Mission

To promote health (broadly defined) through partnerships between communities and

higher educational institutions

At-A-Glance

Nonprofit membership organization launched in January ’97

11-member board of directors that follows a policy governance model

1,800 members from communities and campuses across Canada, the US & other countries

Private & public funding Staff, students & senior consultants

Goals

Combine knowledge, wisdom & experience in communities and in academic institutions to solve major health, social and economic challenges

Build capacity of communities & higher educational institutions to engage each other in authentic partnerships

Support communities in their relationships & work with academic partners

Recognize & reward faculty for community engagement & community-engaged scholarship

Develop partnerships that balance power & share resources equitably among partners

Ensure community-driven social change central to service-learning & community-based participatory research (CBPR)

Board Members

Renee Bayer, University of Michigan School of Public HealthCynthia Barnes-Boyd, Neighborhoods Initiative, University of Illinois-

Chicago Great Cities InstituteChuck Conner, West Virginia Rural Health Education PartnershipDiane Downing, Arlington County Dept. of Human Services, VA and

George Washington University, DCBarbara Gottlieb, Brookside Community Health Center, Jamaica Plain, MA

and Harvard Schools of Medicine and Public Health, BostonElla Greene-Moton, Community-Academic Consultant, Flint, MI and

University of Michigan, Ann ArborSusan Gust, Partners Three Consulting, Minneapolis, MNDennis Magill, Wellesley Institute and University of Toronto, CanadaDaniel E. Korin, Lutheran Medical Center, NYRichard W. Redman, University of Michigan School of Nursing Douglas Simmons, University of Texas, Houston Health Science Center

Dental Branch

Framework for Authentic Partnerships

Citation: Achieving the Promise of Authentic Community-Higher Education Partnerships: Community Partners Speak Out! CCPH, 2007

1. Quality processes

“We are not just talking about a process that involves partners. There needs to be a process of shared decision making.”

~ Ella Greene-Moton, Flint, MI

Relationship focused…open, honest and respectful….trust-building…acknowledging of history…committed to mutual learning…sharing credit

2. Meaningful outcomes that are tangible and relevant to communities

“OK, we can work together on community-based participatory research, but only if you support our kids in the pipeline. Bring them to campus for programs, teach them skills they use to be more marketable, give them academic credit.”

~ Vickie Ybarra, Toppenish, WA

Eliminating health disparities…affordable housing…education, economic development…

Framework for Authentic Partnerships

Citation: Achieving the Promise of Authentic Community-Higher Education Partnerships: Community Partners Speak Out! CCPH, 2007

3. Transformation at multiple levels“We build social capital when we’re doing this work. We don’t

often talk about that.”~ Douglas Taylor, Atlanta, GA

Personal transformation, including self reflection and heightened political consciousness

Institutional transformation, including changing policies and systems Community transformation, including community capacity building Transformation of science and knowledge, including how knowledge is

generated, used and valued and what constitutes “evidence” Political transformation, including social justice

Framework for Authentic Partnerships

Citation: Achieving the Promise of Authentic Community-Higher Education Partnerships: Community Partners Speak Out! CCPH, 2007

Principles of Partnership CCPH board of directors, 1998 & 2006

Partnerships form to serve a specific purpose and may take on new goals over time.

Partners have agreed upon mission, values, goals, measurable outcomes and accountability for the partnership.

The relationship between partners is characterized by mutual trust, respect, genuineness, and commitment.

The partnership builds upon identified strengths and assets, but also works to address needs and increase capacity of all partners.

The partnership balances power among partners and enables resources among partners to be shared.

Principles of Partnership CCPH board of directors, 1998 & 2006

Partners make clear and open communication an ongoing priority by striving to understand each other's needs and self-interests, and developing a common language.

Principles and processes for the partnership are established with the input and agreement of all partners, especially for decision-making and conflict resolution.

There is feedback among all stakeholders in the partnership, with the goal of continuously improving the partnership and its outcomes.

Partners share the benefits of the partnership's accomplishments.

Partnerships can dissolve and need to plan a process for closure.

CCPH Strategies

Create & expand opportunities for collaboration and information sharing

Promote awareness about the benefits of community-campus partnerships

Advocate for policies that facilitate & support community-campus partnerships

Support service-learning & community-based participatory research in higher education

Service-Learning Health Professions Schools in Service to the Nation Program HPSISN Mentor-Mentee Program Partners in Caring & Community: SL in Nursing Education Health Disparities SL Collaborative

Institutional change (e.g., faculty roles & rewards) Engaged Institutions Initiative Community-Engaged Scholarship for Health Collaborative Faculty for the Engaged Campus

Multi-Site Change Collaboratives

Compelling case built on evidence Commitment and participation from leaders and other key

stakeholders at institutions that are ready to embark on a change process

Neutral convening body Funding to support the collaborative process Change model Effective structures/systems for communication and shared

learning Mechanisms for measuring and reporting success Guards against “they’re not like us” phenomenon Strategic linkages to broader networks for change

Multi-Site Change Collaboratives

“Why do so many transformation efforts produce only middling results? One overarching reason is that leaders typically fail to acknowledge that large-scale change can take years.

Moreover, a successful change process goes through a series of eight distinct stages. These stages should be worked through in sequence. Skipping steps to try to accelerate the process invariably causes problems.”

John Kotter, Harvard Business School

Kotter’s 8-step Process for ChangeKotter’s 8-step Process for Change

Establish Need for Change & Sense of Urgency

You’re in an elevator with a (Univ. board member, United Way board member) and she asks “what is SL and why should we invest in it anyway?”

And you say...

Urgency

Coalition

Cre

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Vis

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Empowering

Short-term Wins

Con

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atin

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Institutionalizing

Kotter’s 8-step Process for ChangeKotter’s 8-step Process for Change

Form a Powerful Guiding Coalition & Equip with Resources

Who is your guiding coalition and who else needs to be engaged?

What resources do you have? What resources do you need?

Urgency

Coalition

Cre

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Vis

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ision

Empowering

Short-term Wins

Con

solid

atin

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Institutionalizing

Kotter’s 8-step Process for ChangeKotter’s 8-step Process for Change

Create a Vision & Plan for Achieving It

It’s January 2010 – what’s the headline in your local newspaper?

Urgency

Coalition

Create Vision

Share Vision

Empowering

Short-term Wins

Con

solid

atin

g

Institutionalizing

Kotter’s 8-step Process for ChangeKotter’s 8-step Process for Change

Communicate the Vision

Who knows about you?

Who needs to know?

How and when will you let them know?

Urgency

Coalition

Cre

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Vis

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Share Vision

Empowering

Short-term Wins

Con

solid

atin

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Institutionalizing

Kotter’s 8-step Process for ChangeKotter’s 8-step Process for Change

Empower Others to Act on the Vision

How can you support others to advance the agenda?

Urgency

Coalition

Cre

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Vis

ion Share V

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Empowering

Short-term Wins

Con

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Institutionalizing

Kotter’s 8-step Process for ChangeKotter’s 8-step Process for Change

Plan for and Create Short-term Wins

Clearly recognizable victories within the first year of a change effort help convince doubters that the change is going to be worth the trouble.

What will be your short-term wins?

How will you celebrate them?

Urgency

Coalition

Cre

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Vis

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Share Vision

Empowering

Short-term WinsCon

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Institutionalizing

Kotter’s 8-step Process for ChangeKotter’s 8-step Process for Change

Consolidate Gains and Produce Still More Changes

Don’t clear victory too soon – celebrate short-term wins but keep the momentum going

Urgency

Coalition

Cre

ate

Vis

ion

Share Vision

Empowering

Short-term Wins

Consolidating

Institutionalizing

Kotter’s 8-step Process for ChangeKotter’s 8-step Process for Change

Institutionalize New Approaches & Anchor in the Culture

If they are to stick, new behaviors must be rooted in the organization’s social norms and shared values

Show people how the change has improved outcomes they care about

Urgency

Coalition

Cre

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Vis

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Share Vision

Empowering

Short-term WinsC

onso

lidat

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Institutionalizing

Community-Campus Partnerships for Health

We invite you to join a growing network of communities & campuses that are collaborating to promote health

Email us at ccphuw@u.washington.edu orvisit us online at www.ccph.info