group activities;

-Encourage Participation: ask open-ended questions and invite diverse perspectives.

-Be Clear and Concise: avoid jargon and present ideas in a structured, easy-to-follow manner.

-Maintain a Positive Attitude: stay enthusiastic and adaptable to keep energy levels high.

• Communication and Facilitation Skills:

-Active Listening: show empathy and acknowledge participants’ input;

-Non-Verbal Communication: use appropriate gestures, eye contact, and facial expressions to reinforce engagement;

-Manage Group Dynamics: encourage respectful dialogue and handle conflicts professionally;

-Adaptability: be flexible to adjust the pace or approach based on participants’ feedback.

• Managing Time Effectively:

-Stick to the Agenda: Balance content delivery and interaction while keeping discussions focused;

-Pace the Session Well: Avoid information overload; include breaks if needed;

-Summarize Key Points: Reinforce learning through recaps and reflections.

• Post-Training Follow-up:

-Encourage Feedback: Use surveys or discussions to gather insights on the training effectiveness;

-Provide Additional Resources: Share reading materials, tools, or recordings for continued learning;

-Offer Support: Be available for follow-up questions or mentoring.

8. Session: Additional information and resources

Welcome to your eighth and last session of the Сommunity action module!

Examples of community action activities/projects:

1. Project “Open City” training materials (modules: Project Management, Participatory design, Local networks and partnerships)

2. How to start community action project? 

3. Community action activities examples:

The Motherhood Group

Established to address disparities in maternal care, The Motherhood Group focuses on improving support for Black mothers in the UK. They conduct research, engage with policymakers, and provide training to healthcare . professionals to enhance maternal health outcomes. 

Magnolia Mother's Trust

Launched in 2018 by Aisha Nyandoro, this initiative provides low-income Black mothers in Jackson, Mississippi, with a guaranteed income of $1,000 per month for a year. The program has empowered participants to achieve financial stability and pursue personal goals.

Permaculture Action Network

This organization mobilizes individuals to participate in "Permaculture Action Days," where participants engage in building community gardens, urban farms, and other sustainable systems. These events promote ecological design and community resilience.