At the National Blueprint Consensus Conference in October 2002, representatives of more than 50 national organizations convened to identify strategies to advance the National Blueprint: Increasing Physical Activity Among Adults Age 50 and Older. Participants were assigned to 5 breakout groups—home and community, marketing, medical systems, public policy, and research—each charged with identifying the 3 highest priority strategies in its area for effectively increasing physical activity in the midlife and older adult population. In addition, 3 “cross cutting” strategies were added, which were broad-based in scope and that applied to more than 1 of the breakout themes. An organization was identified to plan and implement each strategy. The conference identified strategies and tactics to overcome societal barriers to physical activity among the targeted population. An organization was identified to plan and implement each of the 18 strategies using professional networks and established delivery channels and communication systems to translate this plan into action.
Lisa Sheppard, Jane Senior, Chae Hee Park, Robin Mockenhaupt and Wojtek Chodzko-Zajko
Chae-Hee Park, Wojtek Chodzko-Zajko, Marcia G. Ory, Jane Gleason-Senior, Terry L. Bazzarre and Robin Mockenhaupt
This study was designed to evaluate the impact of the National Blueprint (NB) on the policies, programs, and organizational culture of selected national organizations. The theoretical model selected to assess the impact of the NB on organizational behavior was Burke’s system theory of organizational change. Three organizations, AARP, the American College of Sports Medicine (ACSM), and the Administration on Aging (AoA), were selected for the study. Two individuals in each of these organizations were selected for interview. Semistructured interviews and document reviews were used in the data-collection process. Findings showed that the publication and establishment of the NB resulted in changes in the operating procedures of AARP, ACSM, and AoA. The results were broadly consistent with Burke’s system theory of organizational change. The publication of the NB was shown to affect the behavior of organizational leaders, organizational culture, policies, programs, and individual and organizational performance. The new information generated has increased our understanding of the impact of health campaigns on organizational behavior.