Communities of Practice

About Communities of Practice

What is a Community of Practice?

A Community of Practice (CoP) can be defined as “a group of people who share a concern, a set of problems, or passion for a topic, and who deepen their knowledge and expertise in an area by interacting on an ongoing basis (Wegner, McDermott, Synder, 2002).” No two CoPs follow the same path – CoPs can be initiated informally or formally, many evolve over time. Not all CoPs call themselves “Communities of Practice”; other common terms include action committee, coalition, alliance, planning committee, and more!

Who Can Use this Information?

If you’re a part of a CoP, coalition, action committee, planning committee, or another group focused on improving physical activity, these resources are for you. The resources developed can be used at various levels of a CoP – from sponsors, funders, facilitators/coordinators, and/or leadership teams to CoP members.

Resources from NPAPA

The National Physical Activity Plan Alliance has developed a series of resources helpful to the development and evaluation of a Community of Practice. Within this page you’ll find:

1. A Developmental Checklist
   This checklist can be helpful to anyone interested in leading, or being part of, a Community of Practice. The checklist goes through each phase of development and growth providing key tasks and actions.
2. An Evaluation Framework and Details of the Framework
   These tabs discuss the why, when, and how of CoP evaluation. A comprehensive framework for evaluation is presented, followed by a physical activity specific example that organizations can use to support their work
3. Additional Resources
   This tab provides links to external sources that can provide even more detailed information about the development, work, and evaluation of CoPs.

Developing a Community of Practice: A Checklist of Considerations

How to use this Checklist

Anyone involved a Community of Practice (CoP) can find this information helpful.

• CoP sponsors, facilitators/coordinators, and/or leadership teams can use this checklist to guide and monitor progress towards developing an effective CoP.
• CoP members can use this checklist in group discussions to ensure that everyone is in agreement on major milestones for forming and maintaining an effective CoP.

Download the Checklist

Forming a Community of Practice (CoP)

____ Work within a closed group in which all members have something in common
____ Be explicit about the type of group being formed
____ Recruit volunteer members/participants
____ Work to obtain buy-in of participating agencies and organizations
____ Convene the CoP promptly in funded projects to avoid missing window of opportunity
____ Be clear about the purpose or objective and the expected outcomes of the group
____ Understand the community and its members as well as its topic area and niche

____ Plan platform for interacting in advance based on members’ needs and comfort level
____ Select a platform (i.e., electronic, face-to-face) that is compatible with how members share
____ Have multiple ways to share: conference line, meetings, discussion board, website, email
____ Ensure needed technology support for electronic platforms
____ Identify and support a CoP facilitator/coordinator to lead, guide, and gather input
____ Identify funding to leverage time for people to attend training and engage in CoP activities
____ Share physical activity standards, effective “how to” strategies for promoting physical activity, and other resources for promoting physical activity in practice

____ Get and honor CoP member input about meeting logistics, topics, desired outcomes
____ Have positive rules of participation and maintain etiquette
____ Facilitate discussions that are relevant to participants’ experiences and expectations
____ Identify and create linkages to existing groups that are already working in the area
____ Strive to maintain a focus for the group to help maintain the sense of community
____ Structure the CoP to be self-governed with shared leadership and transparent operations
____ Convene an initial face-to-face meeting to provide member access to experts, networking, and to develop group trust and cohesion
____ Create a safe and noncompetitive space to share so that members are comfortable sharing needs as well as information and expertise

Maintaining an Effective Community of Practice (CoP) Over Time

____ Cultivate CoP champions beyond the sponsors or funded staff
____ Facilitator prompts responses, post resources, serves as caretaker, keeps members active
____ Develop some but not too much group infrastructure (committees, formalized roles, etc.)
____ Tap into local resources
____ Ensure the group has common goals/vision over time
____ Allow CoPs to grow and evolve over time with new ideas and opportunities
____ Expect active contribution (i.e., posting to discussions) to vary among members
____ Allow for participation on demand (e.g., to solve a periodic problem) rather than daily
____ Involve new people over time to replace those who drop out
____ Create space where members feel comfortable asking questions and ensure they get responses and feedback
____ Create resource for archiving and accessing resources, products, and other documents as appropriate to CoP purpose

____ Plan for regular meetings of group, committees, and subcommittees as appropriate
____ Foster interactions that result in inspiration and benefit at the individual level
____ Foster interactions that result in benefits at the CoP member organization level
____ Create space for stakeholders to connect, ask questions, and access resources
____ Expect CoP change over time; may need to examine identity, governance, and communication
____ Support development of group products consistent with CoP purpose such as an action plan, compendium of resources, reports, step-by-step approach to addressing physical activity issues, clearinghouses of physical activity resources or information

____ Ensure that participation is not be burdensome time-wise
____ Provide opportunities for members to understand the work and perspectives of others
____ Provide opportunities for members to get new ideas, information and inspiration
____ Provide opportunities for reflection
____ Structure the CoP so individuals feel a sense of solidarity and commonality with others
____ Provide technical assistance, training for skill development, as appropriate for CoP purpose
____ Foster the development of professional identity for CoP members

____ Provide opportunities to share successes
____ Provide opportunities to share scarce resources to achieve common goals
____ Strive to establish a reputation for the CoP
____ Structure the CoP to create a sense of community, cohesion, and belongingness
____ Encourage relationships and linkages between members outside formal group
____ Encourage development and implementation of joint projects within CoP
____ Foster use of evidence-based practices, models, guidelines, policies and practices
____ Promote the development of products that promote physical activity, as appropriate for CoP

Getting Feedback from Your Community of Practice (CoP)

____ Conduct a needs assessment up front to understand group and individual needs
____ Conduct a satisfaction survey (Does the CoP meet needs of group?)
____ Enumerate product(s) produced on topic(s) of interest (when applicable)
____ Assess peer-to-peer contacts/engagement outside of planned CoP meetings/events
____ Conduct surveys periodically to get feedback and refine how CoP is run (What would make this CoP better or more useful?)
____ Consider conducting a CoP evaluation

How to Evaluate a Community of Practice

Why Evaluate a Community of Practice?

There are many different reasons to evaluate a Community of Practice. These might vary depending on the purpose, structure, and experiences of the CoP. Some common reasons for evaluation include:

• To assess the needs and resources of a CoP periodically to guide CoP; determine where you are and where you want to go; allows individuals to reflect and group to celebrate
• To evaluate the processes of the CoP (how the group is run): get feedback on what is helpful and moving the group forward; identify strategies for making the CoP more useful for members and member organizations; improve group capacity to work toward common goals
• To document the products and activities of the CoP: enumerate or describe the activities and products of the CoP; enables group to celebrate successes and provides accountability to funders and stakeholders;
• For advanced CoPs, to document changes in public health practices and potential change in public health outcomes/impacts (population physical activity or related health outcome/impacts).

When to Evaluate a Community of Practice

Ideally, evaluation is an on-going process in which data are collected periodically from early in a CoPs life through its mature stages. The content of focus is dependent on the CoP’s stage of development, for example:

• An evaluation of a young CoP could focus on aspects within the Inputs and Outputs rows. This will help the group begins to establish the infrastructure and working conditions that will enable members in the group to become engaged, participate actively, and contribute to the group.
• More mature CoPs with a committed membership, established trust and cohesion, and regular mechanisms for sharing and interacting, may benefit from an evaluation that examines outcomes and impacts.

How to Evaluate a Community of Practice

The two frameworks included below can serve as a guide for those who would like to assess a CoP’s characteristics, processes, or outcomes/impacts. More detailed information can be found within the Details of the Framework tab. The Developmental Checklist also includes some high-level guidance for gathering feedback from your CoP.

1. Evaluation Framework

(Click on image to enlarge and download)

This comprehensive framework is not intended to be used in its entirety for a given evaluation. Rather, it provides a range of possible indicators and evaluation questions from which to select, available resources for evaluation, and stakeholder input as to the purpose of the evaluation.

The specific evaluation focus should be based on stakeholders’ agreement about the purpose of the evaluation and how the information will be used. Ideally, an evaluation of a CoP would include both quantitative and qualitative methods. More information about this framework can be found on the Details of the Framework tab.

2. A Physical Activity Example

(Click on image to enlarge and download)

This figure provides a physical activity-specific CoP case study outline based on the evaluation logic model (column 1), example evaluation questions for the case study (column 2), and examples of specific indicators that could be measured or assessed in an evaluation (column 3). Physical activity focused CoP can use this example when creating their own CoP.

Details of CoP Evaluation Framework for Physical Activity

Evaluating INPUTS

Characteristics of members & group. The composition and characteristics of a CoP influences its development and effectiveness and, therefore, it is possible target for assessment.

Members: Assessing the background, qualifications, and experience of participants is a way of characterizing the group. Ideally, members are from a similar background with some range in experience and expertise. They need to feel a commonality with the other participants but have enough variability in experience and perspective to be able to offer something to each other. Motivation for participating is important, and volunteer participation is best.

Group: CoPs can be formed within organizations (intra-organizational) or formed with members from a variety of organizations (inter-organizational). Inter-organizational frameworks are more common in health and are the focus here. CoP members may be geographically dispersed, which affects their ability to interact regularly.

How the Cop forms may be important: organically, mandated, or elements of both. Organic CoPs are often very effective, but mandated CoPs (e.g., required as part of receiving funding) may also evolve into a more organic form. Some organizational structure seems to be necessary and beneficial, but excessive bureaucracy can be a barrier. The need for CoP structure also may vary by CoP size and purpose. Finally, stage of CoP development affects the types of activities in which a CoP engages and, consequently, the most appropriate evaluation focus.

Potential questions (and methods/indicators) for evaluating characteristics of members & group include:

• What are the characteristics of CoP members? (member survey: demographics, fields, years in field, etc.)
• What was the impetus for CoP formation? (member & leader surveys: impetus for CoP formation: organic, mandated, both)
• How is the CoP structured? How formal/informal is CoP structure? (document review & leader interview: structure; formal vs informal)
• How homogeneous is group? How many organizations are involved? What is their geographic distribution? (member & leader survey or interviews or social network assessment: CoP size, -intra- or interorganizational, geographic spread, network characteristics)
• What is the stage of CoP development? How long has the CoP existed? (document review, member & leader survey or interviews: stage of development or “age”)

Facilitating conditions to CoP development & effectiveness. Even the most initially promising CoPs requires certain conditions to be in place for its growth into an effective CoP.

Available resources: Resources participants bring to the CoP are knowledge and expertise in a specific domain, willingness (motivation) and ability (via organizational support) to put time and effort into participation. CoPs need funding, in-kind support, political support, and recognition. Funding may be used to hire facilitators or coordinators, to pay for travel to meetings or for training, and/or to fund CoP-originated projects. CoPs benefit from having coordinators, leaders, and/or champions to “keep things moving” by assessing member needs and orienting activities to those needs, “seeding” discussions, and attending to group dynamics (see emergent states, below). For most CoPs technological support is required for on-going electronic interactions and storage of documents identified/developed as resources for the group. Members of the CoP should be comfortable with and have access to the technology that will support the group.

Strategies to mobilize resources: A well-articulated and common domain is essential for the development and effectiveness of a CoP. An important early strategy for a CoP is to clarify its domain, purpose and, if appropriate, objectives that it plans to accomplish. Written goals and objectives facilitate evaluation. It is essential to cultivate a sense of community by addressing group dynamics including power structure, “governance,” and decision-making within the group. CoP activities and products (as applicable) should be aligned to individual participant and organizational expectations. CoPs are optimally self-governed with shared leadership and transparent operations.

Emergent states: Effective CoPs create a noncompetitive environment conducive to sharing information and knowledge with a sense of psychological safety, intra-team trust, cohesion, and commitment to the group. These conditions help members feel a sense of identify and belonging to the group and they feel comfortable sharing and participating. These conditions are more likely to emerge in groups that have needed resources, including skilled facilitators; that have listened to the input of participants; and that have mobilized existing resources.

• Are needed knowledge, time, financial, political, and technological resources available? (member & leader survey or interview: member level–content knowledge, expertise, time; in-kind resources; staffing & infrastructure; technological support; political support from member organizations and larger community)
• How is leadership provided? To what extent are there champions? (member & leader survey or interview: effectiveness of leadership, facilitator(s) and/or champion(s))
• How are financial and political resources mobilized? How are knowledge and time resources mobilized? How are technological resources mobilized? (member & leader survey or interview: strategies to mobilize resources)
• What strategies are used to ensure appropriate CoP domain and objectives? (member & leader survey or interview: strategies used to clarify CoP domain and objectives and align activities and products to members and member organization expectations)
• To what extent do individual members of the CoP agree on what the purpose/focus is? (member & leader survey or interview)
• What strategies are used to cultivate community? (member & leader survey or interview: strategies used to cultivate community)
• What are the levels of CoP safety, trust, cohesion and commitment? (member & leader survey or interview: assessment of emergent states such as safety, trust, cohesion, commitment)

Evaluating OUTPUTS

Effective CoPs have members who participate and engage with each other, which can be assessed in terms of quantity and quality.

Activities organized & performed: The activities that are organized and carried out by a CoP will vary depending the focus of the group, their geographic distribution, participant expectations and needs, and resources. Common activities include workshops, other forms of face-to-face or electronic training, meetings (in-person or on-line), online discussions, shared websites, and many more. These activities can be one indicator of CoP effectiveness.

Quantity and quality of interactions: Participants may also interact via web posts, emails, discussion boards, etc. These quantity and quality (e.g., by getting participants to rate the quality of interactions via whatever mechanisms are used by the group) of these interactions may be assessed. Not all participants need to be active (e.g. post to discussions) at the same level for the CoP to be effective or for the individuals to benefit.

Relevance of activities: Effective CoPs have activities and discussions that are relevant its members. If applicable, the CoP activities and discussion should also be directly relevant to CoP goals & objectives, and to CoP member organizations expectations.

• What types of synchronous and asynchronous opportunities to interact are provided? What types of face-to-face and virtual events/opportunities are provided? (review of documentation)
• What is the amount of interaction? What is the level of engagement among CoP members? To what extent do participants interact outside of scheduled meetings and events? What is the quality of interactions? (member & leader survey or interview: quantity and quality of interactions among members of CoP)
• To what extent are opportunities provided relevant to CoP members? (member & leader survey or interview: extent to which activities, events and interactions are relevant to members and CoP)

Evaluating OUTCOMES AND IMPACTS

“Mature” CoPs may evaluate (perceived) member and group benefits. Evaluating achievement of goals, objectives or aims is appropriate only if the CoP was structured to produce these. It is also possible to assess development &implementation of policies, practices, data collection procedures or other CoP-specific outcomes.

Important outcomes for CoP members are: learning and skill development (human capital); changes in how they do their job (adaptive & proactive work performance); reduction in professional or geographic isolation; fostering of professional identity; developing relationships (social capital); accessing additional resources and reputational capital; and attaining member satisfaction.

• What are the benefits of CoP participation to the individual participant such as skills, knowledge, work performance, isolation, professional identity? What are the costs of CoP participation to the individual participant? Do benefits outweigh costs? (member & leader survey or interview: content knowledge and skills gains; effects on work performance; isolation; professional identity; social and reputational capital)
• To what extent are CoP members satisfied with CoP participation? (member & leader survey or interview: member satisfaction)

Outcomes for group

Outcomes at the group level include establishing regular mechanisms for sharing, synthesizing, reporting, storing, and accessing information and knowledge which enables the CoP to be sustained over time and the development of new guidelines, practices, models, protocols, data collection procedures, and/or joint activities undertaken.

Potential questions (and methods/indicators) for evaluating outcomes for group:

• To what extent has the CoP developed infrastructure to facilitate knowledge management? How is knowledge shared and synthesized? (member & leader survey or interview and review of documentation)
• To what extent has the CoP developed/ shared new guidelines, practices, protocols, data collection procedures, other? In what ways do CoP member organizations benefit? Do benefits outweigh the costs? (cost-benefit assessment and review of documentation)

Achieving CoP goals/aims

The crucial step after developing guidelines, practices, etc., in terms of health impact, is that they are carried out in practice. That is, the products developed by the CoP informs organizational policy decisions and results in implementing new guidelines, practices, models, and/or data collection procedures. Evaluating progress toward goals, objectives, and/or implementation of products developed can be an important outcome, and it assumes meaningful linkages between the CoP and the organizations in which they work.

Potential questions (and methods/indicators) for evaluating achieving CoP goals/aims:

• To what extent has the CoP and/or member organizations implemented new guidelines, practices, protocols, data collection procedures, other? In what ways do CoP member organizations benefit? Do benefits outweigh the costs? What is the context of these changes (member & leader survey or interview, review of CoP documentation: new guidelines, policies, practices, models, protocols etc. are carried out or installed at the organizational/systems levels)
• To what extent has the CoP achieved goals/aims within the specified time frame?
• To what extent has the CoP obtained new resources? (new resources leveraged by network activity)

Population impacts 

Sustained and coordinated CoP activities could result in better health and welfare outcomes among populations served by CoP member organizations, which could be evaluated via existing organizational data collection.

Potential questions (and methods/indicators) for evaluating population impacts: 

• What are potential health impacts on populations served by CoP member organizations? To what extent have health outcomes been achieved? What was the role of the CoP in this outcome? (member & leader survey or interview and organizational or public health records: health impacts on populations served by CoP member organizations; improved client outcomes)

Additional Resources

There are a number of great resources available for individuals working within, or try to develop, a community of practice. Some resources are specific to physical activity, while others are more general but can be adapted for use in Physical Activity CoPs are available.

• Centers for Disease Control and Prevention Communities of Practice Resource Kit

• Centers for Disease Control and Prevention Communities of Practice Resource Kit
• Bertone MP, Meessen B, Clarysse G. Hercot D, Kelley Al et al . (2013). Assessing communities of practice in health policy: a conceptual framework as a first step towards empirical research. Health Research Policy and Systems 11:39 https://doi.org/10.1186/1478-4505-11-39
• Haines M, Brown B, Craig J, D’Este C et al. Determinants of successful clinical networks: the conceptual framework and study protocol. Implementation Science20127:16 https://doi.org/10.1186/1748-5908-7-16
• Meessen & Bertone MP. Assessing performance of communities of practice in health policy: a conceptual framework. Department of Public Health — Institute of Tropical Medicine (Antwerp) June 2012. http://www.abdn.ac.uk/femhealth/documents/CoP_assessment_framework2012.pdf
• Roberts GI. (2015). Communities of practice: Exploring enablers and barriers with school health clinicians. Can J Occup Ther. 82(5):294-306. DOI:10.1177/0008417415576776