Principles of Community Engagement (Second Edition)

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cultural environment and its interaction with individual health behaviors An understanding of how the community perceives the benefits and costs of participating will facilitate decision making and consensus building and will translate into improved program planning, design, policy development, organization, and advocacy The concept of stages of diffusion of innovation (discussed in Chapter 1) highlights the need to assess the community’s readiness to adopt new strategies Understanding the community will help leaders in the engagement effort to map community assets, develop a picture of how business is done, and identify the individuals and groups whose support is necessary, including which individuals or groups must be approached and involved in the initial stages of engagement Many communities are already involved in coalitions and partnerships developed around specific issues such as HIV/AIDS, the prevention of substance abuse, and community and economic development It is important to consider how attempts to engage or mobilize the community around new issues may affect these preexisting efforts It is also helpful for those initiating the community engagement process to consider how the community perceives them (or their affiliations) Understanding these perceptions will help them identify strengths they can build upon and barriers they need to overcome There are many community-engagement techniques that can be used to (1) learn about the community’s perceptions of the credibility of those initiating the process and (2) simultaneously lay the groundwork for meaningful and genuine partnerships FOR ENGAGEMENT TO OCCUR, IT IS NECESSARY TO… 3. Go to the community, establish relationships, build trust, work with the formal and informal leadership, and seek commitment from community organizations and leaders to create processes for mobilizing the community. Engagement is based on community support The literature on community participation and organization discussed in Chapter 1 illuminates this principle and suggests that positive change is more likely to occur when community members are an integral part of a program’s development and implementation All partners must be actively respected from the start For example, meeting with key community leaders and groups in their surroundings helps to build 48
trust for a true partnership Such meetings provide the organizers of engagement activities with more information about the community, its concerns, and the factors that will facilitate or constrain participation In addition, community members need to see and experience “real” benefits for the extra time, effort, and involvement they are asked to give Once a successful rapport is established, meetings and exchanges with community members can build into an ongoing and substantive partnership When contacting the community, some engagement leaders find it most effective to reach out to the fullest possible range of formal and informal leaders and organizations They try to work with all factions, expand the engagement table, and avoid becoming identified with one group Coalition building, as described in Chapter 1, can be a key part of community engagement Alternatively, implementers of engagement efforts may find that identifying and working primarily with key stakeholders is the most successful approach Therefore, they engage with a smaller, perhaps more manageable, number of community members to achieve their mission The range of individuals and groups contacted for an engagement effort depends in part on the issue at hand, the engagement strategy chosen, and whether the effort is mandated or voluntary It is essential for those engaging a community to adhere to the highest ethical standards Indeed, under some circumstances, community engagement might itself be considered an ethical imperative The rights, interests, and well-being of individuals and communities must have the utmost priority Past ethical failures such as the Tuskegee syphilis study have created distrust among some communities and have produced great challenges for community organizers The community must be educated about any potential for harm through its involvement with or endorsement of an initiative so it can make an informed decision Failure to act ethically is not an option 4. Remember and accept that collective self-determination is the responsibility and right of all people in a community. No external entity should assume it can bestow on a community the power to act in its own self-interest. Just because an institution or organization introduces itself into the community does not mean that it automatically becomes of the community An organization When contacting the community, some engagement leaders find it most effective to reach out to the fullest possible range of formal and informal leaders and organizations. 49
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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
Page 9 and 10: FOREWORD As Surgeon General, I am p
Page 11 and 12: Executive Summary
Page 13 and 14: of Veterans Affairs, and other fede
Page 15 and 16: REFERENCES Ahmed SM, Palermo AG Com
Page 17 and 18: Chapter 1 Community Engagement: Def
Page 19 and 20: clinics, agencies, after-school pro
Page 21 and 22: The eligibility criteria that scien
Page 23 and 24: 2 Design and delivery—Improvement
Page 25 and 26: There is no question that culture a
Page 27 and 28: oot causes of problems while at the
Page 29 and 30: • Know the community, its constit
Page 31 and 32: • Coalitions require that each pa
Page 33 and 34: studies demonstrate that IRBs gener
Page 35 and 36: action at those levels This approac
Page 37 and 38: • S o c i e t y : Advocate for th
Page 39 and 40: According to Rogers, the characteri
Page 41 and 42: is the added value of CBPR to the r
Page 43 and 44: • It is important to understand c
Page 45 and 46: Butterfoss FD, Kegler MC (2002) Tow
Page 47 and 48: Flicker S, Travers R, Guta A, McDon
Page 49 and 50: Jones MR, Horner RD, Edwards LJ, Ho
Page 51 and 52: 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: • Ask community members to specif
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 and 104: engagement is not limited to coalit
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
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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
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to those applying for funds The eva
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4. INITIATING A PROJECT WITH A COMM
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B. How do you set up and maintain a
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References Blumenthal DS A communit
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parties grew frustrated The partner
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5. O VERCOMING COMPETING PRIORITIES
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Reference Reifsnider E, Hargraves M
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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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