Capitalization of Health Promotion Initiatives within French Sports Clubs

The settings-based approach to health promotion within sports clubs is a growing field of research. Evidence of health promotion intervention effectiveness in scientific literature is scarce, and little is known about their implementation mechanisms. The present study explores how promising health promotion interventions in eight French sports clubs are developed, and how the health promoting sports club’s intervention planning framework is applied. A method to collect Experiential Knowledge in health promotion was used, based on two iterative interviews to analyze intervention mechanisms and completed with document analysis. A deductive analysis using the health promoting sports club intervention planning framework was then undertaken. Among the 14 evidence-driven strategies, 13 were implemented in sports clubs (min = 9; max = 13). Policies were not targeted by any of the interventions. Key competencies of the managers of these health promotion interventions were identified: (1) having a deep understanding of the public and environment, (2) acquiring a high capacity to mobilize internal and external human resources, (3) possessing communication skills and (4) having an ability to write grant applications. By using evidence-driven strategies and intervention components, sports professionals can use this experiential knowledge to create successful and sustainable interventions.


Capitalization Interview Guide
Identity card headings -Themes -Objectives -Targeted population -Strategies used -Implemented activities -Funding -Territory/location of action implementation (rural, urban, suburban) -Involved partners -Evaluation indicators

Explored elements
Elements of the context of action (There is no consensus on the notion of 'context') -there is no single model to describe the context which allows all dimensions to be described.
-Nature of the environment: rural/urban/ suburban (collect more detail compared to the ID card) -Starting points/emergence of the action: why choose this action at this point in time? -Description of the general issue of the project in context -Context-related barriers and levers: o At the national level (text-call for project proposals-new legislation-programs-plans) o At the regional level (PRS priority-call for project proposals, etc.) o At the local level o At the organizational level  Inclusion of the action/project in the organization: stakeholder involvement-inclusion in a global project-existence of related actions, etc.

Partners
-Nature of formed partnerships -Mobilized skills/skills to be strengthened/missing skills -Distribution and, when needed, development of the roles of the partners involved -Barriers and levers to partnerships and counter strategies

The action
-Emergence of the action: actions developed elsewhere, reference readings, specific demands, etc.
-Action references: underlying theories, guides to good practice and methods, etc.

Project / introduction to the interview:
Within the framework of a research and development project regarding health promotion in sports clubs (PROSCeSS), we would like to identify encouraging experiences of health promotion interventions (actions, initiatives) developed within sports clubs. This project, which we are working on throughout France, is the subject of a partnership between the University of Lorraine, Université Côte d'Azur and Santé publique France. We have adapted a method and a guide for capitalizing on the data from the experience, built collectively by a national group led by the National Federation for Education and Health Promotion -FNES and the French Public Health Society -SFSP 1 . The aim is to collect as much detailed information as possible on the actions carried out in the field, in order to analyze, edit and share the information in order to enrich practices with the lessons learned from other's experiences, and to strengthen the skills of actors involved.
This information primarily concerns the strategies used in the actions and their key moments. We have already established, with your club, the identity card of the actions taken. The interview will be both voice recorded and notes will be taken. It will take about 2 hours to fully understand and document the actions taken within your club.
The text of this interview will be transcribed and analyzed to sort and organize all the information.
The product of this analysis will be sent to you for validation.
The section on data ownership will be integrated here (charter of the SFSP-FNES practical guide)

Starting point/Emergence of the action
Can you tell me how this project was conceived? (this question is not to explore content, but rather context, initiators, opportunities) Why have you engaged in this action at this time?
What events/opportunities triggered considering this action? -Opportunities at the national level -Opportunities at the regional level -Opportunities at the local level or within your organization? -An observation / needs / problems within your organization? In what way did you feel the context was favorable when you initiated this action? Were there any obstacles linked to the context, any resistance in the action's environment that made its implementation difficult?

Position of the action within the organization
How is this action integrated within the daily life of your organization?
Is it part of the club's community project? With which goals? Is it an extension of another project, and if so, which one? Does your club dedicate human and / or financial resources to this type of project?

Funding the action
How is this specific action funded? Did your club allocate a budget? Human resources? Have your partners contributed to the funding? Have you received a grant?

THE ACTION Partners
What partners were involved in your project/action?
What were the specific skills or competencies of each of them? What was the role of each partner?
Have the roles of the partners changed over the course of the project?
Why, in what manner?
According to you, which partners/types of partners were missing during the course of this action/project? Describe the strategy, implementation procedures and tools (with whom, how and when).

Perception of the action
Please identify 3 key moments of the action. These are the moments when you felt that something happened either to promote the dynamic or to slow it down. These can be moments that you identify as positive or difficult.
Why or what do you think made this moment crucial? How did you overcome the more difficult moments? Explore several dimensions related to the environment, skills, public, choice of strategies, partnerships, etc.
Please tell me why you consider this action a success?
Have you seen any unanticipated positive effects?
Identify three success factors Did this action produce benefits that were not included in your original objectives, for example increased member loyalty? What have you learned from this action in your professional practice?
If you reproduce this action what would you keep, what would you change?