Implementation

Resources on this page

Logistics

Leadership

Decision-making

Leadership, power, and decision-making examples

Logistics

Clarifying operating procedures (what a CAB does) and operating principles (how it gets those things done)
1. Developing operating principles examples
  1. Adams AK, Scott JR, Prince R, et al. Using community advisory boards to reduce environmental barriers to health in American Indian communities, Wisconsin, 2007-2012. Prev Chronic Dis 2014; 11: E160.
  2. Braun KL, Tsark JU, Santos L, et al. Building Native Hawaiian capacity in cancer research and programming. Cancer 2006; 107(Suppl. 8): 2082–2090
Integrating members’ and the community’s values that inform CAB procedures can generate trust. These values are often called “Guiding Principles” and can be co-developed as a trust-building tool.
1. Examples
  1. Mutual respect
  2. Inclusivity over division
  3. Letting members agree to disagree
  4. Speaking from an “I” perspective
  5. Active listening
2. Newman SD, Andrews JO, Magwood GS, et al. Community advisory boards in community-based participatory research: a synthesis of best processes. Prev Chronic Dis 2011; 8: A70.
3. Schlechter CR, Del Fiol G, Lam CY, et al. Application of community – engaged dissemination and implementation science to improve health equity. Prev Med Rep 2021; 24: 101620.
4. Butterfoss FD. Coalitions and partnerships in community health. San Francisco, CA: JosseyBass, 2007.
5. Israel BA, Lichtenstein R, Lantz P, et al. The Detroit Community-Academic Urban Research Center: development, implementation, and evaluation. J Public Health Manag Pract 2001; 7: 1–19.
Decide structured vs. free-form
1. Structured: Agendas and activities set, goal-driven
2. Free-form: responsive to ongoing issues
3. Members will have different preferences, refer to purpose of CAB for help with this decision, and opt for a tailored hybrid
Principles to be revisited and amended as necessary

Leadership

Creating an equitable leadership structure helps to alleviate mistrust and ensure that the CAB’s work is grounded in community needs AND increase participation, satisfaction, and consensus-building
1. Consider backgrounds of (academic, social, cultural) of members

Decision-making

Do CABs inform decisions, determine outcomes, and/or have final say?
1. Important to be transparent about this (strengthens engagement and sustainability)
2. Can opt for a hybrid approach as long as it’s clear to members
3. Can opt for a “select few” approach where 1-2 leaders in the CAB are selected to represent the CAB in decision-making
  1. This can be a challenge to navigate, can put pressure on the selected leaders and lead to frustration

Leadership, power, and decision-making examples

Klinkenberg WD and Sacks S; HIV/AIDS Treatment Adherence, Health Outcomes and Cost Study Group. Mental disorders and drug abuse in persons living with HIV/AIDS. AIDS Care 2004; 16(Suppl. 1): S22–S42.
Baptiste DR, Bhana A, Petersen I, et al. Community collaborative youth-focused HIV/ AIDS prevention in South Africa and Trinidad: preliminary findings. J Pediatr Psychol 2006; 31: 905–916.