Background
Physical (in)activity and health inequalities
Approaches to increasing physical activity and reducing health inequality
The Bradford local delivery pilot context
The importance of process evaluation
Methods
Intervention: the JU:MP Programme
Process evaluation theory: realism, systems thinking, complexity science
Aims, objectives and approach
Strategic-level | Neighbourhood-level | End-user level | |
---|---|---|---|
Scope (aims, stakeholders) | To understand the views and actions of JU:MP strategic-level stakeholders, including the core JU:MP team and executive board, stakeholders commissioned to lead on the strategic delivery of work streams, and city-wide strategic partners such as the Living Well programme strategic leads | To understand the views and actions of stakeholders involved in developing and / or implementing JU:MP within a JU:MP neighbourhood (e.g. voluntary organisation stakeholders, school leads, councillors, faith setting leads, friends of groups, families) | To understand the views and actions of the ‘end user’ recipients of JU:MP, i.e. children and young people and their families living in North Bradford |
Objective (documentation) | To document the strategic-level design, delivery and evaluation processes of the JUMP programme, including: individual work streams and evaluation packages and interactions | To document JU:MP programme neighbourhood level design and delivery processes, including: (a) the community engagement and co-production process and (b) the design and implementation of the overarching action plan and specific interventions | n/a |
Objective (feasibility and acceptability) | To examine the feasibility and acceptability of the strategic level design, delivery and evaluation of the JU:MP programme, by understanding the barriers, facilitators and contextual factors influencing design, delivery and evaluation, including: (a) Individual work streams and evaluation packages and interactions and (b) strategic influencing across the wider system | To examine the feasibility and acceptability of the neighbourhood level design and implementation of the JU:MP programme, by understanding the barriers, facilitators and contextual factors influencing design and delivery, including: (a) examining the feasibility and acceptability of the neighbourhood co-production approach and (b) examining the feasibility and acceptability of delivering the overarching plan and specific interventions | To examine the experience of children and families receiving JU:MP, including understanding the JU:MP ‘journey’ and acceptability of JU:MP for different users |
Objective (impact) | (a) To understand the impact of JU:MP across the whole system including unintended consequences, and developing an understanding of change mechanisms (what works, for whom, and in what context) from the perspective of strategic-level stakeholders (b) To understand the impact of JU:MP on strategic-level stakeholders (c) to understand the impact of JU:MP on city-wide policy and strategic working around physical activity | (a) to understand the impact of JU:MP across and beyond the neighbourhood system including unintended consequences, and developing an understanding of change mechanisms (what works, for whom, and in what context) from the perspective of neighbourhood-level stakeholders (b) to understand the impact of JU:MP, on neighbourhood-level stakeholders | To understand the impact of JU:MP including unintended consequences, and change mechanisms |
Strategic-level process evaluation study design
Neighbourhood-level process evaluation study design
End user-level process evaluation study design
Theories and models utilised within the process evaluation
Sampling and recruitment
Process evaluation data collection methods
Data collection method | Strategic level process evaluation | Neighbourhood level process evaluation |
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Surveys | Participant characteristics survey: upon recruitment (All recruited participants) Influences on behaviour survey: every 6 months (All recruited participants) | Participant characteristics survey: upon recruitment (All participants, all neighbourhoods) Influences on behaviour survey: baseline, 6-months, 12-months and 24 months (All participants, all neighbourhoods) Network mapping survey: baseline, 6-months, 12-months and 24 months (All recruited participants, all neighbourhoods) |
Process observations | Process observations of meetings including: Implementation team meetings: one in every four (attended by core team members such as the programme director, community engagement managers and communications officer) Other key strategic meetings identified in collaboration with the implementation team | Process observations of action group workshops: every workshop, approximately once every 6 weeks (deep-dive neighbourhoods only) |
Documentary analysis | Key documents for each work stream collated every 6 months (including service agreements, project plans and evaluations) | Action group workshop notes (All neighbourhoods) Neighbourhood action plans (All neighbourhoods) |
Semi-structured interviews | Interviews with around 20 strategic stakeholders every 6 months (including members of the core team and one strategic lead for each workstream at each time point) Interviews with around six additional wider stakeholders every 12 months (three members of the executive board and three members of the strategic development) | Interviews with around 20 neighbourhood stakeholders at 6 and 18 months (including key delivery stakeholders such as JU:MP connector, Islamic Religious Setting lead, school lead etc. from across deep-dive neighbourhoods only) Interviews with around two commissioned organisation stakeholders at 6 and 18 months (commissioned neighbourhoods) |
Reflections | Group reflections embed into key meetings: Weekly implementation team meetings: one in every four (attended by core team members such as the programme director, community engagement managers and comms officer) Weekly research team meetings: one in every four (attended by core team members such as the research directors and research fellows) | – |
REM | REM workshops embedded into strategic development group meetings: every 6 months | REM workshops embedded into action group meetings: every 6 months (all neighbourhoods) |