Introduction to Health Promotion Program Planning

1 Introduction toHealth PromotionProgram PlanningVersion , April 2001 ADDITIONAL COPIES & COPYING PERMISSIONA dditional copies of this resource are available free of charge in Ontarioonly. Please direct requests to (416) 978-0522 (phone) This workbook is also available on our website Health Communication Unitat the Centre for Health Promotion , University of Toronto100 College Street, Room 213, The Banting InstituteToronto, Ontario M5G 1L5 Tel: (416) 978-0522 Fax: (416) to copy this resource is granted for educational purposes you are reproducing in part only, please credit The Health Communica-tion Unit, at the Centre for Health Promotion , University of Health Communication Unit and its resources and services are fundedby Health Promotion and Wellness, Public Health Branch, Ontario Ministryof Health and Long-Term Care.

2 The opinions and conclusions expressed inthis paper are those of the author(s) and no official endorsement by thefunder is intended or should be would like to acknowledge the following people for their input andassistance in the development of this resource: Nancy Dubois, LarryHershfield, Brian Hyndman and Suzanne 2001 The Health Communication 1 Pre- Planning and Project 2 Situational 3 Identify Goals, Audiences and 4 Identify Strategies, Activities and 5 Develop 6 Review the Program : Health Communication Unit1 This workbook has been developed by The Health Communication Unitat the Centre for Health Promotion , University of Toronto.

3 Using healthpromotion values, theory and research, the workbook provides a logical6-step approach to assist Health Promotion practitioners in the processof Planning Health Promotion IS Planning ? Planning is a series of decisions, from general and strategic decisions tospecific operational details, based on the gathering and analysis of awide range of Gathering / Analysis Decision-makingPlanning encompasses a broad field involving a number of differentapproaches. These include strategic Planning , Program Planning andoperational Planning .

4 These various types of Planning will be describedin more detail throughout the workbook, although the bulk of the discus-sion focuses on Program Planning MODELThe Planning model (figure 1) is based on 6 key in the Planning ProcessStep 1:Pre- Planning & Project ManagementStep 2:Situational AssessmentStep 3:Identify Goals, Populations of Interest and ObjectivesStep 4:Identify Strategies, Activities and ResourcesStep 5:Develop IndicatorsStep 6:Review the Program PlanFigure 1 on page 4 identifies each of these steps.

5 It begins with Planning to plan , that is, how key stakeholders will work together tomake decisions, based on good data gathering and analysis, within theconstraints of time, budget and other resources. Step 2 is a situationalassessment, a multifaceted process that basically addresses the ques-tion: Should we proceed, and if so, how? Steps 3 5 are Planning deci-sions relating to setting goals, populations of interest and, objectives(step 3), strategies and activities (step 4), and indicators (step 5). Step 6 isIntroductionThe Health Communication Unit2 Step 1: Preplanning and Project ManagementStep 2: Conduct a Situational AssessmentStep 3: Identify Goals, Populations of Interest and ObjectivesStep 4: Identify Strategies, Activities and ResourcesStep 5: Develop IndicatorsStep 6: Review the Program PlanImplement the PlanResults/ImpactEvaluation/FeedbackFig ure 1: Health Promotion Project Planning .

6 OverviewThe Health Communication Unit3 INTRODUCTIONa review of the proposed Program to see if it is feasible and evaluable we suggest using a logic model to do figure 1 illustrates, evaluation is a concurrent process withinprogram Planning and also state the common experience that any step model is usefulin identifying and describing discrete aspects of what is in practise adynamic, fluid, and evolving process. We have arranged the steps in theorder we believe the steps dominate the Planning group s agenda.

7 Buteach step continues throughout the process, as new experience andinsights may lead to changes and enhancements. In a like manner, eachstep is anticipated in previous steps for example, decisions early in theprocess are made with some thoughts about later steps already in Planning MODELST here are a number of Planning models that are also very useful tohealth Promotion practitioners. We have provided a brief introductionand diagram for three:4 Strategic Planning Process (Bryson, 1995)4 Precede-Proceed (Green and Kreuter, 1999)4 Needs/Impact-Based Planning model (Metro Toronto DistrictHealth Council, 1996)Each model is briefly described and diagrams Planning Process (Bryson)Bryson's model (Figure 2) focuses specifically on Planning in the publicsector.

8 His work is especially useful for developing mission was also clear that there is a gap between the goals and objectives ofpublic sector programs and the results observed in the populationwhich cannot be directly attributed to those Precede-Proceed model (Green and Kreuter)This model is valuable to Health Promotion Planning because it providesa format for identifying factors related to Health problems, behavioursand Program implementation (see Figure 3). Three categories of factorsthat contribute to Health behaviour are described in this model .

9 Theyinclude:4 Predisposing factors (P) those forces that motivate an individualor group to take action such as knowledge, beliefs, attitudes,The Health Communication Unit4 Introduction values, cultural norms, etc. The key consideration in understandingpredisposing factors is the extent to which behaviour can factors (E) include both new personal skills and avail-able resources needed to perform a behaviour. The key considera-tion for these factors and Health behaviour is the extent to whichtheir absence will prevent an action from factors (R) provide an incentive for Health behavioursand outcomes to be maintained.

10 To understand their importance,we must know the extent to which their absence would mean aloss of support for current actions of an individual or understanding of these three factors allows us to identify prioritiesand provides a basis for where to focus our is a behaviourally-oriented model which does not put muchemphasis on the socioenvironmental conditions for Health outside oftheir relationship to creating behaviour change. The model also tends tobe problem-oriented rather than oriented towards creating positivehealth outcomes.