Principles of Community Engagement (Second Edition)

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• Information resources span data and scientific knowledge, including demo- 96 graphic and socioeconomic data, data on health risks and health status, behavioral data, data on infrastructure and services, and knowledge-based information like that found in the intervention and disciplinary sciences that is used to guide health and community actions. • Organizational resources include organizational units and missions; administrative, management, and service-delivery structures; coordinating structures; communication channels and networks; regulatory or policy guidance; and organizational and professional practices and processes. • Physical resources are the work spaces and places, hardware, supplies, materials, and tools used to conduct business. • Fiscal resources include the money used to perform within an enterprise area like health as well as the real and perceived economic values accumulated from the outputs of an enterprise. Fiscal resources are seldom discussed in literature regarding the health and community engagement enterprise within the public sector. The investment of money and time to engage communities in public sector processes, however, has many potential returns, including leveraging of the resources of partners, development of community services that may accrue income for reinvestment, synergistic actions that achieve the objectives of an enterprise, increases in social capital, and population health improvements that have economic value. As with all investments, those who commit to long-term and sustained community engagement most often accrue the greatest returns. EXAMINING THE STRUCTURAL CAPACITY NEEDED FOR COMMUNITY ENGAGEMENT Synthesizing the frameworks described above allows us to identify the structural capacity needs of organizations or agencies, coalitions, or other collaborative entities that are undertaking community engagement. Synthesis starts with the four practice elements of constituency development developed by Hatcher et al. (2008). Appendix 4.1 contains a table for each of the four practice elements (know the community, establish strategies, build networks, and mobilize communities) that sets forth its components in detail. The text here touches only on their major points.
Practice Element 1: Know the Community The first practice element is focused on knowing the community’s history and experience, its constituents, and their capabilities. In a sense, this practice element addresses the intelligence-gathering function behind planning, decision making, and leveraging resources to collaboratively achieve anticipated or agreed-upon outcomes with community partners. As depicted in Table 4.1, this element speaks to the need for a wide range of data types, secure reporting and collection systems, human skills and equipment to analyze and interpret data, organizational processes to communicate this information and foster its use in decision making, and a culture that values communityengaged information gathering and use. The goal is to enable all partners to understand diverse viewpoints on community issues and to appreciate the range of solutions that may address those issues. The individuals and groups from communities or organizations undertaking engagement activities have differing abilities to assimilate data through their respective filters. If understanding is not developed collectively, it is often difficult to move to a collective decision or action. All but the smallest homogenous communities have multiple layers of complexity that require organized, collective ways to obtain and understand community information. In brief, understanding is rooted in experience, social and cultural perspectives, perceptions of influence, and the ability to act collaboratively within the engaging organization and the engaged community. Thus, the task of knowing a community must be approached as an organizational function and supported with sufficient capacity to collectively undertake this work. Practice Element 2: Establish Positions and Strategies To successfully address Practice Element 2, structural capacity must be in place to identify the engaging organization’s priorities regarding community health issues as well as any limitations in the organization’s mission, funding, or politics that will restrain its ability to address those issues. The development of positions and strategies allows an organization to effectively plan its role in the community engagement process. In particular, it is critical to be clear about the organization’s intentions and its ability to adjust and align its position to differing viewpoints and priorities likely to exist within the community. An introspective review will examine whether the organization is willing to If understanding is not developed collectively, it is often difficult to move to a collective decision or action. 97
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PRINCIPLES OF COMMUNITY ENGAGEMENT
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TABLE OF CONTENTS CTSA Community En
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Editorial and Research Staff Mina S
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For further information on the CTSA
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FOREWORD As Surgeon General, I am p
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Executive Summary
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of Veterans Affairs, and other fede
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REFERENCES Ahmed SM, Palermo AG Com
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Chapter 1 Community Engagement: Def
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clinics, agencies, after-school pro
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The eligibility criteria that scien
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2 Design and delivery—Improvement
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There is no question that culture a
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oot causes of problems while at the
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• Know the community, its constit
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• Coalitions require that each pa
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studies demonstrate that IRBs gener
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action at those levels This approac
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• S o c i e t y : Advocate for th
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According to Rogers, the characteri
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is the added value of CBPR to the r
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• It is important to understand c
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Butterfoss FD, Kegler MC (2002) Tow
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Flicker S, Travers R, Guta A, McDon
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Jones MR, Horner RD, Edwards LJ, Ho
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Minkler M Community organizing and
Page 53 and 54: Shore N Community-based participato
Page 55 and 56: Yale Center for Clinical Investigat
Page 57 and 58: Chapter 2 Principles of Community E
Page 59 and 60: • Ask community members to specif
Page 61 and 62: trust for a true partnership Such m
Page 63 and 64: that affect health and health dispa
Page 65 and 66: difference in the health of the pop
Page 67 and 68: Chapter 3 Successful Examples in th
Page 69 and 70: 59 TABLE 3.1. MATRIX OF CASE EXAMPL
Page 71 and 72: a mission statement written in the
Page 73 and 74: 2. HEALTH-E-AME Background: The Med
Page 75 and 76: 3. PROJECT SUGAR Background: Gullah
Page 77 and 78: Websites http://academicdepartments
Page 79 and 80: of the community context, developme
Page 81 and 82: 5. HEALING OF THE CANOE Background:
Page 83 and 84: 6. FORMANDO NUESTRO FUTURO/SHAPING
Page 85 and 86: 7. IMPROVING AMERICAN INDIAN CANCER
Page 87 and 88: and the mistreatment of some Americ
Page 89 and 90: access to resources for healthy eat
Page 91 and 92: 9. THE DENTAL PRACTICE-BASED RESEAR
Page 93 and 94: 10. DIABETES EDUCATION & PREVENTION
Page 95 and 96: 11. PROJECT DULCE Background: Diabe
Page 97 and 98: References Gilmer TP, Philis-Tsimik
Page 99 and 100: milestones in child development, ch
Page 101 and 102: Chapter 4 Managing Organizational S
Page 103: engagement is not limited to coalit
Page 107 and 108: each capacity component for this pr
Page 109 and 110: REFERENCES Butterfoss FD. Coalition
Page 111 and 112: Table 4.1. Know the Community, Its
Page 113 and 114: Table 4.3. Build and Sustain Networ
Page 115 and 116: Challenges in Improving Community E
Page 117 and 118: ecommended public health practices
Page 119 and 120: community setting can be just as ri
Page 121 and 122: These challenges do not compare, ho
Page 123 and 124: halted its efforts to collect data
Page 125 and 126: mechanisms for communication, the c
Page 127 and 128: The researchers and the community b
Page 129 and 130: Horn K, McGloin T, Dino G, Manzo K,
Page 131 and 132: Take-Home Messages • Be explicit
Page 133 and 134: At meetings of the CAB, decisions w
Page 135 and 136: 3. WORKING WITH NONTRADITIONAL COMM
Page 137 and 138: B. How do you engage a state as a c
Page 139 and 140: to those applying for funds The eva
Page 141 and 142: 4. INITIATING A PROJECT WITH A COMM
Page 143 and 144: B. How do you set up and maintain a
Page 145 and 146: References Blumenthal DS A communit
Page 147 and 148: parties grew frustrated The partner
Page 149 and 150: 5. O VERCOMING COMPETING PRIORITIES
Page 151 and 152: Reference Reifsnider E, Hargraves M
Page 153 and 154: Take-Home Messages • “Splitting
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Although the CTSA sites in the Bost
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Chapter 6 The Value of Social Netwo
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Social networks can also play an im
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engagement effort, relationships mu
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engagement Furthermore, social medi
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REFERENCES Arthur T The role of soc
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Program Evaluation and Evaluating C
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approaches to evaluation that are p
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Several institutions have identifie
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Planning Defining and identifying s
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Once the positive outcome of a prog
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The major goal of empowerment evalu
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Table 7.1. Types of Evaluation Ques
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The evaluation of community engagem
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for understanding a community and i
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REFERENCES Anderson RM, Funnell MM,
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Patton MQ Qualitative evaluation an
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Chapter 8 Summary Donna Jo McCloske
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• Know the extent to which the fo
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Appendix A: Acronyms
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CDC Centers for Disease Control and
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NIH Publication No. 11-7782
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