The use of programme planning and social marketing models by a state public health agency: A case study

SummaryObjectivesTo investigate the use of planning models and social marketing planning principles within a state's central public health agency as a means for informing improved planning practices.MethodsQualitative semi-structured interviews were conducted with 30 key programme planners in selected division branches, and a quantitative survey was distributed to 63 individuals responsible for programme planning in 12 programme-related branches.ResultsEmployees who have an appreciation of and support for structured programme planning and social marketing may be considered the ‘low hanging fruit’ or ‘early adopters’. On the other hand, employees that do not support or understand either of the two concepts have other barriers to using social marketing when planning programmes. A framework describing the observed factors involved in programme planning on an individual, interpersonal and organizational level is presented.ConclusionsUnderstanding the individual and structural barriers and facilitators of structured programme planning and social marketing is critical to increase the planning capacity within public health agencies.