2.
03 PROGRAM PLANNING
Dr. Juangco || January 14, 2016
CMD
Transcribers: Javier, Justiniani, Kaluag, Kamiya, Kasan
Editors: Wandering Samurai of Rivia
OUTLINE
I.
II.
III.
IV.
V.
Planning models
Types of program plan
DOH program planning
models
Precede-Proceed
Match
II. TYPES OF PROGRAM PLAN
VI. DOH-LGU
VII. Other planning models
VIII. Strategic planning
IX. Mission
X. Vision
XI. Where are we now?
XII. Strategic development
Legend:
Figure 3. Types of program plan. A perfect example of a long term program plan
is the MDGs that started in 2000 and ended in 2015. Also, when there is a new
Mayor, one of the tasks of a City Health Officer is to create a long term plan for
the Mayor for the next three terms (one term is 3 years. An example of a
medium term program plan is the National Objectives for Health which is a 5
year development program by the DOH. A short term program plan is what is
usually done in the Health Office every year. During June or July, we do our
Program Implementation Review to see if the targets and goals of last year were
met, to identify good and bad practices during implementation, and to do the
program planning for the following year. Why June or July? Because the budget
hearing for the city or municipal council is held during August or September, and
we need the program plan to back up our budget for the next year.
References:
Readings in Health System Management by Dr. Remigio Mercado
LGU Performance Program Planning Guidelines
LGU Health Planning Guidelines
Objectives
1. To be able to identify the different models of program planning
2. To be able to explain how to perform a strategic plan
3. To draft a program plan based on the prioritized problem
I. PLANNING MODELS: BACKGROUND INFORMATION
Models serve as frames from which to build; provide structure and
organization for the planning process
Many different models
Common elements, but different labels
No perfect model which is why theres a new model every 2, 3 or
5 years. Strategic planning is the only one thats still being used up
to now.
Can be used in entirety, parts, and combinations
Three Fs of program planning help with selecting the appropriate
model
III. DOH PROGRAM PLANNING MODELS
PRECEDE-PROCEED
MATCH
MAPP
LGU Health Planning
LPP Planning
Strategic Planning
PRECEDE Predisposing, Reinforcing, and Enabling Constructs in
education/Ecological Diagnosis & Evaluation
o Involves doing a situational analysis, finding out what is the
problem in the community
PROCEED Policy, Regulatory, and Organizational Constructs in
Educational & Environmental Development
o Implementing the program, monitoring and evaluation
IV. PRECEDE-PROCEED
Figure 1. A generalized model for program planning.
PRECEDE has five phases:
Figure 2. Three Fs of program planning: fluidity, flexibility, functionality.
Fluidity means there should be a step by step process. It should also be flexible
enough that when you go to the community and the program youre doing is not
applicable because of hitches or technical difficulties, you would be able to revise
your program. Lastly, it should be functional, or appropriate, for the community.
Phase 1: Social diagnosis
Phase 2: Epidemiological diagnosis
Phase 3:Behavioral and environmental diagnosis
Phase 4: Educational and organizational diagnosis
Phase 5: Administrative and policy diagnosis
PROCEED has four phases:
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Phase 6: Implementation
Phase 7: Process Evaluation
[CMD] 2.03 PROGRAM PLANNING Dr. Juangco
o
Looking at how you are doing the program, if you are doing the
program right, and if the people involved are doing at what
they are supposed to do
o Done during implementation
Phase 8: Impact evaluation
o What is the overall effect of the program in the community?
o Example: EPI How much did measles morbidity decrease in
the community?
o Done after implementation
Phase 9: Outcome evaluation
o Depends on your program goals and outcome indicators
o Example: EPI How many children were fully immunized?
o Done after implementation
Scorecards were too high and most cities and municipalities
failed
VII. OTHER PLANNING MODELS
A Systemic Approach to Health Promotion (Healthy People 2010)
o Components: Goals, Objectives, Determinants of Health and
Health Status
Mobilizing for Action Through Planning and Partnerships
o By the National Association of County and City Health
Zopp-Zielorientierte Goal Oriented Program Planning
Program Evaluation Review Technique Critical Path Method
Figure 5: PERT-CPM flowchart
REMEMBER:
It is amazing what you can accomplish,
If you do not care who gets the credit!
Figure 4. PRECEDE-PROCEED model
V. MATCH
Multilevel Approach to Community Health
o Involves intra- and inter-sectoral collaboration
o Community organizations and peoples organizations help in
achieving program goals
o Program planning includes not only the Health Office but
everyone in the community
Developed in the late 1980s
Used by the US Government
Applied when behavioral and environmental risk, and protective
factors for disease and injury are known, and general priorities
determined
Includes ecological planning levels of influence
Five phases
1.
2.
3.
4.
5.
Goal selection
Intervention Planning (Objectives, target and actions)
Program development (create program units or components)
Implementation (adoption, implementation, maintenance)
Evaluation (process, impact, and outcome)
VI. DOH-LGU
LGU Performance Program (LPP) Planning in 1998
LGU Health Planning Guidelines developed by the DOH and DILG
thru the National Health Planning Committee in 2001
o DILG had a scorecard of what is a successful city or municipality
o Program plan is based on the scorecard
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VIII. STARTEGIC PLANNING
It is the process of determining where an organization intends to be
in the future and how it will go there.
It is a way of finding and then outlining the best possible path of
moving toward that designation.
Why?
o To improve performance
o To solve major organizational problem/s
o To stimulate thinking and future direction
o To build cohesion and teamwork
How?
o What might we do (in terms of environmental opportunity)?
o What can we do (in terms of ability and power)?
o What do we want to do (in terms of personal preference)?
o What should we do (In terms of social responsibility)?
Steps in the Strategic Planning Process
1. Where are we now?
Situation Audit
2. How did we get in this Environmental Scan
situation?
Research
3. What will likely happen if
we continue as we are?
4. Where do we want to go?
Vision
Values
5. How do we get there?
Goals
Strategic directions
Action plans
[CMD] 2.03 PROGRAM PLANNING Dr. Juangco
6. How do we know were
there?
Monitoring
XI. Where Are We Now?
Answers:
o How did you get into your current situation?
o What are the problems encountered?
o What are the good things that you have?
o What is successful in your organization?
Usually done by SWOT analysis
Figure 6: Strategic Planning Process
IX. MISSION
Answers the following questions:
o What is the organizations function?
o Who are target customers?
o How does the organization fulfill its function?
o What specific geographical area will it serve?
o What is the organizations philosophy and values?
o What is the preferred public image?
DOH
o To guarantee equitable, sustainable and quality health for all
Filipinos, especially the poor, and to lead the quest for
excellence in health.
Cebu City Health Office
o To ensure the highest standard of quality health services are
provided to all specially the underserved through Primary
Health Care Approach.
o To ensure the delivery of Health Care services are provided in
an integrated and convergent manner.
o To ensure the continuous professional education and
development of health workers.
o To ensure the spiritual, moral, social and economic needs of
health are met.
Figure 7. SWOT (Strength-Weaknesses-Opportunities-Threats/Challenges)
Analysis. Usually involves the external and internal (belongs to your
organization) environment.
Figure 8. Example of External Environment.
X. VISION
Vision Statement (what you foresee in the future/how do you see
yourselves 5-10 years from now):
o Is this what you envisioned in your most ambitious dreams?
o Is this what you would like to become?
o Will it provide inspiration to the members?
o Will it provide a guide to where you want to go?
o Will it prepare you for the future?
DOH (Vision by 2030)
o A global leader for attaining better health outcomes,
competitive and responsive health care system, and equitable
health financing.
Cebu City
o A responsive department guided by a highly principled
leadership adapting different health strategies, supported by
strong inter/intra-sectoral partnership focusing on the under
privileged residents leading to a healthy and empowered
citizens.
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Figure 9. Example of Internal Environment.
[CMD] 2.03 PROGRAM PLANNING Dr. Juangco
o set objectives that are feasible for the agency
RELEVANT
o align objectives with the mission and vision of the agency
TIME ORIENTED
o establish a timeframe for achieving the objective
Example of Objectives
o Measure of change, in what, by whom, by when
Ex. 20% increase in health department nursing staff by
January 2014
o Degree of Change % Type of Change %Area of Change%
Target Population %Time Frame
Ex. 15% decrease in obesity rates among 10 to 12 years
old is XYZ community by June 2016
Strategies
Figure 10. Prioritization Criteria. Each problem we try to score using the criteria.
The problems with the highest scores are your first priority.
XII. STRATEGY DEVELOPMENT
Goal Setting
Key to good management
Based on your Situational Analysis
Mediocre managers concentrate on administration and problem
solving
Productive managers focus on finding goals that dont exist yet
Examples of goals:
o To reduce the burden of non-communicable disease
o To reduce the incidence of emerging health problems
o To reduce the population growth by X%
Figure 11. Difference between Goals and Objectives. Goals long term, broader
in aspect while Objectives short term, more specific. The general objective is
your goal and your specific objectives are your objective when it comes to
program planning. The objectives should answer your goal.
Objectives
Should answer your goal and more specific than goals
Numerous objectives for one goal
SMART
SPECIFIC
o specify what is to be achieved, by how much, and by when
MEASURABLE
o
make sure that the objective can be measured (I.e., data is or
will be available to measure progress)
ACHIEVABLE
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How you are going to achieve and do your objectives
Strategy is the overall approach the organization chooses to take
to address strategic issues
For example, an agency may determine that a strategy for
addressing a particular health issue and impacting health
disparities is community engagement
With every action that is taken to address the health problem and
reduce the health disparity, community engagement is part of the
process.
Fundamental choices
o What courses to pursue and what to avoid in order to achieve
the goals and objectives and reach the vision of the
organization
Answer the question How can we best get to where we are going,
how can we meet our goals and objectives to achieve our vision
The TOWS MATRIX
o Used for strategies
o Combine your SWOT to do your strategies
Strength + Opportunity
o best strategy because both our POSITIVE
Weakness + Opportunity
o Making use of your opportunity to solve your weakness
Ex. Weakness > lack of personnel
Opportunity> lots of nursing school near the area that
you can ask students to help administer vaccination
Strength + Threats
o Using your strengths to combat threats
Ex. Threat> Migration
Strength> a lot of BHWs, ask them to visit houses to give
vaccines to the community
Weakness + Threats
o Two negatives, most difficult to achieve a positive when you
have to negatives
o Dont use
[CMD] 2.03 PROGRAM PLANNING Dr. Juangco
Operational Planning
Activities
What you need to do to achieve your strategies
Process began and completed at specified times in specified
sequence and by specified people that will produce the required
outputs.
Identify the key activities for each strategy, including
corresponding targets, timetable. Focus of responsibility. Resource
requirements and source of funds.
Key activities are activities, which are independent meaning they
can stand alone.
Page 127 of manual for template
o U1 goal, 3 objective in that goal, 3 strategies for each
objective then you need 9 templates to submit (minimum)
Figure 12. TOWS Matrix
Figure 13. An example of Goals and objectives with strategies and activities for
pneumonia (this is from DOH).
This example Is not time bound
Conduct training needs analysis
o Try to find out what the personnel doesnt know so you can
focus your training
This is just a sample, Our situation is community manage health
program, hindi dapat health personnel ang target, dapat
community ang ittrain ng health personnel na target)
Summary
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Different models of program planning
Strategic planning
o Analysis
o Mission, Vision, goals, objectives, strategies , activities and
monitoring
[CMD] 2.03 PROGRAM PLANNING Dr. Juangco
3.
MINI QUIZ
1.
2.
3.
Specific, Measurable, Achievable, Relevant, Time-bound
Name the 5 phases of PRECEDE
What does PROCEED stand for?
In goal setting, what does SMART stand for?
ANSWERS
1. Phase 1: Social diagnosis
Phase 2: Epidemiological diagnosis
Phase 3:Behavioral and environmental diagnosis
Phase 4: Educational and organizational diagnosis
Phase 5: Administrative and policy diagnosis
2. Policy, Regulatory, and Organizational Constructs in
Educational & Environmental Development
APPENDIX
Appendix A. Zopp-Zielorientierte Goal Oriented Program Planning
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