Principles of Community Engagement (Second Edition)

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…the engagement process must be honest, and expectations must be clear. skills and systems to communicate and relate to people on a personal basis, knowledge and understanding of community power structures, and access to communication and resource exchange networks. Practice Element 4: Mobilizing Constituencies The fourth and final practice element in community engagement is mobilizing constituencies, other organizations, or community members. Mobilization includes moving communities through the process of dialogue, debate, and decision making to obtain their commitment to a collaborative goal; determining who will do what and how it will be done; implementing activities; and monitoring, evaluating, adjusting, and reevaluating these activities in a cyclical fashion. Engagement leaders must be fully immersed in the building and maintaining of the structural capacity to perform this work. A key to this practice element is earning the trust required for obtaining community commitment. To this end, the engagement process must be honest, and expectations must be clear. Leaders in both the community and the engaging organization must be committed to meaningful negotiations to resolve any salient issues. Engagement efforts will flounder in the absence of transparency and reciprocity in the engagement process. Insights on the wide range of human skills, data, management structures, and material resources needed to support this practice element are found in Table 4.4. CONCLUSION Effective community engagement requires a significant commitment to developing and mobilizing the organizational resources necessary to support engagement activities. This chapter has attempted a practical synthesis of how these frameworks identify the capacity needs of an engaging organization, but more work is needed to further develop and validate these capacities and their linkages between the propositions of CCAT, community engagement principles, and the organizational practice elements presented here. Among other considerations, such work should account for the considerable diversity that exists among organizations. Regardless, it is hoped that these practicebased observations and insights will be tested and refined and will ultimately lead to a greater understanding of how organizations must prepare for optimal community engagement. 100
REFERENCES Butterfoss FD. Coalitions and partnerships in community health. San Francisco: Jossey-Bass; 2007. Butterfoss FD, Kegler MC. The community coalition action theory. In: DiClemente RJ, Crosby RA, Kegler MC (editors). Emerging theories in health promotion practice and research (2nd ed., pp. 237-276). San Francisco: Jossey-Bass; 2009. Centers for Disease Control and Prevention. Essential public health services. Atlanta (GA): Centers for Disease Control and Prevention; 1994. Handler A, Issel M, Turnock B. A conceptual framework to measure per- formance of the public health system. American Journal of Public Health 2001;91(8):1235-1239. Hatcher MT, Nicola RM. Building constituencies for public health. In: Novick LF, Morrow CB, Mays GP (editors). Public health administration: principles for population-based management (1st ed., pp. 510-520). Sudbury (MA): Jones and Bartlett; 2001. Hatcher MT, Nicola RM. Building constituencies for public health. In: Novick LF, Morrow CB, Mays GP (editors). Public health administration: principles for population-based management (2nd ed., pp. 443-458). Sudbury (MA): Jones and Bartlett; 2008. Kozel CT, Hubbell AP, Dearing JW, Kane WM, Thompson S, Pérez FG, et al. Exploring agenda-setting for healthy border 2010: research directions and methods. Californian Journal of Health Promotion 2006a;4(1):141-161. Kozel C, Kane W, Hatcher M, Hubbell A, Dearing J, Forster-Cox S, et al. Introducing health promotion agenda-setting for health education practitioners. Californian Journal of Health Promotion 2006b;4(1):32-40. Kozel C, Kane W, Rogers E, Brandon J, Hatcher M, Hammes M, et al. Exploring health promotion agenda-setting in New Mexico: reshaping health promotion leadership. Promotion and Education 2003;(4):171-177. 101
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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
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Shore N Community-based participato
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Yale Center for Clinical Investigat
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Page 59 and 60: • Ask community members to specif
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Page 73 and 74: 2. HEALTH-E-AME Background: The Med
Page 75 and 76: 3. PROJECT SUGAR Background: Gullah
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Page 79 and 80: of the community context, developme
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Page 95 and 96: 11. PROJECT DULCE Background: Diabe
Page 97 and 98: References Gilmer TP, Philis-Tsimik
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Page 117 and 118: ecommended public health practices
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Page 125 and 126: mechanisms for communication, the c
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Page 131 and 132: Take-Home Messages • Be explicit
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Page 135 and 136: 3. WORKING WITH NONTRADITIONAL COMM
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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
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Page 149 and 150: 5. O VERCOMING COMPETING PRIORITIES
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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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