SAS 13-14: PROGRAM PLANNING

planning

E.C. Banfield said that a “plan is a decision about a course of action”

is a systematic approach to defining the problem, setting priorities, developing specific goals and objectives and determining alternative strategies and a method of implementation.

The planner should consider that one of the most important things to look into aside from the statistics present is the human element.

The process of planning is a dynamic one.

The process itself must remain fluid and flexible which are responsive to the presentation of new factors and issues.

2 perspectives about planning

planning by the person within the system or organization who is usually a full-timer

planning by someone brought in from the outside whose job is to help the organization in formulating new proposals and/or making recommendations for changing some existing plans.

insider

adv: Has a true understanding of the issues and operation of the system including its subtle conditions

Can make decisions more quickly regarding appropriate action

disadv: Might already have acquired certain biases about the system which could influence his/her objectivity

outsider

adv: Might bring a fresher outlook, less bias and a greater sense of objectivity.

disadv: Requires more time to understand the system to sufficiently plan an appropriate course of action

Conducting a needs assessment

requires significant financial, labor, and time resources

Planners may partner with other organizations or utilize existing surveys when funds are limited

The information needed and the methodology for data collection should be clearly defined

Data can be obtained through various techniques: survey questionnaires, clinical examinations, or informal communications

The choice of method depends on the target population and the nature of the assessment

Considerations include the number of participants, the severity of the issue, and the attitudes of those surveyed

Formal methods are suited for larger, more severe issues, while personal communications may better capture individual attitudes

may be necessary for issues of a medical nature.

the reason for Conducting a needs assessment

1. The primary reason is to define the problem and to identify its extent and severity

2. To obtain a profile of the community to find out the real cause of the problem

3. To evaluate the effectiveness of the present program if there is which can be accomplished by obtaining baseline information and measuring the progress achieved in solving the problem.

Such profile should include the following:

1. Number of individuals in the population

2. Geographic distribution of the population

3. Rate of growth

4. Population density and degree of urbanization

5. Ethnic backgrounds

6. Diet and nutritional levels

7. Standard of living, including the types of housing

8. Amount and type of public services and utilities

9. Public and private school system

10. General health profile

11. Patterns and distribution of dental disease

The following are the questions that should be included:

What types of programs exist?

2. Are the programs oriented toward prevention, treatment, education, research or a combination?

3. Who or what organization is responsible for the planning, implementation and or administration of the program?

4. How successful was the program?

5. What was the community’s acceptance of the program?

The following aspects need to be explored:

1. Who are the financial leaders?

2. Who sets the policies for the community?

3. What is the organizational structure of the community?

4. What are the community leaders’ attitudes toward the oral health and community dental programs?

questions to ask regarding the funds

1. What is the source of funds for dental care?

questions to ask regarding the Facilities

1. What are the existing facilities for dental care?

2. How well are the facilities used by the population?

3. Are the facilities accessible?

4. Are the dental services provided well?

5. How many dental care offices are available?

questions to ask regarding the Labor

1. How many active dentists and dental assistants or dental aides are available?

2. How many laboratory technicians are available?

3. Is there a dental school in the area?

General information on how the population should be obtained

Planners should utilize clinical examinations, dental records, and governmental data to gather epidemiologic information on dental health

Assessment of dental disease incidence and distribution, along with history of community dental programs, is essential

Examination of community resources, including funds, facilities, and labor, is necessary for effective program implementation

Knowledge of fluoride presence in drinking water is crucial, including consideration of existing fluoride utilization to avoid duplication

In small communities, health departments typically possess data on health status, morbidity, and health service utilization

Understanding the socioeconomic structure helps determine the community's ability to afford dental care

Identifying population breakdown aids in addressing cultural and language issues, while age distribution informs prioritization of services

Educational status provides insights into the community's values and the effectiveness of health awareness programs

Median income knowledge is critical, indicating the community's capacity to pay for health services and the accessibility of healthcare facilities

Health care facilities information guides the types and costs of available services

The availability of dentists and healthcare providers influences service coverage in the community

Up-to-date information on fluoride status is important for accurate dental planning

Presence of schools can support the implementation of school-based dental programs.

determining Priorities

involves applying values and judgments to raw data

It serves purposes like ranking problems and solutions

Community representative involvement aids in program implementation and acceptance

Identifying the target group based on dental issues is crucial

Planners should establish program goals and objectives following target group identification.

2 types of objectives

Outcome objective

Process objective

Outcome objective

provides a means by which it measures quantitatively the outcome of a specific objective.

Example: By the year 2019, more than 50 % of the population aged 5-12 years in Barangay Mahimsog will not lost any teeth due to caries.

Process objective

will state a specific process by which a health problem can be reduced and prevented.

Example: By 2015, Barangay Mahatagon will have a public fluoride program to guarantee access to fluoride exposure via the public water supply.

The objectives should specify the following:

1. What: the nature of the situation or conditioned to be attained

2. Extent: the scope and magnitude of the situation or condition to be attained

3. Who: the particular group or portion of the environment in which attainment is desired

4. Where: the geographic areas of the program

5. When: the time which the desired situation or condition is intended to exist using the words “at” or “by”

Program goals

are broad statements on the overall purpose of a program to meet a defined problem

Program objectives

are more specific and describe in a measurable way the desired end result of program activities.

the specific avenues by which goals are met

Program activities

refer to how to bring about the desired result of the program, after the program goals and objectives have been stated.

This will describe “how the objectives will be accomplished”.

3 components of Program activities

1) what is going to be done

2) who will be doing it, and

3) when will it be done.

criteria of identifying resources

1. Appropriateness: the most suitable resources to get the job done

2. Adequacy: the extent or degree to which the resources would complete the job

3. Effectiveness: the capability of the resources in completing the job

4. Efficiency: the cost and the time that might be spent to complete the job

Identifying constraints

often arise during the planning stage of programs, presenting obstacles to achieving objectives

identifying these constraints early allows for modifications to the program's design, leading to a more practical plan

may stem from organizational policies, resource limitations, or community characteristics

Engaging a group of concerned citizens can help in identifying constraints, as they are knowledgeable about local politics and community structures

In addition to identifying constraints, community members can propose alternative solutions to achieve the program's goals and objectives.

at least 1 or 2 alternative strategies are acceptable

Implementation phase

is the process by which the plan is put into operation

will involve also the individuals, organization and the community.

There should be teamwork between the individuals and the environment so that its implementation can be a success.

Developing implementation strategy

1. Why: the effect of the objective to be achieved

2. What: the activities required to achieve the objective

3. Who: the individuals responsible for each activity

4. When: the chronological sequence of activities

5. How: the materials, methods and techniques to be used including the documentation

6. How much: the cost estimate of materials and time

Rules for Implementation Strategy Development

1. The activity should be clearly specified. (as to who will do it, what for, for whom)

2. A point person who will be responsible for the whole activity and to coordinate between all the individuals who will carry out the different tasks should be identified.

3. Identify all the preparatory steps prior to doing the activity. (for example the preparation of the training manual, preparations of the materials, acquire equipment, train volunteers, determine treatment protocol and camera for documentation)

4. Properly listing down the order by which the activity must occur.

5. Check for the missing steps which might need to be added.

6. Determine the date when each step should begin and end. 

7. Make sure that the time allotted for each step is sufficient.

8. Consult with whoever will be affected by the activity or activities. This can be individuals or organizations. Identify the potential problems or opportunities.

9. Specify the resources that will be needed and their source.

10. Identify the constraints that will need to be addressed.

11. Make sure that all people involved will know what is/are expected from them and when.

Monitoring, evaluating and revising the program

Continuous monitoring of program activities is essential to assess success against stated objectives

Evaluation of individual performance, equipment functionality, and facility adequacy is crucial

Proactive identification of potential problems allows for timely adjustments to improve the program

Both formal and informal evaluations are necessary to assess the quality of work and recipient attitudes

Understanding recipients' perspectives is vital, as their satisfaction may differ from the implementers' views of success

Revisions to the program can occur prior to or during implementation if issues arise.

importance of evaluation

1) measure the progress of each activity,

2) measure the effectiveness of each activity,

3) identify problems in carrying out the activities,

4) plan revision and modification

5) justify the cost of administering the program and if needed, justify the need for additional funds.

the summary of all the steps needed in planning a program