Strengthening Equitable Community Resilience Criteria and Guiding Principles for the Gulf Research Program's Enhancing Community Resilience (EnCoRe) Initiative (2023) / Chapter Skim
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3 Evidence, Insights, and Lessons Learned from Relevant Efforts
3 Evidence, Insights, and Lessons Learned from Relevant Efforts
Pages 30-48
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In Chapter 4, however, the committee shares its core recommendations for the EnCoRe initiative, which are informed by the programs described below. METHODOLOGY OF EXAMINING RELEVANT EFFORTS During six virtual, public data-gathering sessions, the committee met with representatives and practitioners from institutions and organizations that were funding and/or conducting community-engaged resilience and public health work and supporting community capacity building.
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: ● Equity: How do you form and maintain productive and equitable partnerships? ● Partnership initiation criteria and guiding principles: − For funding organizations: What criteria and/or guiding principles were used to select communities for your partnerships?
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SUMMARY OF LESSONS LEARNED AND GUIDING PRINCIPLES FROM PREVIOUS AND ONGOING EFFORTS Equitable Partnerships As discussed in Chapter 2, a core principle of PARP is the equitable involvement of the people most affected by the problem or issue of concern, and the equitable distribution of resources that the partnership or project provides, including access to decision making (Van Zandt et al., 2020)
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Additionally, in some cases the collaborative development of an action-logic model has helped to identify the resources available for a project and map how the outputs and products of the partnership will advance the equity goals that were established in collaboration with community partners. Ensuring distributive and procedural equity allows partnerships to address systemic factors of contextual inequity, such as structural racism.
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Procedural equity can be achieved by the development of accessible communication and decision-making pathways between funders, researchers, and communities. Partnership Initiation Criteria Through the data-gathering sessions, the committee learned of several guiding principles and criteria for the partnership initiation and selection process, which are listed in Box 3-1.
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Cultural and language competence: People who review applications should have the relevant cultural and language competence for the applicant pool, particularly when reviewing applications from communities whose first language is not English and from Indigenous communities. The programs in Alaska that the committee heard from particularly stressed the need for cultural and language competence at the reviewer and program coordination levels.
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that could receive donations and be protected from political changes at the federal and local levels was effective in ensuring the longevity of resilience-building efforts. BOX 3-2 Community Champions Identifying a "community champion" was central to the success of the resilience-building efforts for the programs with which the committee engaged during public session panels; some panelists representing these efforts were community champions themselves (e.g., Gulf States Health Policy Center in Bayou La Batre, Alabama; Native Movement in Fairbanks and Anchorage, Alaska; Plaquemine Community CARE Center in Belle Chase, Louisiana; Seldovia Village Tribe in the Cook Inlet, Alaska)
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program at Texas A&M University and the Louisiana's Strategic Adaptations for Future Environments (LA SAFE) program from Louisiana's Office of Community Development are examples of successful efforts that invested in capacity building to support an existing or new community champion.
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Louisiana's Strategic Adaptations for Future Environments (LA SAFE) used visual representations of past, current, and future risks during community engagement, and provided opportunities for communities to use visual aids to ground truth what they had seen and experienced in their own lives.
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program is a service-learning program for students at Texas A&M University at College Station, and a community engagement initiative, with the stated mission "to facilitate the transformation of communities from high-risk/lowopportunity to equitable, resilient, and adaptive by mitigating threats to the economy, environment, and culture." 4 As an academic and community-based partnership program, TxTC seeks to increase the likelihood of community buy-in by providing technical knowledge to the community from a trusted local institution and by building on preexisting relationships and social capital to create and strengthen equitable community resilience. TxTC employs an inclusive and equitable plan-making process to ensure the project is not developed exclusively by the university and includes active public participation from the affected community to achieve community ownership and investment.
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The Gulf Region Health Outreach Program: An Evaluation Enterprise The Gulf Region Health Outreach Program (GRHOP) highlights the benefits of adopting a flexible, long-term funding structure that can be applied to a select number of concentrated regional projects with a shared mission of enhancing human and environmental health and resilience.
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. 6 The GRHOP consisted of four integrated projects with the following objectives: build the capacity of primary care community health clinics in the region; increase the mental and behavioral health expertise of health professionals in the targeted communities and increase awareness by local communities of mental and behavioral health issues; increase the environmental health expertise of health professionals in the targeted communities and the health literacy of local communities; and train community health workers who will help residents navigate the healthcare system and access needed care.
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BOX 3-5 Gulf Region Health Outreach Program: Best Practices and Guiding Principles for Holistically Evaluating and Measuring Community Resilience ● Direct attention to the internal structure of the funded portfolio. Projects across partnerships are most effective by utilizing a shared vocabulary related to resilience, shared regional or enterprise goals, and a shared decision-making and conflict resolution strategy.
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Resilience would be built and enhanced by four main pathways: 1. financial and logistical guidance for establishing the position of chief resilience officer to lead the city's resilience efforts; 2.
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Berkowitz stressed the reciprocal nature of partnerships and the ability for the funding organization to be agile and flexible at both the broader program level and with specific partners. See Box 3-6 for best practices gleaned from 100RC.
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The dual funding catalyzed a partnership between RCC and NHRC, whereby RCC brought capacity and technical expertise and NHRC brought local knowledge, trust, and vision to ensure that projects they partnered on would be successful and meaningful at the community scale. RCC and NHRC collaborated on a resilient neighborhoods pilot program in the Kashmere Gardens neighborhood.
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BOX 3-7 Best Practices and Lessons Learned from the Partnership of the Resilient Cities Catalyst Program and the Northeast Houston Redevelopment Council ● An interest and willingness from the community and other partnering organizations to create a team -- including a willingness to change their standard processes of planning, engagement, and implementation -- is a good indicator of investment. ● A key initial condition to successful coalition building is identifying projects that utilize a cross-sectoral approach.
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. Examining the correspondence between these two entities and the changes made to NSF's NNA program, as well as hearing firsthand from the director of the NNA Community Office, Matthew Druckenmiller, during a public data-gathering session, provided valuable lessons learned and guiding principles for the committee to consider as it formulated its core recommendations for the EnCoRe initiative (see Chapter 4)
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FIGURE 3-2 Organizational diagram for the Navigating the New Artic Community Office.
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