Preventing Childhood Obesity - Evidence Policy and Practice.pdf
Preventing Childhood Obesity - Evidence Policy and Practice.pdf
Preventing Childhood Obesity - Evidence Policy and Practice.pdf
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Chapter 26<br />
participants for appropriateness (stage 2) then prioritized<br />
according to importance <strong>and</strong> changeability<br />
(stage 3). Within settings relevant to the community<br />
(e.g. homes, early child care settings, schools, neighborhoods),<br />
environmental barriers were prioritized. A<br />
scoring <strong>and</strong> ranking process determined priorities.<br />
The merge (stage 4) integrated the highest five to<br />
seven ranked behavioral, knowledge, skill <strong>and</strong> environmental<br />
elements as targets for action. These were<br />
discussed, <strong>and</strong> in the final step, the agreed priority<br />
elements were molded into a structured action plan<br />
(stage 5). The behaviors were generally used to create<br />
the objectives with the associated knowledge gaps <strong>and</strong><br />
environmental barriers being used to identify strategies.<br />
It was important that objectives were written in<br />
Specific, Measurable, Achievable, Relevant, Time -<br />
bound (SMART ) format. 34 The action plans were<br />
further refined with the community <strong>and</strong> timelines,<br />
processes <strong>and</strong> accountability added. The action plan<br />
became a “ living ” document, which guided implementation<br />
<strong>and</strong> evolved through several versions<br />
during the life of the project.<br />
Sustainability<br />
A community capacity building approach was chosen<br />
to maximize sustainability <strong>and</strong> this was an objective<br />
on its own as well as being built into all other objectives.<br />
The extent to which this was achieved varied<br />
across the programs. Projects with champions in high<br />
places, engaged organizations with strong partnerships,<br />
experience in securing funding, <strong>and</strong> a skilled<br />
workforce were more likely to be sustainable. Where<br />
possible, integration of strategies into the organizational<br />
development domain was striven for. For<br />
example, obtaining management support from an<br />
organization to link with their strategic plan <strong>and</strong> then<br />
integrating roles <strong>and</strong> responsibilities of workers to<br />
align with the goals/objectives of the project would<br />
assist with longevity. Additionally, ensuring actions<br />
were integrated into existing policy <strong>and</strong> maximizing<br />
actions for environmental change also contributed to<br />
sustainability.<br />
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