Participatory Decision-Making Among Community Coalitions

Abstract

This article examines the decision-making processes in five federally-funded community coalitions through an analysis of recorded minutes at 188 meetings. Specific characteristics examined include the proportion of agenda issues in which the role of staff, officer, or community participant initiated discussion topics and carried out tasks; the degree to which decisions were reached and action tasks delegated; and the substantive focus of the discussions. The study found that many of the basic components of organizational functioning were inconsistently applied, particularly in the areas of task identification and delegation. Less than half of the topics introduced for discussion in all the meetings studied resulted in a decision, and of these decisions, related tasks were specified less than half the time. In two-thirds of the instances when tasks were identified for specific agenda issues, no one was identified for involvement in their implementation.

Using the Interactive Systems Framework to Support a Quality Improvement Approach to Dissemination of Evidence‐Based Strategies to Promote Early Detection of Breast Cancer: Planning a Comprehensive Dynamic Trial

“…Efforts to adapt interventions can benefit from participation of representatives of different constituencies and organizations that stand to gain from dissemination (Barton-Villagrana et al 2002;Miller and Shinn 2005;Yoshikawa et al 2003). Representation can be best achieved through the development of community-based partnerships comprised of stakeholders that understand the populations in need of services (Speer and Zippay 2005;Chinman et al 2005;Foster-Fishman et al Foster-Fishman et al 2001;Horowitz et al 2009;Israel et al 2001). Thus, Cancer Action Councils will include agency clients and other community members, LHAs, agency representatives and researchers.…”

Chapter 16. Community Caregiving Partnerships in Aging

“…Regardless of the degree of formality of the partnership, an internal structure is necessary to ensure that all members are moving in the same direction. In an attempt to identify threats to effective functioning, an analysis of decision making within community coalitions was constructed using recorded minutes of group meetings (Speer & Zippay, 2005). This study determined that many principles of good leadership and organizational functioning were applied unevenly in the least effective partnerships.…”

South African HIV/AIDS service providers’ perceptions of participatory decision making and empowerment: Exploring the role of power distance

“…Previous research has investigated various facets of participatory decision making, including the types (Alutto and Belasco, 1972), processes (Speer and Zippay, 2005), and outcomes of participatory decision making (Van Der Weshuizen et al, 2012). Foreign assistance researchers have also written extensively about participatory decision making, discussing topics such as power differentials that exist between donor nations and recipient communities in the decision-making process (Tsang et al, 2000), as well as the strategies for participation that should be used throughout various phases of a development project (Donnelly-Roark, 1998).…”