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SOME CTB SUPPORTS: |
| 1. Do staff, community members, and other key agents have the knowledge and skills to facilitate this work? |
CHAPTER 14: CORE FUNCTIONS IN LEADERSHIP
CHAPTER 15: BECOMING AN EFFECTIVE MANAGER
CHAPTER 16: GROUP FACILITATION AND PROBLEM-SOLVING |
| 2. Are key agents able to do what is needed in the face of competing requirements and demands? |
CHAPTER 15: BECOMING AN EFFECTIVE MANAGER
CHAPTER 43: MANAGING FINANCES
Chapter 1, Section 8: Some Lessons Learned on Community Organization and Change
Chapter 18, Section 2: Participatory Approaches to Planning Community Interventions
Chapter 20, Section 6: Training for Conflict Resolution
Chapter 27, Section 9: Transforming Conflicts in Diverse Communities |
| 3. Does the initiative have the necessary organizational leadership and competence? |
CHAPTER 9: DEVELOPING AN ORGANIZATIONAL STRUCTURE FOR THE INITIATIVE
CHAPTER 13: ORIENTING IDEAS IN LEADERSHIP
CHAPTER 14: CORE FUNCTIONS IN LEADERSHIP
Chapter 24, Section 3: Promoting Coordination, Cooperative Agreements, and Collaborative Agreements Among Agencies |
| 4. Do group members have a history of collaboration and working together about what is important? |
CHAPTER 5: CHOOSING STRATEGIES TO PROMOTE COMMUNITY HEALTH AND DEVELOPMENT
Chapter 14, Section 7: Building and Sustaining Relationships
Chapter 24, Section 4: Developing Multisector Collaborations
Chapter 30, Section 4: Recognizing Allies |
| 5. Is support for carrying out this process of sufficient amount, quality, and continuity? |
CHAPTER 12: PROVIDING TRAINING AND TECHNICAL ASSISTANCE
Chapter 15, Section 3: Providing Support for Staff and Volunteers
Chapter 42, Section 1: Developing a Plan for Financial Sustainability |
| 6. Is there adequate time and effort devoted to implementing targeted actions? |
Chapter 7, Section 3: Methods of Contacting Potential Participants
CHAPTER 10:HIRING AND TRAINING KEP STAFF OF COMMUNITY ORGANIZATIONS
Chapter 11, Section 1: Developing a Plan for Involving Volunteers |
| 7. Are barriers to participation (e.g., language, child care, transportation) removed to permit full participation in the effort by those most affected? |
CHAPTER 26: CHANGING THE PHYSICAL AND SOCIAL ENVIRONMENT
CHAPTER 27: CULTURAL COMPETENCE IN A MULTICULTURAL WORLD
CHAPTER 30: PRINCIPLES OF ADVOCACY
Chapter 7, Section 7: Involving People Most Affected by the Problem
Chapter 23, Section 5: Increasing Access for People with Physical Disabilities
Chapter 23, Section 6: Using Outreach to Increase Access |
| 8. Is the process adapted to fit and address local needs and context? |
Chapter 14, Section 4: Understanding People's Needs
Chapter 19, Section 4: Adapting Community Interventions for Different Cultures and Communities
Chapter 27, Section 10: Understanding Culture, Social Organization, and Leadership to Enhance Engagement
Chapter 45, Section 1: Understanding Social Marketing: Encouraging Adoption and Use of Valued Products and Practices |
| 9. Are there opportunities for sustaining the process? |
Chapter 42, Section 1: Developing a Plan for Financial Sustainability
Chapter 42, Section 5: Writing a Grant
Chapter 46, Section 3: Promoting Adoption of the Initiative's Mission and Objectives |
| 10. Does use of the process avoid negative side effects and ethical concerns? |
Chapter 6, Section 19: Handling Crises in Communication
Chapter 19, Section 5: Ethical Issues in Community Interventions
Chapter 31, Section 6: Demonstrating Economic Benefit or Harm |
Sources
Schorr, L., K. Sylvester, et al. (1999). Strategies to Achieve a Common Purpose: Tools for Turning Good Ideas into Good Policies. Washington, D.C., Institute for Educational Leadership.
Roussos, S. T. and S. B. Fawcett (2000). "A review of collaborative partnerships as a strategy for improving community health." Annu Rev Public Health 21: 369-402.
Rogers, E. M. (2006). Communication of innovations.
Sage Publications Pvt. Ltd
