2. Planning in Healthcare.pptx

Session objectives
• Define planning and health planning
• Describe the benefits of health planning
• Differentiate and analyze different types of
planning
• Discuss the basic steps of health planning
2

What is planning
Planning
– The process of determining what the organization will do to
accomplish its objectives
– The conscious, systematic process of making decisions about
goals and activities to be pursued in the future
– Deciding in advance on what, how, when and who will
do activities.
– Planning is the process that lays the base for future
action 3

Planning…
Health planning
The process of defining community health
problems, identifying needs and resources,
establishing priority goals and setting out the
administrative action needed to reach those goals.
Is a specific action proposed to help health
organizations to achieve their objectives.
It’s concerned with both ends (what) and means
(how).
4

Planning …
Important components of definitions of planning are;
Where are we going (objectives)
With what (resources)
How (efficient and appropriate implementation)
When (future)
A degree of formalization (explicitness and
method) about the process
5

Why should managers plan?
Planning:
• Provides direction to managers and non-managers.
• Reduces uncertainty by forcing managers to look ahead,
anticipate change, consider impact of change, and
develop appropriate responses.
• Helps foreseeing & identifying potential risks
• Helps efficient utilization of resources while achieving
objectives
• Establishes the goals or standards used in controlling. 6

Decisions related to planning
There are 3 main planning decisions
1. Decision on objectives:
 How much of the problem can be reduced
2. Decision on activities
 Which type of activities?
 Who will do those activities?
3. Decision on resources
 identification, specification & quantification of resources to
be utilized
7

Characteristics of good plan
 Futurity
 Objectivity
 Flexible (Continuous and dynamic)
 Stability
 Comprehensiveness
 Clarity
8

Classification of planning
 Plans can be classified on different bases or
dimensions.
 Repetitiveness/frequency of use
 Time dimension/ Duration, and
 Scope/breadth dimension
9

PLANNING…
Classification of Plans Based on Repetitiveness
1. Standing Plans
2. Single-use Plans
Standing Plans
• Plans that provide guidance for activities performed
repeatedly.
• That are followed each time a given situation encountered
• Include mission or purpose, goal, strategy, policy,
procedure, method, and rule
10

PLANNING…
2. Single-use Plans
• A one-time plan developed for a single occasion or
purpose.
• Not used up once the objective is accomplished
• The amount of time you spend on it depends on its nature
nature and importance
• Include Programs, projects and budgets
11

PLANNING…
Classification of Plans Based on Time
1. Long-range planning
• The development of a plan for accomplishing a goal
over a period of several years.
• The time may range usually from 5-10 years
12

Planning…
2. Short-range planning
• Complementary of long- range plans
• Constitutes the steps towards the implementation of
long-range plans
• covers a period of one year or less.
3. Intermediate-range planning
• Ranges between long and short- range plans
• lasts from 2 -5 years.
13

Planning…
Classification of Plans Based on Scope/Breadth
1. Strategic Planning
2. Tactical Planning
3. Operational Planning
1- Strategic Planning: is process of analyzing and deciding on
the organization's mission, objectives, major strategies,
major resource allocation
• Strategic planning is:
 performed by top level mangers, mostly long range in
its time frame, expressed in relatively non-specific
terms
 type of planning that provide general direction
Tactical
planning
14

Planning…
2- Tactical Planning
• Translates broad strategic plans into specific plans
that are relevant to a definite portion of the
organization
– developed for a functional area such as finance
– focuses on the major actions that a unit must take
to fulfill its part of the strategic plan
• Departmental managers/ Midlevel managers often
involved in tactical planning
16

Planning…
3- Operational Planning
• Identifies the specific procedures and processes
required at lower levels of the organization
• Concerned with day-to-day activities
• Short-range and more specific and more detailed.
• First line managers: plan in relation to specific
operations or activities e.g. scheduling work activity
and allocating resource.
17

Difference between strategic and operational plans
Areas of
difference
Operational plans Strategic plans
Experts involved Developed by low-
level management.
Developed by upper level
management
Time horizon Cover short periods
(1 week to one year)
Cover long period
(normally five
years or more)
Scope Narrow range of
operations
Wide range of goal
Degree of detail Detail and specific
activities
Simplistic and general
Planning…
18

The planning cycle
• The planning cycle is a sequence of steps which must be
followed in deciding what is to be included in the plan.
• The cycle seeks to answer the following questions:
1. Where are we now?
 This requires a situational analysis to identify current health
and health-related needs and problems.
19

2. Where do we want to go?
• Defining/establishing goals
• Identification of objectives to be met in order to
improve the health situation and/or service
delivery.
20

3. How will we get there?
• This details and organizes
• the tasks or interventions to be carried out,
• by whom, during what period, at what costs and using
what resources in order to achieve set objectives and
targets
21

4. How will we know when we get there?
• This requires the development of measurable indicators
for monitoring progress and evaluating results.
22

Planning out comes
Items that traditionally are considered to be
outcomes of planning are Organizational Mission,
Vision, Objectives, and Strategies, and Operational
Policies, and Procedures.
Mission
 A mission statement identifies/states the
purposes and reasons for which the organization
exists.
 It specifies the unique aim of the organization.
 The elements of mission are:
Who are you? What are we? Why do we exist?
What is our constituency? 24

Planning out comes
Vision
 It usually accompanies the statement of mission.
 It is “a strategic view of the future direction and a
guiding concept of what the organization is trying to
do and to become”.
25

Mission and vision
E.g. 1- City administration health office
Mission: To reduce morbidity and mortality through
provision of quality and equitable, promotive,
preventive and curative health services to the
inhabitants in the city administration.
Vision: We aspire to see healthy and productive
inhabitants in the city administration.
E.g. 2- Apple Computer company:
– Mission: To bring the best personal computing products
and support to consumers around the world.
– Vision: One person, one computer.
26

Planning out comes
OBJECTIVES
 are statements of the results that the HSO/HS seeks
to accomplish.
 are HSO/HS outputs. They are the ends, targets and
and desired results toward which all organizational
activities are directed.
 Are specific, measurable, attainable, realistic, and
and have time bound, SMART.
27

Planning out comes…
Organizational STRATEGIES
 the means/ways of accomplishing organizational objectives.
objectives.
 are broad, general programs that are selected and designed by
28

The steps of health planning
–Situational analysis
–Priority setting of the problem
–Setting objectives and targets
–Identifying potential obstacles and limitations
–Designing the strategies
–Preparing action plan and budget
–Implementing
–Monitoring and Evaluation
29

Some Steps in health planning
Step 1: Situational Analysis
• Gives improved understanding of the current
situation
• Answers the question “Where are we now?”
now?”
• The current situation is described with
identification of health and health related needs
needs and available resources
Outcomes:
 A common reference point
Allows the selection of priority areas of concern
30

Situational analysis. . .
• SWOT analysis
31

Situational analysis
Contents
1. Population characteristics
 Study the size, composition and distribution of the
the population.
Identify the target groups
Determine population size by category
Estimate overall population growth
Determine religious, educational and cultural
characteristics
32

2. Area characteristics and infrastructures
 Assess:
 Geographical and topographical situations
 Infrastructures –transport modes and routes, means
of communication, water supply and sanitary
facilities, electric supplies etc
 Socioeconomic situations-distribution of family income
 Public and private sector structure
33

3. Policy and political environment
 The national programs and programs should
be used as a guide
relate actual situation in the area of concern
with these guidelines
34

4. Health need analysis
 analyzing the health needs and the
magnitude of health problems is a basic
prerequisite for planning
 two broad approaches:
i. Medically perceived health needs
• Information sources
 community health survey
 morbidity rates –incidence, prevalence
 mortality rates-IMR, MMR
 disability rates
 record review of health service contacts
 interview with health professionals 35

ii. Community perceived health needs
• two sources of information
 from survey of the attitudes and views of
the community members
 from existing community structures
E.g. village health/dev’t committees
36

step 2: Problem Prioritization
o In analyzing problems:
Define clearly what the problem is
 Find all possible causes of the problem
Don’t confuse ‘problems’ with ‘causes’
E.g. Diarrheal disease ………..problem
Inadequate and unsafe water supply
Poor sanitary conditions
Low level of awareness……..are all causes
37

Criteria for problem prioritization
 Magnitude of the problem: the public health
burden imposed by the problem.
Degree of severity: consequent suffering, death
and disability
 Feasibility: in terms of cost effectiveness, social
acceptability and local sustainability
 Government concern: political acceptability
 Community concern: how much does it relate to
community perceived health needs?
39

Criteria for prioritization. . .
• Ranking is then done by using criteria on 5
point scale
i.e.
very high (5),
high (4),
moderate (3),
low (2) and
very low (1)
40

E.g. Prioritization of health problems for Gondar
Health Center, December, 2019
N
O
Problems Magnitude Severity Feasibili
ty
Community
concern
Governme
nt concern
Total Rank
1 EPI
50%
4 3 5 5 4 21 2
2 Delivery
3.4%
5 5 5 5 5 25 1
3 Latrine
84%
2 2 3 4 4 15 4
4 FP
76%
3 3 5 5 4 20 3
41

Step 3: SETTING OBJECTIVES AND
TARGETS
Describing the desired direction of a service
definition in terms of measurable
parameters
Answers the question “where do we want
to go?”
• Importance
Clear statement of objectives enables:
• to decide how to achieve them
• to evaluate how effective one is in achieving
and leaching/identify/ objectives 42

Setting objectives. . .
Specific- helps to solve the cause of the
problem that it is meant to solve.
 Measurable- allows monitoring / Evaluation
Appropriate- to the problems, goals &
strategies
 Realistic- achievable, & meaningful
Time-bound- has specified period of time
• E.g. By the end of year 2019, 50% of eligible
pregnant mothers will receive antiretroviral
therapy in Gondar town.
43

step 4: Identifying Potential Obstacles & Limitations
situations that may prevent the achievement of
each objectives & targets
 The limitations may be :
(i) Resources
o Human –lack of interest/skill
o Equipment –not available/Expensive
o Money- lack of budget
o Time- people may not have time
o Information- needed for implementation not
timely/well processed
44

Identifying potential obstacles & limitations…
(ii) Environmental obstacles
o Geographical features like lakes, rivers,
mountains
o Climate– affect the nature of health problems
(iii) Social factors- traditions,…
Three groups of Obstacles
(1) Obstacles that can be removed
(2) Obstacles that can be reduced or modified
(3) Obstacles that can’t be changed
45

Step 5: Designing strategies
• Strategies are the tactics or techniques that
should be devised or adopted & utilized to
facilitate the achievement of objectives &
targets.
• Strategies are ways of achieving objectives &
targets
• Potential strategies often include
 Technology to be applied
 Procedures to be used &
Defining the role of communities and other
sectors 46

Strategies. . .
For each chosen strategy, the corresponding
activities to be undertaken & the resources
should be detailed.
• What is to be done?
• Who will do the activities?
• Which resources are needed?
• How?(procedures for technical, administrative,
community workers, contribution of other
sectors)
• When to do it? (beginning , end)
• Where the work will be done? 47

Step 6:Preparing action plan
Gantt chart
• is a bar graph with time on horizontal axis and the
resources /activities to be scheduled on the vertical axis
Columns of a Gantt chart
 list of the project activities
 a column that makes a filed time period showing when
the activities will occur
 Responsible bodies
 Resource column
48

Writing up the plan
• Purpose of writing a plan
(i) To request funds or resources from the
government or funding agencies
(ii) For monitoring & evaluating the implementation
process by all concerned bodies.
• Several ways of writing a plan, a simple outline
includes:
1. Summary of main points
2. Introduction (General background and Statement
of the problem)
• Statement of the problem explains the rationale for
undertaking the project
49

Writing up the plan. . .
3. Objectives and targets should be clearly stated
4. Strategies & activities should be clearly stated using
Gantt chart
5. Resources requirement
• The type and number of resources needed should be
documented
• How each of the resources are going to be utilized has
to be mentioned
6. Monitoring & evaluation
• Mention how monitoring and evaluation is to be
performed
• By whom?
• When?
50

Limitations of planning
• Lack of accurate information
• Problems of change
• Failure of people
• Internal inflexibilities
• External inflexibilities
• Time and cost factors
51

Plan your work
Work your plan!
If you fail to plan
You plan to fail!
52

2. Planning in Healthcare.pptx

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2. Planning in Healthcare.pptx