STUDENT NUMBER: 65152999

MODULE NAME: DPR2605

MODULE CODE: 686150

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 DECLARATION OF OWN WORK
I, Thabo Mogotlane confirm that:

 this MODULE contains my own, original ideas and work

 those ideas, or work, that are not my own, have been cited through
the prescribed referencing system which I have
familiarised myself with in Tutorial Letter CMNALL/E/301

 I have not submitted the ideas or work contained in this MODULE for
any other tertiary education credit

 I have read the University’s Policy of Research Ethics

 I have read and understood the PLAGIARISM POWERPOINT FOR
UNDER- GRADUATE STUDIES (available under “Additional
Sources” on myUnisa)
I have familiarised myself with the library guides ON PLAGIARISM
AND ETHICS offered by Unisa’s library:
https://libguides.unisa.ac.za/research-support/plagiarism
TABLE OF CONTENTS
 I have read and understood Unisa’s Policy for Copyright
Infringement and Plagiarism, and I am aware that plagiarism is
1. Introduction___________________________________________ 3
punishable in terms of the Copyright Act 98 of 1978 and I have read
the regulations of the University of South Africa in this respect,
available online:
https://www.unisa.ac.za/static/corporate_web/Content/Apply%20for%2
0admission/Docum
ents/Policy_copyright_infringement_plagiarism_16November2005.pdf

65152999

STUDENT NUMBER

27 March 2024

SIGNATURE DATE

Martha Mogotlane 27 March 2024

WITNESS DATE

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 Table Of Content

1. Introduction_______________________________________________4

2. CHALLENGES AND MANAGEMENT___________________________5

2.1. Challenges, increasing the scope of a programme_____________5

2.2. Managing challenges of increased scope___________________ 5

3. APPROACHES AND SUSTAINABILITY___________________________

5

3.1. Programme approaches beyond staff training__________________

5

4. SOCIAL MARKETING PROGRAMMES________________________ 5

4.1. Long & short-term Social Marketing programmes & Longevity______

5

5. Conclusion__________________________________________________
5

6. Self-Assessment__________________________________________ 5

Souces Consulted______________________________________________
5

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Introduction

The Vitality lifestyle service exemplifies a holistic approach to public health

intervention, addressing not only smoking cessation but also surrounding
weight management, stress reduction, and exercise promotion. This case
study underscores the importance of understanding community needs and
preferences in designing health programmes, as well as the challenges of
implementing organisational change in healthcare setting. By expanding the
scope of services and embracing interdisciplinary collaboration, Vitality aims to
improve overall well-being and reduce health inequalities in South West Essex.
(Public health: 2008). However, the success of such initiatives connects not
only on effective programme design but also on strategies to embed the
programme within existing healthcare systems and sustain it over time despite
potential resistance to change.

In light of the multifaceted nature of the Vitality programme,exploring the

challenges associated with increasing the scope of health programmes and
proposes strategies, beyond staff training, to enhance
programme embedding and ensure sustainability in the face of local resistance
to organisational change. Drawing insights from the Vitality case study, we
examine the importance of community engagement, transparent
communication, partnerships, evidence-based practice, adaptability,
continuous improvement, leadership commitment, and incentives in fostering
programme acceptance and longevity. By adopting a comprehensive
approach that addresses the diverse needs and concerns of stakeholders,
health organisations can overcome barriers to change and effectively integrate
innovative programmes like Vitality into routine healthcare delivery.

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1.
Challenges that might arise increasing the scope of a programme:

Challenges with a broader scope is that, more stakeholders are involved,

leading to potential communication breakdowns and conflicting priorities.
Increasing the scope means spreading resources thinner, potentially affecting
the quality or effectiveness of individual services. Introducing new services
may dilute the brand identity or confuse target audiences if not properly
managed. Understanding target audience is important, a wider scope means
catering to diverse demographics, requiring deeper understanding and
segmentation of the target audience.Communicating the expanded range of
services effectively without overwhelming or confusing the audience presents
a challenge.

Managing programme challenges of increased scope:

Establish clear communication channels and regular meetings to ensure

alignment and collaboration among stakeholders. Prioritise resource allocation
based on the most impactful services and consider partnerships or
collaborations to maximise resources. Develop a comprehensive brand
strategy that unifies all services under a cohesive brand identity, ensuring
consistency across all communications. Conduct thorough audience research
to understand the needs, preferences, and behaviours of the diverse target
audience segments. Simplify messaging by focusing on core benefits and
value propositions while using tailored communication strategies for different
audience segments.

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2.
Approaches to ensure sustainability staff specialities for the programme.

Community engagement: Involve the local community in the development

and implementation of the programme. Engage community leaders,
organisations, and residents to build support and ownership, to hinder for
resistance to gain traction.

Transparent communication: Maintain open and transparent communication

channels throughout the process of implementing the programme. Address
concerns, clarify misconceptions, and actively seek feedback to demonstrate
responsiveness and foster trust.

Partnerships and collaborations: Forge partnerships with local

organisations, businesses, and institutions to leverage resources, expertise,
and networks. Collaborative efforts can enhance programme effectiveness
and sustainability by tapping into existing infrastructure and support networks.

Evidence-based practice: Emphasise the importance of evidence-based

approaches and outcomes measurement to demonstrate the programme's
effectiveness and justify organisational change. Providing data-driven insights
and success stories can help alleviate doubts and build confidence in the
programme's impact.

Adaptability and flexibility: Acknowledge and accommodate local variations

and preferences within the programme framework. Flexibility in
implementation allows for customisation to fit specific community needs and
circumstances, reducing resistance to change.

Continuous improvement: Foster a culture of continuous learning and

improvement within the organisation. Encourage staff to reflect on experiences,
identify areas for enhancement, and implement iterative changes based on
feedback and evaluation findings.

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Leadership commitment: Secure visible and sustained leadership support for
the programme at all levels of the organisation. Leadership endorsement
communicates the importance of the programme, sets expectations for
participation, and provides guidance during times of uncertainty or resistance.

Incentives and recognition: Recognise and reward individuals and teams for
their contributions to the programme's success. Incentives can motivate staff
engagement and foster a positive organisational culture conducive to change
and innovation.

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3.
Approaches to Developing and Managing Long-term Social Marketing
programmes.

Comprehensive Planning: Long-term programmes necessitate

comprehensive strategic planning that considers not only initial objectives but
also evolving needs, emerging trends, and potential challenges over time. This
involves conducting thorough research, establishing clear goals and objectives,
and developing a flexible framework that allows for adaptation and
adjustments as the programme progresses.

Continuous Engagement: Unlike short-term campaigns that may have a

defined start and end date, long-term programmes require ongoing
engagement with stakeholders, target audiences, and community partners.
This entails building sustained relationships, fostering trust, and maintaining
regular communication to keep stakeholders invested in the programme's
success.

Resource Allocation: Long-term programmes often require more substantial

and sustained resource allocation compared to short-term campaigns. It's
essential to secure adequate funding, staffing, and infrastructure to support
programme implementation, monitoring, and evaluation over an extended
period.

Monitoring and Evaluation: Continuous monitoring and evaluation are

crucial for long-term programmes to assess progress, identify areas for
improvement, and measure impact over time. Establishing robust monitoring
and evaluation mechanisms allows for timely feedback, course correction, and
evidence-based decision-making to ensure programme effectiveness and
sustainability.

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Adaptability and Flexibility: Long-term programmes must be adaptable and
responsive to changing circumstances, shifting priorities, and emerging needs
within the community. Flexibility in programme design, implementation, and
delivery allows for adjustments based on evolving insights and feedback from
stakeholders and target audiences.

Capacity Building: Investing in capacity building among staff, partners, and

community stakeholders is essential for the long-term success of social
marketing programmes. Providing training, resources, and support enables
individuals and organisations to effectively contribute to programme goals and
sustain efforts beyond the initial stages.

Integration with Existing Systems: Long-term programmes benefit from

integration with existing healthcare, social service, and community systems to
leverage resources, infrastructure, and expertise. Collaborating with relevant
stakeholders and aligning programme activities with existing initiatives ensures
synergy, reduces duplication, and enhances sustainability.

Community Ownership: Establishing community ownership and participation

is critical for the longevity of social marketing programmes. Engaging
community members in programme design, decision-making, and
implementation fosters a sense of ownership, empowerment, and
accountability, leading to sustained behaviour change and positive outcomes.

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Conclusion:
The Vitality lifestyle service offers valuable lessons for public health
practitioners and policy-makers seeking to address complex health challenges
through comprehensive, community-driven interventions. By embracing a
holistic approach that goes beyond traditional disease-focused models,
organisations can better meet the diverse needs of populations and promote
sustainable health behaviour change. However, the successful implementation
and embedding of such programmes require concerted efforts to navigate
organisational dynamics, foster stakeholder engagement, and cultivate a
culture of innovation and continuous improvement within healthcare systems.
Through strategic planning, collaboration, and a commitment to
evidence-based practice, initiatives like Vitality can not only improve health
outcomes but also contribute to the broader goal of reducing health
inequalities and enhancing overall well-being in communities.

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SELF-ASSESSMENT AND SELF REFLECTION
1. By completing the portfolio task, I've gained a deeper understanding of the
challenges and strategies associated with Vitality lifestyle programme.
This includes recognising the importance of community engagement,
transparent communication, partnerships, evidence-based practice,
adaptability, continuous improvement, leadership commitment, and
incentives in fostering program acceptance and longevity.

2. In terms of skills and abilities, I have acquired the ability to analyse

complex intervention case studies, identify challenges, and propose
practical solutions. I've also developed communication skills necessary for
conveying recommendations.

3. The strengths I could apply in my future life and work environments include
problem-solving skills, critical thinking abilities, and the capacity to
collaborate with diverse stakeholders to achieve common goals.

4. One potential shortcoming to address in the future could be further honing

my skills in management and implementation, particularly in navigating
organisational dynamics and overcoming resistance to change.

5. Understanding the challenges of implementing health programs in diverse

communities. Analysing strategies for program sustainability and longevity.
Applying principles of community engagement and communication in
health promotion initiatives. Identifying the importance of evidence-based
practice and continuous improvement in public health interventions.

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Sources Consulted

University of South Africa, 2024. Lessons 2: Applying a public relations

programme to a case study. [my moodle] Available:
https://mymodules.dtls.unisa.ac.za/mod/lesson/view.php?id=873509&pageid=
940307&startlastseen=yes Accessed on: 15 March 2024

Mabunda, M. (2022). “A holistic treatment approach can help you quit smoke,
successfully.” Business Live. Available:
https://www.businesslive.co.za/lifestyle/health/2022-06-09-native-a-holistic-tre
atment-approach-can-help-you-quit-smoking-successfully/ Accessed on: 15
March 2024

Discovery Vitality (2020).”Mental well-being programme guide.” Discovery.

Available:
https://www.discovery.co.za/assets/template-resources/vitality/mental-wellbei
ng-benefit-guide.pdf Accessed: 15 March 2024

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