New Tools, New Visions 2 : Lessons learned as a CBPR technical assistance coordinator partnered with four rural, African-American communities Kimberly M. Coleman, PhD, MPH, CHES; Danielle Blackwell, BA; Adeleri Onisegun, MA, PhD Zenobia Hodges, BSW; Johnnie Zanders, BSW, & Mildred McClain, PhD 138th Annual Meeting of the American Public Health Association Denver, CO November 8, 2010
Presenter Disclosure Kimberly M. Coleman The following personal financial relationships with commercial interests relevant to this presentation existed during the past 12 months: Consultant and Paid Contractor, W. K. Kellogg Foundation
The Purpose of New Tools, New Visions 2 To connect four rural GA communities surrounding Historically Black Colleges and Universities (HBCUs) with faculty resources at Georgia Southern University to develop a community-based participatory research (CBPR) infrastructure to address issues of environmental health, violence, health equity, and social justice
Project Goals To develop the capacity of community residents to resolve identified problems and create change in public policy and quality of life using several public health-based strategies. To engage community residents and partners with researchers and/or HBCUs to develop solutions for each targeted community’s health issue among local residents.
Community Grantees Four Southern Georgia community organizations were selected after submitting proposals to the W. K. Kellogg Foundation. Harambee House, Inc. & Citizens for Environmental Justice
Purpose of the TAC Served as a liaison between the four grantee organizations and the WKKF project manager and provided educational and service-related coordination assistance. Community-Based Participatory Research Trainings Network Coordination Assistance Project Liaison (via monthly progress calls & scheduled site visits)
Purpose of the TAC (con’t) Grantee Meeting Facilitation NTNV2 Grantee Grant Writing Workshop NTNV2 Evaluation Team Collaboration
NTNV2 Organizational Structure How did this structure impact the project?
Strengths Weaknesses Grantees’ regular communication with funder via TAC TAC and Evaluation Team’s opportunity for dialogue. Network development and enhancement among grantees. No “lead” evaluator – only primary & secondary for each site. Grantees’ limited communication with Evaluation Team. Hierarchical design may not have been best model for project management.
Lessons Learned Role Delineation Planning, Implementation, Evaluation Communication Power/Control Cultural Humility
Role Delineation Clear roles, operating guidelines, and should be defined and agreed upon among support resources FIRST. Understand the organization or community structure and diagram it for all to see. Work with organization or community to delineate the roles and responsibilities of each.
Planning, Implementation, & Evaluation Conduct formal and informal needs assessments with the community. If TAC relationship relies on a strong rapport with the community, it will be necessary to be involved as an integral part of collaborative evaluation and vice-versa. There is valuable qualitative data there… ethnographic research. TAC must agree to adhere to organization’s/ community’s guiding principles and operating guidelines.
Communication Dialogue is REQUIRED Willingness to truly “listen” (No “already always listening”) Applies to everyone.
Power/Control Disagreement is a normal part of the process. However, inflexibility is likely to derail progress . Conflict resolution takes skill and courage. Sometimes, you have to call “foolishness” and internal destruction out for the cohesiveness of the organization/ community. Often, more control issues were observed among the academics than the community members. WIIFM?
Cultural Humility “In a democratic chronology, it’s important to have patience to get to know people, to be open, to create bonds of trust.” – Dr. Cornell West (Twitter® via HootSuite, 9/23/2010) Support community programs and interventions, when possible. Be authentic…
Is a TAC needed when conducting CBPR in the Black community? Yes. The degree of support will be directed by community 95% of time. Pledge to practice collaboration, accepting community members as research partners, a desire for advocacy, a professional commitment to social justice, and acceptance of power sharing in decision making throughout the research process.
Qualifications of a CBPR-TAC Training in AND experience in: Community organizing CBPR Conflict resolution Research ethics Good communication AND listening skills Congenial Authentic Management experience Event planning capability Flexibility
Final Thoughts… “Once social change begins it can not be reversed. You can not un-educate the person that has learned to read. You can not humiliate the person who feels pride. You can not oppress the people who are not afraid anymore.” Cesar Chavez
Acknowledgements Albany, GA Tools for Change, Inc. Karen McWhite, JD – Steering Committee President Danielle Blackwell, BA – Community Coordinator Ellis Harris, MSA – AGTFC, Inc. Board President Visions for the Valley, Inc. Johnnie Zanders, BSW & Zenobia Hodges, BSW – Project Coordinators Bishop John Moss – Visions for the Valley, Inc. President
Acknowledgements Paine College Rev. Terrance Dicks – Steering Committee Chair Adeleri Onisegun, PhD – Project Coordinator/Associate Professor, Paine College George C. Bradley, PhD – President, Paine College Harambee House, Inc. & Citizens for Environmental Justice Lynn Pinder & Anees Fardan – Project Coordinators Mildred McClain, PhD – Executive Director Terri D. Wright, MPH – WKKF Project Manager (fmr.)
Contact Information Kimberly M. Coleman, PhD, MPH, CHES North Carolina Central University Department of Public Health Education 1701 Fayetteville Street, Box 19738 Durham, NC 27707 919.530.7131 email@example.com or firstname.lastname@example.org