The Kellogg Foundation (2002) presents a guide that aims to thoroughly assist in the building up of an organization’s need to improve and or expand on to help the consumer. Hence the model presented by Kellogg includes: (a) Input (b) Activities, (c) Output, (d) Outcomes, and (e) Impact.
Inputs include the consumer (s) who in this instance are patients (for example) who utilize the services provided by the organization. Since patients generally use a facility and or referred to a facility for this discussion let us say that the facility to look at is Kindred Healthcare. Kindred Healthcare is the nation’s largest health provider, including, nursing, rehabilitation, assisted living, transitional care, home care, and hospice.
Additionally, included in inputs are providers (physicians and nurses), along with payers’ which is inclusive of insurance carriers and state funding, the staff (administrative) and any other technical assistance from external sources. Hence, with the exception of the consumer all other inputs have a hand in meeting the needs of the patient through their system.
The activities for providers is that these have an active participation in the reform process. First, one would need to understand that to reform something there was a problem. For example, the Affordable Reform Act ensures that all people in the US can receive adequate and professional healthcare, and along with that the staff includes community decision making (Kellogg, 2004).
Outputs for providers include more effective distribution of community care resources. For example, Kindred claims to help their patients recover fully in the best setting suitable for their specific care needs so supposedly they have state of the art facilities and equipment to meet the needs of their consumers, or rather patients. Conversely, the administrative process includes data, policy and advocacy, such as the Kindred Code of Conduct which stress that the company acts with integrity.
For outcomes and providers, that is Kindred Health Care should present a comprehensive healthcare delivery system, and the staff the outcomes are community assessment.
If the providers do all they say this should lead to improved health status for their patients, and for staff an increased healthcare system efficiency.
However, Rowan (2000) explained, “A variety of logic models can be used to describe the plans for implementation and expected outcomes of reform (Rowan, 2000). Consequently, concerning the Kellogg Model the outcome and implementation for that would work well if healthcare companies, their providers, their staff, and any external help they require have strict ethical policies in place. Hence, my analysis here is that though this logic model is sound; and, for the most part, healthcare companies might adhere to it—Kindred hospital has not and has breached all aspects of this model.
According to Kellogg (2004), “Outcome approach logic models display the interrelationships between specific program activities and their outcomes”.
I thought that I would mention Kindred Hospital here because from what I see of this model there is no adherence to it, that is, if the model is used as a standard for healthcare companies (See: United States Army Disabled Veteran, Sergeant Kericia E. Smith Faces Third Heartbreaking Trauma of Her Life).
W.K. Kellogg Foundation Logic Model Development Guide