Community engagement in obesity prevention model for publication a54377d2-bd80-4702-b599-f7a4c9e5fbdf isee systems, inc. Stella Architect

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hr hour mo month actions 1 dmnl unitless kWh/day kW kilowatt Number of actions actively being worked on in a community at any given time. This number was based on data from an action registry in a rural area mobilising a wide range of community actions. 4 Changing_action_in_response_to_relationship_building Changing_action_in_response_to_expectations actions The process by which relationship building translates to action. Practitioners discussed how community members' capacity building and relationships with one another can generate more action. Therefore, the increased action is determined both by current active actions (as a stand in for community capacity) and the extra relationship building hours (as a percentage) to determine how much more action can happen as a result of relationship building. This is constrained by the time delays involved in getting new action happening (regardless of strength of relationships and capacity), which may come from funding requirements, bureaucracy, or other processes. This is also constrained by an overall maximum amount of action possible in a community at a given time. (Active_actions*(Normalised_amount_of_extra_relationship_building)/Normal_amount_of_time_for_action_level_to_change)*((Maximum_amount_of_action-Active_actions)/Maximum_amount_of_action) actions/Months Number of hours each month devoted to relationship building activities (such as attending community meetings, coffees, email and phone calls, etc). The values of this stock were set based on initiatives staffed with a reasonably high number of people (at least 2 full time equivalent workers) and where relationship building was seen as a core part of the work. 100 Changing_time_spent_on_relationship_building Adjustment_of_relationship_building_hours_based_on_expectations hours/month The process by which an organisation invests more time in relationship building hours. To start, number of hours currently being spent on relationship building are multiplied by the percentage the organisation is falling short of their desired level of active actions to determine how many more hours of relationship building the organisation may estimate is needed. This is then divided by the time required to adjust relationship building hours, acknowledging there may be other work needed to complete before relationship building hours can be added in. This is constrained by the maximum number of hours an organisation can devote to relationship building, determined by resources available for health promotion and maximum number of those hours allowed for relationship building. ((Hours_spent_on_relationship_building*(Shortcoming_of_actions_relative_to_desired_actions))/Time_to_adjust_relationship_building_hours)*(Maximum_hours_available_for_relationship_building-Hours_spent_on_relationship_building)/Maximum_hours_available_for_relationship_building hours/month/Months The difference in the number of actual actions compared to the desired number of actions. Desired_level_of_active_actions-Active_actions actions A typical amount of time this organisation spends on relationship building in a month. This is parametrised to an organisation that considers relationship building a high priority. 100 hours/month How much extra relationship building is happening compared to normal practice in response to what's happening in the community. Hours_spent_on_relationship_building-Normal_amount_of_time_spent_on_relationship_building hours/month The action gap normalised to the desired number of actions to return a percentage. Action_gap/Desired_level_of_active_actions dmnl How long an organisation requires to adjust relationship building hours. Because health promotion is often under-resourced and has many competing priorities, it is assumed that the process of shifting relationship building hours would take multiple months. 2 month The process by which formal leaders (ie, funders, decisionmakers, managers) constrain relationship building time. The formal leaders are responsive to the gap between desired action and actual action, and will adjust relationship building hours (on an annual basis) based on their perception. This is impacted by the "strength of effect of falling short of action goal," which determines how strongly a formal leader intervenes. (Hours_spent_on_relationship_building*Effect_of_falling_short_of_action_goal*Strength_of_effect_of_falling_short_of_action_goal)/Time_to_adjust_relationship_building_hours_externally hours/month/Months The amount of time under normal circumstances a formal leader takes to adjust relationship building hours. This is assumed to be 1 year as a starting basis to line up with annual reviews and reporting. 12 Months Number of actions an organisation wants community to actively work on at any given time. This number was based on data from an action registry in a rural area mobilising a wide range of community actions. 5 actions The amount of extra relationship building hours normalised to a percentage of normal relationship building hours. Amount_of_extra_relationship_building/Normal_amount_of_time_spent_on_relationship_building dmnl How long it takes to get an action started. In this context, actions range from very small actions (ie, a community member participating in walk to school month) to very large actions (ie, changing the taste of the water in the town), with the assumption there are many more small actions than large actions, and therefore the average time to start an action can be relatively short. 1 month The maximum number of hours an organisation can devote to relationship building in health promotion, determined by funding and organisational strategy. 200 Hours/month A recurring theme through the interviews was that stakeholders and community members did not often react strongly when they were happy with what was happening, but rather just when things were going wrong. This table function represents a simple S-shaped curve reflecting this reality where there is no effect if the goal is being met/exceeded, and an effect if there is one. This reaction is then made stronger (or weaker) by "Strength of effect of falling short of action goal" and "Strength of effect of falling short of action goal on actions." Shortcoming_of_actions_relative_to_desired_actions 0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0.005,0.063,0.9465,0.9757,0.9892,0.9952,0.9979,0.9991,0.9996,0.9998,0.9999,1,1,1 dmnl 10 actions A multiplier on the table function "Effect of falling short of action goal" where a higher number means a combination of both reacting more quickly and more harshly in response to perceived shortcomings relative to the goal. A higher number would represent greater scrutiny and lower trust, where a lower number would represent less scrutiny and higher trust. 1 dmnl The process by which community members reduce active action in response to loss of trust in an organisation. Community members are responsive to the gap between desired action and actual action, and will adjust actions (on an annual basis by default to represent community by default not being very responsive to organisations) based on their perception. This is impacted by the "strength of effect of falling short of action goal on actions," which determines how strongly a formal leader intervenes. (Active_actions/Time_for_shortcoming_to_affect_actions)*Strength_of_effect_of_falling_short_of_action_goal_on_actions*Effect_of_falling_short_of_action_goal actions/Months How quickly a community will react when there is a perception that insufficient action is happening. This is a relatively long delay by default (1 year) under the assumption that most of the time, community members are not paying close attention to health organisations, and in fact, they are trying to get more attention. 12 Months A multiplier on the table function "Effect of falling short of action goal" where a higher number means a combination of both reacting more quickly and more harshly in response to perceived shortcomings relative to the goal. A higher number would represent greater scrutiny and lower trust, where a lower number would represent less scrutiny and higher trust. 1 dmnl Active_actions Action_gap Hours_spent_on_relationship_building Amount_of_extra_relationship_building Normal_amount_of_time_spent_on_relationship_building Amount_of_extra_relationship_building Action_gap Shortcoming_of_actions_relative_to_desired_actions Hours_spent_on_relationship_building Changing_time_spent_on_relationship_building Time_to_adjust_relationship_building_hours Changing_time_spent_on_relationship_building Hours_spent_on_relationship_building Adjustment_of_relationship_building_hours_based_on_expectations Time_to_adjust_relationship_building_hours_externally Adjustment_of_relationship_building_hours_based_on_expectations Desired_level_of_active_actions Action_gap Desired_level_of_active_actions Shortcoming_of_actions_relative_to_desired_actions Amount_of_extra_relationship_building Normalised_amount_of_extra_relationship_building Normal_amount_of_time_spent_on_relationship_building Normalised_amount_of_extra_relationship_building Active_actions Changing_action_in_response_to_relationship_building Normal_amount_of_time_for_action_level_to_change Changing_action_in_response_to_relationship_building Maximum_hours_available_for_relationship_building Changing_time_spent_on_relationship_building Normalised_amount_of_extra_relationship_building Changing_action_in_response_to_relationship_building Shortcoming_of_actions_relative_to_desired_actions Changing_time_spent_on_relationship_building Effect_of_falling_short_of_action_goal Adjustment_of_relationship_building_hours_based_on_expectations Shortcoming_of_actions_relative_to_desired_actions Effect_of_falling_short_of_action_goal Maximum_amount_of_action Changing_action_in_response_to_relationship_building Strength_of_effect_of_falling_short_of_action_goal Adjustment_of_relationship_building_hours_based_on_expectations Active_actions Changing_action_in_response_to_expectations Time_for_shortcoming_to_affect_actions Changing_action_in_response_to_expectations Effect_of_falling_short_of_action_goal Changing_action_in_response_to_expectations Strength_of_effect_of_falling_short_of_action_goal_on_actions Changing_action_in_response_to_expectations C:/Program Files/isee systems/Stella Architect/designs/Deluxe Prev-Next Blue Green Pastel_Graphics/Your logo dark.png