taking an active role in networking, for example, with other universities. Examples of process output are demonstrated in Table 3. Table 3. Examples of output reflecting the process of projects Evidence of: Demonstrable through output such as: Adoption of the • The steering group membership reflects the range of underlying philosophy stakeholders in the project and values • Equity is a guiding principle in selecting priorities for action High profile of • Media coverage (internally and externally) health • Newsletters Annual reports • The university has a published health profile • University policy and mission statements • • Resources are reallocated to the project • Management com- Health needs are assessed mitment to the project An exercise to develop a shared vision of the • university Agreed evaluation strategies and protocols • New organizational structures • Structural changes Relevant staff development (courses and training) • Networking Alliances for health with external agencies • Journal and newsletter articles and publications • • Contributing to fund-raising for networking • Cooperation with other universities at the regional, national and international levels • Participation in the meetings and conferences of national and international networks IMPACT OUTPUT The impact of the project can be demonstrated through output in the eight objectives, taking account of any priorities or targets set in first phase of the project (Table 4). Finally, time and special effort should be invested in the process of starting a project. Preparing the basis for acceptance and support within the university before launching a project on a large scale is essential.
taking an active role in networking, for example, with other universities. Examples of process output are demonstrated in Table 3. Table 3. Examples of output reflecting the process of projects Evidence of: Demonstrable through output such as: Adoption of the underlying philosophy and values High profile of health • • • • The steering group membership reflects the range of stakeholders in the project Equity is a guiding principle in selecting priorities for action Media coverage (internally and externally) Newsletters • Annual reports Management com- mitment to the project • • • • The university has a published health profile University policy and mission statements Resources are reallocated to the project Health needs are assessed • An exercise to develop a shared vision of the university Structural changes • • Agreed evaluation strategies and protocols New organizational structures • Relevant staff development (courses and training) Networking • • • • • Alliances for health with external agencies Journal and newsletter articles and publications Contributing to fund-raising for networking Cooperation with other universities at the regional, national and international levels Participation in the meetings and conferences of national and international networks IMPACT OUTPUT The impact of the project can be demonstrated through output in the eight objectives, taking account of any priorities or targets set in first phase of the project (Table 4). Finally, time and special effort should be invested in the process of starting a project. Preparing the basis for acceptance and support within the university before launching a project on a large scale is essential.
healthpromotinguniversities-concept,experience,framework.docx