Principles of Community Engagement (Second Edition)

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Challenge The John Avery Boys and Girls Club (JABGC), located in the heart of a lowto-lower-middle-income community in Durham, North Carolina, primarily serves African American children and their families by providing a variety of after-school programs and activities The organization is partnering with the Duke Center for Community Research (DCCR) to conduct a qualitative exploratory research study to understand children’s influences on the food purchasing behaviors of caregivers in the context of food marketing African American children have a much higher prevalence of obesity than children of other ethnic groups (Skelton et al , 2009) and are more likely than other children to receive targeted marketing messages for products associated with intake of excess calories (Grier et al , 2010; Kumanyika et al , 2006) The intent of this study is to gain information on the local food environment to help inform and ultimately to modify policy JABGC had a previous relationship with DCCR personnel in the area of program and policy development, but this was its first experience serving as a full partner with the DCCR in research Action Steps The DCCR and the JABGC have met regularly since the development and funding of the study, which is sponsored by the African-American Collaborative Obesity Research Network, a national research network based at the University of Pennsylvania through a grant from the Robert Wood Johnson Foundation The executive director of the JABGC identified an administrative lead from the club to serve as its point person The DCCR faculty lead for the study and other researchers frequently visit the JABGC and have established a rapport with its entire administrative and programmatic staff The core partners hold weekly telephone meetings to address issues related to execution of the study During some calls, partners have discussed the data that needed to be collected and why, and these discussions helped to dramatically improve documentation Regular telephone meetings also helped to clarify job priorities It was important that the DCCR partners understood the work priorities of the JABGC staff and the limitations of what could and could not be accomplished during the study Some of the JABGC administrative staff has changed since the research began, but because of the rapport built through the partnership and the existing 117
mechanisms for communication, the changes have not adversely affected the team’s ability to conduct the research Continued communications between the DCCR and the JABGC administrative and programmatic staff have been key to sustaining organizational relationships Take-Home Messages • Establishing a collaborative research relationship may involve a different level of engagement than a collaborative outreach relationship • Organizations have their own responsibilities that have to be met independently of any research • Communicating regularly and often to keep all partners aware of priorities within the respective institutions is important • Working collectively to proactively create relationships and put procedures in place can help sustain the research when the community organization staff changes • It should be understood that, despite the time limits for research, partnerships must be flexible References Grier SA, Kumanyika S Targeted marketing and public health Annual Review of Public Health 2010;31:349-369 Kumanyika S, Grier S Targeting interventions for ethnic minority and lowincome populations The Future of Children 2006;16(1):187-207 Skelton JA, Cook SR, Auinger P, Klein JD, Barlow SE Prevalence and trends of severe obesity among US children and adolescents Academic Pediatrics 2009;9(5):322-329 118
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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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• Ask community members to specif
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trust for a true partnership Such m
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that affect health and health dispa
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difference in the health of the pop
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Chapter 3 Successful Examples in th
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59 TABLE 3.1. MATRIX OF CASE EXAMPL
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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
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Page 91 and 92: 9. THE DENTAL PRACTICE-BASED RESEAR
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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 101 and 102: Chapter 4 Managing Organizational S
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Page 105 and 106: Practice Element 1: Know the Commun
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
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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: halted its efforts to collect data
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
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Page 149 and 150: 5. O VERCOMING COMPETING PRIORITIES
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Page 153 and 154: Take-Home Messages • “Splitting
Page 155 and 156: Although the CTSA sites in the Bost
Page 157 and 158: Chapter 6 The Value of Social Netwo
Page 159 and 160: Social networks can also play an im
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Page 163 and 164: engagement Furthermore, social medi
Page 165 and 166: REFERENCES Arthur T The role of soc
Page 167 and 168: Program Evaluation and Evaluating C
Page 169 and 170: approaches to evaluation that are p
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Page 173 and 174: 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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