Healthy Together Placement - Capstone Project Example

Healthy Together Project Name: Course: Instructor: Institution: Date of Submission: Table of Contents Healthy Together Project………………………………………………………………………. 3 Introduction ……………………………………………………………………………………...3 Theoretical Framework: Stages of Change Model ……………………………………………3 Placement ………………………………………………………………………………………...4 Direct Beneficiaries………………………………………………………………………6 Indirect Beneficiaries…………………………………………………………………….7 Mind, Exercise, Nutrition, Do It (MEND)’S Program Promotion Strategies………..7 Health Promotion at the National Health Services…………………………………….8 Selecting the Target Group……………………………………………………………………………….8 Where to Deliver the Project……………………………………………………………………………...8 Organizational Capacity ………………………………………………………………………………….9 How the Steering Committee and Other Staffs will be Chosen………………………………..9 Why the Project Is Needed/ Importance of the Project………………………………………...9 Partners Identified………………………………………………………………………………10 Player Involvement……………………………………………………………………………...10 Meeting Frequency………………………………………………...……………………………10 Healthy Together program and MEND7-3 Program…………………………………………10 Healthy Together and Change 4 Life Program……………………………………….11 Evaluation of the Program……………………………………………………………………. 12 Facilitations for the Program…………………………………………………………………………... 13 Barriers to Successful Eating……………………………………………………………………………14 Conclusion………………………………………………………………………………………14 References ………………………………………………………………………………………16 Appendices ……………………………………………………………………………………...19 Healthy Together Project Introduction Health Promotion practices has been found to enable practitioners to organize program that aim at promoting health in their communities. In this endeavor too, they may be able to compare their projects with others elsewhere to detect any weakness and strengths that influences them so that to come up with those that are more formidable (World Health Organization, 2014 a). In order to be successful in this field of health promotion, the practitioners should be equipped with health promotion theories and skills so that they can identify a community that needs their helps to set up correct aims and objectives (Green & Tones, 2010). Indeed being experienced in several successful community promotion projects can be very significant in developing one’s skills effectively, which are needed to prepare health promotion programs that would support the community. Analysts have noted that the primary means of promoting health is developing public policy programs. In this regard, this paper will discuss various aspects of the Healthy Together project run by Swansea City FC Community Trust. Theoretical Framework: Stages of Change Model Researchers Carlo DiClemente and James Prochaska introduced Stages of Change model in 1970s while studying how individuals quit smoking. For the successful implementation of lifestyle change, it is important that practitioners understand the 3 most important elements of change: readiness to change, barriers to change and what might trigger relapse. In this theory, people’s habit change normally occurs gradually. They are often resistant or unwilling to change their habits during the early stages of interventions. Relapse should be expected as part of the process of lifelong change. According to the researchers (Carlo DiClemente and James Prochaska), there are four stages of behavior change. In the first stage, which is a Pre-contemplation, an individual do not seem to understand why he should change. In the Contemplation stage, although he perceives the importance of quitting his behavior, he feels a sense of loss when he tries to give up what he used to enjoy. On preparation, he will be prepared to change. He begins trying to make overall behavioral change as his determination. During action stage, the patient changes the whole of his life style. At this stage, he should be praised for having switched to a new way of life. Relapse should be expected and therefore appropriate maintenance measures should be in place to discourage occasional slips that may affect the change process, making him to give up (Zimmerman et al., 2000). To impart significant skills successfully, it was important that the project be designed longer. In this regard, the longer time would enable an individual to acquire the skills so that he can feel confident and embed changes, which are vital in sustaining healthy behavior change without support. It is important to note that previous projects have not been helping community members efficiently due to their short-lived programs. The three-year period will be sufficient to enable participants switch to healthy lifestyles without relapses. Some of members who are in the pre-contemplation stage will be taken through contemplation, preparation, and action stages to change their unhealthy lifestyles and embrace those that are healthy. Moreover, there have been cases where members, although having previously participated in programs of this kind, have been reverting to their old unhealthy lifestyles. For them, the organization has maintenance and relapse prevention mechanisms, as there will be various sessions aimed at discouraging occasional slips. Moreover, the period of three years will ensure the long haul (Zimmerman et al., 2000). Placement During the family group teaching, together with the project coordinator and the project team, I decided to choose one of the placements, which I attended for 3 full days. The Swansea City FC Community Trust had organized the session with the main topic being “Healthy Together” whose aim was increasing physical activities and nutritional levels for the local population (Sweeney, 2008). Currently, evidence shows that ongoing initiatives by some programs cannot help in changing unhealthy lifestyles individuals lead. This is because the current projects are not being long enough for individuals to feel confident and embed changes, which are vital in sustaining healthy behavior change without support. During the first day, discussions aimed at getting the operational draft that included all respects to the program. Moreover, there was a discussion with the nutritionists about everything that related to diet/ nutrition. In the evening, there were activities for both nutrition and physical activities, in which members participated. The diet activities involved parents and children of the whole community so that to enable the success of change in their behaviors and beliefs (NHS Wales, 2014). This is because, according to Case and Paxson (2002), parental behaviors can heavily influence children. This does not only occur on children during childhood, but also during adulthood. According to NICE Pathways, (2014), both adults and children with obesity are supposed to be provided with care so that everybody in the family becomes healthy. As for Healthy Together, the project generally focuses on physical activities and diets to influence the general lifestyle in Wales. This is to align the project with the sporting vision of Wales that requires its citizens to be more active, especially in sports so that they can be champions in international games (Sports Wales, 2014). Since the project has tried to focus on physical activities and diet, coordinators were more concerned with daily activities that form everybody’s lifestyle in Wales. Naidoo and Wills (2009) noted that some life styles have been found to be causing diseases related to overweight and obesity. The NHS in Wales has reported that physical activities in Wales are lower when comparing to those of England. Since the Swansea community has evidenced a low incidence of physical activities, there will be practical experiences, which will aim to fill the gap of the existing project will provide (NHS Wales, 2014).Therefore, the aim of coordinators to organize this project was for everyone to adapt healthy lifestyle through health nutrition and physical activities (Ewles & Simnett, 2003). Since the target population is already known, as the Swansea City community, it will be easier for the coordinators to determine the kind of programs to be provided to the community including the amount of information they should have. The programs, apart from providing an integrated approach to nutrition and physical exercise, will also have to consider providing a stepping-stone between what the current projects from other organizations offer so that participants can get a sustained solution to exit from their health problems. Direct Beneficiaries Families that do not get time for sports and other physical activities Families with overweight/ obese children Lower income families Families with members of chronic illness Members in sports for which exist routes do not seem to exist Indirect Beneficiaries Wider community members who would like to attend Family members and siblings who are participants of other programs/ projects Swansea City Football fans accompanied by their families This project has been prepared in collaboration with:- Mind, Exercise, Nutrition..Do it (MEND), who work to develop healthy lifestyle for obese children and adults to become the world more healthier and happier. Sport Wales Organization: (5*60) work to support sport and physical activities specially in Wales Dragon Sport interested in children physical activity from 3 to 7 years old and children between 7 to 11 years. Community Cooking Initiative. Pilot Weight Watchers and exercise program, which is working on trying to lose community weight to provide healthy alternatives meals and best way cooking healthy food. Moreover, it is also important to reiterate that in order to receive more referrals; the project will be marketed in sports clubs, schools, websites of local clubs and authority and other partners. Direct mails will also be sent to Swansea City family ticket holders. There will be talks with various groups that will include mothers and toddlers in the community. Project promotions will be set out in some primary and secondary schools and health centers. Nevertheless, there will be advertisements for the projects in social media forums and in establishments such as Pediatric clinics among others. Mind, Exercise, Nutrition, Do It (MEND)’S Program Promotion Strategies MEND (Mind, Exercise, Nutrition... Do it!) is a social enterprise that has stepped up its campaigns in reducing global obesity and overweight levels. In this regard, the enterprise members are dedicated to help families and their children become fitter, happier and healthier. Healthy Together project also works to prevent people in Swansea from obesity (Patient. co.uk., 2014). Health Promotion at the National Health Services The NHS has rolled out a program that aims to maintain healthy conditions at work places to ensure that unhealthy lifestyles are avoided. The organization also works at the local authority’s level to ensure that healthy standards are maintained at all community levels through efficient courses (HM Government, 2009). Moreover, it has ensured provision of cycle paths and pedestrian routes to prevent injuries and accidents as a key element of a transportation system that can support healthy lifestyles (NHS Health Development Agency, 2004; NHS Wales, 2001) Selecting the Target Group As Dignan and Carr (1992), Noble(2013) and Scriven (2003) noted, in order to choose the right audience(target) one should first of all be aware of their specific and general needs. In this regard, the target group was carefully identified based on the research report of the 2010 Swansea Health Needs Assessment. The report had indicated overweight and obesity as the main health problems, with Swansea City community recording the highest prevalence. Thereafter, coordinators sought the services of various partner experts (in nutrition, pediatric psychology and physical activities) within the program’s steering group (Dignan, & Carr, 1992). Where to Deliver the Project The Project will split Swansea to 5 areas, that require the most and urgent interventions for the three years of the program service. They will include Moriston, Penplan, Pentrehafod, Penrheol and CefnHengoed Organizational Capacity How the Steering Committee and Other Staffs will be Chosen According to Hall (2012) and Di Nicola (2008), the health promotional workers should be competent, capable, compatible, committed, of good character, and agreeable in terms of compensation. Therefore, it was important that the knowledge and skills that are required for the project manager and other staff members were defined (Appendix 1). In this regard, the steering group of the project was made up of partners with relevant knowledge and experiences in their fields that were relevant to the project’s objectives (Appendix 2). After engaging the required staff, coordinator and the steering committee were tasked with developing the agenda of the project as regards its evolution until attainment of its objectives. Why the Project Is Needed/ Importance of the Project According to the coordinators, recently, Swansea has been designated by World Health Organization as a member of the European Healthy City Network. Therefore, as a matter of showing commitment, the city needs to maintain a healthy status of good standard. According to 2010 AbertaweBro Morgannwg University Health Board’s Health Need Assessment, it was found that the most listed topic by contributors was ‘Maintaining a healthy weight’. Although the assessment report shows that the level of physical activities have increased since 2005, they remain low in Wales, Swansea city being ranked at the bottom(Health Challenge Swansea, 2014).Therefore, there is a need of educating youth on healthy lifestyles and empowering low-income families to afford varieties of food. In this regard, various experts were assigned duties to write strategic policies so that the goal of maintaining healthy living can be attained (Health Challenge Swansea, 2014). Partners Identified City and County of Swansea Swansea City Community Trustee Stadco Group Aero Company of UK Swansea Met University Swansea Council for Voluntary services Player Involvement During the inauguration, Swansea City football players were used as role models to grace the program. They briefly contributed to statements of healthy lifestyles to all participants. Moreover, the project got endorsement, involvement and support of the players during its launch, which marked a key milestone in getting it moving forward. Meeting Frequency During the initial discussion, each partner was invited to the table to have an opportunity to comment on the shape and application of the project. The next meeting will be conducted in May under the first formally established steering committee (See Appendix 3). It is scheduled that meetings take place on monthly basis and on quarterly basis once the project has fully established itself. Healthy Together program and MEND7-3 Program The MEND 7-3 program differs from the Healthy Together Program in that it is mostly family based to help children aged between 7-13 years to improve their self-esteem, health and fitness. The Healthy Together Program is a comprehensively citywide program targeting majorly children aged 7-16 years and their parents (MEND Foundation, 2014; MEND, 2013). In MEND programs, children who attend become enabled to manage their own health by gaining relevant knowledge and skills. This is similar to the Healthy Together program in that it also seeks to change people’s behaviors and attitudes towards their life styles so that they can make it a routine to eat healthily and regularly engage in physical activities. Moreover, similar to the Healthy Together program, it has leaders and staff who have been trained in nutrition and physical exercise management. However, they have improvised more on Child psychology where a child is supposed to be fit, healthy and “happy”. It is also important to note the MEND program is already an ongoing program and children have already started undergoing through the interactive family sessions (MEND Foundation, 2014; MEND, 2013). Families also receive directory to help children monitor their weight elsewhere. However, the MEND program has also been noted as being only short-term when teaching mainstream events such as swimming and other games (MEND Foundation, 2014; MEND, 2013). Healthy Together and Change 4 Life Program Change 4 Life is a program in Wales and England under the NHS (HM Government, 2009; Change 4 Life, 2014). It is important to note that this is a healthy campaign organized at the national level compared to the Healthy Together, which is a local level citywide campaign (HM Government, 2009; Change 4 Life, 2014). The organization has devised a more general slogan of “eat well, move on, and live longer”. Just like the Healthy Together, the organization has Partner companies, such as Kellog’s, Asda and several NGO like British Heart Foundation and Ramblers Association (HM Government, 2009). Being a nationwide campaign, it is important to note that it has taken advantage of national broadcasters like radio and television for marketing (HM Government, 2009).However, for more promotion, the two programs must exploit local support. For Healthy Together, real sporting events and other physical activities will be practiced (Scriven, 2003). Change 4 Life has also been noted as being only short-term while teaching mainstream events such as swimming and other games (Change 4 Life, 2014). In its campaign, Healthy Together bases its physical and dietetic education on the NHS’s Change 4 Life campaign. All of them however intend to involve both parents and their children (Scriven, 2003). Evaluation of the Program According to Flinders Edu (2014), evaluation is important so that the project meets accountability, and everybody hears about the expected feedback. Moreover, it should be evaluated for improvement purposes. In this regard, stakeholders will have to know what worked and what did not and if it is sustainable or not. According to World Health Organization (2014 b), evaluation can be based on process, impact, and outcome. On process evaluation, members learnt that the program plans that the experts conduct evaluation after every 10 weeks. Participants will also be given opportunity to appraise stadium conditions and suggest whether there would be need for new venue or not. Moreover, there will be a series of events to explore families ‘adherence to the program objectives. The results will help the organizers to plan for the necessary promotion, marketing and awareness that will be needed to make the program attractive. To check on how resources will be used, activities such as match day programs, monthly emails and newsletters will be employed to inform members about any discrepancies (Bartholomew, 2011). On impact and outcome, members learnt how experts had drawn their objectives and expected outcomes on health, education and community sectors based on the three facets and the measurements of such outputs/ targets in both descriptive and numeric terms so that they can be qualified and quantified clearly. In this regard too, a monitoring team has been set up to oversee the progress of the whole process. This will be important so that every stakeholder learn about the experience of the whole project, the correct value of donors’ grants, and the expected benefits of the project. Nevertheless, the expected costs of the project for each year were determined. Apparently, the project seems to have achieved the elements of objective setting (SMART), which demands that its objectives are “Specific, Measurable, Achievable, Relevant and Time bound” (Bartholomew, 2011). Importantly, there will be three kinds of questionnaires: pre-program questionnaires, questionnaires and post-program questionnaires. Participants will use outcomes in pre-program questionnaires and post-program questionnaires to compare any significant differences in their practices, behaviours, and general lifestyles before and at the end of the project. However, there will be several questionnaires for participants to evaluate themselves and the whole project after every practice session and after every 10 weeks for major ones. Facilitations for the Program Members embraced the idea that for any public health campaign to be successful there should be mass media campaign to promote the programs in mobilizing local support, bringing partnerships together and voluntary organizations and the public. Mass media will also be helpful in educating and informing the public, which encourage both local and national policy changes. Financial resources, which have already been sought, will also be needed for the running of the project. Moreover, experts in various fields will be instrumental in giving information to support decisions as regards healthy eating. Since the coordinators intent to work with local community members, they will act as advocates of their program. Barriers to Successful Eating In the last session, there were presentations in which barriers to healthy eating were discussed. Presenters noted that since introducing safe meals will be expensive, many people especially those from lower income families might lack money to start eating healthy foods. There is also a concern that many consumers still do not know what constitute healthy diets. For the level of higher income parents, it has been noted that some families do not like the taste of healthy foods (Puhl, Peterson, & Luedicke, 2012; Hughes, et al., 2014). On physical activities, lack of indoor space, time in one’s daily schedule and money for equipment may become a very formidable barrier to the program of healthy weight. Other parents may also be very much concerned about their children’s outdoor safety, which may deter them from complying. However, lack of knowledge has also been ranked as one of the causes parents and children do not exercise out of doors (Puhl, Peterson, & Luedicke, 2012; Hughes, et al., 2014). Conclusion Healthy Together project wants to fill the gap the on-going projects are not filling so that community members can lead sustainable healthy lifestyles. It will therefore be important that stakeholders identify areas that need their efforts to attain healthy outcomes. In this regard too, the Healthy Together project will have to collaborate with others in the area for a more integrated approach in service delivery. Having compared the program activities of the project with those of MEND and NHS organization, it is evident that the Healthy Together project is likely to make a greater impact. This will be strengthened by the fact that there will evaluation on both continuous and summative basis, to help improve it and keep every stakeholder close to the project evolution. Although the project boasts facilitation factors like media and support from locals, it must be prepared to remove the obstacles discussed above for it to be fruitful. References Bartholomew, L.K. (2011).Planning Health Promotion Programs: An Intervention Mapping Approach. 3rd ed. New York: John Wiley & Sons. Change 4 Life. (2014). About Change 4 Life. Retrieved on 17 March 2014 from http://www.nhs.uk/Change4Life/Pages/change-for-life.aspx. Case, A &Paxson, C. (2002).Parental Behavior and Child Health.Family and Environment, 21(2). Di Nicola, L. (2008).10 Steps to Finding a Project Manager. Projectsmart. Retrieved on 17 March 2014 from http://www.projectsmart.co.uk/10-steps-to-finding-a-project-manager.html Ewles, L. and Simnett, I. (2003). Promoting Health: A Practical Guide, 5th edn. Edinburgh: BallièreTindall. Flinders. Edu. (2014). Evaluating Your Project. Retrieved on 17 March 2014 from http://som.flinders.edu.au/FUSA/SACHRU/PDF/briefs/pracb_1_Evaluating_Your_Project.pdf Hall, A. (2012).The 7 C's: How to Find and Hire Great Employees. Forbes. Retrieved on 17 March 2014 from http://www.forbes.com/sites/alanhall/2012/06/19/the-7-cs-how-to-find-and-hire-great-employees/ Health Challenge Swansea. (2014).Health, Social Care and Well-being Strategy 2011-14. Retrieved on 17 March 2014 from http://www.healthchallengeswansea.org.uk/index.cfm?articleid=43801 HM Government. (2009). Change 4 Life MarketingStrategy. Department of Health. Hughes, C.C. et al. (2014).Barriers To Obesity Prevention in Head Start. Health Affairs. Retrieved on 17 March 2014 from http://content.healthaffairs.org/content/29/3/454.full MEND. (2013).MEND foundation. Retrieved on 17 March 2014 from http://www.mendfoundation.org/media/MENDnews MEND Foundation. (2014).Programs. Retrieved on 17 March 2014 from http://www.mendfoundation.org/programs Naidoo, J. & Wills, J. (2009).Foundations for Health Promotion. New York: Elsevier Science. NHS Health Development Agency. (2004).TheEffectiveness of Public Health Campaigns. Retrieved on 17 March 2014 from http://www.nice.org.uk/niceMedia/documents/CHB7-campaigns-14-7.pdf NHS Wales. (2014).Physical Activity. Retrieved on 17 March 2014 from http://www.wales.nhs.uk/sitesplus/888/page/43736. NHS Wales. (2001).PromotingHealth and Well Being: Implementing The National Health Promotion Strategy. The National Assembly of Wales. NICE Pathways. (2014). Overview to Obesity. Retrieved on 17 March 2014 from http://pathways.nice.org.uk/pathways/obesity/interventions-to-prevent-obesity Noble, T. J. (2013).How To Define Your Target Audience the Right Way. Raventools. Retrieved on 17 March 2014 from http://blog.raventools.com/how-to-define-your-target-audience-the-right-way/ Patient. co.uk.(2014).MEND (Mind, Exercise, Nutrition... Do it!). Retrieved on 17 March 2014 fromhttp://www.patient.co.uk/support/mend-mind-exercise-nutrition-do-it. Puhl, R., Peterson, J.L. & Luedicke, J. (2012).Fighting Obesity or Obese Persons? Public Perceptions of Obesity-Related Health Messages.International Journal of Obesity. Scriven, A. (2003). Promoting Health: a Practical Guide. Elsevier Bellier Tindall. Sports Wales. (2014). Our Vision. Retrieved on 17 March 2014 from http://www.sportwales.org.uk/about-us/about-sport-wales/our-vision.aspx Sweeney, M. (2008).Government Unveils Details of £275m Anti-Obesity Push. The Guradian. Retrieved on 17 March 2014 from http://www.theguardian.com/media/2008/nov/11/advertising-marketingandpr The National assembly for Wales.(2001).Promoting Health And Well Being: Implementing The National Health Promotion Strategy. Tones, K. & Green, J. (2010).Health Promotion: Planning and Strategies.London: Sage Publication. World Health Organization. (2014a). Health Promotion. Retrieved on 17 March 2014 from http://www.who.int/topics/health_promotion/en/ WHO. (2014b). How to Evaluate the Program. Zimmerman, G.L. et al. (2000).A ‘Stages of Change’ Approach to Helping Patients Change Behavior.American Family Physician. Retrieved on 22 March 2013 from http://www.aafp.org/afp/2000/0301/p1409.html Appendix 1 Health Promotional Officer(s) Senior Project Managers Requirements:   Lead our larger and most strategic engagements with minimal Client Service Executive level oversight and involvement Active participation on client engagement steering committees Lead our pursuit process in partnership with the assigned business developer and Client Service Executive Active role during proposal / contract negotiations Participate in the overall leadership of the business unit   Qualifications:   At least 8 years of overall experience delivering comprehensive technology-based solutions with at least 3 years of relevant industry experience (healthcare, business intelligence, interoperability) project management experience Strong understanding of the professional services industry Experience delivering full lifecycle solution development engagements for enterprise initiatives with gross fees between £1M - £3M Experience managing the proposal process and pursuit teams in a consultative, solution based sales model Ability to articulate complex issues, thought leadership, and the business value of solutions Other Staff Members Communications and interpersonal skills The ability to manage change Analytical, problem solving and decision making skills Planning skills The ability to manage meetings Delegation skills The ability to motivate The ability to manage yourself Minimum of Masters Degree from a recognized institution for specialized job Working hard Being passionate about their work Being a strategic / visionary thinker Persistence in overcoming difficulties Appendix 2 PLCF Outcome Framework A B C D Community Cohesion Education Health Sports Participation 1 Improve awareness of different cultures, issues, minority communities Improve behaviour of children in school Improve access to sexual health services Improve good conduct, and challenge poor behaviour. on and off the pitch 2 Improve behaviour and positive interaction of groups/individuals Improve employability skills to help people into/return to work. Improve diet and nutrition Improve the quality and numbers of officials, coaches and volunteers. 3 Improve inter-racial harmony Improve learning opportunities for children in care Improve self-esteem/confidence Increase access to sport for socially isolated groups 4 Improve relationships between the participants and authorities Improve literacy and numeracy skills Improve the health and wellbeing and mental health of individuals Increase and sustain participation in sport and physical activity amongst people from a BME group 5 Improve the standard of volunteering delivery Improve school attendance Increase and sustain physical activity levels amongst adults Increase and sustain participation in sport or physical activity amongst 17 to 25s 6 Increase awareness of the benefits of a strong family unit. Increase educational achievement of children and young people. Increase and sustain physical activity levels amongst children and young people Increase and sustain participation in sport or physical activity amongst children in care/looked after children 7 Increase respect and reduce tension amongst communities Increase IT knowledge Increase and sustain physical activity levels amongst families Increase and sustain participation in sport or physical activity amongst disabled people. 8 Increase the facilitation of intergenerational understanding Increase number of adults returning to education Increase awareness of healthy living Increase and sustain participation in sport or physical activity amongst disadvantaged young people 9 Increase the quality time a family spends together Increase numbers of people entering the workforce Increase awareness of sexual health issues Increase and sustain participation in sport or physical activity amongst older people 10 Increase volunteering within communities Increase opportunities and provide support for family learning Increase physical fitness Increase and sustain participation in sport or physical activity amongst over 25s 11 Reduce anti-social and criminal behaviour Increase the number of accredited, qualified people Promote awareness and improve understanding of issues around substance misuse Increase and sustain participation in sport or physical activity amongst under 16s 12 Reduce fear/perception of crime and anti-social behaviour Increase the number of people in education, training, or employment Reduce alcohol consumption of targeted individuals Increase and sustain participation in sport or physical activity amongst girls 13 Reduce offending/re-offending of participants Increase the number of people staying in education post 16 years old. Reduce blood pressure of targeted individuals Increase awareness of disability sport 14 Reduce specific stated aspect of crime/ASB Increase the number of young people gaining sport-related accreditations Reduce BMI of targeted individuals Increase competitive opportunities for socially isolated groups 15 Reduce the number of young people that enter into the youth justice system Reduce exclusion/suspension of young people in schools Reduce drug consumption of targeted individuals Increase participation in non-curricular school sport 16 Reduce the gap in educational achievement between children from low income and disadvantaged backgrounds and their peers Reduce smoking of targeted individuals   Impact Table Objectives – Description of activities, what will you provide, deliver, offer, or support in order to achieve the outcomes? Outputs (targets) - Numeric value(s) that act(s) as a performance indicator for each objective. Always include minimum targets and indicate stretch targets (unless this is not relevant). Outcome(s) Indicate connection to selected Outcomes. Measurement Tool - Tools which will capture Objectives, Target Outputs and Outcomes. Example: Provide Health Check Workshops within the Club Stadium. Example: Provide two-hour Health Check Workshops once a week for blocks of 12 weeks, repeated three times per year. Enable a minimum of 15 and a stretch target of 25 men to attend each session and complete a block Engaging a minimum of 45 and a stretch target of 75 unique users per year. Example: C4 C8 A9 Example: Analysed and summarised registration forms Pre, during and post activity health questionnaires testing wellbeing and awareness Focus group feedback sessions for family discussions. Please attached Document Add more rows to this table if required. Appendix 3 Steering Committee Linden Jones- Swansea City FC Community Trust Manager and the Chair of group and the overall project Manager Paul Whapham- Trustee Matthew Daniel- Commercial Manager-Stadium Management- to represent the interest of the stadium because Liberty Stadium is the heart of the project Amy Meredith- from Swansea Council for Voluntary Services from Health and Wellbeing facilitator Steven Osborne- Is a Senior Lecturer at Swansea Metropolitan University who will have a role of providing suitable work and learning for students. His contribution will be strategic because the Swansea lecturer’s students will provide practical inputs in the field. Moreover, the students will be provided with opportunities to enhance their experience in the field. Read More