Partnerships to inform, support and enhance health promotion programs
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This presentation focuses on the critical steps and processes in developing partnerships for health promotion programs. It integrates theory, research and best practices into a strategic approach designed to increase the effectiveness of partnerships as public health strategy. This slideshow was originally narrated and presented at the Health Promotion Conference held at Haifa University School of Public Health, 2015. Sorry the audio track did not upload, but the slides will carry the story.
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Partnerships to inform, support and enhance health promotion programs
- 1. Partnership to Inform, Support and Enhance Health Promotion Programs R. Craig Lefebvre, PhD Health Promotion Conference Haifa University School of Public Health 25 February 2015 @chiefmaven
- 2. Roadmap to Partnerships • Being prepared • The social marketing context • Research with partners (the neglected priority group) • The ups and downs of partnerships • Expected outcomes for successful ones • Partnerships are social systems • Six principles for success in your partnership efforts
- 3. Are You Ready for a Partnership? • Clarity of purpose • Commitment to use the process to inform your actions • Adequate funding and staff to support the process • Appropriate timing in relation to decisions • Focus on implementation • Commitment to self-assessment and learning from experience.
- 5. The Context for Partnerships • Stages of the project life-cycle (needs assessment, planning, implementation, evaluation) • Project type – disease or behavior focus (heart disease, obesity), setting oriented (schools, worksites) and demographics of priority group (adolescents, elderly, woman, household income) • Directional dynamics – community-based or participatory models, imposed by funder
- 6. Source: Baron-Epel, O., Drach-Zahavy, A., & Peleg, H. (2003). Health promotion partnerships in Israel: motives, enhancing and inhibiting factors, and modes of structure. Health Promotion International; 18:15-23.
- 7. Partners: A Social Marketing Context • Set behavioral objectives that are relevant and achievable by people. • Identify, understand and develop insights into priority groups (segments) of people. • Develop products, services and messages that encourage and support desired behavior changes. • Address the costs and benefits for changing (or not changing) their current behaviors. • Increase the opportunities and access for people to engage in the desired behaviors. • Promote these behaviors, their benefits and opportunities at times, places and states-of-mind when people are most likely to attend and engage in them.
- 8. Develop products, services and messages that encourage and support desired behavior changes. • Technology solutions • Service providers
- 9. Address the costs and benefits for changing (or not changing) their current behaviors. • Public water utilities • Weight loss programs
- 10. Increase the opportunities and access for people to engage in the desired behaviors. • Commercial building owners • Owners of parking facilities
- 11. Promote these behaviors, their benefits when people are most likely to engage in them. • Employee unions • Business associations • Farm supply companies
- 12. Partners: What They Want • Increase the number of partners and stakeholders in order to expand distribution of products, services and messages. • Provide marketing assistance. • Conduct strategy checks to ensure that the partners’ activities are consistent with your brand. • Define each organization’s role more clearly. • Develop a process for communication among partners. • Resolve the incongruence between the levels and amount of staff support from various partners so that partners share equally in the work and responsibilities. Lefebvre RC. Partnerships for social marketing programs: An example from the National Bone Health Campaign. Social Marketing Quarterly, 2006; 12:41-54.
- 13. What Qualities Do You Look for in Potential Partners? • Trust • Their credibility with the audience • Capability to raise awareness of priority group about the target behavior • Ability to commit to partnerships • Potential contribution toward sustainability • Similar missions • Mutually beneficial opportunities • To fill a gap that exists within their own organization or program • Aspire to one larger goal • Ability to bring resources to the table • Access to other partners • Honest, open communication on goals and responsibilities • Access to decision-makers within the organization • Cultural competence • Capabilities to disseminate information to target audience(s). • Collaborate on the development of messages and materials Lefebvre RC. Partnerships for social marketing programs: An example from the National Bone Health Campaign. Social Marketing Quarterly, 2006; 12:41-54.
- 14. What Leads to a Win-Win Partnership? • Honest and upfront about goals and objectives. • Credibility. • Commitment. • Alignment of audience, desired behavior and collaborators. • Consistency. • Clear about expectations. • See a return on investment (in some cases, not necessarily monetary). • Feedback on results and whether the campaign accomplished its goals. Lefebvre RC. Partnerships for social marketing programs: An example from the National Bone Health Campaign. Social Marketing Quarterly, 2006; 12:41-54.
- 15. The Downsides of Partnerships • Loss of control. • ‘‘You are the company you keep.’’ • Partnerships depend on personal relationships; staff turnover can work against partnership development. • You cannot guarantee a long- term partnership with employee and board turnover of some groups. • Organizational priorities may shift over time – especially with staff turnover at various levels of participating organizations. • It’s important to meet expectations on both sides of the partnership. • There is a learning curve to figure out how each partner works. • Some organizations may not have infrastructure in place for a successful partnership. • Identifying the ‘‘win-win’’ is hard because some partners may have hidden agendas. • Often times it’s difficult and time consuming to identify the right contact. • The ‘‘languages’’ of the organizations may be different – government vs. non-profit vs. corporate – and they need to be addressed. Lefebvre RC. Partnerships for social marketing programs: An example from the National Bone Health Campaign. Social Marketing Quarterly, 2006; 12:41-54.
- 16. Source: Baron-Epel, O., Drach-Zahavy, A., & Peleg, H. (2003). Health promotion partnerships in Israel: motives, enhancing and inhibiting factors, and modes of structure. Health Promotion International; 18:15-23.
- 17. Lessons Learned from Other Partnerships • Review data and literature from other stakeholders. • Review/address branding issues. • Partners bring insights into priority groups, desired behaviors, incentives and costs, and distribution/promotion efforts. • Spokespeople provided by credible partners enhance media coverage of an issue. • Release of data from participating organizations about the campaign’s progress generates better coverage. • Various government campaigns on related or overlapping subject areas, priority groups and behaviors need to be aligned so that all campaigns can benefit from one another’s efforts. Lefebvre RC. Partnerships for social marketing programs: An example from the National Bone Health Campaign. Social Marketing Quarterly, 2006; 12:41-54.
- 18. Source: Donchin, M., Shemesh, A.A., Horowitz, P. & Daoud, N. (2006). Implementation of the Healthy Cities' principles and strategies: an evaluation of the Israel Healthy Cities Network. Health Promotion International; 21:266-273.
- 19. How Does a Partnership Add Value for the Customer? • Increased visibility of the campaign • Saturation of the market (ubiquity) • Make the campaign more credible • Have more tools for the audience to use and achieve behavior change • Create more opportunities to engage in desired behaviors • More options to overcome barriers and costs Lefebvre RC. Partnerships for social marketing programs: An example from the National Bone Health Campaign. Social Marketing Quarterly, 2006; 12:41-54.
- 20. Partnerships Are Social Systems • New partnerships or coalitions require some degree of network density and centralization to get planning moving forward. • Too much network density indicates that connections are directed within the group and do not provide sufficient pathways for information and behaviors to come from outside the group. • Too much density leaves a coalition ineffective at mobilizing the resources it needs to adopt evidence- based prevention programs. • Density may become a liability, because it insulates the coalition from new ideas or access to new resources. Valente, T.W., Chou, C.P. and Pentz, M.A. (2007) Community coalition networks as systems: Effects of network change on adoption of evidence-based prevention. American Journal of Public Health, 97: 880-886.
- 21. Six Principles for Success • Visualize contributions and success. • Initial commitment and periodic reassessments to the vision and the strategy. • Adapt campaign needs and expectations to a partner organization’s capacities and resources. • Create interactions outside of the partnership relationship. • Devote time and effort to marketing support. • Demonstrate and publicize successes to partners, other stakeholders and the priority audiences. Lefebvre RC. Partnerships for social marketing programs: An example from the National Bone Health Campaign. Social Marketing Quarterly, 2006; 12:41-54.
Editor's Notes
- he research population comprised 150 health promotion professionals working in the different organizations dealing with health in Israel, such as health care services (governmental and non-governmental) and non-profit organizations. The list of professionals working in the field was provided by the Israeli Health Promotion and Health Education Association. These professionals received the questionnaire by mail and were asked to return it the same way. A total of 52 respondents completed the questionnaire and sent it back, giving a response rate of 34%. The non-respondents were characterized by a high proportion of professionals not working in collaborations; they did not perceive the questionnaire as relevant to their experience.
- From interviews and focus groups with stakeholders and partners on the National Bone Health Campaign - Lefebvre RC. Partnerships for social marketing programs: An example from the National Bone Health Campaign. Social Marketing Quarterly, 2006;12:41-54.
- All 36 coordinators or contact persons enrolled in the Healthy Cities network during 2003 were contacted both by mail and at the annual business meeting and were encouraged to take part in the study; 18 coordinators complied and completed a questionnaire with the aid of key informants in the municipality. Coordinators were approached in person or by phone to assure completion of the questionnaire. The other 18 non-respondent cities, which had minimal contact with the network, were contacted in order to verify their reasons for non-responding and their status in the network. Eleven of them did not appoint a coordinator and had no health promoting activities. In the other seven cities, which were active in the past, there was no political support in the last 2 years; therefore, they suspended the Healthy City activities. The questionnaire was designed based on the MARI's (Monitoring Accountability Reporting Impact assessment) framework (De Leeuw, 1999b). It was composed of both open-ended and closed questions and covers six dimensions of the principles and strategies of the Healthy Cities work: Equity policy and political support. Management. Health promotion programs and activities in the city. Community participation. Intersectoral partnerships Environmental protection activities There was also a checklist of participation in five network activities. Associations of these additional measures with the six dimensions of the city performance were analyzed.
- Partners need to visualize how their participation makes a unique contribution to the overall campaign and the success of their organization. There needs to be both an initial commitment and a periodic reassessment of that commitment to participation and action by both key decision makers and staff to the vision and the strategy of the NBHC. Demonstrate flexibility to adapt campaign needs and expectations to a partner organization’s capacities and resources. Create opportunities that allow for organizations to interact with each other outside of the partnership relationship. Devote time and effort towards developing tools and technical assistance support (marketing was explicitly mentioned) for partners to more fully engage in the campaign’s activities. Demonstrate and publicize successes to partners, other stakeholders and the priority audiences.