Principles of Community Engagement (Second Edition)

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Assessing an organization’s capacity for engaging the community involves looking at: • The values of the organization: Does it perceive involving the community in identifying community health issues and developing programs as important? Does it recognize the importance of partnering and collaborating with other groups or community-based organizations? • The intent of the organization: What does the organization want to accomplish? What is the best way to establish its position and select strategies to begin community action? • The operations of the organization: Is it already working with the community on specific programs or issues? How? Are there existing collaborations with other institutions or agencies? Are community leaders or representatives already involved in decision making related to program planning, implementation, and evaluation? • The resources and expertise available to support an engagement effort: What mechanisms will be in place to ensure that relevant data on community needs will be used? What financial resources will be required? Which staff are most skilled or already have strong ties to the community? In articulating the purposes or goals of a community engagement effort, there is value in thinking through a few key issues: • Know what is of interest and what community involvement is expected to accomplish For example, is the goal a broad one, such as engaging the community in assessing its health status, identifying concerns, and developing and implementing action plans, or is it more narrow, such as engaging the community around specific health objectives? • Have an idea about how the community should be involved. Will they be advisors or co-decision makers or both? What might the structures and process be for their involvement? • Be clear on the community to be engaged, at least initially. Is it a geographic community, including all of those who live within its boundaries, or is it a community that is defined in some other way? 186
• Know the extent to which the focus of the community engagement efforts is flexible As more is learned about the community and issues of interest, it might be more effective or appropriate to focus engagement efforts on other populations or communities Similarly, goals may need to be modified based on community input Finally, to learn about communities, you must: • Talk with stakeholders, attend community meetings, read community newspapers, and obtain information that is relevant to the engagement process • Establish relationships and build trust. Potential partners will be more likely to become involved in a community engagement effort, such as collaborative health promotion or research projects, if they understand what it means to become involved and believe their participation will be meaningful Using a community-engaged approach and working within communities requires a continual effort to balance costs and benefits and sustain cooperation and accountability among participating groups All interested individuals, groups, and organizations must feel they can join a community engagement effort and influence it This is the foundation for trust among collaborators If trust is not present, relationships are guarded and commitments tentative Therefore, relationships must be built that are inclusive of the entire community of interest Being inclusive can create some organizing challenges However, successfully overcoming these challenges will provide a greater return on the investment made by engagement leaders through the greater involvement of partners and the assets they bring to the process One key challenge is managing the decision-making process When formal governance of the collaboration is needed, the community should be given an opportunity to shape the governance process and provide input on decisions to be made by the governing structure Another important approach to creating and maintaining a sense that participation is worthwhile is to use collaborative strategies that can achieve a small success quickly and reinforce the benefit of participation With time, collaborations may evolve from these “small beginnings” and All interested individuals, groups, and organizations must feel they can join a community engagement effort and influence it. 187
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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
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2. HEALTH-E-AME Background: The Med
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3. PROJECT SUGAR Background: Gullah
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Websites http://academicdepartments
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of the community context, developme
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5. HEALING OF THE CANOE Background:
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6. FORMANDO NUESTRO FUTURO/SHAPING
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7. IMPROVING AMERICAN INDIAN CANCER
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and the mistreatment of some Americ
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access to resources for healthy eat
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9. THE DENTAL PRACTICE-BASED RESEAR
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10. DIABETES EDUCATION & PREVENTION
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11. PROJECT DULCE Background: Diabe
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References Gilmer TP, Philis-Tsimik
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milestones in child development, ch
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Chapter 4 Managing Organizational S
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engagement is not limited to coalit
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Practice Element 1: Know the Commun
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each capacity component for this pr
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REFERENCES Butterfoss FD. Coalition
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Table 4.1. Know the Community, Its
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Table 4.3. Build and Sustain Networ
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Challenges in Improving Community E
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ecommended public health practices
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community setting can be just as ri
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These challenges do not compare, ho
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halted its efforts to collect data
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mechanisms for communication, the c
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The researchers and the community b
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Horn K, McGloin T, Dino G, Manzo K,
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Take-Home Messages • Be explicit
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At meetings of the CAB, decisions w
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3. WORKING WITH NONTRADITIONAL COMM
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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
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
Page 161 and 162: engagement effort, relationships mu
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
Page 171 and 172: Several institutions have identifie
Page 173 and 174: Planning Defining and identifying s
Page 175 and 176: Once the positive outcome of a prog
Page 177 and 178: The major goal of empowerment evalu
Page 179 and 180: Table 7.1. Types of Evaluation Ques
Page 181 and 182: The evaluation of community engagem
Page 183 and 184: for understanding a community and i
Page 185 and 186: REFERENCES Anderson RM, Funnell MM,
Page 187 and 188: Patton MQ Qualitative evaluation an
Page 189: Chapter 8 Summary Donna Jo McCloske
Page 193 and 194: Appendix A: Acronyms
Page 195 and 196: CDC Centers for Disease Control and
Page 197: NIH Publication No. 11-7782
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