title: Personal Trainers: Motivating and Moderating Client Exercise Behaviour

authors: Sweet, Wendy Gaylene

subjects: Personal Trainer

abstract: First established in the 1990's, the personal training industry in New Zealand has experienced unprecedented growth. Over 80% of New Zealand health clubs market the services of Personal Trainers and there are now over 1500 registered Personal Trainers working in a range of settings. Their primary professional role is one whereby they promote and support individuals to attain desired 'results' in relation to their physical fitness and particularly, to adopt a more physically active lifestyle. But despite the growth of this industry, little is known about how Personal Trainers actually go about supporting
the clients who purchase their service to find a way into, as well as stay committed to a physically activity lifestyle. To date there has been no research in New Zealand exploring
how Personal Trainers operate as agents of behaviour change. Furthermore, there appears
only anecdotal evidence about how the intervention strategies used by Personal Trainers
reflect those recommended in the 'behaviour-change' literature.

This thesis focused on the daily, working experiences of ten Personal Trainers. Inspired
by the interpretive paradigm, in-depth interviews were conducted and analysis of the data, guided by the tenets of grounded theory, allowed the story about the way each participant went about her/his work to emerge. The study highlights a variety of issues that these Trainers recognise as significantly influencing their ability to succeed in an increasingly competitive and demanding business. Specific reference was also given to the behavioural intervention strategies that each participant believed were the most
beneficial in nurturing client lifestyle behaviour-change.

The study outcomes reveal that although the Trainers worked independently of each other
there was considerable commonality in the approaches they had developed. All agreed on
the importance of presenting themselves as confident, competent professionals who
modelled healthy life-styles to their clients. Some of the strategies they used were similar
in some regards to those described in the intervention literature, but others were not. A
salient point made by all was that, despite some of their practices lying outside the
professional boundaries defined by their professional registration organisation, the
provision of services to clients often went beyond the 'physical'. Nutritional counselling
especially had become an integral part of the service they provided for clients and was, in
fact, an area which clients 'expected' them to be experts in. Each acknowledged the challenge of devising strategies to keep their clients committed, motivated and returning to them. The study highlighted two distinct phases of intervention as the Trainers used different motivational approaches to firstly, initiate change and then maintain their client's progress. As the clients began to see results all of the trainers agreed that their relationship with their long-term clients became more collegial. As time progressed, and in order to facilitate and foster client belief in the inherent value of physical activity 'for life', the Trainers became their client's Life Coach. The Personal Trainers in this study described a multitude of roles that each believed they needed to fulfil in order that they achieved on-going success as a Trainer. This emphasises the need for a more expansive
education programme for Personal Trainers. Programmes which move beyond a traditional fitness discourse and better reflect the complexities of what it truly means to
be a one-on-one 'Trainer'.

text: Personal Trainers: Motivating and Moderating Client Exercise Behaviour First established in the 1990's, the personal training industry in New Zealand has experienced unprecedented growth. Over 80% of New Zealand health clubs market the services of Personal Trainers and there are now over 1500 registered Personal Trainers working in a range of settings. Their primary professional role is one whereby they promote and support individuals to attain desired 'results' in relation to their physical fitness and particularly, to adopt a more physically active lifestyle. But despite the growth of this industry, little is known about how Personal Trainers actually go about supporting
the clients who purchase their service to find a way into, as well as stay committed to a physically activity lifestyle. To date there has been no research in New Zealand exploring
how Personal Trainers operate as agents of behaviour change. Furthermore, there appears
only anecdotal evidence about how the intervention strategies used by Personal Trainers
reflect those recommended in the 'behaviour-change' literature.

This thesis focused on the daily, working experiences of ten Personal Trainers. Inspired
by the interpretive paradigm, in-depth interviews were conducted and analysis of the data, guided by the tenets of grounded theory, allowed the story about the way each participant went about her/his work to emerge. The study highlights a variety of issues that these Trainers recognise as significantly influencing their ability to succeed in an increasingly competitive and demanding business. Specific reference was also given to the behavioural intervention strategies that each participant believed were the most
beneficial in nurturing client lifestyle behaviour-change.

The study outcomes reveal that although the Trainers worked independently of each other
there was considerable commonality in the approaches they had developed. All agreed on
the importance of presenting themselves as confident, competent professionals who
modelled healthy life-styles to their clients. Some of the strategies they used were similar
in some regards to those described in the intervention literature, but others were not. A
salient point made by all was that, despite some of their practices lying outside the
professional boundaries defined by their professional registration organisation, the
provision of services to clients often went beyond the 'physical'. Nutritional counselling
especially had become an integral part of the service they provided for clients and was, in
fact, an area which clients 'expected' them to be experts in. Each acknowledged the challenge of devising strategies to keep their clients committed, motivated and returning to them. The study highlighted two distinct phases of intervention as the Trainers used different motivational approaches to firstly, initiate change and then maintain their client's progress. As the clients began to see results all of the trainers agreed that their relationship with their long-term clients became more collegial. As time progressed, and in order to facilitate and foster client belief in the inherent value of physical activity 'for life', the Trainers became their client's Life Coach. The Personal Trainers in this study described a multitude of roles that each believed they needed to fulfil in order that they achieved on-going success as a Trainer. This emphasises the need for a more expansive
education programme for Personal Trainers. Programmes which move beyond a traditional fitness discourse and better reflect the complexities of what it truly means to
be a one-on-one 'Trainer'.

year: 2008

title: Solar wind fluctuations: waves and turbulence

authors: Oughton, Sean

subjects: solar wind

abstract: We present a brief review of observations and theory regarding the nature and radial evolution of MHD‐scale solar wind fluctuations. Emphasis is placed on the fact that the fluctuations consist of both waves and turbulence, and on their dual dynamical roles.

text: Solar wind fluctuations: waves and turbulence We present a brief review of observations and theory regarding the nature and radial evolution of MHD‐scale solar wind fluctuations. Emphasis is placed on the fact that the fluctuations consist of both waves and turbulence, and on their dual dynamical roles.

year: 2003

title: River Co-management and Planning in the Waikato: An Analysis of Regional and District Plans and Regional Policy Statement Compliance, and a New Approach to Plan Preparation

authors: den Ouden, Hester

subjects: co-management

abstract: The Waikato River is one of New Zealand most significant rivers.  It is an ancestor to one Iwi, significant to four other Iwi generates most of the country’s hydroelectricity and provides large amount of potable water to municipalities.
In 2010 and 2012 three Acts of parliament established the framework for the restoration and protection of the Waikato River Catchment.  It did so in three ways.  The River Co-Management Legislation (RCML) has significantly added to the policy framework under the Resource Management Act 1991 for the Waikato Regional and six Districts.  It introduced the requirement for co-management of decision-making at policy and regulatory approvals, and established the Waikato River Authority which manages a $270 million Clean-Up fund.
This research outlines the provisions of the three statutes that comprise the RCML, how legislation changed the hierarchy of the planning framework, and identifies areas where improvements could be made.  
The RCML introduces a ‘Vision and Strategy’ as a National Policy Statement for the area of the region within the Waikato River Catchment.  The ‘Vision and Strategy’ comprises 13 statements that are the Vision and 12 statements that are the strategy, collectively referred to as stratagems.  The research assesses each plan and policy statement within the Waikato River catchment to determine the nature and level of incorporation of the 25 stratagems of ‘Vision and Strategy’.
A new approach in planning is the requirement for the use of Maatauranga Maaori along with western science, the Māori and western science worldviews.  These worldviews are discussed.  Three Models that use Maatauranga Maaori principles are described.  The purpose of this has been to begin a discussion on the basis of another perspective in future plan and policy making that included better provisions based on the Maatauranga Maaori worldview.
The Planning Under a Co-operative Mandate (PUCM) project assisted in identify criteria against which to assess the regional and district plans and regional policy statement, their quality, comprehensiveness of inclusion of the ‘Vision and Strategy’ stratagems, and the required cascading nature of Objective policies and methods that are contain in the plans and regional policy statement.   
Key findings were that the provisions or inclusion of the ‘Vision and Strategy’ Stratagems was mixed, high in the case of scientifically quantifiable matters and poor and non-existent where matters to be included were less able to be quantified and qualified in a western science worldview.  The strengths and weakness of including the ‘Vision and Strategy’ Stratagems varied and the strength of that inclusion was identified.
A consequential finding was the overall quality of the plans themselves.  The first PUCM report to government in 2001 on plan quality, scored all six districts and regional plans below 50%.  Using PUCM project criteria to assess the degree to which the Stratagems were included in the plans in 2016 showed a similar result.  The consequential findings also found confusion over the nature of good objective, policy and method drafting.  It also found significant lack of cascading from objectives through policies to methods.

text: River Co-management and Planning in the Waikato: An Analysis of Regional and District Plans and Regional Policy Statement Compliance, and a New Approach to Plan Preparation The Waikato River is one of New Zealand most significant rivers.  It is an ancestor to one Iwi, significant to four other Iwi generates most of the country’s hydroelectricity and provides large amount of potable water to municipalities.
In 2010 and 2012 three Acts of parliament established the framework for the restoration and protection of the Waikato River Catchment.  It did so in three ways.  The River Co-Management Legislation (RCML) has significantly added to the policy framework under the Resource Management Act 1991 for the Waikato Regional and six Districts.  It introduced the requirement for co-management of decision-making at policy and regulatory approvals, and established the Waikato River Authority which manages a $270 million Clean-Up fund.
This research outlines the provisions of the three statutes that comprise the RCML, how legislation changed the hierarchy of the planning framework, and identifies areas where improvements could be made.  
The RCML introduces a ‘Vision and Strategy’ as a National Policy Statement for the area of the region within the Waikato River Catchment.  The ‘Vision and Strategy’ comprises 13 statements that are the Vision and 12 statements that are the strategy, collectively referred to as stratagems.  The research assesses each plan and policy statement within the Waikato River catchment to determine the nature and level of incorporation of the 25 stratagems of ‘Vision and Strategy’.
A new approach in planning is the requirement for the use of Maatauranga Maaori along with western science, the Māori and western science worldviews.  These worldviews are discussed.  Three Models that use Maatauranga Maaori principles are described.  The purpose of this has been to begin a discussion on the basis of another perspective in future plan and policy making that included better provisions based on the Maatauranga Maaori worldview.
The Planning Under a Co-operative Mandate (PUCM) project assisted in identify criteria against which to assess the regional and district plans and regional policy statement, their quality, comprehensiveness of inclusion of the ‘Vision and Strategy’ stratagems, and the required cascading nature of Objective policies and methods that are contain in the plans and regional policy statement.   
Key findings were that the provisions or inclusion of the ‘Vision and Strategy’ Stratagems was mixed, high in the case of scientifically quantifiable matters and poor and non-existent where matters to be included were less able to be quantified and qualified in a western science worldview.  The strengths and weakness of including the ‘Vision and Strategy’ Stratagems varied and the strength of that inclusion was identified.
A consequential finding was the overall quality of the plans themselves.  The first PUCM report to government in 2001 on plan quality, scored all six districts and regional plans below 50%.  Using PUCM project criteria to assess the degree to which the Stratagems were included in the plans in 2016 showed a similar result.  The consequential findings also found confusion over the nature of good objective, policy and method drafting.  It also found significant lack of cascading from objectives through policies to methods.

year: 2017