Using empowerment theory in collaborative partnerships for community health and development

Fawcett, Stephen B.; Paine-Andrews, Adrienne; Francisco, Vincent T.; Schultz, Jerry A.; Richter, Kimber P.; Lewis, Robin J.; Williams, Ella L.; Harris, Kari Jo; Berkley, Jannette Y.; Fisher, Jacqueline L.; Lopez, Christine M.

doi:10.1007/bf02506987

Cited by 325 publications

(257 citation statements)

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“…None of these problems are necessarily insurmountable. Proponents of collaboration have pointed to a range of strategies that can be used to empower weaker or underrepresented groups (Fawcett et al 1995;Lasker and Weiss 2003;Merkhofer, Conway, and Anderson 1997;Mitchell 2005;Schuckman 2001). 5 In terms of a contingency theory of collaborative governance, we draw the following conclusion:…”

Section: Power/resource Imbalancesmentioning

confidence: 99%

“…First approximation (32): Andranovich (1995), Beierle (2000), Booher and Innes (2002), Bryson and Crosby (1992), Chrislip and Larson (1994), Coggins (1999), Daniels and Walker (2001), Echeverria (2001), Fawcett et al (1995), Freeman (1997, Fung and Wright (2001), Gray (1989), Healey (1996Healey ( , 2003, Booher (1999a, 1999b), Kraft and Johnson (1999), Langbein (2002), Lee (2003), Lober (1997), Nelson and Weschler (1998), Ozawa (1993), Reilly (1998Reilly ( , 2001), Schedler and Glastra (2001), Schuckman (2001), Smith (1998), Susskind and Cruikshank (1987), Takahashi and Smutny (2002), Thomas (1995), Weber (2003), and Wondolleck and Yaffee (2000).…”

Section: Appendixmentioning

confidence: 99%

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Collaborative Governance in Theory and Practice

Ansell

Gash

2007

Journal of Public Administration Research and Theory

4,329

4,309

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Over the past few decades, a new form of governance has emerged to replace adversarial and managerial modes of policy making and implementation. Collaborative governance, as it has come to be known, brings public and private stakeholders together in collective forums with public agencies to engage in consensus-oriented decision making. In this article, we conduct a meta-analytical study of the existing literature on collaborative governance with the goal of elaborating a contingency model of collaborative governance. After reviewing 137 cases of collaborative governance across a range of policy sectors, we identify critical variables that will influence whether or not this mode of governance will produce successful collaboration. These variables include the prior history of conflict or cooperation, the incentives for stakeholders to participate, power and resources imbalances, leadership, and institutional design. We also identify a series of factors that are crucial within the collaborative process itself. These factors include face-to-face dialogue, trust building, and the development of commitment and shared understanding. We found that a virtuous cycle of collaboration tends to develop when collaborative forums focus on ''small wins'' that deepen trust, commitment, and shared understanding. The article concludes with a discussion of the implications of our contingency model for practitioners and for future research on collaborative governance.Over the last two decades, a new strategy of governing called ''collaborative governance'' has developed. This mode of governance brings multiple stakeholders together in common forums with public agencies to engage in consensus-oriented decision making. In this article, we conduct a meta-analytical study of the existing literature on collaborative governance with the goal of elaborating a general model of collaborative governance. The ultimate goal is to develop a contingency approach to collaboration that can highlight conditions under which collaborative governance will be more or less effective as an Early versions of this article were presented at the Conference on Democratic Network Governance, Copenhagen, the Interdisciplinary Committee on Organizations at the University of California, Irvine, and the Berkeley graduate seminar Perspectives on Governance. We thank the participants of these events for their useful suggestions and Martha Feldman, in particular, for her encouragement. We also thank two anonymous reviewers for their thoughtful and useful comments.

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Section: Power/resource Imbalancesmentioning

confidence: 99%

Section: Appendixmentioning

confidence: 99%

Collaborative Governance in Theory and Practice

Ansell

Gash

2007

Journal of Public Administration Research and Theory

4,329

4,309

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“…These are (1) engaging with the community, (2) following a science-to-practice model (SPM) to help build the evidence for translation to practice, and (3) creating opportunities for capacity building in both the academic and community settings. Community engagement is the process of identifying and then continuously involving individuals and organizations that can influence policy, environment, or systems change (Fawcett et al, 1995;Glasgow et al, 2012;Minkler, Vásquez, Tajik, & Petersen, 2008). The SDPRC has sought to identify those who influence Latino community residents' ability to be physically active, and more generally, follow a healthy lifestyle.…”

Section: Introductionmentioning

confidence: 99%

Community Health Partnerships for Chronic Disease Prevention Among Latinos: The San Diego Prevention Research Center

et al. 2013

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Over 20 years ago, university-community partnerships (i.e., Prevention Research Centers [PRCs]) across the United States were funded by the Centers for Disease Control and Prevention to conduct research and training in order to promote health and prevent disease in underserved populations. In 2004, the San Diego PRC (SDPRC) became the first PRC to focus on obesity prevention and HHS Public Access Author Manuscript Author ManuscriptAuthor ManuscriptAuthor Manuscript control in a community of mostly Mexican Americans/Mexican immigrants. The SDPRC was also the first PRC to comprise a university-community partnership with a school of public health, a school of medicine, and a federally qualified health center. In conjunction with two additional funded community partners and involvement of a community advisory board, the SDPRC seeks to develop effective intervention strategies that ultimately lead to behavior change. Now in its second cycle of funding, the SDPRC has identified three primary principles that are important for these and similar efforts: (1) developing culturally appropriate interventions requires community engagement; (2) building the evidence in a systematic and rigorous way yields meaningful strategies for translation to practice; and (3) translating evidence-based interventions to practice involves capacity building for both researchers and community partners. This article describes these principles to help others involved in similar intervention efforts identify the best approach for promoting health in their own communities.

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“…Like other CCIs, Yes we can! also assumes that by building an active citizenry, strengthening the local nonprofit sector, and fostering collaboration, more effective solutions to local issues can be identified (Fawcett et al, 1995) and local capacity will be enhanced (Smock, 2003).…”

Section: Introductionmentioning

confidence: 99%