[Possibility of diffusion and challenges of a frailty prevention class hosted by older adults: Efforts by the Saitama Prefecture Silver Human Resources Center Federation Headquarters].

Objectives　Since 2018, the Saitama Prefecture Silver Human Resources Center (SHRC) Federation Headquarters and Tokyo Metropolitan Institute for Geriatrics and Gerontology has attempted to diffuse a business model in which SHRC members are compensated for operating a frailty prevention class. This activity report clarifies these efforts, examines the feasibility of diffusing this model based on each SHRC's project implementation status, and summarizes the relevant issues.Methods　To promote the commercialization of classes, all 58 SHRCs in Saitama Prefecture were offered (1) class programs comprising a multifactorial program (exercise, nutrition, and social interactions) and teaching materials, (2) training courses for frailty prevention supporters who manage the classes (three days × four blocks/year), (3) project information exchange meetings (held once annually), and (4) consultation support for project implementation. A questionnaire survey on the project implementation status was conducted among SHRC employees to evaluate the possibility of project diffusion based on adoption, implementation, and continuation. Furthermore, project implementation issues were categorized using free descriptions as codes to create subcategories based on content and categories based on subcategory similarities.Results　Regarding adoption, among the 58 SHRCs, 43 (74.1%) participated in training courses for frailty prevention supporters and 34 (58.6%) implemented the project from 2018 onwards. Regarding implementation, 23 (39.7%) SHRCs provided rewards to frailty prevention supporters (67.6% of the SHRC that implemented the project). Regarding continuation, 21 of the 28 SHRCs (75.0%) that began the project by 2021 continued it for two years or longer. Moreover, implementation challenges related to project initiation, supporters, new entrants, and class management were categorized.Conclusions　More than half of the SHRCs implemented the project, 40% of SHRC provided rewards for frailty prevention supporters, and 75% of SHRCs that implemented the project continued working on it. Hence, the model may be extended to other regions. However, four issues have been identified. The model is likely to have a ripple effect, increasing the number of individuals involved in community frailty prevention and creating attractive employment opportunities for the elderly. We intend to address these challenges and disseminate our model further.