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Impact evaluation of a five‐day Short Course in Health Promotion: workforce development in action
Author(s) -
Keleher Helen,
Round Rebecca,
Marshall Bernie,
Murphy Berni
Publication year - 2005
Publication title -
health promotion journal of australia
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.515
H-Index - 32
eISSN - 2201-1617
pISSN - 1036-1073
DOI - 10.1071/he05110
Subject(s) - health promotion , workforce , workforce development , public relations , stakeholder , promotion (chess) , population health , medical education , medicine , nursing , public health , political science , politics , law
Issue addressed This paper reports on impact evaluation of a series of five‐day Short Courses in Health Promotion that have been delivered to more than 2,000 people since 2002 as part of a state‐wide workforce development strategy. Methods A triangulated mixed methods research design was selected for the evaluation. Data were collected through a mail survey, key informant interviews, focus groups and organisational case studies. Stakeholder and participant involvement were central to the evaluation. Results Organisational change emerged as a key theme. Impacts of the short course were felt in relation to health promotion practice and on organisational capacity to conduct health promotion, while the development of confidence and skills of participants to engage in collaborative opportunities was a not‐unexpected, but important, benefit of the course. Conclusions A short course is effective if attention is given to quality delivery, adult learning methods, participant involvement, appropriate targeting, good planning, and adequate funding. However, respondents commonly report the need for organisational change in order for health promotion practice to be embedded into organisations and for practitioners to be supported in their efforts to re‐orient services towards health promotion. So what? Short courses are not, of themselves, sufficient to re‐orient practice; nor is it sufficient for the front‐line workers to be the only target group for training. Managers at all levels and board members also need some form of exposure to the principles and practice of health promotion and what that means for the organisation. Organisational change includes ongoing commitment of workforce development funding to continue to build capacity as well as the incorporation of health promotion into strategic planning at all levels of the organisation.