1. https://sctr.musc.edu/index.php/community (843) 792-4647 Are we ready? A Toolkit for Academic-Community Partnerships in Preparation for Community-based Participatory Research (CBPR) Copyright  by the Medical University of South Carolina. All rights reserved.

2. Workshop Overview Toolkit Overview Basic Tenets of the Partnership Goodness of Fit Capacity of Partnership/Project Partnership Operations Summary and Implications https://sctr.musc.edu/index.php/community (843) 792-4647

3. CH. 1 Toolkit Overview https://sctr.musc.edu/index.php/community (843) 792-4647

4. Toolkit Overview Need to identify why some partnerships between academic and community organizations are successful in CBPR and achieving their desired outcomes, while others are not Received funding by the National Institutes of Health (NIH) to explore key dimensions and indicators of readiness with both academic and community investigators who had experiences with partnerships and CBPR https://sctr.musc.edu/index.php/community (843) 792-4647

5. Guiding Principles of CBPR https://sctr.musc.edu/index.php/community (843) 792-4647 1.Acknowledges community as a unit of identity; 2.Builds on strengths and resources within the community; 3.Facilitates a collaborative, equitable partnership in all phases of research, involving an empowering and power- sharing process that attends to social inequalities; 4.Fosters co-learning and capacity building among all partners; 5.Integrates and achieves a balance between knowledge generation and intervention for the mutual benefit of all partners;

6. Guiding Principles of CBPR https://sctr.musc.edu/index.php/community (843) 792-4647 6.Focuses on the local relevance of public health problems and on ecological perspectives that attend to the multiple determinants of health; 7.Involves systems development using a cyclical and iterative process; 8.Disseminates results to all partners and involves them in the wider dissemination of results; 9.Involves a long-term process and commitment to sustainability.

7. Partnership Readiness Model https://sctr.musc.edu/index.php/community (843) 792-4647

8. Assumptions of the Model The dimensions need to be viewed within the context of the community, organizational, partnership, and partner; Readiness is issue specific; Readiness is partnership specific; Varying levels of readiness exists and are influenced by a range of factors; Readiness is both a state and a process and is amendable to change; and, Readiness is essential for long-term sustainability of the partnership and community outcomes. https://sctr.musc.edu/index.php/community (843) 792-4647

9. CH. 2 Basic Tenets of the Partnership https://sctr.musc.edu/index.php/community (843) 792-4647

10. Basic Tenets of the Partnership Who are the partners/organizations represented in your partnership? https://sctr.musc.edu/index.php/community (843) 792-4647 PARTNER NAMEPARTNER ORGANIZATION 1 2 3

11. Priority Health Issue What health issue do you plan to address? What is the concern? Why is the issue significant? Who is affected by the health problem? https://sctr.musc.edu/index.php/community (843) 792-4647

13. Community of Interest The community is the individuals, groups and organizations for which the research or initiative will focus. Who represents the community? Who has influence in the community? What are the shared values of the community members? Is the community comprised of individuals, groups or both? What level of leadership exists in the community? Is there a subset of the community representing the wider community? Who is defined as being ‘outside’ the community? What evidence do you have that the health issue is a significant problem in the community of interest? https://sctr.musc.edu/index.php/community (843) 792-4647

14. Individual Assessment/Team Discussion Review each team member’s response to the previous questions and discuss. Consider the following: If you have not conducted a community assessment, or if you are not confident (<6) about any of the statements above, identifying the community’s interest and preferences for this project will be a priority for your team in the early stages of your project implementation. What else should be done by our team to ensure the health priority issue is relevant to our community of interest? https://sctr.musc.edu/index.php/community (843) 792-4647

15. Vision Statement A vision statement represents the ‘big picture’ for your partnership. It focuses on the future, serves as inspiration and provides a framework for your strategic goals. Examples: MUSC’s SCTR Center for Community Health Partnerships (SCTR/CCHP) To engage community members and academic partners in research and initiatives that promote health, reduce the risk of illness and disease, and build community resilience to help transform health care and eliminate health disparities MUSC’s Center for Health Disparities Research To develop into a nationally and internationally recognized collaborative center of research excellence in understanding and eliminating disparities in healthcare https://sctr.musc.edu/index.php/community (843) 792-4647

16. Goals and Objectives Goals and objectives act as the backbone of the partnership, guiding your progress and development over time. https://sctr.musc.edu/index.php/community (843) 792-4647 Goal A (Year 1) Objective A1 Objective A2 Objective A3 Goal B (Year 1) Objective B1 Objective B2 Objective B3 Goal C (Long-term) Objective C1 Objective C2 Objective C3 Exercise: Pg 14 – As a team, decide on goals and objectives for your partnership

17. CH. 3 Goodness of Fit https://sctr.musc.edu/index.php/community (843) 792-4647

18. Goodness of Fit Goodness of fit is defined as the compatibility and suitability of the partners for conducting a CBPR project together. Key indicators of “goodness of fit” are: Shared Values Compatible Climate Mutual Benefit Commitment https://sctr.musc.edu/index.php/community (843) 792-4647

19. Shared Values: Vision and goals Partners need a sense of shared values and mutually desirable guiding principles. Exercise: Pg 18 Individual Assessment/Team Discussion/Action Notes https://sctr.musc.edu/index.php/community (843) 792-4647

20. Shared Values: Values Values are a collection of guiding principles that generally reflect an individual or group’s perspective of what is correct and desirable. Exercise: Pg 20 - Team Discussion/Action Notes https://sctr.musc.edu/index.php/community (843) 792-4647

21. Compatible Climate Climate refers to the political/social environments in which the partners operate. Elements of the environment include people, processes, or structures that may help or hinder the success of the partnership and project. This includes: Past history Credibility issues Organizational and community environment Timing https://sctr.musc.edu/index.php/community (843) 792-4647

22. Compatible Climate: Past history Historical experiences are important to acknowledge and address before to entering a partnership. Negative histories should be discussed and mediated, with the goal of establishing, or re- establishing trust and credibility. https://sctr.musc.edu/index.php/community (843) 792-4647

23. Compatible Climate: Credibility issues Credibility is the quality of being believable or trustworthy. Past history can greatly influence the credibility of and trust between partners in ways that may be either good or bad. Exercise: Pg 21-22 - Complete Charts Individually & Compare Pg 23 - Team Discussion/Action Notes Pg 24 – Lesson Learned https://sctr.musc.edu/index.php/community (843) 792-4647

24. Compatible Climate: Organizational/Community Environment Factors that can affect the partnership’s readiness include: People Leadership and “gatekeepers” Processes Communication Decision-making Pace and timelines Structures Systems Policies Exercise: P26-27 – Chart/Team Discussion/Action Notes https://sctr.musc.edu/index.php/community (843) 792-4647

25. Compatible Climate: Timing The readiness of a partnership to move forward with a CBPR project may be greatly affected by timing. Exercise: Pg 28-30 - Individual Assessment/Team Discussion/Action Notes https://sctr.musc.edu/index.php/community (843) 792-4647

26. Mutual Benefit Partnerships should be beneficial to each partner as well as the community being served. Essential benefits of participation include not only improved health and social status, but also empowerment of the community Exercise: Pg 31 – Complete Chart Individually & Discuss https://sctr.musc.edu/index.php/community (843) 792-4647

27. Mutual Benefit: Agendas/Perceived benefits Transparent discussion of anticipated mutual benefit to each partner and their respective organizations helps to build the relationship and contribute to shared understanding and growth. Exercise: Pg 32 - Individual Assessment/Action Notes https://sctr.musc.edu/index.php/community (843) 792-4647

28. Commitment The act of devoting yourself to a course of action, in this case, becoming a committed member of a partnership and a project. Commitment may encompass availability of time and resources of the partners, their organizations, and the community. CBPR partnerships usually require demanding time commitments with frequent meetings and project planning, implementation, and evaluation expectations. Transparency of the partners’, organizations’, and community’s commitment to the partnership/project is important. https://sctr.musc.edu/index.php/community (843) 792-4647

29. Commitment: Formalizing commitment A memorandum of understanding (MOU) or contract to have written documentation of the commitment. Exercise: Pg 33-37 - Complete Chart Together/Team Discussion/Action Notes/Summary https://sctr.musc.edu/index.php/community (843) 792-4647

30. GOODNESS OF FIT ACTION PLAN SUMMARY 1. SHARED VALUES Key Actions: 2. COMPATIBLE CLIMATE Key Actions: 3. MUTUAL BENEFIT Key Actions: 4. COMMITMENT Key Actions: https://sctr.musc.edu/index.php/community (843) 792-4647

31. CH. 4 Capacity of Partnership/Project https://sctr.musc.edu/index.php/community (843) 792-4647

32. Capacity of Partnership/Project Capacity is defined as the ability and capability of the partners, their organizations, and the community to conduct CBPR. Key indicators of capacity are: Effective leadership Inclusive membership Complementary competencies Adequate resources https://sctr.musc.edu/index.php/community (843) 792-4647

33. 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. ExercisePg 40-43: Team Discussion/Action Notes Pg 42: Q.1 - Group Discussion https://sctr.musc.edu/index.php/community (843) 792-4647

34. 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 https://sctr.musc.edu/index.php/community (843) 792-4647

35. 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 46-48 – Complete Chart/Team Discussion/Action Notes – Engage in Group Discussion https://sctr.musc.edu/index.php/community (843) 792-4647

36. 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 https://sctr.musc.edu/index.php/community (843) 792-4647

37. CAPACITY ACTION PLAN SUMMARY 1. EFFECTIVE LEADERSHIP Key Actions: 2. INCLUSIVE MEMBERSHIP Key Actions: 3. COMPLEMENTARY COMPETENCIES 4. ADEQUATE RESOURCES Key Actions: Exercise: Pg 53 - Discuss https://sctr.musc.edu/index.php/community (843) 792-4647

38. CH. 5 Partnership Operations https://sctr.musc.edu/index.php/community (843) 792-4647

39. 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. Key indicators of operations are: Transparent communication & structures Conflict resolution Equal power https://sctr.musc.edu/index.php/community (843) 792-4647

40. Transparent Communication & Structures Communication preferences/methods There are many methods of communication, and different people prefer different styles: Email 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. https://sctr.musc.edu/index.php/community (843) 792-4647

41. 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. https://sctr.musc.edu/index.php/community (843) 792-4647

42. Transparent Communication & Structures Structures for partnership Establishing a structure for the partnership is critical to ensuring accountability, productivity and sustainability. Exercise: Pg. 55-57 – Complete Charts Group Discussion https://sctr.musc.edu/index.php/community (843) 792-4647

43. Transparent Communication & Structures Other structures Does your team need more people involved for guidance and direction? For decision-making? Exercise: Pg 58-60 – Discuss Chart/Team Discussion/Action Notes https://sctr.musc.edu/index.php/community (843) 792-4647

44. 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 60-61 – Discuss Charts https://sctr.musc.edu/index.php/community (843) 792-4647

45. 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. Exercise: Pg 62-63 – Complete Chat/Team Discussion/Action Notes https://sctr.musc.edu/index.php/community (843) 792-4647

46. 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. Exercise: Pg 63 – Discuss questions together https://sctr.musc.edu/index.php/community (843) 792-4647

47. 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. Exercise: 64 – Discuss chart together https://sctr.musc.edu/index.php/community (843) 792-4647

48. 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 65-67 – Discuss Chart/Team Discussion/Action Notes https://sctr.musc.edu/index.php/community (843) 792-4647

49. OPERATIONS ACTION PLAN SUMMARY 1. TRANSPARENT COMMUNICATION AND STRUCTURES Key Actions: 2. CONFLICT RESOLUTION Key Actions: 3. EQUAL POWER Key Actions: Exercise: Pg 67 – Complete Operations Action Plan Summary https://sctr.musc.edu/index.php/community (843) 792-4647

50. CH. 6 Summary and Implications https://sctr.musc.edu/index.php/community (843) 792-4647

51. Summary and Implications: Are We Ready? Team Discussion Goodness of Fit Capacity of Partnership/Project Partnership Operations Exercises: Pg 69-71 – Team Discussion Pg. 72-73 – Team Discussion – Turn in Revised Goals by April 19 Pg. 74-75 – Team Work – Devise Logic Model for Pilot Grant https://sctr.musc.edu/index.php/community (843) 792-4647

52. Summary and Implications: Moving Forward Developing a logic model Rationales Assumptions Inputs Activities Outputs Outcomes External factors https://sctr.musc.edu/index.php/community (843) 792-4647

53. Resources on Logic Model Development https://sctr.musc.edu/index.php/community (843) 792-4647 W.K. Kellogg Foundation (2004). Logic Model Development Guide: Using Logic Models to Bring Together Planning, Evaluation, and Action. Available at: http://www.wkkf.org/knowledge-center/resources/2006/02/WK-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: http://www.cdc.gov/dhdsp/cdcynergy_training/content/activeinformation/res ources/Evaluation_Guide-Developing_and_Using_a_Logic_Model.pdf University of Wisconsin – Extension. (2005). Program Development and Evaluation: Logic Model. Available at: http://www.uwex.edu/ces/pdande/evaluation/evallogicmodel.html

54. Acknowledgements Portions of this project were supported by a grant received from NIH/NINR 1R03HD059575-02, 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 UL1RR029882. The contents are solely the responsibility of the authors and do not necessarily represent the official views of the NIH or NCRR. https://sctr.musc.edu/index.php/community (843) 792-4647

55. Questions? https://sctr.musc.edu/index.php/community (843) 792-4647