Noreen Kearns

Time for a paradigm change? Tracing the institutionalisation of health impact assessment in the Republic of Ireland across health and environmental sectors

This paper presents a critical analysis of health impact assessment (HIA) in the Republic of Ireland (ROI) in the context of institutional policy and practice. It begins with a brief background to the origins and aims of HIA. Core developments in health and environmental sectors pertaining to HIA in the ROI are then considered. A series of significant developments have taken place in these sectors over the past decade that are positively associated with the promotion of HIA in the ROI. However, it is argued that in spite of various institutional facilitators, the practice of implementing HIAs in the ROI is significantly underdeveloped, and it continues to lag behind several of its European Union counterparts. It is contended that a paradigm change is required in order to address the current policy-action gap. An organisation theory framework is used to assess the implementation problem and a number of suggestions are highlighted as potential facilitators of this process.

Recruiting and Retaining Older Adult Volunteers: Implications for Practice

There is an increased interest in the promotion of volunteering within nonprofit organizations. In this paper organizational supports for recruiting and managing volunteering among older adults are explored. The paper describes an intervention comprising an intergenerational reading program delivered by volunteers in eight schools in the Republic of Ireland. The research draws on qualitative data from a mixed-methods research project (2009–2011) that evaluated outcome and process aspects of the reading program. The qualitative data was collected from a group of older volunteers aged 55 years and older. This present study frames the empirical findings within a volunteering framework that involved deductively analyzing the data using attributes associated with “volunteerability” and “recruitability.” Through this analytical framework a number of features were identified as contributing to greater knowledge of marketing strategies to recruit and retain volunteers within nonprofit organizations. The paper concludes with a set of core practice messages for organizations that rely on volunteers in the delivery of their service.

Impacts of an HIA on inter-agency and inter-sectoral partnerships and community participation: lessons from a local level HIA in the Republic of Ireland

This study evaluates the impacts of a locally based health impact assessment (HIA) on community participation, inter-sectoral and inter-agency partnership in local decision and policy-making processes. The methods comprised a series of semi-structured interviews with key informants followed by thematic analysis of transcribed responses. The study revealed a number of positive impacts among both community and service providers. A particularly advantageous impact was the facilitation of community learning through a local action group formed as a recommendation of the HIA that provided community development and HIA training. During the HIA process all participants increased their knowledge of health determinants and recognized a broader range of evidence sources for local decision-making. Participants also developed a greater understanding of each others roles and perspectives. Additionally, the study revealed a number of barriers to HIA. Differing views on the role of HIA were evident whereby community members tended to regard HIA as an advocacy tool for local issues impacting on health in their locality, while service providers perceived its role more in terms of networking and collaboration. A key area remaining to be tackled in terms of partnership working is the approach of service agencies to enabling meaningful community participation in local decision-making processes. In this respect, attention to the cultural dimension of inter-sectoral working, and the need for training for both service agency staff and community members prior to or at the initial stages of HIA are required. Such changes could facilitate more meaningful community inclusion and help to address the current power imbalance between these two sectors.

Fostering Social Innovation in Youth: Learning from a Youth Social Entrepreneurship Initiative in Ireland

“Wave Change” was a youth social entrepreneurship initiative in Ireland, established to work directly with youth, aged 18–25, to develop the knowledge, skills, and networks they needed to drive social change. Reflecting on the success of the Wave Change initiative, this chapter outlines the value of adopting a mixture of learning approaches that facilitate structured learning, peer-to-peer learning, and project-based experiential learning. While the value of each of these individual learning approaches is outlined, the chapter demonstrates how operating together they create an environment to foster social innovation in youth, providing youth with the opportunity to acquire the requisite skill set to be engaged as architects of social change and to be part of a strong peer network of social entrepreneurs.