Week 11: Implementing health promotion programs

Social vs commercial marketing

Social marketing uses marketing principles to design programs that facilitate voluntary behaviour change for improved personal or societal well-being

Commercial marketing is a set of processes for creating, communicating, and delivering value to customers.

it is concerned with:

• outcomes

• financial benefits

Priority population is the:

buyer, consumer, target audience or market

the 3 Segmentation groups

Demographic Intentions to drink Attitudes toward drinking

5 step segementation

1. Review formative research to identify behaviours that influence whether people experience morbidity or mortality associated with a health topic.

2. Decide what will be the program’s focus.

3. Review data and literature to identify factors that influence whether people participate in the identified behaviour.

4. Group people who share similar characteristics.

5. Choose the segment(s) on which to focus.

The 4 P's of marketing variables

Product - the item being sold (must have benefits) Price - the cost to the priority population Place - where priority pop can access the product Promotion - communication (4 primary purposes)

4 primary purposes of promotion/ marketing communications

Inform—increase product awareness or inform consumers

Persuade—convince people to purchase the product

Reinforce—remind them that the product exists

Differentiate—position the product as being different from the competition

2 factors that influence choosing tools

1. communication objectives

2. communication preferences

4 steps of working in a creative team

Step 1. Identify a public relations or marketing agency.

Step 2. Hold a discovery meeting with the program planning team and the creative team members to discuss expectations.

Step 3. Obtain a proposal from the agency and sign an estimate agreement.

Step 4. Let the creative team get to work!

pretesting

The process of getting feedback and insight from consumers before offering products or launching a campaign

Pretesting ensures that planners have developed program components in response to and reflect the priority population’s needs, wants, and expectations.

2 phases of pretesting

testing product concepts

• prototype or draft

• allows for feedback on design and product related topics

promotional messages and materials

• tests the message content (effectiveness, success?)

pretesting methods:

survey Intercept interview focus group

Community organizing

a process through which individuals in groups engage to identify common issues or goals, advocate for change, mobilize resources and assets, and develop and implement strategies for reaching the goals these individuals collectively set

when internal recognition of the issue or concern and efforts are made to address the issue, it is referred to as

grassroots, citizen-initiated, or bottom-up organizing.

the 3 main areas that make an Organizer successful

change vision attributes, technical skills, interactional or experience skills.

Change vision attributes

Are closely aligned with an organizer’s view of the world in political and other social terms.

• These people see a need for change and are personally dedicated and committed to seeing the change occur—so much so that they are willing to put other priorities aside to see the project through

Technical skills

include two areas:

• those related to insight and wisdom on issues and capacity related to organizational health and effectiveness.

• being able to analyze issues, opponents, and power structure; develop and implement change strategies; achieve goals; and possess outstanding communication and public relation skills.

Organizational health and effectiveness skills include building structures for the recruitment and involvement of others, forming and maintaining task groups, and implementing skills of fundraising and organizational management

interactional or experience skills

These include an ability to respond with empathy, to assess and intervene with individuals and groups, and to be able to identify, develop, educate, and maintain organizational members and leaders

active, occasional and supporting participants

active: may also be executive participants occasional: become involved intermittently supporting: seldom involved in day to day operations but contribute in nonactive ways

task force vs coalition

task force:

• a self-contained group of ‘doers’ that is not ongoing. It is convened for a narrow purpose over a defined timeframe at the request of another body or committee

coalition:

• a formal alliance of organizations that come together to work for a common goal

community building

an orientation to practice focused on community, rather than a strategic framework or approach, and on building capacities, not fixing problems

• afirms community rooted traditions

• builds on the good work already in communities

primary building blocks

are the most accessible assets

• they are located in the neighbourhood and are largely under the control of those who live in the neighbourhood.

Primary building blocks can be organized into the assets of individuals and those of organizations or associations.

Seconday building blocks

The next most-accessible building blocks

• assets located in the neighbourhood but largely controlled by people outside.

potential building blocks

least accessible assets

• are resources originating outside of the neighbourhood and controlled by people outside.

horizontal and vertical relationships

horizontal

• interaction of local units with one another

vertical

• local units interact with extra-community systems

formative and summative evaluation

Formative evaluation

The measurement used to improve the quality of the effort

Summative evaluation

assessing the achievement of goals and objectives

what is engaging the stakeholders and why is it so important?

identifying stakeholders: groups or organizations that would have an interest in the intervention and who could help/ hinder the intervention.

• engaging stakeholders is all about getting out into the community and meeting people

What is a community?

• membership

• identity, belonging

• groupings by geography/ interests

• common symbol systems

• language, rituals

• shared values/ norms

• mutual influence

Walkerton water crisis

• outbreak of E.Coli through water supply

• over 2000 people got sick (6 died)

• members of Walkerton had a shared emotional connection and commitment to improve the water supply

Community Organization is concerned with:

enrichment,

development &/ or

change of social institutions

"not a science" but rather "an art of building consensus within a democratic process

Challenges to community Organization

• historically, dependance on neighbours/ community (eg., barn burn, raise kids, friends)

• Now, typical to not even know your neighbours

• we depend on higher levels than our individual communities

• so many don't have this community "feel" anymore but...

• we can and often need to organize the community to analyze & solve shared problems/ concerns

• neighbourhood watch - safety/ crime

West River, New Haven

• low income neighbourhood

• higher obesity and Diabetes rates

• were given donations of plants, strawberries and tomatoes to promote healthier eating

• a garden (the little redhen garden) was created that ensured community bonding, reconnecting and socialization that may not have happened beforehand.

7 assumptions of community organization

1. communities can develop capacity to deal with own problems

2. people want to change & can change

3. people should play active roles in major changes taking place in their communities

4. self-imposed changes work better than other-imposed changes (consider "buy in" factor)

5. holistic approach that are offered through varying interest provides more successful way to deal with issues

6. democracy requires the cooperation of people and their actions regarding what they want to change (peoples involvement through democracy makes change more viable)

7. help is often needed to mobilize communities toward meeting their needs

Community Organization: Step 1

Recognize the issue/ problem

• starts the process

• bottom up approach (citizen initiated)

• noticed by people outside the community ('top down or outside in")

Step 2

Gain entry into community

• need to get buy in

• opinion leaders, gatekeepers

Step 3

Organize the people

• gain support of the masses

Step 4

Identify the specific problem/ asses community

• look for root problem

Step 5

Determine priorities and set goals (just like P-P model)

Step 6

arrive at solution & select intervention

Step 7

Implement, evaluate, maintain

Step 8

Loop back

Resources

• include people & things required to carry out program

• quantity depends on nature of program

• how secure needed resources

Personnel (3 types)

Those carrying out the program: 3 options;

1. internal resources

• individuals within organization or target population help

2. external resources

• "outside in"

• consultants

• can be from volunteer organizations can be costly, but cost effective

3. Speakers Bureaus

• often voluntary

• symbolic relationship (exposure traded for expertise)

• eg. guest lecturers (practitioners)

Curricula & Instructional resources

• develop own

• get canned materials

• combination

• advantages & disadvantages of both (review in text)

space, equipment & supplies, financial resources

• must consider all of these resource needs

• purpose magnitude & support of program determines how these will be handled

type III error

failure to implement the program properly