Principles of Community Engagement (Second Edition)

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National Association of County and City Health Officials. Mobilizing for action through planning and partnerships (MAPP). National Association of County and City Health Officials; 2011. Retrieved from http://www.naccho.org/topics/ infrastructure/MAPP/index.cfm. Nicola RM, Hatcher MT. A framework for building effective public health con- stituencies. Journal of Public Health Management and Practice 2000;6(2):1-10. Turnock BJ. Public health: what it is and how it works (4th ed.). Sudbury (MA): Jones and Bartlett; 2009. APPENDIX 4.1 STRUCTURAL CAPACITY TABLES The four tables listing the structural capacity needed for community engagement are shown here; one table has been constructed for each of the four practice elements (know the community, establish strategies, build networks, and mobilize communities). Each table includes summarized versions of the CCAT propositions and principles of community engagement that are relevant to the practice element represented by that table. CCAT propositions are displayed side-by-side with the principles to which they correspond. Both are numbered in accordance with their order in their original context. (For example, Principle 3 of our principles of community engagement is consistently identified in these tables as number 3 despite its location in the tables.) The far-right column describes the structural capacity needed; these requirements are derived by considering the five elements of capacity set forth by Handler et al. (2001) in light of the CCAT propositions and engagement principles identified as relevant to each practice element. 102
Table 4.1. Know the Community, Its Constituents, and Its Capabilities 1 Community Coalition Action Theory Propositions: 3. All stages of coalition development are heavily influenced by community context. 4. Coalitions form in response to an opportunity, threat, or mandate. 5. Coalitions are more likely to form when the convening group provides technical/ material/networking assistance and credibility. 6. Coalition formation is more likely when there is participation from community gatekeepers. 7. Coalition formation usually begins by recruiting a core group of people committed to resolving the issue. 8. More effective coalitions result when the core group expands to include participants who represent diverse interest groups. 15. Satisfied and committed members will participate more fully in the work of the coalition. 16. Synergistic pooling of resources promotes effective assessment, planning, and implementation. 17. Comprehensive assessment and planning aid successful implementation of effective strategies. Principles of Community Engagement Principles: 2. Know the community, including its economics, demographics, norms, history, experience with engagement efforts, and perception of those initiating the engagement activities. 6. Recognize and respect the various cultures of a community and other factors that indicate its diversity in all aspects of designing and implementing community engagement approaches. 7. Sustainability results from identifying and mobilizing community assets and from developing capacities and resources. 9. Community collaboration requires long-term commitment. Structural Capacity Needed People Skilled in: • Outreach, relationship building, data collection and analysis, and information development and presentation. • Technical assistance and assessment of training needs for organizational formation, planning and implementation of initiatives, communication and networking, and other engagement processes. • Situational analysis and identifying opportunities for reciprocity within the community. Information/Data on: • Community demographics. • Socioeconomic status. • Cultural beliefs, attitudes, and behaviors regarding health and other contextual aspects of community life. • Community civic, faith, business, philanthropic, governmental, and other special interest entities — their missions/purpose, assets, and opinion leaders. • Physical attributes of the community. Organizational Structures to: • Organizational mission or values statement that supports a culture of long-term engagement with community partners. • Recognition and reward systems for personnel who effectively perform duties of community information development. • Information systems to manage collection, storage, analysis, and reporting of data on the capabilities of community partners; technical assistance and training needs for partners to undertake the formation of engagements, planning of initiatives, and implementation; development and maintenance of communication channels and networks; and opportunities to take part in other engagement processes. • Policies and procedures regarding collection, storage, release, or publication of information, along with privacy and security safeguards. Fiscal and Physical Support for: • Personnel, contract, or budget for providing information services. • Budget for development and distribution of information materials. • Office space for staff engaged in information services. • Computer hardware, communication devices, and other office equipment. Reprinted with permission of John Wiley & Sons, Inc. References: Butterfoss, 2007; Butterfoss et al., 2009. 1 CCAT propositions and the principles of community engagement are numbered in accordance with their order in their original context, not according to their position in this table. 103
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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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Chapter 2 Principles of Community E
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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 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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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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