Assessing youth/adult partnerships: the Seven Circles (AK) experience

Seven Circles is a substance abuse prevention coalition in Southeast Alaska with a two-tiered structure consisting of local partnerships joined together in a regional coalition. Seven Circles incorporates a youth/adult partnership approach to accomplish its activities. This article describes the results of four annual administrations of a partnership member survey designed to assess the development and implementation of youth/adult partnerships in the local projects, assess the value of the partnerships to the participants, and gather feedback about the functioning of the Seven Circles Coalition. The results support the youth/adult partnership model and are also discussed in the context of youth empowerment.     

Personality and community prevention teams: Dimensions of team leader and member personality predicting team functioning

The predictors and correlates of positive functioning among community prevention teams have been examined in a number of research studies; however, the role of personality has been neglected. In this study, we examined whether team member and leader personality dimensions assessed at the time of team formation predicted local prevention team functioning 2.5–3.5 years later. Participants were 159 prevention team members in 14 communities participating in the PROSPER study of prevention program dissemination. Three aspects of personality, aggregated at the team level, were examined as predictors: Openness to Experience, Conscientiousness, and Agreeableness. A series of multivariate regression analyses were performed that accounted for the interdependency of five categories of team functioning. Results showed that average team member Openness was negatively, and Conscientiousness was positively linked to team functioning. The findings have implications for decisions about the level and nature of technical assistance support provided to community prevention teams.     

Latino youth participation in community-based participatory research to reduce teen pregnancy disparities

BackgroundCommunity-based participatory research can provide a framework to build community capacity to do health equity research, particularly from community members who may not typically participate in research design and intervention.PurposeThe purpose of this paper is to describe a community-based coalition's partnership and engagement with Latino youth throughout the research process addressing health disparities in unintended teen pregnancy rates in a local community. Israel and colleagues' components of CBPR provide a framework to develop youth participation throughout the research process.MethodHigh school and college Latino youth participated in health equity research from community assessments to design an intervention and dissemination of results.ResultsWorking with youth can improve the integrity and validity of the research process and can also provide benefits to the community and individual youth members, resulting in increased community capacity for health equity research.DiscussionLessons learned about the direct and indirect benefits and challenges are presented. Community-based partnerships working with youth should consider documenting the individual and collective impact of community engagement on the youth from the onset of participation.     

Hierarchy and Partnership in New Orleans

Recently, increasing numbers of partnerships have emerged in which universities work to address economic, social, and political problems within troubled communities. Such experiences have led to careful discussion of the model such efforts should follow, and a literature which has assessed such activity as overwhelmingly positive. Based on team ethnographic research, this case study discusses the emergence of one such partnership that was forged at high levels of government and university administration. Such an emergence, we argue, impacted the partnership in such a way that the interests of more powerful members outweighed those of members with less power. Unequal interests influenced the structure of the partnership, its ability to carry out its mission, the participation of community residents, and intentions for the future of the partnership.     

Key considerations for logic model development in research partnerships: a Canadian case study

Community-academic partnership research is a fairly new genre of community-based participatory research. It has arisen in part, from recognition of the potential role of alliances in the development and translation of applied knowledge and the elimination of health disparities. This paper reports on the learning process of academic and community members who worked together in developing a logic model for a research program focusing on partnerships with vulnerable populations. The Partners in Community Health Research is a 6-year training program that seeks to combine research, training, and practice through the work of its "learning clusters". As these types of partnerships proliferate, the articulation and exploration of clear models will assist in their implementation. The authors, coming from both academia and community agencies, present a logic model meant to facilitate program management. Key considerations in the model's development are discussed in the context of an ongoing research partnership; namely, the complexity of the research partnership, power and accountability, alignment with health promotion policy, and the iterative nature of program design. Recommendations challenge academics, policy-makers, service providers, and community members to reflect on the elements needed to support and manage research partnerships and the tools necessary to ensure continued collaboration.     

The effectiveness of nonprofit lead‐organization networks for social service delivery

Public agencies increasingly contract with nonprofit organizations to lead community‐based networks for social service delivery. We explore the role that partnership characteristics play in the effectiveness of these networks. Using data on children and family services in Los Angeles County, we consider the impact of both the motivations for forming partnerships and the nature of the resulting partnerships on perceived outcomes for clients, interorganizational relationships, and organizational learning. We find that client outcomes and interorganizational relationships are enhanced when partnerships are formed to meet certain programmatic and organizational goals. Organizational learning, however, is affected only when partnerships are formed to enhance organizational legitimacy. Partners selected because they share common vision increase effectiveness, while those selected because there are few alternative partners decrease effectiveness. Finally, when partnerships use an interorganizational coordination mechanism, client outcomes are improved. The managerial implications of these impacts for the nonprofit sector are developed. The results lend considerable support to the role of partnership motivation and partner selection in the effectiveness of nonprofit lead‐organization networks, and specificity about the nature of that role.     

Participatory evaluation of a community–academic partnership to inform capacity-building and sustainability

The Tampa Bay Community Cancer Network (TBCCN) was formed as a partnership comprised of committed community based organizations (grassroots, service, health care organizations) and a National Cancer Institute designated cancer center working together to reduce cancer health disparities. Adhering to principles of community-based participatory research, TBCCN's primary aims are to develop and sustain outreach, training, and research programs that aim to reach medically underserved, multicultural and multilingual populations within the Tampa Bay tri-county area.Using a participatory evaluation approach, we recently evaluated the partnerships’ priorities for cancer education and outreach; perspectives on the partnerships’ adherence to CBPR principles; and suggestions for sustaining TBCCN and its efforts. The purpose of this paper is to describe implementation and outcomes of this participatory evaluation of a community/academic partnership, and to illustrate the application of evaluation findings for partnership capacity-building and sustainability. Our evaluation provides evidence for partners’ perceived benefits and realized expectations of the partnership and illustrates the value of ongoing and continued partnership assessment to directly inform program activities and build community capacity and sustainability.     

Aligning research and practice: The role of academic-community partnerships for improving measurement and process

ObjectiveCommunity programs addressing social determinants of health are growing in prominence and are increasingly expected to provide metrics of success. Our objective is to assess the role of an academic-community partnership for a community health worker program targeting social and medical needs, and determine factors impacting its effectiveness.MethodsWe draw on a 4.5-year partnership that includes both quantitative and qualitative data collection and analysis. Quantitative data collection mechanisms evolved as a result of the partnership. Qualitative interviews were conducted with community health workers and leadership.ResultsTo align medical and social support services in a sustainable and measurable manner, our academic-community partnership found that creating and maintaining a mutually beneficial space through small wins enabled us to then address larger problems and needs. Ongoing self-study and process evaluation allowed quick adjustments. Unique partnership elements such as having consistent funding and flexible timelines and objectives were essential.ConclusionsWhen integrating health and social services, academic-community partnerships create pathways for bidirectional learning than can quickly turn research into practice and support sustainability, especially when based on incrementally built trust and a history of small wins.     

Exploring the unmet needs for creating an enabling environment for nurturing care to promote migrant child health in Bishkek,Kyrgyzstan: A theory-guided community-based participatory action research

Empirical evidence on community-driven child health promotion programs in disadvantaged migrant populations is limited despite various promotional strategies. Therefore, we implemented a developmental process to shape child health interventions using theory-guided community-based participatory action research (CBPAR) in a migrant community in Bishkek, Kyrgyzstan between 2015 and 2019.The collaborative and iterative CBPAR process was conducted through participatory workshops and focus group discussions with support from trusting and collegial partnerships between community members and the research team. The goal and scope of the intervention was guided by enabling environments for nurturing care, including the four domains of caregivers’ capabilities, empowered communities, supportive services, and enabling policies. Diverse interests and needs identified by community members were aggregated in the theoretical model and reflected in the intervention.Community-driven intervention is perceived as a culturally acceptable, sustainable, sensitive and relevant approach to solve problems. There are several challenges in conducting the CBPAR, such as the effort and time spent on building partnerships, co-learning and mutual understanding, and the power equilibrium involved. Despite this, the success of the CBPAR process provided opportunities for community mobilization, empowerment and sustainability of the intervention. Evaluation of the process and outcomes of the intervention provided community health researchers and practitioners with evidence of the theory-guided community participatory approach.     

Multiple Perspectives of Teams’ Experiences of a New Zealand Wraparound Process

Since it was first introduced in the 1980s, Wraparound has been defined as ‘a philosophy,’ ‘an approach,’ and ‘a service’ which is designed to work with youth and families with high and complex needs. Wraparound is most commonly understood as an intensive, individualised care planning process. It aims to achieve positive outcomes through a structured, creative, and individualised team planning process, which results in effective and more relevant plans for the youth and family. The purpose of this qualitative study was to explore the experiences of Wraparound facilitators, caregivers, youths, and team members to gain a multi‐perspective insight into the process. Sixteen families and Wraparound teams participated in the study which resulted in 56 semi‐structured interviews being conducted involving 16 Wraparound facilitators (some facilitators were interviewed more than once because they served multiple families who participated in the study), 16 caregivers, eight youth, and 16 team members (one person from the team, i.e., teacher, social worker, or mentor). Thematic analysis gave seven themes organised into three broad domains: (1) key elements of the Wraparound process including the Wraparound facilitator, Wraparound's philosophies and principles, and the supportive nature of the process; (2) the outcomes achieved throughout the process including family empowerment and hope, improved family dynamics and relationships as well as individual parent and youth change; and (3) the challenges and feedback respondents identified through the process, which included personal and systemic challenges, improved transition, and continuity of care, role clarity, and accessibility of the service. Overall, the findings from this study support Wraparound as an effective process for youth and their families, identify the importance of key aspects of the process, and suggest some improvements to increase the efficacy of and accessibility to the process.     

Succession,strategy, culture,and change at Santropol Roulant

Santropol Roulant is an innovative nonprofit organization in Montreal focused on youth training, food security, and intergenerational community building. Since its inception, the Roulant has delivered more than 250,000 meals to isolated seniors and trained more than sixteen hundred young volunteers. Within a few short months, the Roulant will lose half its board members, five senior staff members, and its dedicated and wellliked executive director. The leadership turnover will be a highstakes test for the Roulant: Can they turn a period of vulnerability into an opportunity for growth and rejuvenation? This teaching case is intended to develop familiarity with key issues related to succession planning, transition management, and organizational change. Students will learn about managing a period of complex, high‐intensity organizational change, develop an understanding of the linkages between organizational form and strategic objectives, and become familiar with the structural and substantive issues facing transition teams.     

“Like a marriage”: Partnering with peer mentors in child welfare

A growing number of child welfare programs have incorporated peer mentors – individuals in long-term recovery from substance use disorders – into their service delivery models. Whereas existing literature suggests the collaboration between peer mentors and child protective service workers brings both opportunities and challenges, few studies have described these experiences from the perspectives of mentors, caseworkers, and supervisors. Understanding how these team members experience partnership is critical for the further evaluation and development of mentor models in child welfare. The purpose of this study was to understand the experiences of mentors, caseworkers, and supervisors working through an integrated team model in Kentucky. A qualitative approach was used, combining a phenomenological lens with constructivist grounded theory analysis techniques. Our results indicate that successful partnerships between mentors, caseworkers, and supervisors involve four processes: sharing a common vision, developing working relationships, learning with open-mindedness, and identifying the benefits of partnership. These findings have implications for practitioners in a variety of child welfare settings, particularly those interested in developing and training teams for peer mentor integration.     

Roles of organizers and champions in building campus-community prevention partnerships

OBJECTIVE: A campus-community partnership can be an effective vehicle for launching environmental strategies to prevent college alcohol-related problems. In this study, the authors' primary aim was identifying key factors that facilitate or impede colleges' efforts to build campus-community partnerships. PARTICIPANTS AND METHODS: From fall 2004 to summer 2006, administrators at five 4-year colleges participated in a multisite case study. Level of partnership development was the primary outcome. RESULTS: Three interrelated factors facilitated higher-developed partnerships: college staff assigned to facilitate the partnerships who worked as community organizers, higher-level college administrators who served as aggressive champions, and community initiation of the partnership. The authors did not observe this trio of factors among the less-developed partnerships. A lack of administrative support made it more difficult for a champion to emerge, a college administrator who staunchly advocated for a campus-community partnership, and for those assigned to facilitate the partnership to carry out their work. CONCLUSIONS: Colleges should appoint higher-level administrators to serve as champions, while also ensuring that those assigned to facilitate a partnership can apply community organizing skills.     

Roles of Organizers and Champions in Building Campus—Community Prevention Partnerships

Objective: A campus—community partnership can be an effective vehicle for launching environmental strategies to prevent college alcohol-related problems. In this study, the authors' primary aim was identifying key factors that facilitate or impede colleges' efforts to build campus—community partnerships. Participants and Methods: From fall 2004 to summer 2006, administrators at five 4-year colleges participated in a multisite case study. Level of partnership development was the primary outcome. Results: Three interrelated factors facilitated higher-developed partnerships: college staff assigned to facilitate the partnerships who worked as community organizers, higherlevel college administrators who served as aggressive champions, and community initiation of the partnership. The authors did not observe this trio of factors among the less-developed partnerships. A lack of administrative support made it more difficult for a champion to emerge, a college administrator who staunchly advocated for a campus—community partnership, and for those assigned to facilitate the partnership to carry out their work. Conclusions: Colleges should appoint higher-level administrators to serve as champions, while also ensuring that those assigned to facilitate a partnership can apply community organizing skills.     

The Vital Role of Social Workers in Community Partnerships: The Alliance for Gay,Lesbian, Bisexual,Transgender and Questioning Youth

The account of The Alliance for Gay, Lesbian, Bisexual, Transgender, and Questioning (GLBTQ) Youth formation offers a model for developing community-based partnerships. Based in a major urban area, this university-community collaboration was spearheaded by social workers who were responsible for its original conceptualization, for generating community support, and for eventual staffing, administration, direct service provision, and program evaluation design. This article presents the strategic development and evolution of this community-based service partnership, highlighting the roles of schools of social work, academics, and social work students in concert with community funders, practitioners and youth, in responding to the needs of a vulnerable population.     

Understanding Collaborative Value Creation by Environmental Nonprofit and Renewable Energy Business Partnerships

Many environmental nonprofit organizations (ENPOs) seek to create sustainability value by promoting environmental principles and influencing policymakers to support pro-environmental legislation. One strategy used by ENPOs to enhance the value creation process is the development of partnerships with businesses. Semi-structured interviews with leaders of six national ENPOs in the United States were conducted to examine the sources and types of value created by collaborations with renewable energy businesses, and the partnership processes and outcomes that are most desirable. The goal was to understand how and why ENPOs seek partnerships, what the potential benefits are, and whether or not ENPO leadership orientation, as characterized by their perceptions of the political opportunity structure, political ideology, and environmental philosophy, led to different views of partnerships for sustainability value creation. The finding that differences in the partnership perspectives of the ENPO leadership did not directly link to differences in the leadership orientations suggests that none of the orientations precluded partnering in general and may even have been enablers in some cases.     

Where Do We Stand? Testing the Foundation of a Shared Site Intergenerational Program

Abstract

Shared site intergenerational care programs provide ongoing services simultaneously to old and young community members at a single facility, thereby, meeting the care needs of multiple generations. However, they face the challenge of sustainability common to all community-based programs. We employed the results management model to identify program elements that may enhance or inhibit sustainability of intergenerational programming at a shared site facility involving a child development lab school and adult day services program. The 4-step results management approach is a strengths-based model that supports community capacity and achievement of community and program goals. The current paper describes the first step in the results management approach, mapping the terrain, which involves gathering evidence of community needs and strengths. Focus groups were conducted with eleven staff members from both programs after a 4-month intergenerational program. The focus groups targeted the needs and strengths related to intergenerational programming. Respondents identified strengths that enhanced staff members' and clients' capacity for collaboration. These included affective and developmental benefits for both generations and strong partnerships between staff members. Respondents also identified factors that limited collaboration, such as the need for greater authority support and cross-training opportunities. Findings from our study have been used by program administrators to continue using the results management approach to further build intergenerational community and expand the scope of evaluating intergenerational shared site programs. Other intergenerational programs may utilize the results management model to enhance intergenerational programming and increase program sustainability.     

Ensuring quality and sustainability in after-school programs

The Charles Stewart Mott Foundation and the U.S. Department of Education are engaged in a unique public-private partnership that strives to integrate the assets and flexibility of philanthropy with the breadth of a major federal program to support meaningful after-school programs and school-community partnerships for children, youth, families, and communities.     

Leadership in Collaborative Community Health Partnerships

This article examines key leadership issues in community health partnerships. We assert that leadership in a partnership is differentiated from that in a traditional, hierarchical organization in that participation is voluntary and egalitarian and often entails cooperation by organizations with different cultures and agendas. Partnership leaders, accordingly, often lack formal control over members and their actions. Using qualitative analysis of 115 site‐visit interviews of participants in four partnerships in the Community Care Networks demonstration program, we identify and discuss five themes of collaborative leadership: systems thinking, vision‐based leadership, collateral leadership, power sharing, and process‐based leadership. We then discuss the multiple challenges that collaborative leadership faces in a community health partnership.     

Community-based behavioral health interventions: Developing strong community partnerships

The popularity of community-based interventions has experienced a revival over the last two decades. The general theme behind this trend is that greater community involvement provides researchers and practitioners with culturally relevant information to make interventions successful. This involvement is usually solicited through the formation of community coalitions and advisory boards. Although the positive influence of community partnerships is well established, strategies for successfully developing and sustaining these partnerships are less clear. To address this gap, this paper presents evaluation findings from The Making Connections Initiative, a national effort emphasizing community-level prevention strategies for improving the mental health of men/boys. Sixteen grantees were tasked with developing a coalition of community organizations to provide input into the development and implementation of a local prevention initiative. An evaluation of the 16 grantees’ planning activities identified four themes related to developing and sustaining successful community partnerships. This article reports on the strategies that were found most successful across grantees. With the increasing popularity of community-based programs, strategies for successfully partnering with local organizations are particularly important. This study adds to the limited research on best practices for forming community partnerships and should serve as a guide for community-based evaluators and program planners.