Implementing Healthy Planning and Active Living Initiatives: A Virtuous Cycle
Abstract
:1. Introduction
1.1. Overview
1.2. Significance of Work
1.3. Current State of the Research Field
a situation in which a series of sound economic policies sets off a chain of events in which improved economic performance produces sound currencies or other structural improvements. This in turn helps to improve economic performance further.[61] (pp. 180–181)
1.4. Current State of Practical Guidance
2. Materials and Methods
2.1. Multiple Streams Analysis (MSA)
2.2. Sample
2.3. Data Collection and Analysis
3. Results
3.1. Project ‘Wind-Up’
[LG] sort of went over and above whatever we signed in our memorandum of understanding. So I think it just built momentum and then they saw that they were winning, you know, getting runs on the board, their executive were coming on board with it, speeding up decision-making processes because they had a project which had an end date, like the intensive phase that they needed to sort of leverage.[IB4]
3.2. Partnership Development and Opportunities
So, [a project was set] up so that the people had the time allocated to do it, their priorities […] And then after that we decided that we’d sort of capitalise on having formed connections with a few people there, to have a workshop there […] And there’s a couple of working groups now formed from that, and we’ve funded a […] review for available tools for integrating health into planning and looking at sort of tailoring something for [the LG]. […] But it’s certainly, we’re in the door, it’s more than a foot in the door at the moment.[IH3]
really helped for us to get a few little wins in, and plus it’s given us long-term networks to do things […and] we now know who in [an advocacy group and state department] to give us a hand is, and those relationships will last for years hopefully.[IH1]
3.3. Improved Internal Organisational Functioning
there was no condition [prior to the initiative], but there now is, for an active travel officer […] So that’s a two-year commitment by Council for a senior position, to work on active travel as a result of the physical activity strategy that we put in place with others. So […] the policy environment was receptive, but the policy environment’s been enhanced.[IH5]
you need people who can provide a technical response, and you need people who can be that community interface. So we had a great partnership with engineering [following project implementation] that ensured we were able to bring those different types of skills together for that community benefit.[IH5]
a lot of the time I guess it’s internal practices that change, and you kind of think, pre this program, we didn’t have a connection between the TravelSmart Officer and the Health Promotion team, now we do. Pre this program, we didn’t have the Facility Operations guys considering [the Health Promotion team] on activation plans, now they do. So, it was a massive internal culture shift.[IH1]
I think probably before [the initiative] there was definitely not much appetite within council for […] looking holistically at everything, it was really just about “here’s a project, we need to build it,” and that’s what the policy supported […] whereas now we need to look at, we’ve probably started to look at things differently, and to look at the quality rather than the quantity. And that’s really having an impact on what’s being built and what’s being developed.[IB6]
hard evaluation data at the end […] I think if we can sort of succinctly and kind of show easily that this is what we’re doing, this is where the money’s going and this is what we’re going to get, it might help I guess [in the] future, down the line, in terms of getting [the message] across a bit more. So, I think having those evaluation outcomes is pretty important.[IH6]
3.4. Sustainable, Ongoing Projects
I think there’s a real momentum now [for healthy planning…]. So, it’s not just going to fade away […] it’s in policy now and that’s going to keep going in a sustainable manner, so that’s probably one of the biggest outcomes I guess of [the initiative], apart from all the change that [residents] have had, I think it’s changed the local government and their policy.[IB7]
4. Discussion
5. Conclusions
Acknowledgments
Author Contributions
Conflicts of Interest
Appendix A
- Note 1. The three primary areas the built environment can influence health have been identified as through ‘physical activity; community interaction; and healthy eating’ [99] (p. 240). The focus of this paper is the first of these domains, physical activity.
- Note 3. Path dependence is a concept whereby ‘preceding steps in a particular direction induce further movement in the same direction [79] (p. 252), involving ‘historical sequences in which contingent events set into motion institutional patterns or event chains that have deterministic properties’ [78] (p. 507).
- Note 4. The term ‘wind-up’ or ‘project wind-up’ is used throughout this paper to refer to a situation where the impact of implementation during the original project timeframe is greater than originally anticipated, or where the project gains positive momentum and ‘winds-up’. A more common meaning of ‘project wind-up’ is project completion. There may be value in future work in this emerging area to re-label this phenomenon, ensuring clarity.
- Note 5. Program sustainability is ‘the general phenomenon of program continuation […] that incorporates essential notions in continuation (permanence, time) without limiting its manifestations to any particular form […] sustainability does not imply a static program’ [39] (pp. 92–93).
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Research Finding | When Evident | Primary Impact(s) |
---|---|---|
Project ‘wind-up’ | During implementation | Impact of implementation during original project timeframe greater than originally anticipated |
Partnerships and opportunities | During implementation; following project completion | Improved partnerships/integration including where not within original scope of project. Increases likelihood of subsequent project uptake or improved integration in the existing project or subsequent projects |
Improved organisational functioning | During implementation; following project completion | Improved organisational setting including integration/policy framework (including where not within original scope of project). Increases likelihood of subsequent project uptake or improved integration in the existing project or subsequent projects |
Sustainable, ongoing projects | During implementation (generally towards original project end date); following initial project end date | Continuation of existing project beyond original timeframe or change to circumstances that increase likelihood of other healthy planning project uptake by the organisation |
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McCosker, A.; Matan, A.; Marinova, D. Implementing Healthy Planning and Active Living Initiatives: A Virtuous Cycle. Urban Sci. 2018, 2, 30. https://doi.org/10.3390/urbansci2020030
McCosker A, Matan A, Marinova D. Implementing Healthy Planning and Active Living Initiatives: A Virtuous Cycle. Urban Science. 2018; 2(2):30. https://doi.org/10.3390/urbansci2020030
Chicago/Turabian StyleMcCosker, Anthony, Anne Matan, and Dora Marinova. 2018. "Implementing Healthy Planning and Active Living Initiatives: A Virtuous Cycle" Urban Science 2, no. 2: 30. https://doi.org/10.3390/urbansci2020030
APA StyleMcCosker, A., Matan, A., & Marinova, D. (2018). Implementing Healthy Planning and Active Living Initiatives: A Virtuous Cycle. Urban Science, 2(2), 30. https://doi.org/10.3390/urbansci2020030