Strategies for mapping and recruiting community leaders for the development of health surveillance projects and programs

Objective: this scoping review examines evidence on strategies for mapping and recruiting community leaders in health surveillance programmes. Methods: searches followed the Joanna Briggs Institute (JBI) methodology and PRISMA-ScR guidelines. The database search was performed in August 2024, covering literature published from 1986 to that date (1986–August 2024), in PubMed, the Virtual Health Library, and public health organization websites (WHO, CDC, PAHO, IFRC); records in English, Portuguese, and Spanish were included, and reference lists were hand-searched. Screening used Rayyan, and eligible documents underwent qualitative content analysis. Results: a total of 806 articles were identified after duplicates were removed; of : of these, 29 were read in full, plus 9 identified through reference lists, and 16 were included. Among 40 technical documents, 14 were eligible, resulting in nine selected, for a final total of 25 references. Few studies detailed mapping and recruitment strategies systematically. Key elements included: Community involvement in selection, collaboration with local institutions, and provision of training and supervision. A clear distinction between community leaders and volunteers was observed. Only some publications provide concrete evidence on strategies for mapping and recruiting leaders, yet it is possible to identify patterns and similarities across the stages described. Such processes are rarely grounded in reference models or presented in a structured manner. Understanding community profiles, aligning recruitment with local dynamics, and ensuring continuous support are essential to strengthening local health surveillance. Conclusion: despite identifying positive programme impacts, the way community representatives are recruited proved to be fundamental to implementation. The literature highlights that strengthening community participation in health requires long-term, process-oriented strategies rather than focusing solely on outcomes.