2_Health planning.pptxvbcvgcgvgcxsaedvf cfgnmj jnhgjmj

Learning objectives
 At the end of the session, students will be able to:
 Discuss the basics of planning
 Describe features of planning
 Differentiate planning types
 Discuss the steps of strategic planning
 Develop an action plan
 Describe business planning
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Introduction
 The challenges faced by today’s health organizations are complex
and plentiful
 reform processes, changing health needs of the population,
lack of sufficient resources, new sources of funding, and new
donor priorities…
 The new pressures require organizations to take on the challenge
of designing their futures
 As a manager of a health program or health services, you need to
help your organization develop or re-examine its mission and
vision and renew its commitment to that mission and vision
3

Introduction…
 Once the mission and vision is shared by all, you can:
 establish strategic objectives that help achieve the mission;
 formulate strategies that allow your organization to take
advantage of opportunities;
 use existing strengths to continuously adjust to the changing
situations in the larger environment as well as at the
community level
 These actions will help your organization fulfill its mission and
turn its vision into reality
4

Introduction…
 Designing the future (planning) means making the right
decisions today with a vision of tomorrow
 Planning is a systematic process of identifying and specifying
desirable future goals and outlining appropriate courses of
action and determining the resources required to achieve them
 Health planning is simply a planning pertaining to health and
health care system
 we plan because the supply of material, financial, and human
resources is limited
5

Introduction…
 plans are important for the following reasons:
 focus attention on objectives
 coping with future uncertainty and change
 provides performance standards and facilitates control
 helps foreseeing and identifying potential risks
 it eliminates duplication of efforts
 it concentrates resources on important services and
improves efficiency
6

Characteristics of planning
 It is a continuous process
 It should not be a process used only at occasional intervals or when
the manager is not engrossed in daily tasks
 A plan functions like a blueprint: it defines the steps and decision points
required to achieve a desired result
 It is flexible, it is based on future conditions which are always dynamic
 if resources cannot be aligned with our goal, it may be necessary to
find additional resources or adjust the goal to make it attainable
 Effective managers use plans as guidelines, rather than as rigid,
unchangeable prescriptions
 They adjust their plans according to changing circumstances and the
results of monitoring
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Characteristics of planning…
 Planning is the job of every manager,
 the importance and depth of the plans depend on the level at which
plans are determined.
 Planning at the top level of administration is more strategic than at
the supervisory levels, where the scope and extent of planning
become narrower and more detailed
 Plans can and should be developed by groups and by individuals at
different levels – central, provincial, district, facility, and community
 is collective undertaking requiring the participation of professionals
(health and others), the community, NGOs and government bodies
 Plans can cover varying time periods: every 3 to 5 years, one year, a
quarter, or a month
8

9
Types of planning
 the most frequently used types of planning are: strategic
planning, operational planning, and business planning
 they are not mutually exclusive
 the strategic plan establishes the general direction and broad
goals of the organization over three to five years
 the operational plan details the activities that will allow the
organization to achieve its short-term goals
 the business plan articulates new ideas or expansion efforts
(which are often introduced in the strategic plan) and is used
to secure funding for their development and launch

10
Strategic planning
 strategic planning is medium- to long-term planning that
involves all the organization’s management areas and includes
goals, strategic objectives, strategies & measurable results
 it focuses on broad and long-lasting issues related to the
organization’s long-term effectiveness and survival
 An organization’s board and management staff are usually
responsible for strategic planning
 However, the planning process should include input from all
levels of the organization as well as stakeholders, like major
donors, relevant ministries and beneficiaries

11
Operational planning
 The operational plan has a shorter time span – usually one
year
 It must be aligned with the strategic plan and define activities
and objectives that will contribute in the near future to the
strategic objectives and strategies in the strategic plan
 The operational plan is more detailed than a strategic plan;
 it is often referred to as the annual work plan

Business planning
 Business planning is short- to mid-term planning
 used to secure funding and make projections of the estimated
financial and social return from the start-up of an organization,
formation of a new unit, or development and introduction of a new
product or service offered by an established entity
 If your strategic plan indicates that the organization should design
and introduce new products or services you can develop a business
plan to gauge the feasibility and risk of these new endeavours
 You would use the business plan to secure funding for these new
ventures
 With business plan, an organization generates its own idea to meat
client needs, then justifies introducing the innovation into the
market to any number of funders
12

Business planning…
 A good business plan enables an organization to assess the viability
of all its products and services and the resources required to
launch new products and services
 you can create business plans that demonstrate to prospective
funders a projected social return on their investment
 you need to show that your new product or service will positively
affect the health or welfare of the population you want to serve
 you must also persuade them that your organization has both the
management and financial capacity to use their investment well
 the first step in developing a business plan is to generate
innovative ideas that would benefit your organizations vision
13

The planning process
Strategic planning process
 Strategic planning asks and answers four questions:
1. Where are we now? (situational analysis: strengths,
weaknesses, opportunities, threats)
2. Where do we want to go? (mission, vision, strategic
objectives)
3. How will we get there? (strategies)
4. How will we know we are getting there? (measuring
implementation, monitoring progress)
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1. Analyzing the external and internal environments
 The first stage of the strategic planning process asks: where
are we now?
 The SWOT analysis enables us to answer this question by
carefully scanning the trends and conditions – internal and
external, positive and negative – that can impact the ability of
our organization to fulfil its mission and build a bright future
15

Analyzing the environment...
 The SWOT analysis is a tool that helps identify
 opportunities and threats (OT) in the external environment
that are most relevant to your work
 the strengths and weaknesses (SW) within the organization:
the systems, structures, and cultural factors that can enhance
or obstruct organizational effectiveness
 It helps you prepare for the next planning steps, articulating the
mission and generating a vision of the future
 Its results allow you and your organization to gauge where you
are relative to where you intend to be
16

Analyzing the environment...
 You can summarize your findings in the two columns of a
SWOT matrix
 It is important to use concrete, current data and to agree on
whether a situation is a positive or negative factor
 Once you have classified all the trends and conditions in the
external environment as opportunities or threats and those
within the organization as strengths or weaknesses, you can
rank each one according to its impact on the organization
 The higher the number, the greater the impact
17

18
SWOT Matrix with Impact Ratings
External Environment Impact Internal Environment Impact
Opportunities
Strengths
Threats
Weaknesses
Favorable
Factors
Negative
Factors

2. Articulating the mission
 A mission statement is a concise description of what the
organization does, what its purpose is, or why it exists.
 the mission provides orientation, consistency, and meaning to
the organization’s decisions and activities at all levels
 a well-framed mission will guide your organization’s work over
the long term and inspire your staff
 Mission Statement: Our mission is to deliver high-quality, accessible, and
affordable healthcare services through excellence in medical care, cutting-
edge technology, and continuous medical education. We are committed
to enhancing patient well-being and fostering a culture of compassion
and integrity.
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3. Creating the vision
 the vision is the moment to dream, to decide what our
organization wants to be in the future and how it wants to be
viewed by the outside world
 The image of an organization’s desired future state that a
team, organization, project, or program can move toward by
taking action
 the vision should align with the mission
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Creating the vision...
 The vision is like a guiding star
 The vision:
 fosters a shared commitment to the future you want to create
 is a powerful picture of a desired state that provides a broad
perspective and inspiration to keep working, overcome
obstacles, and struggle to achieve results
 guides and focuses the organization’s efforts
 helps to align, inspire, motivate, and secure the commitment
of each working group and individual within the organization
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 Creating a shared vision
 Some people think that the vision must come from the
organization’s upper levels
 however a vision is more powerful when a larger number of
people from various organizational levels develop it together
 a vision will be most effective if it is developed and owned by
those whose work contributes to reaching it
 include key actors from every work group in the process of
developing the shared vision
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 An effective vision:
 will be tangible and descriptive – an image of the future that
people can easily visualize
 will be compelling and inspiring – a powerful call to action
 should be challenging enough to demand the best efforts of
everyone in the organization, but it must also be achievable so
that people will work toward it
 Vision Statement: To be a leading healthcare institution that
provides compassionate, patient-centered, and innovative medical
care, ensuring healthier communities and a brighter future for all.
23

4. Establishing strategic objectives
 The final answer to where are we going lies in the objectives –
the desired results – that will help to transform your
organization’s mission and vision into actionable, measurable
pursuits.
 Objectives are critical success factors or key performance
indicators
 Objectives become the criteria against which it is possible to
measure achievements
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Establishing strategic objectives...
 To serve their purpose, objectives must be SMART:
 S = Specific
 M = Measurable
 A = Appropriate to the scope of activities/importance
 R = Realistic within the allotted time
 T = Time bound, with a specific date for completion
 As planning types differ, objectives can fall within a range
 Some are broad and long term, others are somewhat shorter
term objectives
 Strategic objectives are the results the organization intends to
achieve in the medium to long term
25

Establishing strategic objectives...
 They derive from the organizational vision
 Strategic objectives are important because they:
 allow the organization’s vision to become a reality
 serve to direct organizational, departmental and individual plans
 provide orientation on the use of the organization’s resources
 constitute the basis for supervising, monitoring, and evaluating
results
26

5. Formulating strategies
 Strategies are statements of what is to be done
 they define the route by which an organization will achieve its
strategic objectives in the medium and long terms
 There are almost always alternative routes toward the
achievement of strategic objectives
 To find the best strategies for your organization involves
considering all possible strategies and then choosing one or more
that will best contribute to the achievement of the corresponding
strategic objectives
27

Which strategies are best?
 To determine which strategies are best suited to achieve strategic
objectives, consider the following questions:
 Will the strategy contribute to the achievement of the strategic
objectives?
 Does the strategy have the potential to make the greatest
contribution while using the fewest resources?
 Can the strategy be implemented, given the resources and context
within which you work? - feasibility
 Is the strategy compatible with other strategies selected for the
same and other strategic objectives?
 Will the strategy maximize external opportunities and internal
strengths? Will it address internal weaknesses and external threats?
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6. Measuring the implementation of the plan
 It is crucial to monitor and measure whether and how well an organization
is carrying out its strategies and the extent to which your strategic
objectives are achieved
 The backbone of measurement is results – input, process, output,
outcome, impact
 These may be outputs (the immediate or direct product of activities) and
outcomes (short-term changes in a beneficiary population as a result of
activities)
 The achievement of those outputs and outcomes is determined by
indicators – measurable markers of change
 The indicators in the plan will allow to regularly monitor progress toward
your desired results and to evaluate the actual results achieved
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7. Converting the strategic plan into an operational plan
 Produce annual operational plans that will translate strategic
objectives and strategies into comprehensive packages of
activities.
 Operational plans are based on strategic objectives and
strategies from the strategic plan
 Should list selected activities for each strategy, & then for each
activity specify the elements/ components of an operational
plan
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Components of an Operational Plan
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An operational planning template
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Strategic
Objectives
Strategies
Activities
Person
Responsible
Indicator
Resources
Needed
Schedule
1 2 3 4 5 6 7 8 9 10 11 12

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