Mission

1. Mission To promote health (broadly defined) through partnerships between communities and higher educational institutions

2. 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

3. Goals • Combine knowledge, wisdom & experience in communities and in academic institutions to solve major health, social and economic challenges • Build capacityof communities & higher educational institutions to engage each other in authentic partnerships • Support communities in their relationships & work with academic partners • Recognize & rewardfaculty 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)

4. Board Members • Renee Bayer, University of Michigan School of Public Health • Cynthia Barnes-Boyd, Neighborhoods Initiative, University of Illinois-Chicago Great Cities Institute • Chuck Conner, West Virginia Rural Health Education Partnership • Diane Downing, Arlington County Dept. of Human Services, VA and George Washington University, DC • Barbara Gottlieb, Brookside Community Health Center, Jamaica Plain, MA and Harvard Schools of Medicine and Public Health, Boston • Ella Greene-Moton, Community-Academic Consultant, Flint, MI and University of Michigan, Ann Arbor • Susan Gust, Partners Three Consulting, Minneapolis, MN • Dennis Magill, Wellesley Institute and University of Toronto, Canada • Daniel E. Korin, Lutheran Medical Center, NY • Richard W. Redman, University of Michigan School of Nursing • Douglas Simmons, University of Texas, Houston Health Science Center Dental Branch

5. Framework for Authentic PartnershipsCitation: 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

6. Framework for Authentic PartnershipsCitation: Achieving the Promise of Authentic Community-Higher Education Partnerships: Community Partners Speak Out! CCPH, 2007 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…

7. Framework for Authentic PartnershipsCitation: 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

8. Principles of PartnershipCCPH 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.

9. Principles of PartnershipCCPH 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.

10. 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

11. Multi-Site Change Collaboratives • 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

12. 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

13. “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

14. Kotter’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... Consolidating Institutionalizing Urgency Short-term Wins Coalition Empowering Create Vision Share Vision

15. Kotter’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? Consolidating Institutionalizing Short-term Wins Urgency Coalition Empowering Create Vision Share Vision

16. Kotter’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? Consolidating Institutionalizing Urgency Short-term Wins Coalition Empowering Share Vision Create Vision

17. Kotter’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? Consolidating Institutionalizing Urgency Short-term Wins Coalition Empowering Create Vision Share Vision

18. Kotter’s 8-step Process for Change Empower Others to Act on the Vision How can you support others to advance the agenda? Consolidating Institutionalizing Urgency Short-term Wins Coalition Empowering Create Vision Share Vision

19. Kotter’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? Consolidating Institutionalizing Short-term Wins Urgency Coalition Empowering Create Vision Share Vision

20. Kotter’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 Consolidating Institutionalizing Urgency Short-term Wins Coalition Empowering Create Vision Share Vision

21. Kotter’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 Institutionalizing Consolidating Urgency Short-term Wins Coalition Empowering Create Vision Share Vision

22. Community-Campus Partnerships for HealthWe invite you to join a growing network of communities & campuses that are collaborating to promote healthEmail us at ccphuw@u.washington.edu orvisit us online at www.ccph.info