Background and objective. The 8770-employees Azienda Sanitaria Universitaria Friuli Centrale (ASUFC) was created in 2019 from the merger of three smaller healthcare institutions covering a large geographical area (4969 km2) and serving 517848 inhabitants. The purpose of this abstract is to illustrate the steps taken to establish new HPH governance structure and to reorganize HPH activities in the new organizational structure.
Methods/intervention. ASUFC joined the HPH network in 2021, formalizing its commitment to health promotion for employees and citizens. To strengthen the professional network, a coordinator, 6 link professionals and an interdisciplinary committee have been appointed, including physicians of various specialties, psychologists, nurses, healthcare assistants, physical therapists, and administrative and technical staff. In addition, a project leader was appointed for each HPH topic: physical activity, nutrition, risk factors, individual and organizational well-being, and communication.
Results. The ASUFC HPH committee developed a policy document outlining the mission, vision, and local architecture of the HPH network. During the first half of 2022, all existing health promotion activities were mapped to develop a three-year strategic plan with a unified vision. This approach made it possible to develop an interdisciplinary network that ensures the representation of each professional profile and healthcare context, able to manage the complexity of such a large and heterogeneous healthcare organization.
Conclusions/lessons learned. With the establishing of this local HPH network architecture, our healthcare organization has reaffirmed its strong commitment to the HPH vision and mission and laid the groundwork for the development of various activities and partnerships in the coming years that will lead to healthier lifestyles for staff and citizens.
