Journal
INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH
Volume 18, Issue 13, Pages -Publisher
MDPI
DOI: 10.3390/ijerph18136726
Keywords
health promotion; sport; settings-based approach; organizational change; gymnastics
Funding
- Australian Government Research Training Program Scholarship
- University of Wollongong Global Challenges Scholarship
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This study investigated the implementation of health promotion initiatives within gymnastics settings in New South Wales, Australia, and identified key factors such as leadership, organizational culture, and timing that influenced program adoption. Involvement of organizational leaders in program development was crucial for successful implementation in diverse club contexts. Despite positive impacts, pre-existing organizational culture could hinder the integration of health promotion as a core value.
Sports clubs increasingly are settings for health promotion initiatives. This study explored organizational change processes and perceived facilitators and barriers relevant to implementing a health promotion initiative within gymnastics settings in New South Wales (NSW), Australia. A multiple-case design investigated the experiences of the state association (Gymnastics NSW) and five clubs from one region of NSW in a participatory Health-Promoting Gymnastics Clubs (HPGC) program. The program aimed to build the capacity of Gymnastics NSW to support affiliated clubs to become health-promoting settings. Interviews with organizational representatives explored their experiences of the program and identified factors that enabled or inhibited program adoption, implementation and sustainability. Facilitators and barriers identified included leadership and champions; organizational capacity and culture; priorities and timing; and characteristics of the HPGC framework. This multi-level, organizational change intervention demonstrated potential to create health-promoting gymnastics settings. Tailoring strategies in diverse club contexts required involvement of organizational leaders in program development and action planning. Despite positive impacts, pre-existing organizational culture inhibited integration of health promotion as a core value. Sustained organizational change may result from professional regulatory requirements (e.g., accreditation and affiliation), and policy directives and funding (for organizational change, not program delivery) from relevant government departments.
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