Are We Ready? (CH 4-6)

Today’s Plan  Minimal Didactic/Maximum Discussion  Talk at you (2 min or less)  Teams work (10 min.)  Group discussion (10 min.)  Two facilitators work with 2 teams/other two teams are focus of group discussion (5 min. each)- alternating each time

Today’s Plan  Leadership, Inclusivity, Competency, Resources (CH 4)  Communication, Decision-making, Equitable Contribution (CH 5)  Chapter 6 is a Summary- On your own

Capacity is defined as the ability and capability of the partners, their organizations, and the community to conduct CBPR. Capacity of Partnership/Project

Key indicators of capacity are: Effective leadership Inclusive membership Complementary competencies Adequate resources

Leadership An assessment of the leadership is needed, considering the complexity and skills required, his/her experience and expertise, and his/her credibility with the community and other stakeholders. Exercise: Pg 40-43: Team Discussion/Action Notes (in your team, 10 minutes) Pg 42: Q.1 - Group Discussion (whole group, 10 minutes)

Leadership Group Discussion What are the leadership qualities you expect from your team?

Inclusive Membership Membership encompasses consideration of inclusion of appropriate influential members from the community, organizations, and potential partners that are needed for the partnership, to carry out the CBPR project, and for the sustainability and promotion of social change. The mix of age, gender, race/ethnicity, and differing viewpoints needs to be determined. Membership considerations are expertise, knowledge, cultural competence, credibility, and experience. Exercise: Pg 44-45: Team Discussion/Action Notes (in your team, 10 minutes) Pg 44: Q1 & Pg 45: Q4 (whole group, 10 minutes)

Who are the key members/stakeholders needed to maintain viability of the partnership, project now and over time?

Compatible Competencies Competencies are defined as skills or abilities, behaviors, and knowledge. Often the academic partner brings certain competencies to the partnership and the community partner brings in a different set of competencies. It is generally agreed upon that not all members have each competency, but that the team review competencies needed for their particular partnership and planned CBPR partnership, and that the competencies are complementary and as a whole meet the needs identified. Exercise: Pg – Complete Chart/Team Discussion/Action Notes – Engage in Group Discussion (in your team, 10 minutes) Pg 48 Q1 & Q2 (whole group, 10 minutes)

Competencies Group Discussion Discuss your perceptions of team members competence, indicate any areas of discrepancy.

Adequate Resources Resources include finances, people, equipment, and space. An assessment of adequate resources to support all phases of the proposed CBPR project is essential. Exercise: Pg 49-52: Team - Discussion/Action Notes (in your team, 10 minutes) Pg 51: Q1 & Q2 (whole group, 10 minutes)

Resources What resource needs were identified and when/how do you plan to address these needs?

Partnership Operations (Ch. 5) Omar Khan, MD, MHS Heather Bittner Fagan, MD, MPH, FAAFP

Partnership Operations Operations are the operating structures and processes associated with the partnership. These operations typically have a defined structure including leadership and documented processes.

Partnership Operations Key indicators of operations are: Transparent communication & structures Conflict resolution Equal power

Transparent Communication & Structures Communication preferences/methods There are many methods of communication, and different people prefer different styles: Phone Face to face Facebook/Other Mail To be effective, a group must understand communication styles and reach an agreement on the method of communication for the group.

Transparent Communication & Structures Communication plans Decisions regarding what/how/when communication with all partners and the wider community is an important step in establishing operations.

Transparent Communication & Structures Structures for partnership Establishing a structure for the partnership is critical to ensuring accountability, productivity and sustainability.

Transparent Communication & Structures Other structures Does your team need more people involved for guidance and direction? For decision-making? Exercise: Review Pg 56, 58, 59 – Discuss Chart/Team (in your team, 10 min) Discussion/Action Notes (10 min)

What did you learn? What are the next steps or the partnership to put agreed upon communication plans and structure into place?

Conflict Resolution Decision-making Establishing processes for how decisions will be made related to the partnership and project is a necessary for all partnerships, regardless of how long the team has worked together. Exercise: Pg – Discuss Charts (Pg 60, in your team) Group Discussion: Pg 62/63 (10 minutes)

Conflict Resolution Workload allocation Equal distribution of the work is essential to avoiding conflict and ensuring mutual ownership of the processes by all team members.

How will your team make decisions (e.g. workload distribution)?

Equal Power Power distribution At the core of community-based participatory research is equitable ownership of the processes and products of a partnership. This results in an equal distribution of power amongst team members.

Equal Power Ownership There will be many ‘items’ bought, collected or designed by projects undertaken through the partnership. It is important to discuss how these ‘items’ will be distributed or held at the end of each project.

Equal Power Dissemination A critical step for all partnerships is to disseminate the findings of the project to multiple audiences such as partner organizations, key stakeholders, executive leadership, the literature, and the wider community. Exercise: Pg – Discuss Chart/Team Discussion/Action Notes

Equity Group Discussion What will your team do to ensure equal power?

Summary and Implications CH. 6

Summary and Implications: Are We Ready? Team Discussion Goodness of Fit Capacity of Partnership/Project Partnership Operations Exercises: Pg – Team Discussion Pg – Team Discussion – Turn in Revised Goals by April 19 Pg – Team Work – Devise Logic Model for Pilot Grant

Summary and Implications: Moving Forward Developing a logic model Rationales Assumptions Inputs Activities Outputs Outcomes External factors

Resources on Logic Model Development W.K. Kellogg Foundation (2004). Logic Model Development Guide: Using Logic Models to Bring Together Planning, Evaluation, and Action. Available at: Kellogg-Foundation-Logic-Model-Development-Guide.aspx CDC Division for Heart Disease and Stroke Prevention. (2030). Evaluation Guide: Developing and Using a Logic Model. Available at: on/resources/Evaluation_Guide- Developing_and_Using_a_Logic_Model.pdf University of Wisconsin – Extension. (2005). Program Development and Evaluation: Logic Model. Available at:

Acknowledgements Work supported by an Institutional Development Award (IDeA) from the National Institute of General Medical Sciences of the National Institutes of Health under grant number U54- GM (PI: Binder-Macleod). Portions of this project were supported by a grant received from NIH/NINR 1R03HD , entitled, “Partnership Readiness for Community Based Participatory Research” Portions of this project was supported by the South Carolina Clinical & Translational Research Institute, Medical University of South Carolina’s CTSA, NIH/NCRR Grant Number UL1RR The contents are solely the responsibility of the authors and do not necessarily represent the official views of the NIH or NCRR.

Questions?