2. Brain storming
What was your previous understanding regarding
planning process?
Do you think that planning should be part of
your day to day activity?
2
3. 3
Session Objectives
At the end of this session the trainees will
be able to:
Defining planning
Identify unique features of health services
planning
Describe the types of planning
Explain the steps of planning
3
4. 4
What is planning?
Planning means determining the organization’s
goals and defining the means for achieving them.
Using Plans to Achieve Goals
Goals specify future ends; plans specify today’s
means.
A plan helps a manager organize resources and
activities efficiently and effectively to achieve
goals
4
5. Planning….
Planning helps to answer six basic questions:
What needs to be accomplished?
When is the deadline?
Where will this be done?
Who will be responsible for it?
How will it get done?
How much time, energy, and resources are
required to accomplish this goal? 5
6. What is health services planning?
A process that appraises the overall
health needs of a geographic area or
population and determines how these
needs can be met in the most
effective manner through the
allocation of existing and anticipated
future resources.
6
7. Purposes of planning
Gives an organization a sense of direction
Focuses attention on objectives and results
Establishes a basis for teamwork
Helps anticipate problems and cope with
change
Provides guidelines for decision making
Serves as a prerequisite for other management
functions
7
8. Attributes of planning
Futuristic
anticipate the future
what is required and
how it will be accomplished
Decision making
determine what is to be done, when, where, how, and
for what purpose.
choosing among the alternatives.
Resource allocation.
Continuous and dynamic Why?
because planned activities are affected by internal and
external factors 8
9. Definition of terms
Define the following terms and mention your
organization practice ?
Mission
Vision
Goal
9
10. Definition
Mission
Describes an organization's reason for existence.
A mission statement should answer the following
questions:
What is our fundamental purpose?
Who do we work for?
What do we do?
Why do we do
what we do? 10
11. Mission…..
When developing the mission, the following
should be emphasized:
The purpose for which the organization exists;
The target population to which its services are
aimed;
The services and/or products offered
The scope of the activities of the organization.
11
12. Characteristics of mission
Mission statements identify the scope of
operations in terms of service and market.
Mission statements should underscore the
uniqueness of the organization.
Mission statements are enduring/stable.
Missions are broadly defined statements of
purpose.
12
13. Example of a mission statement:
Yekatit 12 Hospital medical college strives to
provide preventive, promotive, curative and
rehabilitative health services to the people of
Addis Ababa city and its surroundings so that the
people lead a healthy and prosperous life.
13
14. Definition…
Vision-Where we want our organization to
be in the future
Organization’s future intent
The “picture of the future
Usually one sentence:
Can include a high-level strategic result (goal)
14
15. Vision…..
Vision must;-
Be compelling (forceful)
Be inspiring (stimulating)
Make people want to join the Organization
15
16. Goal Is a long-range specified state of
accomplishment toward which programs are
directed.
16
17. Definition…
Objective- achieving a measured amount of
progress toward a goal.
It must include a specification of: what, how much,
when, who, and where
17
18. Objective must be SMART
Specific: Clearly written to avoid different
interpretations;
Measurable: To allow you to monitor and
evaluate progress toward achieving the result;
Appropriate/attainable: To the scope of your
program or work activities, so that you can
influence or make changes;
Realistic: Achievable within the time allowed;
Time bound: With a specific time period for
completion 18
19. Purposes of good objectives
Serving as targets,
Acting as measuring sticks,
Encouraging commitment, and
Strengthening motivation.
19
20. Example of objectives….
To increase use of voluntary counseling and
testing (VCT) services in one district by 50% (to
an average of 80 clients per month) among youths
by the end of 2019.
To streamline the intake process for new clients
in our clinic so that, by the end of 2019, the
prescreening process takes an average of 10
minutes for each clients.
20
21. Types of Plans
Three major types of plans (strategic, tactical, and
operational) plus on additional- contingency plan can help
managers achieve their organization’s goals.
1. Operational plans
A plan that a manager uses to accomplish his or her day to
day job responsibilities. These goals are called operational
goal or objective.
Scheduling work hours, deciding what work will be
done and by whom…
Can be a single-use plan or an ongoing plan
Used by First-level managers 21
22. Cont…
2. Tactical plans
Concerned with what the lower level units within each
division must do, how they must do it, and who is in charge at
each level. These goals are called tactical goals or objectives.
Used by Middle-level managers.
3. Strategic plans
Is an outline of steps designed with the goals of the entire
organization as a whole in mind.
Includes developing the organizations mission, vision, goal,
objective, and major policy areas. These goals are called
strategic goals or objectives.
It is a framework and sets dimensions for the lower level
planning.
Used by Top-level managers. 22
23. Cont…
4. Contingency plans
It involves identifying alternative courses of
action that can be implemented if and when
the original plan proves inadequate.
Roots because of the dynamic environment
and changing circumstances.
Operational Tactical Strategic plans
Time frame (span): short long term
Scope: narrow wide
23
24. Strategic planning
Strategy: Goal-directed decisions and actions in which
capabilities and resources are matched with the
opportunities and threats in the environment.
Strategy bridges the gap between “where we are” and
“where we want to be”
Strategic planning
Is a management tool to help an organization do a better
job
Is the ongoing process of ensuring a competitively
superior fit between the organization and its ever-
changing environment 24
25. Elements of strategic plan
When doing planning managers need to address the
essentials of sound planning
Organization vision
Organizational mission
Identify and analyze opportunities
Objectives
Priorities
Course of action to achieve goals
Resources needed.
25
26. Planning Approaches
Top-down the two commonly
Bottom-up Approaches discussed
approach
A three steps approach involving both Top-
down and Bottom-up approaches
Adapted from the Woreda-based Health Sector
Planning Approach of the health sector
26
27. Top-Down Approach
In multilevel organizations
Actual planning happens centrally
Targets allocated to lower level organizations
Lower level organizations are expected to execute what is
planned for them
In single level organization
Planning performed by senior managers
Lower level managers and workers have little or no
influence on what is being planned 27
28. Top-Down Approach
Advantages
Aligns plans with expectations of funding agencies
Makes standardization easy
Cost-effective if successful
Easy to evaluate implementation and results
Disadvantages
Doesn’t consider variations between settings at lower levels
Difficult to engage partners and target groups
Difficult to change even if it isn’t working
Lack of ownership at lower levels 28
29. Bottom-up Approach
Planning decisions are made at the lowest levels
Targets passed on to each next higher level for
aggregation
Central organization or senior management levels
approve what is already planned at lower levels
A larger number of employees are involved
29
30. Bottom-up Approach…..
Advantage
Easier to involve partners
Possibility to use free resources
Easier to engage target group and identify their needs
Easier to adapt to differing needs of different organizations
Easy to obtain ownership and commitment at lower levels
Disadvantage
Take staff time and costs
No full control if target population participate and influence
planning decisions
More difficult to evaluate 30
31. Steps of planning process
Step1 - SITUATIONAL ANALYSIS
Gives improved understanding of the current situation
from various perspectives
Answers the question “where are we now?”
Two major aspects regarding the current situation
need to be described
Identification of health and health related needs of
the community
Available resources
31
32. Contents of situational analysis
1. Population characteristics and Area
characteristics
2. Policy and political environment
3. Review of past implementation experience
4. Reviewing the Mission
5. Stakeholders Analysis
6. Assess Internal and External Environment
(SWOT Analysis)
32
33. Stakeholders Analysis
A “stakeholder” is considered any person,
group or organization that can place a claim
on the organization’s attention, resource, or
services, or is affected by what the organization
does or the service it provides.
The organization need comprehensive list of
both internal and external
constituents/stakeholders and identify their
expectations.
33
34. Stakeholder analysis worksheet
Stakeholde
r group or
individual
What are
they most
interested
in?
What is
their
biggest
concern?
What do
we need to
do to get
their
support?
34
35. Assess Internal and External Environment
(SWOT Analysis)
It is a method that helps to identify the ways of bridging
the gap by analyzing the organization’s situation.
Strengths (S) and Weaknesses (W) are internal factors over
which the organization has some measure of control.
Opportunities (O) and Threats (T) are considered to be
external factors over which the organization has essentially
no control.
SWOT analysis helps to identify issues that must be
addressed in the strategic plan
It is evidence-based, not just opinion gathering
35
36. Cont…
Strengths:
Qualities that enable organizations to accomplish mission and to
make success sustained
Two major categories: resources and capabilities
It determine the organization’s competitive strength /weapons
Helps to answer “What should the organization’s business be?”
Weaknesses:
Factors that prevent organizations from accomplishing mission and
achieving their full potential
Negative influences on the organizational success and growth
They are controllable. They must be minimized and eliminated.
Human resources, financial management, infrastructure,
technology….. 36
37. Cont…
Opportunities:
Are positive trends in the external environment
Arise when an organization can take benefit of
conditions in its environment to plan and execute
strategies that enable it to become more successful.
Threats:
Are negative trends in the external environment
Arise when conditions in external environment
jeopardize the reliability and success of the
organization.
Threats are uncontrollable.
Rivals, substitute services, purchasers, suppliers,
government regulations… 37
38. 38
Step 2 - PROBLEM PRIORITIZATION
Why do we need to prioritize problems?
39. 39
Prioritization cont…
While analyzing problems:
Define clearly what the problem is
Find all possible causes of the problem
Eg. What are the possible causes of high diarrheal
disease incidence?
Inadequate water supply
Unsafe water supply
Poor sanitary conditions
Inappropriate infant feeding practice, etc
40. 40
Prioritization cont…
Environmental problems
Poor sanitary conditions
Poor housing conditions
Inadequate and unsafe
water supply
Air pollution and so on
Diseases/health problems
Malaria
TB
HIV/AIDS
TB
Socio-economic problems
Low per capita income
Low literacy rate
Cultural and religious
beliefs and values
Health services problems
Inadequate distribution
of health services
Poor quality and
quantity of drugs
Old medical equipments
Lack of qualified
personnel
Grouping of problems
Grouping of identified problems allows managers to design interventions
for groups of activities.
Examples:
42. 42
Prioritization cont…
Magnitude of the problem
the public health burden imposed by the problem
Degree of severity
consequent suffering, death and disability
Feasibility:
cost effectiveness
social acceptability
local sustainability
Government concern
political acceptability with consideration of equity
Multi-sectoral approach
consistency with government plan and budgetary system
Community concern
how much does it relate to community perceived health needs?
Ranking is then done by using criteria on 5 point scale
- very high (5), high (4), moderate (3), low (2) and very low (1)
43. 43
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?”
“If you don’t know where you are going, any road will
get you there.” Lewis Carroll
Importance
Clear statement of objectives enables:
to decide how to achieve them
improves efficiency by avoiding unnecessary investments
to evaluate how effective one is in achieving and reaching
objectives
44. 44
Step 4 - IDENTIFYING POTENTIAL
OBSTACLES & LIMITATIONS
Situations that may prevent the achievement of each
objectives & targets
The limitations may be :
Resources
Human – lack of interest/skill
Equipment – not available/Expensive
Money - lack of budget
Time - people may not have time
Information - needed for implementation not timely/well processed
Environmental obstacles
Geographical features like lakes, rivers, mountains
Climate – affect the nature of health problems
Technical difficulties
Social factors - taboos, traditions
45. 45
OBSTACLES cont…
There are 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
46. 46
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
47. 47
STRATEGIES cont…
For each chosen strategy, the corresponding
activities to be undertaken & the resources needed
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?
How would the activity be monitored and evaluated
48. 48
Step 6 - WRITING UP THE PLAN
Purpose
To request funds or resources from the government
or other funding agencies
To be used as a guide for implementation
For monitoring & evaluating the implementation
process by all concerned
49. 49
WRITING UP cont…
The following need to be included in the
plan document:
Summary of main points
Introduction
General background
Statement of the problem)
Objectives and targets
Strategies
Activities and the Gantt chart
50. 50
WRITING UP cont…
– Resource requirement
• The type and number of resources needed
• How each of the resources are going to be
utilized
– Monitoring & evaluation
• Mention how monitoring and evaluation is to
be performed
– By whom?
– When?
– Indicators of effectiveness should be decided before
implementation
51. Home Take Assignment
Considering your organizational/institutional
data as a base line, Prepare a hypothetical
strategic plan for your institution taking into
account the steps of planning into
consideration
51