Social marketing as a tool to improve behavioral health services for underserved populations in transition countries.

Human development efforts continue to change the world and improve quality of life for humans. Without the struggle and drive to contemplate new ideas to improve society, the global community would be in a constant state of oppression. Although cultures and norms change as international boundaries are crossed, the universal goal is to improve standards of living to include behavioral health services for underserved populations. In recent times, pioneers and community groups have used social marketing as an instrument to change public perceptions and behaviors within societies. These efforts have transformed nations in the acceptance and understanding of community health and rehabilitation, education, service, and human rights. This article examines the justification for utilization of the concepts and tools of social marketing to bring about proactive behavior modification among segments of underserved populations. A section of this article provides an overview of the basics of social marketing for the benefit of makers of health policy in transition countries. Finally, the case of 2 underserved population segments in the Republic of Slovakia, a new member of the European Union (former socialist block member), is examined for possible implementation.

Health promotion and disease prevention by small rural hospitals: reasons, obstacles, and enablers.

Rural health stakeholders expect small rural hospitals to help improve health status in their communities. Those hospitals may try to offer health promotion and disease prevention (HPDP) services, but they confront big obstacles when doing this. Research interviews with chief executive officers (CEOs) at small rural hospitals found that low reimbursement, community attitudes, inpatient priorities, personnel shortages, low educational levels, weak local economies, and large older populations are often barriers to HPDP. Research also found practical methods that enabled CEOs to overcome obstacles and to offer HPDP in their rural communities. Collaboration with many organizations within and beyond their communities is essential to expand and leverage facilities, equipment, legitimacy, funds, interpersonal connections, knowledge, and resources. Philanthropy, grant writers, and grants are important, as is the involvement of employee champions and volunteers. Political advocacy can help. Implementing these enablers requires effective leadership, communication, interpersonal relations, and trust building.