HPPE Lec No.4.pdf

Health Program Planning and Evaluation Dr. Abdelsalam Mohamed Daoud Department of Epidemiology Faculty of Public Health Jazan University 0 Strategic planning • • • • • • • • There are a variety of approaches used in strategic .‫ستخدمة في التخطيط ا)ستراتيجي‬3‫ساليب ا‬6‫هناك مجموعة متنوعة من ا‬...

Health Program Planning and Evaluation Dr. Abdelsalam Mohamed Daoud Department of Epidemiology Faculty of Public Health Jazan University 0 Strategic planning • • • • • • • • There are a variety of approaches used in strategic .‫ستخدمة في التخطيط ا)ستراتيجي‬3‫ساليب ا‬6‫هناك مجموعة متنوعة من ا‬ planning. The way that a strategic plan is developed depends on The specific needs, Nature of the organization's leadership, Culture of the organization, Complexity of the organization's environment, Size of the organization and Expertise of planners. ‫خطوات استراتيجية لتقييم الوضع‬ ➢ ➢ Planning decisions are often made quickly; sometimes in the absence of a thoughtful analysis of available data. ➢ A situational assessment is a systematic process to gather, analyze, synthesize and communicate data to inform planning decisions. Information from a situational assessment can be used to inform the goals, objectives, target audiences and activities of a health promotion strategy. ➢ All public health practitioners should be able to ➢ collect, assess, analyze and apply information. ➢ make evidence-based decisions. ➢ make recommendations for policy and program development. 0 Situational assessments are carried out to: • Learn more about a population of interest (i.e., who's most affected by a certain health issue). • Anticipate trends and issues that may affect the implementation of a strategy. • Identify community wants, needs, and assets • Set priorities. • Inform pending decisions regarding a strategy. • Help write funding proposals. 0 ‫سئلة الرئيسية التي يجب ا)جابة عليها‬6‫حدد ا‬ Step 1: Identify key questions to be answered The first step in a situational assessment is to determine what you need to inform planning decisions. Use the three broad questions and sub-questions below to shape the direction of the situational assessment. 0 1. What is the situation? • What impact does the current situation have on health outcomes, quality of life and other societal costs, such as noise, air pollution or increased healthcare spending? • Which groups of people are at higher risk of health problems and poorer quality of life? • Which settings or situations are high risk, or pose a unique opportunity for intervention? • How do local stakeholders perceive the situation? What is their capacity to act? What are their interests, mandates, current activities? • What are the needs, perceptions and supported directions of key influential community members, and the community-at-large? 0 2. What influences are making the situation better and worse? • What high-risk or negative health behaviors by various groups of people are affecting the situation? • Which underlying causes or conditions are driving these behaviors (e.g. individual, community, organizational or systemlevel causes)? • Are there protective factors that can help avoid or alleviate the situation (such as ensuring walkable communities or encouraging strong parent-child relationships)? • Which strengths and weaknesses present in your organization may affect your course of action? • Which opportunities and threats in your environment may affect your course of action? 0 3. What possible actions can you take to address the situation? • What are other organizations doing, or what have they done in the past, to address this situation? • Specifically, what local policies, programs and environmental supports are being developed or implemented within the community? • What evaluation data are available for these activities? • What is the best available evidence that exists to support various courses of action? 0 ‫قم بوضع خطة لجمع البيانات‬ ● ● ● ● Questions you develop in the first step will determine data needed. Too much data can become overwhelming; however, you also want a comprehensive plan. Therefore, it is a good idea to develop a data gathering plan to organize sources of data, tasks, and persons responsible. Ensure your data gathering plan includes diverse types of data (e.g. community health status indicators, environmental scans, or best practices); different methods of data collection (e.g. surveys, document review, and literature review); and varied sources of data (e.g. partner organizations, community, and government). 0 ‫قم بجمع البيانات‬ ● Now you have developed a data gathering plan, the next step is to collect data. ● It is important to note that there are two types of data collection - primary and secondary data collection. ● Primary data is data that you and your situational assessment team collect yourselves; for example, via surveys, key informant interviews or focus groups. When collecting primary data it is important to ensure that people collecting the data have the right skills to do so properly. ● Secondary data is collected by someone else; for example, by the provincial or federal government, a researcher, or a partner organization. A literature search is also an example of secondary data collection. 0 ‫تنظيم البيانات وتوليفها وتلخيصها‬ The amount of data generated during a situational assessment can be overwhelming. One of the easiest ways to organize information is to arrange the data according to your original key questions (step 1). For example, if your question was ‘What groups of people are at higher risk of health and quality of life problems’, organize findings that answer this question together. .‫علومات‬5‫ توصيل ا‬Step 5: Communicate the information A lot of time and effort has gone into your situational assessment. Make sure the results are not lost in a report! Colleagues, partner organizations and decision makers are all interested in your findings. Therefore, it is important to communicate key findings to each of your stakeholders in a manner that is understandable to each distinct audience. 0 ‫ضي قدما في التخطيط‬/‫فكر في كيفية ا‬ It is now time to utilize your findings and decide on your next steps. Consider: • How do you perceive your ability to affect the situation with the available time, financial resources and mandate? • What are the gaps in data quality or quantity, relative to stakeholder expectations? • How might that restrict your ability to make evidence-informed decisions about goals, audiences, objectives, strategies, activities and resources? • What are your next steps in the planning process? Will you proceed now, or must you revisit research questions, project scope or resources? 0