McKenzie et al. (2017) Chapter 2: Starting the planning process
Creating support for rationale by decision makers: Leading by Example
(LBE) Instrument:
1. business assignment with health promotion objectives
2. awareness of the economics of health and worker productivity
3. worksite support for health promotion
4. leadership support for health promotion
Creating a rationale:
1. Identifying appropriate background
information
a. Epistemological data, return
on investment, benefits,
values
2. Title your rationale
3. Write rationale content
a. Problem statement
b. Social math
4. References of rationale
Planning committee, partnering:
1. meeting the needs of a population
that could not be met by an
individual partner,
2. sharing of financial and other
resources
3. solving a problem or achieving a goal that is a priority to several partners
4. bringing more stakeholders to the “table,”
5. bringing more credibility to the program
6. working with others that have the same values
7. solving a problem from multiple perspectives and thus creating different
effects
8. creating a greater response to a need because there is strength in
numbers.
Who should be a partner:
1. Who is also interested in meeting the needs of the priority population?
2. Who also sees the unmet need of a priority population as a problem?
3. Who has unused resources that could help solve a problem?
4. Who would benefit from being your partner?
Setting up a committee:
1. The committee should represent a variety of subgroups in the priority
population
2. Include someone from priority population (e.g. person suffering from
disease)
3. Include individuals who are interested in seeing the program succeed
(doers and influencers)
4. Include an individual who has a key role within the organization sponsoring
the program
5. The committee should include other stakeholders not represented in
priority population.
6. The committee membership should be reevaluated regularly to ensure the
composition
, 7. Include new individuals periodically to generate new ideas and
enthusiasm.
8. Be aware of the “politics” that are always present in an organization or
priority population.
9. Committee should be large enough to accomplish work, but small enough
to reach consensus.
10.In some situations there might be a need for multiple layers of planning
committees
ne
Planning parameters
1. What is the decision makers’ philosophical perspective on health
promotion programs?
2. What type of commitment are decision makers willing to make to the
program?
3. What type of financial support are decision makers willing to provide?
4. Are they willing to consider changing the organizational culture to a culture
of health?
5. Will everyone in the priority population be able to take advantage of the
program?
6. What type of committee will the planning committee be?
(permanent/temporary?)
7. What is the authority of the planning committee? (advisory/decision
making?)
McKenzie et al. (2017) Chapter 3: Program planning models in health promotion
Evidence based planning framework for public health: The
generalized model:
1. Community assessment
2. Quantifying the issue
3. Developing a concise
statement of the issue
4. Determining what is known
using scientific literature
5. Developing and prioritizing
program and policy options
6. Developing an action plan
and implementing
interventions
7. Evaluating the program or
policy
Mobilizing for action through planning
and partnership (MAPP):
Phase 1: Partnerships include core support
team, MAPP committee and community
Phase 3: 4 MAPP assessments are:
i. the community themes and
strengths assessment
, ii. the local public health assessment
iii. the community health status assessment
iv. the forces of change assessment
MAP-IT:
1. Mobilize
2. Assess
a. Who is affected by key health problems in our community?
b. What resources do we have to address the problems that we
identify?
c. What resources are required to have a meaningful impact?
3. Plan
a. What do we need to do to reach our goals?
b. How will we know when we have reached our goals?
4. Implement
5. Track
a. Are we evaluating our work appropriately? (i.e., formative
evaluation)
b. Did we follow the plan? (i.e., process evaluation)
c. What did we change? (i.e., impact evaluation)
d. Did we reach our goal? (outcome evaluation)
Precede-proceed model:
Precede: phase 1-4
Proceed: phase 5-8
Phase 3: enabling, reinforcing
and predisposing factors.
Intervention mapping
1. Conduct a needs
assessment
2. Create matrices of
change objectives
(define strength and unique contribution of model)
3. Select theory-based intervention methods and practical applications
4. Organize methods and applications into an intervention program
5. Plan for adoption, implementation and sustainability of the program
6. Generate and evaluate plan
Healthy communities characterized by:
- Community ownership and empowerment
- Driven by values, needs, and community participation with health-
professional consultation.
- Diverse partnership.
Successful if:
1. Local investment in communities
2. Providing a venue for local communities to learn about effective strategies
3. Mobilizing networks for change;
4. Providing tools to communities to achieve health equity and prevent
chronic disease
Community Health Assessment model
aNd Group Evaluations (CHANGE) 1. Assemble community team
Creating support for rationale by decision makers: Leading by Example
(LBE) Instrument:
1. business assignment with health promotion objectives
2. awareness of the economics of health and worker productivity
3. worksite support for health promotion
4. leadership support for health promotion
Creating a rationale:
1. Identifying appropriate background
information
a. Epistemological data, return
on investment, benefits,
values
2. Title your rationale
3. Write rationale content
a. Problem statement
b. Social math
4. References of rationale
Planning committee, partnering:
1. meeting the needs of a population
that could not be met by an
individual partner,
2. sharing of financial and other
resources
3. solving a problem or achieving a goal that is a priority to several partners
4. bringing more stakeholders to the “table,”
5. bringing more credibility to the program
6. working with others that have the same values
7. solving a problem from multiple perspectives and thus creating different
effects
8. creating a greater response to a need because there is strength in
numbers.
Who should be a partner:
1. Who is also interested in meeting the needs of the priority population?
2. Who also sees the unmet need of a priority population as a problem?
3. Who has unused resources that could help solve a problem?
4. Who would benefit from being your partner?
Setting up a committee:
1. The committee should represent a variety of subgroups in the priority
population
2. Include someone from priority population (e.g. person suffering from
disease)
3. Include individuals who are interested in seeing the program succeed
(doers and influencers)
4. Include an individual who has a key role within the organization sponsoring
the program
5. The committee should include other stakeholders not represented in
priority population.
6. The committee membership should be reevaluated regularly to ensure the
composition
, 7. Include new individuals periodically to generate new ideas and
enthusiasm.
8. Be aware of the “politics” that are always present in an organization or
priority population.
9. Committee should be large enough to accomplish work, but small enough
to reach consensus.
10.In some situations there might be a need for multiple layers of planning
committees
ne
Planning parameters
1. What is the decision makers’ philosophical perspective on health
promotion programs?
2. What type of commitment are decision makers willing to make to the
program?
3. What type of financial support are decision makers willing to provide?
4. Are they willing to consider changing the organizational culture to a culture
of health?
5. Will everyone in the priority population be able to take advantage of the
program?
6. What type of committee will the planning committee be?
(permanent/temporary?)
7. What is the authority of the planning committee? (advisory/decision
making?)
McKenzie et al. (2017) Chapter 3: Program planning models in health promotion
Evidence based planning framework for public health: The
generalized model:
1. Community assessment
2. Quantifying the issue
3. Developing a concise
statement of the issue
4. Determining what is known
using scientific literature
5. Developing and prioritizing
program and policy options
6. Developing an action plan
and implementing
interventions
7. Evaluating the program or
policy
Mobilizing for action through planning
and partnership (MAPP):
Phase 1: Partnerships include core support
team, MAPP committee and community
Phase 3: 4 MAPP assessments are:
i. the community themes and
strengths assessment
, ii. the local public health assessment
iii. the community health status assessment
iv. the forces of change assessment
MAP-IT:
1. Mobilize
2. Assess
a. Who is affected by key health problems in our community?
b. What resources do we have to address the problems that we
identify?
c. What resources are required to have a meaningful impact?
3. Plan
a. What do we need to do to reach our goals?
b. How will we know when we have reached our goals?
4. Implement
5. Track
a. Are we evaluating our work appropriately? (i.e., formative
evaluation)
b. Did we follow the plan? (i.e., process evaluation)
c. What did we change? (i.e., impact evaluation)
d. Did we reach our goal? (outcome evaluation)
Precede-proceed model:
Precede: phase 1-4
Proceed: phase 5-8
Phase 3: enabling, reinforcing
and predisposing factors.
Intervention mapping
1. Conduct a needs
assessment
2. Create matrices of
change objectives
(define strength and unique contribution of model)
3. Select theory-based intervention methods and practical applications
4. Organize methods and applications into an intervention program
5. Plan for adoption, implementation and sustainability of the program
6. Generate and evaluate plan
Healthy communities characterized by:
- Community ownership and empowerment
- Driven by values, needs, and community participation with health-
professional consultation.
- Diverse partnership.
Successful if:
1. Local investment in communities
2. Providing a venue for local communities to learn about effective strategies
3. Mobilizing networks for change;
4. Providing tools to communities to achieve health equity and prevent
chronic disease
Community Health Assessment model
aNd Group Evaluations (CHANGE) 1. Assemble community team
