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Refining the Health Promotion Logic Model

Page history last edited by Carol Breitkreutz 3 years, 2 months ago





Helping communities make the healthy choice the easy choice.


Community/Project Name:                         


Refining the Health Promotion Logic Model




1. Target population:  

Alberta Health Services – Central Zone Health Promotion Team

2. Locations served:  

Central Zone

3. Name of leader and organization:  

Jeanette Walker Alberta Health Services Central Zone Area Manager Public Health 

4. Grants utilized:




Briefly describe the initiative:

Determining program aims and the indicators for success is important in describing the role of Health Promotion and driving practice for the Health Promotion Team.


The Health Promotion Program has undergone significant change during the past 5 years and the current program logic model was not reflective of program work. 


To support and strengthen these operational changes, it was essential to revisit and strengthen the program logic model and vision.


What were the main objectives of the program:

  • Define the team vision
  • Build the logic model (activities, indicators, and short and long term outcomes/aims) 


Please list the key successes:  

  • We identified a vision and created the key elements to populate a team logic model.
  • We tried some new facilitation techniques.
  • The Public Health Evaluation Facilitator better understands our work.
  • The Health Promotion team was engaged to develop a relevant model and has greater accountability towards the outcomes.
  • The new logic model reflects the work of the Health Promotion team.




Who were the partners involved?

Members of the Central Zone Health Promotion team and the Public Health Program Evaluation Facilitator


Other resources utilized (websites, pamphlets, projects)?

A variety of facilitation techniques including: affinity process, dotmocracy, think – pair - share and negotiation. Websites with logic models were reviewed to find the most relevant pattern.


How long did it take to plan and implement the initiative?

We met 3 – 4 times; meetings were approximately 1 hour in length.


If needed, how did you market your initiative?

Not applicable




What challenges were faced while developing and implementing this initiative?

  •  The Health Promotion team is composed of skilled facilitators and it was challenging to work in front of a skilled group.
  • During the facilitation it was necessary to change our process to something different. The team did not all agree on the vision created. It was decided to take up the AHS vision as the Health Promotion vision as it suits the work. The conversations getting us towards a new vision were very valuable.


How were the challenges overcome?

Our Area Manager ended up taking more leadership in facilitating the conversations, in capturing the conversations and also collecting feedback from all staff individually over email to incorporate last minute suggestions and revisions. This gave the team opportunity to take time to reflect on the new model.




List the outcomes achieved:

We identified a vision and key elements to populate a team logic model that are easily collected with the Health Promotion reporting tool and reflect the work of the Health Promotion team.


How did you evaluate the initiatives success?
We achieved what we set out to achieve. The new logic model is reflective of our work moving forward. The new short and long term outcomes (aims) have been useful in articulating the goals of the Health Promotion program to other stakeholders.


Where any follow up actions planned post-initiative?

The Area Manager and School Team Leader reviewed and refined the activities, outcomes, and short and long term outcomes identified in the team meeting.  These were then inputted into a logic model framework with the help and support of the Public Health Evaluation Facilitator.





Please briefly provide additional information that should be considered when planning such an initiative including marketing materials, resources, and pictures.

Developing or re-designing a vision statement and logic model can be a daunting process.  It is important to use a variety of techniques, allow for lots of input (through a mixture of small, medium and large group conversations).  Know the pros and cons of the techniques and gauge what will work with the audience.  For example - some team members did not enjoy the activity used to develop the vision.  Reviewing the listing of strengths (Strengths Finder) would have reminded us that input was likely to be an important consideration. Always have a plan B in case the first plan doesn’t flow well during the meeting.


Consider exploring the current vision and negotiate if a new one is needed.  In the end – we decided to stay with the AHS vision as it resonates with our work (“Healthy Albertans, Healthy Communities. Together”).




1. Community location:    

 Alberta Health Services Central Zone

2. Contact name:

Jeanette Walker 

3. Organization:   

Alberta Health Services, Central Zone Health Promotion 

4. Email: 





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