Health Promotion Strategy of Logan Hospital

HEALTH PROMOTION STRATEGY OF LOGAN HOSPITAL
INTRODUCTION
Logan Hospital aims to provide a diverse range of health care facilities that include
services for children as well as adults [11]. It provides acute care, surgical care,
maternal health care as well as rehabilitation services. It is different from other
hospitals of similar setting in terms of the care facilities offered to a culturally diverse
group of target audiece and the economic fesability of the services offered [12].
HISTORY
• The diabetes program offers assistance to people of all age groups free of cost.
The community services offered to the patients is based upon a multidisciplinary
approach and includes the endocrinologists, nurse educators, dieticians and
psychologists [11]. The role of the health promotion practitioner is to strategically
manage and implement the wellness program at a community level [15].
VALUES UNDER LOGAN HOSPITAL
The health care setting is appropriately designed in order to deliver quality services to
patients from diverse cultural background and also offers services such as [11], Acute
Mental Health Care, Allied Health, Audiology,Breast and Endocrine Surgery,
Cardiology,Child and Youth Mental Health, Colorectal Surgery, Consultation Liaison
Psychiatry and Diabetes [9]’. The therapeutic relationship based upon the cultural
background of the patients and the professionals serve as the psychosocial
enviornmental determinants of health [4].
HOSPITAL FRAMEWORK
The hospital offers a multitude of treatment facilities and is based upon a multidisciplinary
framework. The HP setting framework that would be responsible for guiding the change
would be dependent on the Transtheoretical Model [7]. The values underpining the
proposed approach would be dependent upon the ability of the workforce to adapt to a
proposed change. The organization is based upon a hierarchal structure [9]. The major
decisions about the introduction of a change in the operational setting is taken by the
primary stakeholders, that include the board of directors and the managers [10]. The agenda
is determined by the mangers. The managers and the health care supervisors participate in
the decision making process. The acceptance or rejection of the change depends upon the
employee workforce [10]. The employees might either be supportive or might hinder in the
process of acceptance of the change.
REFERENCES
• The priorities in the setting would be based upon contemplation, devising an
action plan, implementation and measuring the ability of the workforce to accept
the change and to provide the best service delivery to the patient [14]
GOVERNANCE STRUCTURE
STRATEGIC GOVERNANCE
Project sponsor SpeeDx’s
Project manager Health Promotion Officer
Steering Group Maternal and child welfare officer
Hospital advisory committee
Director - Local Health Clinic
Community representative
Working Group 1
(for strategies related to
operations)
Project manager, advisory committee, supervisors and quality control
Working Group 2
(for strategies related to
services)
Community representative, marketing officer, nursing professionals, clinicians
and doctors
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