1
Community
Engagement
Guide
SharePoint/C4PA/
Community_Engagement
Contents
Introduction .................................................................................................................................... 1
Engaging Governmental Public Health System Partners................................................................ 3
Ethical Research and Engagement.................................................................................................. 3
Community Participation Continuum ............................................................................................. 4
Community Engagement Checklist................................................................................................. 5
Key Principles .................................................................................................................................. 6
Methods of Engagement ................................................................................................................ 7
Common Barriers ............................................................................................................................ 8
Evaluating Your Community Engagement Efforts ........................................................................ 13
Closing........................................................................................................................................... 14
Additional Resources .................................................................................................................... 14
Definitions..................................................................................................................................... 15
Appendices
A. Identifying the Community Worksheet .................................................................................... 18
B. Methods to INFORM................................................................................................................. 19
C. Methods to CONSULT ............................................................................................................... 20
D. Methods to INVOLVE................................................................................................................ 22
E. Methods to COLLABORATE ....................................................................................................... 24
F. Methods to EMPOWER ............................................................................................................. 26
Introduction
Community engagement is a fundamental practice of public health and supports the Depart-
ment of Health’s (DOH) mission to protect and improve the health of all people in Washington
State. Community engagement efforts have the potential to advance health equity, promote
social connection, strengthen cross-sector partnerships, and build trusting relationships with the
communities we serve.
This Community Engagement Guide is intended to assist DOH programs and staff in ensuring
a consistent approach to engaging communities and:
• Leading with health equity
• Working across different sector
• Building trusting relationships and
partnerships
• Demonstrating cultural humility
• Respecting differences in perspectives
• Recognizing community resources and
assets
• Engaging hard-to-reach communities
• Supporting community-driven projects
• Meeting the needs of Washingtonians
• Ensuring culturally and linguistically
appropriate engagement
• Improving the efficiency and
effective-ness of our services
• Advancing evidence-based and
evidence-informed public health
Community Engagement
The process of working collaboratively with and through groups of people affiliated by
geographic proximity, special interest, or similar situations to address issues affecting the
wellbeing of those people.
Centers for Disease Control and Prevention (CDC)
Health Equity
Exists when all people can attain their full health potential and no one is disadvantaged
from achieving this potential because of the color of their skin, ancestry, level of education,
gender identity, sexual orientation, age, religion, the job they have, the neighborhood in
which they live, socioeconomic status, or whether they have a disability.
DOH COMMUNITY ENGAGEMENT GUIDE | 1
What do we mean by community?
A community is a group of people who are brought together by something in common. This can
include things like cultural background, shared experience, and geographic location. One
person can belong to many different communities.
DOH engages communities on many different levels. Sometimes programs collaborate directly
with community members. Oftentimes, we seek community participation through our
collaborations with partners, organizations, and other agencies. The chart below includes
examples of the types of communities and partners the department has engaged in the past.
Community Members
Groups of individuals who have
something in common
• Parents
• People living with HIV/AIDS
• Pregnant women
• Latino/Hispanic youth
Community Partners
Organizations, agencies, or
community groups
• Parent/Teacher Association
• Gay City
• March of Dimes
• El Centro de la Raza
When to do community engagement?
You should engage our customers and communities
who will be most impacted by your work
Even internal-facing work can affect members of the general public. Think about our
external customers and community members who may be effected directly or indirectly.
Developing policy
Bill analysis | Legislative agenda | Budget requests | Revisions to Washington
Administrative Code | Changes in partner funding | Rule making
Communicating information or changing communication tools
Developing standards, guidance documents, protocols
Making changes to internal systems or structures
Applying for or posting funding opportunities
Creating materials or publications
Project planning
Grant writing
2| DOH COMMUNITY ENGAGEMENT GUIDE
Engaging Governmental Public Health System Partners
Engaging Tribes
DOH respects the unique government-to-government relationship that exists between Tribes
as sovereign nations, the federal government, and the state. Policies, programs, and projects
that will impact Tribes or Tribal communities very likely require a formal consultation process.
Information about how to engage Tribal governments and leaders is outside the scope of this
guide. If you are interested in engaging with Tribal communities, please contact DOH’s Tribal
Relations Director.
Engaging Local Health Jurisdictions
The relationship between DOH and LHJs are multi-faceted. At times, LHJs are our partners on
an important project or program. They also serve as important stakeholders for policy efforts,
serve on our advisory boards and committees, and collaborate with us on new initiatives.
LHJs are also our sub-recipients, which creates a contractor relationship with the agency.
LHJs should always be engaged whenever your activity includes engaging communities in their
jurisdiction. For more information about how to engage or communicate with LHJs, please
contact DOH’s Local Health Liaison.
Ethical Research and Engagement
Some community engagement activities may be considered research. Per DOH Policy 03.001,
programs are responsible for getting approval from the Washington State Institutional Review
Board prior to conducting research or research-related activities. For more information, review
DOH’s Human Subjects and Public Health Practice Guidelines.
Additionally, add DOH employees should review relevant ethics policies and laws before
planning their community engagement activities.
DOH COMMUNITY ENGAGEMENT GUIDE | 3
Community Participation Continuum
Many different types of activities constitute community engagement. Some of these activities are formal
and some are informal in nature. Some are led by DOH and some are led by communities themselves.
The continuum below provides an overview of these different methods. As you move to the right, the
engagement activities become increasingly community led. This means communities take the lead on
identifying priorities, overall direction, and decision making. A lot of our work is state-led by the nature
of our role as a state health department, but the goal is to support community-driven engagement
whenever possible.
Adapted from the CDC’s Community Engagement Continuum (1997) and King County Community
Engagement Continuum (2011).
4| DOH COMMUNITY ENGAGEMENT GUIDE
☐
Review the Key Principles of community engagement. Learn about the community
and reflect on any biases, assumptions, or privileges you have.
Key
Principles,
p.5
☐
Identify the community partners, members, or stakeholders you wish to engage,
and reach out as early as possible.
Worksheet,
p. 12-13
☐
Notify Local Health Jurisdictions touched by your effort, and involve them as
appropriate.
Engaging
LHJs,
p. 3
☐
Choose a method, place, date, and time of engagement that are culturally and
linguistically appropriate.
Methods,
p. 6, 14-21
☐
Review state ethics laws and ethical research guidelines and follow any applicable
processes.
Additional
Resources,
p. 11
☐
Create an evaluation plan with the community or partners based on how they
would measure or define success.
Evaluation,
p. 10
Before
During
After
☐
Get feedback from community leaders on your method, questions, and approach.
Identify potential barriers and make a plan to mitigate them to ensure equal
☐
opportunity for participation.
Intentionally listen, give value to all voices and perspectives, and provide space for
☐
those impacted by injustices.
☐
Only make promises you can keep. Be honest and forthcoming about what you
can do with the feedback you receive.
Evaluate the effectiveness of your partnership or community engagement effort
☐
during the project and make adjustments as needed to structure, membership, and
processes.
Methods,
p. 6
Common
Barriers,
p. 7-9
Key
Principles,
p. 5
Key
Principles,
p. 5
Evaluation,
p. 10
Gather feedback from the community or partners about how the project went,
☐
and use their perspectives to inform your evaluation.
Share the results and next steps with the community, partners, and other DOH
☐
programs.
☐
Reflect on what can be improved for your future community engagement efforts.
☐
Stay connected in order to maintain a long-term relationship.
Evaluation,
p. 10
Key
Principles,
p. 5
Key
Principles,
p. 5
Key
Principles,
p. 5
Community Engagement Checklist
DOH COMMUNITY ENGAGEMENT GUIDE | 5
Do your research
about the
community
It’s important to understand the community’s culture, norms, values, power and political
structures, economic conditions, social networks, demographic trends, and history. Addi-
tionally, become aware of the community’s history of collaborating with other programs at
DOH, other agencies, and our partners, including the barriers they have faced in engaging
with us.
Do your research
about yourself
Before engaging with a community or potential partner, check your own biases, privileges,
and limitations.
• What assumptions or stereotypes do you hold about this community?
• How could your assumptions negatively impact your interactions or efforts?
• How do your cultural norms and values align with those of the community?
• Are you the most effective person to be leading this engagement effort, or should you
work with or through partners?
Allow community
members to self
identify
Remember that our cultural identities are dynamic, how people identify is a personal choice,
and that the people we engage are both individuals and members of various groups. Some
communities and individuals we strive to reach may have intersectional identities, which
means they are members of more than one group that has been historically marginalized or
oppressed.
Prioritize unheard
perspectives
Give space and power to the perspectives of those whose voices are least heard. Listen with
the intent to take action on the needs expressed by the community. Recognize that indivi-
duals have different perspectives and no perspective should be valued more than another.
Value others’ time
We should never expect community members to volunteer their time or expertise. Show that
you value what they bring to your project through compensation, reimbursement, or support
for one of their priorities.
Avoid tokenism
Individuals should never be expected to speak on behalf of, or represent, an entire
community.
Recognize
strengths and
assets
Even communities that experience the greatest health and economic inequities have
strengths, assets, and resources that should be acknowledged and leveraged.
Be proactive
If you are working on a specific project or trying to address certain health issues, reach out to
potential partners and community members as early as possible.
Ensure communi
cation is ongoing
-
-
Collaboration requires continual opportunities for conversation and sharing. Use two-way
communication methods that partners or community members are familiar with using.
Be transparent
Be honest and forthcoming about the purpose of your project and how you will use the input
you receive. Only make promises you can keep and make sure to follow through on your
commitments. Not following through can erode the trust you have worked hard to build.
Meet people
where they are
Be flexible in your approach. Go to the community—where members gather—and work to
build relationships and trust. Look for opportunities to immerse yourself in the community
you are trying to reach by attending community events and groups.
Key Principles
Community engagement can be complex. To be effective, we need to recognize and respect the di-
versity and assets of the communities we are engaging. It takes a long time to build strong relationships,
and it takes even longer to repair relationships that have been damaged. Approach all groups with
humility and anticipate learning about the subtle nuances of each community. Following these key
principles can help you build trusting relationships with community members, leaders, and partners.
6| DOH COMMUNITY ENGAGEMENT GUIDE
Methods of Engagement
There are many different methods to engage and collaborate with communities. Meeting with
communities in-person is often best for establishing and building trusting relationships,
especially if you are forming a new connection. However, technology has increased options for
connecting with communities and partners and may help increase your reach for some types of
engagement activities.
See Appendix 2 See Appendix 3 See Appendix 4 See Appendix 5 See Appendix 6
Best practices for all methods of engagement
Assess the community’s preferred methods of engagement. Whether planning for
in-person engagement, online engagement, or a combination of both, make sure to
choose a method that is accessible and appropriate for the community you are trying to
reach. If appropriate, use an existing community meeting.
Plan on using multiple channels or providing multiple opportunities. Consider a mix of
traditional and non-traditional communication channels for getting the word out about
your community engagement opportunity. You may also choose a variety methods along
the continuum.
Make sure your methods are accessible. There are many different aspects of accessibility
that you need to consider, including physical accessibility, language, culture, and location.
Identify and address other barriers for participation, like childcare, food, or transportation.
Ask questions that are open-ended, not leading, and nonbiased. Asking open-ended
questions gives you the chance to learn something you were not expecting and provides
space for discussion. Base your questions off of what you would like to learn. Ask a
member of the community to review your questions ahead of time to ensure you are not
framing your questions in a way that perpetuates stereotypes, introduces biases, or
stigmatizes members of the community.
Get active consent. You will need at least verbal consent for most methods of
engagement. There are additional written consent forms participants will need to
complete if you plan to use audio recordings, video recordings, take photos, or engage
minors.
DOH COMMUNITY ENGAGEMENT GUIDE | 7
Common Barriers
Community members and partners may face barriers to collaborating with us. To be successful in
engaging the community, ensure your community engagement approach addresses their barriers.
Language
Community members who
prefer to communicate in
a language other than
English or have unique
vision or hearing needs,
will need language
assistance services to
participate.
• Identify the linguistic needs of your community by
talking to community leaders and key informants,
and by reviewing language data.
• Translate all meeting materials and
announcements into the top languages spoken
within the area or community.
• Let people know ahead of time that interpretation
services will be available for the event or meeting.
• Arrange for free interpretation services, including
sign language and real-time translation services.
Resource
Culturally and linguistically appropriate services
Potential Solutions
Common Barriers
Culture
You may need to
accommodate certain
cultural values to ensure
all members are able to
participate. For example,
should you meet with men
and women separately?
Would you be more
effective in engaging
youth with or without
their parents present?
• Be mindful of cultural and religious observances
and events when choosing a meeting date and
time.
• Ask community leaders or key informants about
the most culturally appropriate way to engage
community members and then adapt your
approach.
Resource
Cultures Connecting 2017-2018 Diversity Calendar
8| DOH COMMUNITY ENGAGEMENT GUIDE
Geographic Location
It may be difficult for
rurally-isolated
communities to attend in-
person engagement
activities.
• Meet people where they are at (physically). Hold
your event at a location the community regularly
meets or gathers.
• Choose a location that is accessible by public
transportation.
• Offer travel reimbursement and lodging.
• If you are organizing multiple events or meetings,
consider holding them in different locations.
Potential Solutions
Common Barriers
Intercommunity
Dynamics
It may be inappropriate to
bring all the members of
one community together
in a shared space because
of inter-community
relationships, power
structures, or other
norms.
• Do your research ahead of time to learn about any
potential intercommunity dynamics that may
create barriers for some members to engage.
• Talk with community leaders and other partners
to get their perspective.
• Consider what part of the community is
disempowered within status-quo power structure.
• Learn from other organizations and DOH programs
who have worked with the same community in
the past.
Our Own Implicit Bias
Implicit bias refers to the
associations, stereotypes,
and assumptions that we
make about people. Our
biases can affect how we
interact with others and
our relationships with
community members.
• Do your research about yourself before engaging
with any community you are not a member of.
• Commit to continuous, critical self-reflection.
• Be humble, respectful, and honest. Admit mistakes
when you make them.
Resource
Project Implicit, Harvard University
DOH COMMUNITY ENGAGEMENT GUIDE | 9
Distrust of
Government
Communities may not
trust government because
of past historical injustices
led by governmental
public health organiza-
tions, like the Tuskegee
Syphilis Experiment or
forced sterilization
practices. Or, they may
have had personal
negative experiences
interacting with DOH,
other state agencies, or
health-related
organizations.
• Take the time to teach yourself about the
historical injustices or past experiences that are
impacting the community you are trying to reach.
• Recognize and own what has occurred in the past,
and recognize how it impacts you today.
o What earned and unearned privileges do you
have as result of historical injustices?
o How may those privileges impact your ability
to engage certain communities?
• Commit to the time it will take to rebuild trust,
and make sure to follow through on all promises
and commitments you make to the community.
Resource
Public Health Timeline, Roots of Inequity
Potential Solutions
Common Barriers
Immigration Status
You may need to
accommodate certain
cultural values to ensure
all members are able to
participate. For example,
should you meet with men
and women separately?
Would you be more
effective in engaging
youth with or without
their parents present?
• Ask community partners for guidance on how to
make their community members feel safe and
included in your activity.
• Do not collect personal information from
attendees.
• Consider co-facilitating the event or meeting with a
trusted community leader or partner.
Resource
Governor Inslee’s Executive Order 17-01
10| DOH COMMUNITY ENGAGEMENT GUIDE
Stigma
Stigma can prevent some
communities from
participating, especially
within certain
populations, such as
people living with
HIV/AIDS.
• Be mindful of how stigma may impact those you’re
trying to reach.
• Consult with an agency or community expert on
stigma reduction strategies
Time
Some of the more logis-
tical aspects of community
engagement take time.
Plan accordingly and
adapt your timeframe as
needed to meet the needs
of the community.
• Think about the daily schedules of the people
you’re trying to engage.
• If you will be hiring a vendor for your project, allow
three months for the contracting process.
• If your project qualifies as research, allow two
months to seek approval from the Institutional
Review Board.
Potential Solutions
Common Barriers
Government Jargon
and Process
Government has its own
language and way of doing
things that may create
unintentional barriers for
people outside our
agency.
• Use simple, clear language in all communications
and be cognizant of overusing acronyms.
• Check your assumptions about what aspects of the
way we do our work is common knowledge.
DOH COMMUNITY ENGAGEMENT GUIDE | 11
Competing Priorities
Do not expect that
community members will
be able to drop everything
else in their lives to
participate in a DOH
project. They have full
lives with many
responsibilities and
commitments that may
take priority. You may be
able to mitigate some of
these competing priorities
through thoughtful
planning.
• Family: If you plan to engage parents or caregivers
in person, consider needs for childcare or provide
options for remote engagement.
• Food: The sharing of food to bring people together
is common across cultures. If possible, bring
healthy and culturally appropriate snacks or meals
when holding community meetings or focus
groups. Make sure to ask community members
about dietary restrictions and preferences ahead of
time.
• Work: Often, community members are not
reimbursed for their time whereas partners who
work for other agencies and organizations may be
able to participate during work time. Look into
options for providing incentives and travel
reimbursement to decrease barriers for
participation. Additionally, people who work full-
time may prefer evenings or weekends.
• School: If engaging students or those within the
academic community, consider the time of year
and school schedules. It may be difficult to engage
during school hours, the start of the school session,
exam times, or school breaks.
Resource
DOH’s Heathy Nutrition Guidelines for Meetings
and Events
Technological Barriers
Remote and online
engagement can work
really well for some
communities, but you may
lose some community
members due to
technological barriers.
• Choose a platform your participants are familiar
with.
• Review information about the technological
requirements ahead of time to make sure they are
clear, straightforward, and not overly burdensome.
• Ensure technological support is available before
and during the event.
Potential Solutions
Common Barriers
12| DOH COMMUNITY ENGAGEMENT GUIDE
Evaluating Your Community Engagement Efforts
You should routinely evaluate the effectiveness of your relationships and partnerships. Below
are example evaluation questions you can consider, but you should develop your evaluation
plan with your partners and community.
Example Questions
Before
During After
How was the need for this project identified?
Are the right community members involved?
Does the structure and process allow for all voices to be heard, especially
those impacted by historically and contemporary injustices?
How do you plan to support your partners or community members?
What training, information or resources will they need?
How do you plan to intentionally provide space for those impacted by
injustices for their issues to be heard and addressed?
How does the community measure/define success?
How well does the group work together?
Who has a voice and who doesn’t?
How does the group make decisions?
How are conflicts or disagreements handled?
Who leads the engagement efforts, meetings, or events?
How are community members involved in developing the project?
If you did a stakeholder analysis, did your results have the desired effect?
Were they helpful?
How did you ensure your community engagement effort was culturally
and linguistically appropriate?
Did stakeholder involvement improve the work, effectiveness, or political
and community support of the effort?
Who came up with the project goals and plan?
What could you have done better to identify and involve community
partners and representatives?
What strategies did you use to ensure all voices were heard?
When partners who have been impacted by injustices or represent
groups who are under-represented or historically marginalized brought
forward issues, how were those addressed?
Did your partners feel supported? What could be improved?
How did you loop back to the community to thank them and let them
know next steps and the impact of their involvement?
DOH COMMUNITY ENGAGEMENT GUIDE | 13
Closing
Thank you for using DOH’s Community Engagement Guide, and for contributing to our agency’s
efforts to build meaningful relationships with the communities we serve and advancing health
equity. The following references and appendices provide additional resources. If you need any
other assistance, please contact the Center for Public Affairs, Community Relations & Equity
quadrant.
Additional Resources
Internal
• Evidence-based Approach to Improving the Health and Safety of the Population
• Health Equity Review Planning Tool
• Guide for Health Promotion and Health Education Activities
• Well Crafted: The PCH style guide for design and communication best practices
• Human Subjects and Public Health Practice Guidelines
• Ethics policies and laws
External
• King County Health Equity Assessment Tool
• Messaging Guide for Policy Advocates
• CDC’s Principles of Community Engagement, Chapter 7: Program Evaluation and
Evaluating Community Engagement
• IMPACT: A Practical Guide to Evaluating Community Information Projects
14| DOH COMMUNITY ENGAGEMENT GUIDE
Definitions
Community
A diverse group of individuals who interact with one another and may have overlapping traits,
cultures, beliefs, tendencies, needs, geographic proximity, or shared histories. Individuals self-
identify with their communities, can belong to more than one community, and may prioritize a
community more than others.
MacQueen et al., 2001
Community Engagement
The process of working collaboratively with and through groups of people affiliated by
geographic proximity, special interest, or similar situations to address issues affecting the
wellbeing of those people. It is a powerful vehicle for bringing about environmental and
behavioral changes that will improve the health of the community and its members. It often
involves partnerships and coalitions that help mobilize resources and influence systems, change
relationships among partners, and serve as catalysts for changing policies, programs, and
practices.
Centers for Disease Control and Prevention, 1997
Health Equity
Exists when all people can attain their full health potential and no one is disadvantaged from
achieving this potential because of the color of their skin, ancestry, level of education, gender
identity, sexual orientation, age, religion, the job they have, the neighborhood in which they
live, socioeconomic status, or whether they have a disability.
DOH Health Equity Workgroup, 2016
Cultural Humility
Being open to and respecting the self-identified cultural and personal factors of an individual’s
life. This involves ongoing reflection and self-awareness of one’s own biases to avoid
perpetuating cultural assumptions. True cultural humility requires an appreciation for the
richness and complexity of the concept of culture.
Foronda et al., 2016
DOH COMMUNITY ENGAGEMENT GUIDE | 15
Need help?
If you don’t know where to start, C4PA can provide consultation. We can help you:
• Reach out to community-based organizations, nonprofits, racial and ethnic
commissions, health systems, philanthropy, and businesses that serve diverse
communities as part of their daily job or services.
• Connect with other DOH programs who may have existing partnerships within the
community you are trying to reach.
• Choose an appropriate method, navigate technology options, and ensure your
engagement effort is accessible:
o Do an audience assessment
o Identify appropriate communication and engagement channels
o Plan for online and remote engagement options
o Develop question guides and scripts
o Arrange interpretation and translation services
o Ensure your engagement efforts are accessible and barrier free
• Explore new and non-traditional partnerships. Ideal partners may not always be other
health-related agencies or organizations.
• Navigate efforts to rebuild trust with communities that have damaged relationships
with DOH.
16| DOH COMMUNITY ENGAGEMENT GUIDE
DOH COMMUNITY ENGAGEMENT GUIDE | 17
ppendices
18| DOH COMMUNITY ENGAGEMENT GUIDE
Appendix A. Identifying the Community Worksheet
The first step in all state-led community engagement activities is to identify the community
members or partners you wish to engage. A health issue or public health project can impact
many different communities. Use this worksheet for each unique community you are trying to
reach.
What is the specific project or health issue you are trying to address?
DOH’s Guide for Health Promotion and Health Education Activities is a good starting point.
Who may be impacted by this project?
Who are your current partners?
• Do they reflect the communities you’re trying to serve?
• Are they respected within the community?
• How effective is your existing partnership?
• What are their priorities, needs, interests, resources, and assets?
Who else is engaged in addressing this health issue?
• Who are your potential new partners?
• Do they reflect the communities you’re trying to serve?
• Are they respected within the community?
Who interacts regularly with the community you are trying to reach?
How will you ensure the community you are actually trying to reach is involved?
What power or political structures could impact the community’s willingness to participate?
How will you actively address these power structures? What support do you need?
What existing networks do you or other DOH programs have that can be leveraged?
DOH COMMUNITY ENGAGEMENT GUIDE | 19
Appendix 2. Methods to INFORM
Town Halls, Community Meetings
Starting Point
• Identify your primary audience and vision for the meeting or
event.
• You will get the highest turnout if you host the meeting in a place
where the community naturally and regularly meets on their own
or combine it with an existing meeting.
• Set a clear agenda with a designated moderator and speakers.
• If appropriate, engage local media to help publicize your event.
Technology Options
• Facebook Live, YouTube Live, Periscope, and video conference can
be used to allow remote participation, feedback, and testimony.
• Host a town hall online using Twitter Town Hall. This can increase
the geographic reach.
More Information
Convening town hall meetings
How to host a Twitter town hall
External Communications: Media, Social Media,
Materials, Web
Starting
Point
• Begin by developing a communications plan.
• Identify communications channels that will best reach your
primary audience.
• Ensure messages are tailored to your audience.
• Common channels include the web, social media, print materials,
press releases, TV, and radio.
Technology Options
• Use social media and live stream options to spread the reach of
your announcement and offer some opportunity for engagement.
More I
nformation
Center for Public Affairs, Communications Resources
IN
FORM examples from DOH programs
Foundational Public Health Services Town Hall
Dr. Scott Lindquist talks about Hanta Virus [VIDEO]
20| DOH COMMUNITY ENGAGEMENT GUIDE
Appendix 3. Methods to CONSULT
Focus Groups
Starting Point
• Identify a trained facilitator and note-taker.
• Carefully plan how you will organize and recruit for the focus groups.
Bring individuals together with a common characteristic, and
structure the conversation to ensure all participants are able to
express their honest opinions.
• Provide incentives to thank participants for their time.
• Prepare your questions so you can benefit from group dialogue.
Questions should be open and elicit group discussion.
• Recording the focus group may be beneficial for note-taking and
facilitation purposes, but should be carefully considered because it
may inhibit participation from some people.
Technology Options
• Host a focus group online using Facebook Groups or GoToMeeting.
This can help you host focus groups with Washingtonians in other
parts of the state.
More Information
Conducting focus groups
Designing and conducting focus group interviews
Interviews
Starting Point
• Interviews let you explore a particular subject more in depth, and
allow you to learn something you might not get from a survey. They
can also be used to build and strengthen partnerships.
• Use as a starting point to help you plan other community engagement
efforts. The insight and perspective you can gain from community
leaders can help you plan more effective and culturally appropriate
community meetings, focus groups, and community mobilization
efforts.
• Carefully plan your interview script and approach. If you choose to
conduct key informant interviews, identify community leaders who
know their community and the specific health topic or issue well.
• If you choose to conduct intercept interviews with community
members, choose a location and time that will maximize your
opportunities for connecting with members of your target population.
Technology Options
• Interviews are best done in person to help build relationships, but can
also be conducted over the phone or with GoToMeeting.
More Information
Key Informant Interviews, New York State
Key Informant Interviews, UCLA Center for Health Policy Research
DOH COMMUNITY ENGAGEMENT GUIDE | 21
Surveys
Starting Point
• Surveys can be used to collect information about attitudes, beliefs, opinions,
needs, assets, and behaviors of the community you wish to engage.
• They are a quick way of getting information from a larger number of people, and
may be more convenient for the participant and lower cost.
• Surveys can gain informal community feedback about a specific project.
Technology Options
• Paper-based and mail surveys may be effective in specific circumstances. You can
broaden your reach by using online or electronic surveys through Opinio, Survey
Monkey, or online polls.
More Information
Conducting Surveys, Community Tool Box
Stakeholder Groups
Starting Point
• Identify your primary, secondary, and key stakeholders. Primary stakeholders are
those who will be directly affected by your project. Secondary stakeholders
include those who are directly involved with the primary audience/population of
your project, or whose lives may be affected indirectly. Key stakeholders are
those who have the greatest influence including policymakers, the media, and
community leaders.
• Plan to engage stakeholder groups early in the pre-planning stages. This helps
ensure transparency throughout your project.
• Conduct a stakeholder analysis or stakeholder mapping to understand their
concerns and interests.
Technology Options
• Video conference may allow stakeholders who live remotely to participate and
stay engaged in ongoing project planning and meeting.
More Information
Identifying and Analyzing Stakeholders and Their Interests, Community Tool Box
Maximizing Community Stakeholders’ Engagement, CityMatch
CONSULT
examples from DOH programs
WIC Voice of the Customer Survey
MCH Block Grant s
urvey
Emergency Preparedness online poll
Stakeholder analysis for rulemaking
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Appendix 4. Methods to INVOLVE
Audience Testing, User Testing
Starting Point
• Audience and user testing are ideal for helping you understand
how your primary audience may respond to your messages,
materials, or information. The goal is to understand their
knowledge, beliefs, attitudes, barriers, and cues to act.
• Clearly define your primary audience and think about what you
want them to know or do.
• Health promotion, behavior change, and communication theories
can help you plan your testing.
• For user testing, choose a technique that fits your session goals
and plan ahead for any equipment needs. It may be easiest to
hold the usability testing in the DOH computer lab or in a remote
location with laptops.
• For both audience and user testing, make sure to pilot your
questions and test ahead of time.
Technology Options
• Can be done in-person, over the phone, over email, and through
online platforms.
More
Information
Tips for analyzing your audience, University of Pittsburg
Health Promotion
and Disease Prevention Theory Models, Rural Health
Information Hub
Health Literacy Online, Test your Site with Users with Limited Literacy
Skills
Usability, User Research Methods
DOH COMMUNITY ENGAGEMENT GUIDE | 23
Advisory Groups, Steering Committees
Starting Point
• Advisory boards and steering committees are ideal for keeping your project connected to
the big picture. Many groups meet on a quarterly basis to provide strategic direction, but
some meet more frequently for more hands-on work. There may already be an existing
group or committee that you can engage with.
• The effectiveness of these groups depends on the structure that is put in place at the
beginning including choosing the right members, thoughtfully planning and facilitating
meetings, and setting clear expectations.
• Advisory boards or councils can be created to bring voices to the table who are often not
well represented in decision-making, for example: youth.
• Plan a formal onboarding for your committee, council, or board members to ensure they
have a similar foundation related to your project and equity overall.
Technology Options
• Video conference may increase participation in council, advisory, or committee
meetings.
More Information
Tips for Creating Effective Youth Advisory Councils, Advocates for Youth
Community Conversations
S
tarting Point
• Build a team to determine the goals for the conversation and host the event. Your team
should include members of the community to ensure their own goals, interests, and
issues are well represented.
• Choose a facilitator that is experienced and can create a trusting environment with the
participants. Sometimes it is best to choose someone from within the community and
sometimes it is more appropriate to choose someone who is neutral and outside of the
community.
• Create an inviting environment and structure the room for dialogue. Tables in a ‘U’
format or in circles are ideal for small group conversations.
Technology Options
• Some online platforms, including GoToWebinar, may be used to facilitate a virtual
community conversation. Careful planning is needed to ensure everyone has equal
access to participate and that conversation can flow naturally.
More Information
Leading a community
dialogue on building a healthy community
INVOLVE
examples from DOH programs
DOH Web Usability Study
EPH Fish Advisories Audience Testing
PCH Community Health Advisory Committee
Emergency Preparedness & Response: Crisis Standards of Care Project
Opportunities to Improve WIC Services for Somali Women
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Appendix 5. Methods to COLLABORATE
Collective Impact
Starting Point
• A ‘Collective Impact’ model brings
organizations together to wo
toward a common goal through a structured framework.
•
The five core conditions of the collective impact framework are
o Develop a common agenda
o Use shared measurement
o Build on mutually-reinforcing activities
o Engage in continuous communications
o Provide a backbone to move the work forward
Technology Options
•
Collective Impact initiatives are best started by bringing people
physically together in a shared space.
• Video conference may
allow representatives who live remotely
to participate and stay engaged in meetings they can’t physical
attend.
More Information
Tackling complex problems through collective impact [VIDEO], FSG
Evaluating Collective Impact: Five Simple Rules
DOH COMMUNITY ENGAGEMENT GUIDE | 25
Coalition Building
Starting Point
• Coalitions can be used to influence public policy, promote behavior change in
communities, and build a healthy community.
• Some of the drivers for building coalitions include:
o To respond to negative events in the community (e.g. increased suicides).
o New information becomes available (e.g. new research about a specific disease).
o Circumstances or rules change (e.g. a new law).
o New funding is available (e.g. a federal grant that requires a coalition).
o There’s a threat to the community (e.g. an important service might get cut)
• Coalitions include a core group of stakeholders, community opinion leaders, and
policy makers.
Technology Options
• Coalitions are best started by bringing people physically together in a shared space.
• Video conference may allow members who live remotely to participate and stay
engaged in meetings they can’t physically attend.
More Information
Coalition Building I: Starting a
Coalition, Community Tool Box
Coalition Building II: Maintaining a Coalition
Developing Effective Coalitions: An Eight Step Guide, Prevention Institute
Partnership Building
Starting Point
• Partnerships can be formal collaborations just between two organizations, or can
result in the formation of a committee, coalition, council or other group of
partners with representatives from various organizations and therefore be more
strategic in nature.
• Partnerships can also be informal agreements or collaborations that are short-
term and project specific.
• Determine which partners and what type of partnership is appropriate for your
specific project or problem you are trying to address.
Technology Options
• Technology can be used to assist with ongoing collaboration of existing partners.
More I
nformation
Creating and maintaining partnerships, Community Tool Box
Community Participation: A Self
-Assessment Toolkit for Partnerships
COLLABORATE
examples from DOH programs
Essentials for Childhood Steering Committee
Prevention Alliance
Academic
Partnership with the University of Washington
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Appendix 6. Methods to EMPOWER
Community Immersion
Starting Point
• Support initiatives and projects that are important to the
community, even if it is not a DOH priority.
• Attend community events and
gatherings with the intent of listening
and learning.
Technology Options
•
Some communities, like youth, may prefer to come together online.
Use relevant social media platforms to immerse yourself.
More Information
EthnoMed Community Calendar
Community Mobilization
Starting Point
• Ensure you have strong leaders and provide them the support they
need.
• Establish a formal structure, which may include a steering
committee and sub-commit-tees. Ensure the six essential functions
of community mobilization efforts are covered:
1. Providing overall strategic direction
2. Facilitating dialogue between partners
3. Managing data collection and analysis
4. Planning communications
5. Coordinating outreach
6. Fundraising
• Develop guiding documents such as organizational charts, rules of
operation or bylaws, policy statements, and formal letters of
agreement.
• Engage community partners who share priorities and interests.
Consider partners who work in other health or social service
organizations, business owners, policy makers, media
representatives, faith leaders, and others who have significant
influence in their community.
Technology Options
• Community mobilization efforts are best started by bringing
people physically together in a shared space.
More Information
Strategies Guides by Best Practice for Community Mobilization,
Advocates for Youth
Community Mobilization Guide, CDC
EMPOWER examples from DOH programs
End AIDS Stigma Reduction Work
DOH COMMUNITY ENGAGEMENT GUIDE | 27
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