A RE-AIM Evaluation of a Workplace Physical Activity Microgrant Initiative: The 10,000 Steps Workplace Challenge

Duncan, MJ; Caperchione, CM; Corry, K; Van Itallie, A; Vandelanotte, C

A RE-AIM Evaluation of a Workplace Physical Activity Microgrant Initiative: The 10,000 Steps Workplace Challenge

Duncan, MJ Caperchione, CM

Corry, K Van Itallie, A Vandelanotte, C

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Publication Type:: Journal Article
Citation:: Journal of Occupational and Environmental Medicine, 2019, 61 (9), pp. 718 - 723
Issue Date:: 2019-09-01

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Field	Value	Language
dc.contributor.author	Duncan, MJ	en_US
dc.contributor.author	Caperchione, CM https://orcid.org/0000-0003-2290-5946	en_US
dc.contributor.author	Corry, K	en_US
dc.contributor.author	Van Itallie, A	en_US
dc.contributor.author	Vandelanotte, C	en_US
dc.date.issued	2019-09-01	en_US
dc.identifier.citation	Journal of Occupational and Environmental Medicine, 2019, 61 (9), pp. 718 - 723	en_US
dc.identifier.issn	1076-2752	en_US
dc.identifier.uri	http://hdl.handle.net/10453/137798
dc.description.abstract	Copyright © 2019 American College of Occupational and Environmental Medicine. Objective: This study examines the reach, effectiveness, adoption, implementation, and maintenance of the 10,000 Steps Pedometer Microgrant Scheme using the RE-AIM framework. Methods: The study used a mixed methods pre-post design. RE-AIM indicators were examined using employee surveys and workplace reports of microgrant implementation, adoption, and maintenance. Results: A total of 259 microgrants and 21,211 pedometers were awarded (reach). Significant increases in physical activity were observed (P<0.05) (effectiveness). Many (78%) workplaces reported using at least one challenge resource (adoption). Barriers were higher (26.5%) or lower (20.5%) than anticipated participation rates (implementation). Fifty percent of workplaces would continue to promote physical activity (maintenance). Conclusions: The microgrant reached a large number of employees and workplaces, increased physical activity, and achieved good levels of adoption and implementation. Employee and workplace levels of maintenance were mixed and need to be improved.	en_US
dc.relation.ispartof	Journal of Occupational and Environmental Medicine	en_US
dc.relation.isbasedon	10.1097/JOM.0000000000001653	en_US
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject.classification	Environmental & Occupational Health	en_US
dc.title	A RE-AIM Evaluation of a Workplace Physical Activity Microgrant Initiative: The 10,000 Steps Workplace Challenge	en_US
dc.type	Journal Article
utslib.citation.volume	9	en_US
utslib.citation.volume	61	en_US
utslib.for	1117 Public Health and Health Services	en_US
utslib.for	1110 Nursing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Health
pubs.organisational-group	/University of Technology Sydney/Faculty of Health/Sports and Exercise Science
utslib.copyright.status	closed_access	*
pubs.issue	9	en_US
pubs.publication-status	Published	en_US
pubs.volume	61	en_US

Abstract:

Copyright © 2019 American College of Occupational and Environmental Medicine. Objective: This study examines the reach, effectiveness, adoption, implementation, and maintenance of the 10,000 Steps Pedometer Microgrant Scheme using the RE-AIM framework. Methods: The study used a mixed methods pre-post design. RE-AIM indicators were examined using employee surveys and workplace reports of microgrant implementation, adoption, and maintenance. Results: A total of 259 microgrants and 21,211 pedometers were awarded (reach). Significant increases in physical activity were observed (P<0.05) (effectiveness). Many (78%) workplaces reported using at least one challenge resource (adoption). Barriers were higher (26.5%) or lower (20.5%) than anticipated participation rates (implementation). Fifty percent of workplaces would continue to promote physical activity (maintenance). Conclusions: The microgrant reached a large number of employees and workplaces, increased physical activity, and achieved good levels of adoption and implementation. Employee and workplace levels of maintenance were mixed and need to be improved.

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http://hdl.handle.net/10453/137798