How to Improve Public Relations in a Hospital

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Dr Maung Maung Win (MBBS,MHA)

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How to Improve Public Relations in a Hospital

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Nowadays, the world is more traumatized by the oppression of various diseases than ever before. The incidence and prevalence of these diseases are on the rise. These can be ascribed to changes in diet and lifestyle, poverty, malnutrition, climatic changes and more stressful situations. In the event of a disease, the public goes to a hospital to seek a cure. When patients and their family members arrive at the hospital, public relations in the hospital commence. In this context, public relations mean a two-way communication process between the hospital and its internal public (all hospital staff) and external public (patients, their families, their communities, and social media, among others). This article focuses on how to improve the public relation between patients and hospital staff.
Hospital staff are obliged to deal with many patients every day. The Emergency Department and the Out-patient Department are two channels through which the hospital staff start their relations with the patients. Therefore, the hospital needs to equip the staff posted in these departments with high social and organizational skills so that people will be willing to attend the hospital without any anxiety in case of a disease.
The Emergency Department is the best resort for seriously ill patients and persons severely wounded due to accidents and disasters. Usually, the minds of patients arriving there are overtaxed with financial constraints, social problems and psychological upset. Therefore, the staff should extend a warm welcome to these sorrow-stricken patients with a sweet smile on their faces. They should not wear a stern face in the presence of patients and their relatives. The staff on duty should be in their uniforms which can boost patients’ confidence in them. Moreover, the staff should be kind, courteous and helpful to patients. The staff should listen to them attentively and deal with their inquiries politely. In addition, the staff should guide them in detail and treat them in an encouraging and consoling manner. The staff should always remember to say “Thank you” to every patient. This can prevent the patients from lodging complaints and creating conflicts. But, if a complaint or a conflict occurs inevitably, the staff should curb his or her emotion, report the issue to the senior staff, find the root cause and negotiate to reach a solution.
In the outpatient department, the medical staff should examine the patients carefully, give them instructions to do necessary investigations and prescribe treatments for them. For the investigations to be done, the attendants of the patients rush to the laboratory and the Radiological Department and wait nervously for the results. For more convenience of the waiting patients there, waiting time should be minimized. Waiting facilities should be supplied adequately. Queue jumping should not be allowed. Waiting areas should be spacious and well-ventilated. There should be enough power and water supply. Clean toilets should be provided sufficiently.
For a patient to be admitted to a ward, the admission procedure should not be cumbersome and over-processed. Unnecessary delay should be avoided. Prompt attention and effective care should be given to him or her. The staff assigned to the ward should respect the dignity of the patient and the confidentiality of the information about his or her disease. Privacy should be given to the patient if necessary. The ward should be furnished with all necessary physical facilities to solace the worried patients and their attendants.
During the hospital stay, the family members and relatives gather round the patient to encourage him or her. So, the need to satisfy the desire of the patient to see the family members and to limit the number of visitors should be balanced. However, enough guest hours should be allowed.
Blood requisition and blood transfusion processes are very important for a patient who is seriously ill and anaemic. The patient’s family members would not tolerate any delay in receiving blood from the blood bank and transfusing blood into the patient. As blood transfusion is a life-saving procedure, all the staff concerned should try to understand and empathize with the patient and his or her family members. Therefore, they should concentrate their attention on doing a timely blood transfusion for the patient; otherwise, it could cost his or her life.
The Intensive Care Unit (ICU) should be fully provided with sociable and efficient staff and intensive care facilities. As a rule, only one attendant is allowed for a patient. But, if necessary, the number of attendants should be increased. The ICU staff should keep a close eye on the changing situations of the patient at all times and encourage the attendants as well.
In the process of removing a dead body to the mortuary from a hospital ward, which is a most sensitive case, due respect should be shown to it. The mourning family members should be consoled with sympathy and empathy. The process should be done with the least disturbance to others in the ward. If there is a plan for an autopsy, it should be undertaken immediately after asking permission from a family member or a close relative.
In all dealings with the patients, the hospital staff should be patient-centred. They should be free from bias and discrimination in providing their services. They should always practise optimism, harmony and understanding towards the patients. They should explain to the patients about their diseases. At the same time, they should engage the patients in making decisions regarding their cases.
Today, a hospital is the haunt of the various media. The reporters frequent the hospital to elicit the news of the hospital from the staff. So the hospital staff should take much care in dealing with the questions of the media and, at the same time, they should be on amicable terms with them. To be able to evade the traps laid by shrewd reporters, they should have problem-solving, diplomatic, discourse analytical and public presentation skills.
The hospital staff tend to work more energetically and actively in a happy and pleasant work environment. So, they should be motivated by giving incentives of various forms. These should include good salaries, pay raises, cash rewards, the welfare of employees and their families, different kinds of leave, flexible scheduling, words or letters of appreciation for their performances and achievements, job transfer to a better position, job promotion and opportunities for further education. Only then, would they become motivated staff. The staff would motivate the patients. However, one important point is that the administrative team and heads of the wards should exercise just culture but avoid blaming the staff.
In conclusion, it is observed that the public relation of a hospital depends much upon the efficiency, performance, and attitude of its staff and the physical facilities. Therefore, it is suggested that regular training courses in public relations should be given to all the staff, that a sufficient amount of staff should be appointed, lest the staff would be overloaded with tasks, and that new generations of efficient, industrious and dutiful staff should be recruited regularly. Moreover, a public relations management office should be opened and, at any rate, no stone should be left unturned in undertaking all the measures to improve public relations in the hospital. It is also aware that the motivated, satisfied staff can make the motivated, satisfied patients, that the motivated, satisfied patients can find speedy recovery from their diseases and that, as a consequence, this hospital will be reputed to be a prestigious one among the public. Therefore, this hospital would, undoubtedly, become their choice if the patients, their family members and relatives are afflicted with a certain disease. Hence, it is taken for granted that the promotion of public relations in a hospital can serve as an impetus to its development and good image.

Source: The Global New Light of Myanmar

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They will, then, recommend patients a treatment plan and give them advice on how to manage their existing conditions and prevent future health problems. But, if required, they may refer patients to appropriate specialists based on their medical conditions. Alternatively, patients can directly book an appointment with specialists. In specialized consultation, specialists are inclined to pry a detailed history out of patients and go deeper in examining them by performing specialized tests and techniques. Patients will be recommended for advanced diagnostic tests like blood tests, biopsies, echocardiograms, stress tests, CT, MRI or other imaging for a confirmed diagnosis. These investigations are usually conducted within the OPD or at the associated facilities. Then, a treatment tailored to the diagnosis will be provided. Patients can purchase medicines from the on-site pharmacy or external medical shops. Patients are instructed to attend follow-up visits to assess the progress of their diseases or adjust their treatments. Minor procedures and wound care are conducted, and some injections are administered in the OPD. Procedures like dialysis or chemotherapy are also performed in a day-care setting. Vaccinations, routine medical check-ups and preventive screenings for cancer, diabetes and obesity are also available here.The Outpatient Department (OPD) coordinates with other departments to provide collaborative, holistic care. Patients requiring advanced care or surgery are referred to the appropriate inpatient wards in the hospital. Rehabilitation and recovery support, like physiotherapy, speech therapy and nutritional advice, are rendered to patients recovering from severe chronic diseases or major surgeries. Mental health counselling and stress-management support are also provided. The OPD helps caregivers realize the conditions of their patients and train them on how to give care at home. Many hospitals use specialist rotation plans to meet the demands of patients effectively. The services of the OPD also include patient education and counselling, specialized referral, integrated health workshops, patient outcome tracking and training future medical personnel.For the implementation of various services, the Outpatient Department (OPD) should be endowed with many essential physical facilities and amenities. These should include general and specialist consultation rooms, a reception counter, a registration desk, waiting areas, minor procedure rooms, examination rooms, treatment rooms, emergency rooms for unexpected urgent cases, a pharmacy, a nursing station, utility rooms, and toilets. All rooms and areas should be spacious, clean, well-lit and sufficiently installed with well-functioning air-conditioners to maintain a pleasant temperature. There should be enough comfortable seating arrangements for all who come here. Consultation rooms should be provided with adequate privacy and soundproofing for the interest of patients. The on-site pharmacy should be well-stocked with various items of drugs and medical products. There should be on-site diagnostic labs and radiological rooms equipped with advanced diagnostic tools. Handwashing stations, drinking water supply sites and sanitized toilets should be ready for utilization. The OPD should be designed to have a smooth, concrete and spacious floor which ensures an easy and convenient transport of patients using wheelchairs or trolleys. For all attendees, phone charging points, Wi-Fi, and a cafeteria should be provided in the waiting areas. They should be entertained with TV programmes highlighting health issues or booklets sharing health information to engage them during the wait.A variety of staff should be assigned to perform the services of the Outpatient Department (OPD) ebulliently and efficiently. General practitioners and different types of specialists play a key role in providing services and care to patients. The common types of specialists are general physician, cardiologist, neurologist, endocrinologist, nephrologist, general surgeon, orthopaedic surgeon, neurosurgeon, plastic and maxillo-facial surgeon, paediatrician, gynaecologist, obstetrician, radiologist, pathologist, microbiologist, oncologist, eye specialist, ear, nose and throat specialist, mental health specialist, haematologist, rheumatologist. Nursing staff include registered nurses, specialist nurses, triage nurses and nurse-aids. The staff related to investigations are lab and radiological technicians. Pharmacy staff are pharmacists and pharmacy technicians. Administrative staff are receptionists, medical record staff and medical social staff. Support staff are security personnel and general workers. An administrative officer should be assigned to oversee administrative procedures.When patients visit the Outpatient Department (OPD), their minds are overcome with a mix of emotions and concerns. They worry about the results of investigations of their diseases and possible diagnoses and treatments. Some are frustrated by their chronic conditions, prolonged waiting times and delayed procedures. Amongst many challenges and inconveniences in their daily lives, they have to come to the OPD in the hope of finding the best solution to their health problems. In the encounter with the OPD staff, patients, as a rule, expect to receive a warm welcome and smooth two-way communication from the staff, which makes them feel encouraged and supported. They also expect that doctors will provide them with a detailed discussion of their diseases and special advice on them. All patients prefer an individualized special care approach tailored to their particular health concerns. They value the timely information from the staff about appointment reminders and follow-up instructions through phone, message or email. They desire to be involved in making decisions on their own cases.Therefore, to fulfil the expectations and satisfaction of patients, the OPD staff should treat them with respect and good public communication. They should show understanding, empathy and mercy to their concerns and challenges. They should provide complete and clear information about procedures, waiting times and next appointments. There should be efficient management to prevent queue jumping. The staff should maintain a high standard of professionalism in appearance, behaviour and communication. There should be an effective, streamlined process from registration up to the follow-up to reduce waiting times. They should keep the privacy and confidentiality of patients. They should be heedful of the diverse cultural beliefs of patients and adapt their communication styles to avoid misunderstandings and conflicts. They should be committed to continuous medical learning so that they can offer patients much more advanced and effective treatments at all times and help them regain their normal health, the greatest blessing in their lives. They should place great emphasis on vulnerable groups such as elderly patients, children or the handicapped. They should flexibly react to challenges which arise during periods of high patient volumes or when an unexpected medical or technical crisis occurs. Through these skills and attitudes, the OPD staff can comfort and encourage patients, fostering an atmosphere of care, empathy and professionalism.Strategies for training the OPD staff to offer better services should include communication and empathy training, emergency response training, infection control and hygienic practices, continuous professional development, conflict resolution and stress management, continuous feedback loops, patient experience assessment workshop, cultural sensitivity training, quality and safety control training, incorporating technology in training, mobile app for continuous learning, cross-departmental training and team-building exercises. Incentives of various kinds should be offered to the staff by the management team to create staff satisfaction, which then leads to patient satisfaction.In conclusion, for the Outpatient Department (OPD) can render more efficient and qualified services and care to patients, it must be equipped with a sufficient number of highly competent and dedicated staff and physical facilities. There must be a streamlined patient flow and a smart workflow to create the best advantage for patients. It must offer integrated, patient-centred care through a harmonious and united effort of all staff. However, the burnout risks of staff from overburdening must be strategically handled for their retention. The OPD should collaborate with the community to develop community-oriented services. It should foster a culture of excellent care, prioritize patient experience and develop a patient loyalty programme. It should help patients gain access to and continuity of care. Its far-sighted targets should include the improvement of the online booking system, telemedicine expansion, application of artificial intelligence in various procedures, holistic personalized medicine, a one-stop health hub and a community outreach programme.Source: The Global New Light of Myanmar
Earthquake Diplomacy: Extending a helping hand to Myanmar through humanitarian ground
Earthquake Diplomacy: Extending a helping hand to Myanmar through humanitarian ground
The international community’s earthquake relief support to Myanmar depicts true compassion, solidarity, and commitment to a shared future.The Mandalay Earthquake that struck Myanmar in late March claimed 3,763 lives and injured 5,107 people, with 110 still reported missing as of 24 April, causing widespread devastation across major urban areas, especially in central Myanmar.The disaster consisted of two consecutive quakes: the first, a powerful 7.7-magnitude tremor, struck near Sagaing. Within just seconds, a second quake measuring 6.9 in magnitude was shaking with its epicentre near TadaU, Mandalay. Therefore, Mandalay, Nay Pyi Taw and Sagaing were impacted the most devastation of the quake, where the former two cities are economically and executively important to the country.The National Disaster Management Committee (NDMC) announced, as of 19 April, that a total of 65,096 residential housings; 2,514 schools, 4,317 monasteries and nunneries; 6,027 religious sites including pagodas, temples and stupas; 350 healthcare areas including public hospitals and clinics; 38 locations on the rail transportation system; 269 roads; 203 sites on the Yangon-Mandalay Expressway; 586 dams and water reservoirs, and 170 bridges across the country were damaged by the quake.Chairman of the State Administration Council, Senior General Min Aung Hlaing, immediately requested international aid to remedy the heavy casualties and devastation of the country amid the quake. The call was quickly responded to by the international community. Neighbouring countries such as China, Thailand and India; friendly nations such as Russia and Belarus, ASEAN nations; many countries that build diplomatic relations with Myanmar, and international organizations such as UNICEF and WHO poured in their helping hands to Myanmar.“Dealing with disasters typically pushes diplomatic relations along the pathway which it was on before,” Professor Ilan Kelman remarked concerning disaster diplomacy in an interview with Business Insider in 2018.In this regard, many presidents, prime ministers, military leaders, top diplomats and top leaders of many countries sent their condolences to Myanmar day by day through various channels following the powerful earthquake.The very first, Russian President Vladimir Putin stated his condolences to Myanmar in a statement published on the Kremlin’s website, underlining his deepest condolences on the tragic consequences of the earthquake in Sagaing and Mandalay regions and stating that Russia shares the grief of the friendly people of Myanmar, the Russian media reported.Consequently, on the next day, Senior General Min Aung Hlaing received phone calls and letters from world leaders expressing their condolences to Myanmar. It witnessed the extensive diplomatic activities with Myanmar in the international diplomatic realm.What is more, as per Professor Ilan Kelman, it is learned that: “the diplomatic efforts following such events (disasters) can serve as a catalyst for the thawing of political and diplomatic relations between nations,” and “the evidence from disaster diplomacy studies suggests that disaster-related activities do not create fresh diplomatic opportunities, but that they have the possibility for catalyzing diplomatic action.”On this point, the 6th Bay of Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation (BIMSTEC) Summit was held in Bangkok, Thailand, from 2 to 4 April 2025. It marked the first in-person meeting of BIMSTEC leaders since 2018. The Myanmar delegation, led by Senior General Min Aung Hlaing, participated in the summit and related side events. The summit focused on enhancing prosperity, resilience, and openness for the region’s 1.7 billion people. During the meetings, BIMSTEC leaders held a minute of silence to express their condolences for the recent tremor that happened in Myanmar and Thailand.During the BIMSTEC meetings, Senior General Min Aung Hlaing extended additional requests to the international community to reinforce resettlement operations in Myanmar for the post-earthquake trauma. He met with the current BIMSTEC Chair, Thailand Prime Minister Paetongtarn Shinawatra and Indian Prime Minister Shri Narendra Modi ahead of the BIMSTEC meetings discussed domestic situations of the socio-political landscape, and exchanged views on disaster management.The BIMSTEC leaders issued a joint statement on the impact of the earthquake on 4 April. It bolsters the solidarity of the regional bloc in supporting the mechanism of relief and recovery efforts, including collaboration through the BIMSTEC Centre for Weather and Climate to provide critical weather information and enhance early warning systems in the region. The efforts of the BIMSTEC member states in providing humanitarian assistance and disaster relief to Myanmar had been appreciated in the bloc statement.In addition, Prime Minister Senior General Min Aung Hlaing met with Malaysian Prime Minister Anwar Ibrahim, the rotational chair of ASEAN 2025, in Bangkok, Thailand, on 17 April. The meeting highlighted the extensive collaboration of the bloc in the relief of Myanmar from the earthquake disaster.It is highly challenging for the people of Myanmar to be resilient in this catastrophe with huge destruction unexpectedly, in addition to the multi-sectoral hardships on social, economic and political grounds in the meanwhile.Worse again, hundreds of aftershocks ranging from mild to severe with magnitudes between 3.0 and 5.5 continued shaking the country until mid-April every day. Every aftershock reportedly struck with a shallow depth of around 10 kilometres or below, intensifying their impacts. During these three weeks, there was no such day on which the aftershocks did not strike the regions alongside the Sagaing Fault, as well as in surrounding areas near the Kyaukkyan Fault and other smaller faults in Shan State.Sagaing Fault: The seismic activity of the 1,200-kilometre-long Sagaing Fault is highly active. It is responsible for major earthquakes in Myanmar’s history, such as the Bago Earthquake with a 7.3-magnitude in 1930 and the Mandalay Earthquake with a 7.7-magnitude in 1946. Since the fault passes through the urban area with high population density, and it runs north-south through the country, further studies have to be conducted later. Therefore, many external geologists and seismologists should conduct further studies on these deadly active tectonic plates.Over the past weeks, rescuers, medical teams, and shipments of relief and humanitarian supplies from various countries have been arriving in Myanmar, batch by batch. As of 17 April, rescue workers, medical teams, Red Cross personnel, and humanitarian aid workers from 25 countries have been actively involved in rescue and resettlement operations in Myanmar following the earthquake.“A total of 1,956 rescuers, 2,332 tonnes of humanitarian supplies and 1,170 tonnes of relief and rescue assistance from 25 countries have been received through 136 flights,” Maj-Gen Zaw Min Tun shared the information with the media on 17 April.Senior General Min Aung Hlaing’s immediate declaration of emergencies and request for international assistance following the devastating tremor, which truly was part of effective disaster management, and the spontaneous responses of the international community on humanitarian grounds truly saved many souls and properties.A total of 653 lives were rescued and 754 bodies were found by Myanmar Fire Brigade personnel and foreign rescuers as of 18 April. Amongst, eight lives were saved and 203 bodies were discovered by the foreign rescuers, according to the NDMC.The people of Myanmar express our deepest gratitude to every nation, humanitarian organization, and international body that reached out to help us during our nightmare of this earthquake disaster. Every support of the international community has touched our hearts overwhelmingly.In summary, the earthquake in Myanmar on 28 March not only caused enormous suffering for the people of Myanmar, but it was also observed blessing in disguise. The recent earthquake disaster renewed engagement in addressing urgent humanitarian needs. The increased international aid witnessed a true compassion of caring and sharing in the essence of the shared future.Source: The Global New Light of Myanmar
Let’s Overcome the Impact of Earthquake Disaster through Collective Action
Let’s Overcome the Impact of Earthquake Disaster through Collective Action
Earthquakes are one of nature’s most destructive forces, capable of causing widespread devastation in a matter of seconds. While we cannot prevent earthquakes from occurring, we can significantly reduce their impact through collective awareness, preparation, and action. Natural disasters such as earthquakes strike without warning, leaving behind trails of destruction, sorrow, and loss. The ground shakes, buildings fall, and lives are changed forever within moments. In the face of such devastating events, individual efforts alone are not enough. It is only through collective action, the combined strength of communities, governments, organizations, and individuals that we can truly overcome the challenges and rebuild stronger than before.When an earthquake hits, the immediate priority is saving lives. Rescue teams, medical professionals, and volunteers must work hand in hand to provide emergency aid. This rapid response is only possible if communities are trained and prepared in advance. Therefore, collective preparedness such as earthquake drills, emergency plans, and shared knowledge can significantly reduce the loss of life. Schools, workplaces, and neighbourhoods must unite in practising these safety measures regularly.After the initial shock, the path to recovery requires even more cooperation. Rebuilding homes, restoring infrastructure, and healing from trauma take time and effort. Governments can provide funding and policy support, while local and international organizations offer technical assistance and relief supplies. Community members can participate in rebuilding efforts, support each other emotionally, and ensure no one is left behind. The power of unity becomes evident when everyone, regardless of their background, works towards a common goal.First and foremost, education and awareness are crucial. Many people are unaware of the signs of an impending earthquake or the safety procedures to follow. The offices, schools, and all communities must join forces to educate the public about earthquake risks and safety measures. Regular drills, public campaigns, and the integration of disaster preparedness into school curriculums can help ensure that everyone knows how to act quickly and calmly during an earthquake.Secondly, building infrastructure that can withstand seismic activity is essential. In earthquake-prone regions, strict construction standards should be enforced, and older buildings should be retrofitted to meet modern safety codes. Architects, engineers, and city planners all have a role to play in ensuring that our built environment does not become a trap during a quake. Investing in resilient infrastructure today can save countless lives tomorrow.Community cooperation is another powerful tool. Neighbours helping neighbours can make a significant difference in times of crisis. Forming local emergency response teams, establishing communication plans, and stockpiling essential supplies can improve survival rates and reduce chaos during an earthquake. When communities come together to prepare, the impact of disasters is often greatly reduced.Technology and science also offer valuable support. Early warning systems, seismic monitoring networks, and mobile alerts can provide precious seconds or even minutes of warning, giving people time to take cover. Governments and private sectors should work together to invest in these technologies and ensure they are accessible to all.Moreover, collective action plays a crucial role in reducing future risks. By learning from past experiences, communities can push for stronger building codes, improved early warning systems, and better land-use planning. Public education campaigns shared disaster data, and community-led resilience projects helped create a culture of safety and awareness.In conclusion, while we may not be able to stop earthquakes from happening, we can certainly prevent their worst effects by preparing and acting together. Let us unite and take collective responsibility to make our homes, schools, offices and cities safer. By joining hands — before, during, and after a disaster — we can protect lives, rebuild communities, and emerge stronger. Let us all remember: together, we are resilient. Together, we can overcome any disaster.Source :The Global New Light of Myanmar 
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