Gabungan Presentasi Strategizing

Strategizing The Future
Health Planning
Agus, Amalia, Amirrudin, Delsi, Firmanto,
Nenny, Nora, Novian, Nuryati, Rika, Sri
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Page 1
Conducting a Situational
Analysis
External Situation Analysis
Internal Situation Analysis
Inventory of The Desired

Results

Page 2
1. External Situation
Analysis
• Acquiring and organizing
1. Scanning • Participant & consultant
• MAPP model
• Tracking/following
2. Monitoring important information
• Uncertainty condition
• Forecast future condition

3.Forecasting • Trend extrapolation
• Scenario development

Page 3
• Assess strategic importance &
implication
• Prior experience, intuition,
4. Assessing quantification
• Spreading the information

• To engage in strategizing activities
5. Using and • Dictate, persuade & educate
Disseminating

Page 4
2. Internal Situational Analysis
The aim of this analysis:
to provide managers with an inventory of

the program or project’s resource base for
use in strategizing the future.
cataloguing both the strengths and

weaknesses inherent in a program or
project.
Page 5
The components provided to ensure a
systematic inventory:
No. Components Scope
1. Financial analysis  program or project’s financial condition
 the trends of financial performance
 revenue streams
 funding sources
Note: may compare to industry norms or
to similar programs or projects
2. Human resources analysis  the capabilities of the program/project
to perform its direct, support, and
management work.
 the adequacy of participants in terms of
numbers and credentials (present
activities/possible future development)

Page 6
No. Components Scope
3. Marketing analysis  the ability of the program/project to
distribute its services; identifying the
markets and its competitive position
(market share) within these markets.
4. Operational analysis  program/project’s various
production or service delivery activities
 focuses on the process of:
activities, events, procedures, and
techniques.

Page 7
3. Inventory of desired results
the components
(written statements)
outputs outcomes impact
If there is a mission statement, then it should be included in

the inventory.
The degree of mission accomplishment determines much
about its impact.

Page 8
Outputs Express the specific results
to accomplish and should be
quantifiable and related to a
Outcomes time frame
The direct results Changes in Ultimate changes

of the processes attitudes, resulting from a
mission is accomplished
Impact (degree to which
undertaken by a behaviors, program/project
program or project. knowledge, health for instance
Those are usually Outcomes status, level of improved health
Outputs
express in the form functioning status in

of numbers and resulting from the community,
types of service processes reduced rate of
provided such as undertaken by child abuse.
meetings helds, program/project.
reports written, e.g.: 25% increase
classes taught, and in follow-up visits,
so on. 80 people stop
smoking, etc.

Page 9
Reconsidering and
Revising the Logic Model
Changes can be made in any
part of a logic model, projects to
be situated in the future (next
year or multi-year incremental)
Considerations ;
Restating what the additional funding,
intend for the program different educational
to accomplish in the background and
future can be done by credential workforce,
reconsidering and changing existing
revising the statements processes (addition,
of desired results. deletion, modification)
Page 10
Difficulties
• Establishment a new desired output or
outcome  giving up previously established
output or outcome
• Commit resources to achieve results
• Other alternatives must be sacrificed
• Reluctance to make firm commitments (those
who lack of confidence or who are highly risk
averse)
• The failure possibility to accomplish the
intended results

Page 11
Consequences
• Managers should state desired out-puts,
outcomes and impact explicitly
• Managers must consider the resource and
process implications
• This decisions reflect the answer to the
question of how they want their program to
be situated in the future
• This decisions establish parameters of
challenge of the changes
Page 12
Template For Developing
Desired Result
Input/ Process Outputs Outcomes Impact

Resources
Direct result Change in attitude, Ultimate change
(meeting held, behavior, knowledge
report written,
services provided
material produce)
Example : mother class
20 Pregnant Lesson, Meeting held -75% Increasing in 10% Decreasing
women. Rp discussio 100% maternal health in MMR
1.000.000 , n knowledge and
1 doctor, 3 awareness for pregnant
midwives women
--95% birth by
professional birth
attendant rate
achieved Page 13
How Will We Move Our Program or
Project to the Preferred Future State
Developing Operational Plans

to Accomplish Desired Results
Choosing from Alternatives in

Developing an Operational Plan
Implementation Considerations
In Operational Planning
Page 14
Developing Operational Plans to
Accomplish Desired results
• The accomplishment of desired results in a
program or projects depends upon
developing and implementing good
operational plan
• Operational plans are the detailed means of
how the end can be accomplished
• Managers:
Develop and assess alternative means for
achieving established ends
Select the specific manner in which the ends
will be persued Free Powerpoint Templates
Page 15
Cont’d
• While there is no appropriate formula by
which the most appropriate means, once
alternative ideas have been placed an
consideration (advantages, disadvatages,
potential effects and implications can be
assessed)
• In some situations, operational planning can
influence decisions about ends. A desired
output, outcome, or impact established for a
program or project that cannot be achieved
chould be reconsidered.
Page 16
Choosing from Alternatives in
Developing an Operational Plan
• Selection of the means to accomplish a
program or project’s end can be based on
experience, intuition, advice from
consultants or colleagues
• Manager can face some of difficulties
(hesitate: relevant information, collecting
and analyzing information, formulating
operational plans are not insurmountable)
Page 17
Cont’d
• Coaching and counseling (a larger
organization)
• Superior providen training and guidance
• Recognition and reward
• Constructive and supportives critiques (less-
experienced managers)
• Parcipating in management development
program (Manager who lac k their ability) to
enhance managers’ abilities. Professional
assosiation s and universities.
Page 18
Implementation Considerations In
Operational Planning
• Affected by:
1. Develpment of good operational plan
2. Careful attention to factors that will affect
implementation (information on
resources, attitudes about the plan and
information about other
plan/simultaneously)
Page 19
Cont’d
• Succesful implementation of plan depends
on
1. Creating organization designs
2. Attracting and retainning participants
(skill and abilities)
3. Leading participants

Page 20
Cont’d
• Developing a good plan:
1. manager must assess how easy it is to
implement
2. Recognize the connection between plan
and implementation (into operational
planning)
When mismatches:
1. Plans can be changed
2. Resources can be redirected (additional
training and education)

Page 21
Assess progress and Control
Performance
• control in the work situation is the
regulation of actions and decisions in
accordance with a predetermined desired
results and the performance standards set
out in the operational plan.
• control is a normal part of human
endeavor that most
Page 22
• Monitor the results achieved and give it
back to them information that could affect
future results is a normal phenomenon,
widespread, and experience in work
settings, including health programs and
projects
• monitoring is done so that deviations can
be detected and corrected time to
favorably affect outcome

Page 23
• Control, whether the expenditure, quality of
service, participants’ moral, or whatever,
involves monitoring performance, comparing
actual results with desired results and the
previous set of standards, and correcting
deviations found
• To be most useful in controlling both the
desired outcomes and standards must be
expressed in terms of actual performance
can be measured against
Page 24
Control of Performance in an HIV Screening Program’s Lab
Laboratory’s External Environmet
Input/Resources Processes Output, Outcomes, Impact

 Need/demand for tests  Collecting  Tests performed
 Human resources samples  Reports ofv test result
 Testing sample  Statistical sumaries
 Space and equipment
 Reporting result  Changes to payers
 Professional expertise
 Reduced incidence of
 Technology undiagnosed HIV
Adjusting and correcting

 Revising productivity and quality Monitoring and Comparing to Desired
objectives established in Results and Standards
operational plans  Numbers of tests compared to established
 Changing staffing levels and desired result
scedules  Quality levels compared to professional
 Conducting additional training quality standards
 Purcashing/leasing additional  Resources (human and other) utilized in
equipment laboratory compared to budget
 Revising policies and prosedures  Others
 Redesigning work
 Taking other actions to improve
performance

Laboratory’s External Environmet
Page 25
• Program or project manager can also find
information systems (IS) are useful in efforts
to control them
• System can be designed so that information
relevant to control can be collected,
formatted, stored, and retrieved in a timely
manner to support the monitoring and control
aspects compared
• Information systems will lead to corrective
action
Page 26
Budgets and Effective Control
Budgets as a effective control system, for :

a. Achieving programs’ or project’s
mission and objectives
b. Detecting discrepancies between
objectives and actual performances
c. Taking corrective action

Page 27
• Operating budget , which is a
combination of :
- revenue budget
- expense budget
For example on page 61

Program’s operating budget for year X :
a. Volume assumptions
b. Revenue assumptions
c. Cost assumptions
d. Pro Forma Profit and Loss (P&L)
Statement
Page 28
• Budgets are merely guides for
manager, not subtitutes for good judgment.
• Effective budgets allow managers the
necessary latitude and flexibility to
accomplish the objectives establish for their
programs and projects when conditions
change within the periode covered by the
budget.
• To avoid having budgets become too
restrictive, enlightened managers assure
flexibility in the use of budgets by monitoring
operating condition and revising budget when
conditions appreciably change.
Page 29
The link between strategizing and the performance
of programs and project
• Effective strategizing is crucial to the overall
performance of programs & projects
• Strategizing  contributes to performance by

helping managers to at least partially offset the
effect of pervasive uncertainty
• Effective strategizing facilitates the continual

assessment of progress toward accomplishment of
the desired results established for a program or
projects.

Page 30
The link between strategizing and the performance
of programs and project
• Two topics related to strategizing

a initial strategizing
Business
plan
b interventional planning
it’s the application of planning techniques to the development,
implementation & evaluation of the intervention.
Even so,
The success of most intervention/initiative that a program or project
might undertake depends heavily upon effective interventional
planning Free Powerpoint Templates
Page 31
Business Plans
• Definition :
a written document describing the nature of
the business and how the entrepreneur
intends to start and operate the business
“precisely defines your business, identifies

your goals and serves as your firm’s resume”
(US Small Business Administration)
• In health program & projects  can be

constructed around its initial logic model
Page 32
• Several elements are typically included in a business plan :
A summary description, including summary statement

about the element of the logic model
Explanation of why the program or project is needed

and why it will succeed in its market
Description of the target markets for the program & project

with projection of need and demand for its services
(for the first years operation)
Description of how the program or projects will be managed

(information on the qualification of key participant)
Description of how the clinical services will be provided

(information on the qualification of key participant)
Page 33
Detailed operating budget (for the first year through the first
five years of operation)
Detailed description of space and equipment needed for 5

years operation
Description of funding sources, including revenues expected

from operation, grants, contracts and other sources
Analysis of the major risk or challenges faced in its first 5

years and a description of how this will be addressed
Timetable of key events and accomplishment expected in its

first 5 years
Page 34
PLANNING FOR INTERVENTIONS UNDERTAKEN
BY PROGRAMS AND PROJECTS
• within strategizing activities, manager

determine the desired result for program and
projects and develop detailed operasional
plans for how they will be accomplished (is
another form of planning)
• interventional planning, involves the
application of planning techniques to the
development, implementation and evaluation
of intervention undertaken
Page 35
• In strategizing this program's future, its
manager determined it is important to enhance
the resources available to the program by
adding private, paying clients.
• Interventional planning is undertaken in a
series of six steps :
1. Building knowledge of the client
2. Assessing client needs
3. Establishing desired results for the
intervention
4. Designing the intervention
5. Implementing the intervention
6. Evaluation the intervention
Page 36
Model of Interventional Planning
Step 1 : Building knowledge of the client
Step 2 : Assessing client’s needs
Step 3 : Establishing desired results for the

intervention
Step 4 : Designing the intervention
Step 5 : Implementing the intervention
Step 6 : Evaluating the intervention by conducting formative and summative

evaluations
Page 37
Step 1 : Building knowledge of the client
• Each health educator met separately with a
key representative of the new client to whish
he had been assigned
STEP 2 : Assessing client needs

• In each situation, with the help of the health
education commitee, the educator conducted a
need assessment , including a survey of
behavioral risk factors that sample groups of
employees and their family members
completed
Page 38
Step 3 : Establishing desired results for the
intervention
•With the involvement of the health

education committees, the educators
developed statements of the desired
results of the interventions
•Appropriate desired outcomes also were
established for the health education
intervention at the plant.
Page 39
Step 4. Designing the intervention
• The educator the financial services

company the intervention
of specific education activities
• Influenced by the recommendation of the
national diabetes education program (NDEP)
• Also was guided by well-established health
education planning models : PRECEDE-
PROCEED models for health promotion
planning and evaluation (Green and Kreuter,
1999), etc.
Page 40
Step 5. Implementing the intervention
• Implemented the intervention by carrying out activities
as follows:
1. Distributing a distribution sheet with all employee’s
paychecks
2. Two articles about diabetes in the company
newsletter
3. Information of disease on the company’s website.
4. Poster to enhance awareness
5. Special mailing about how to interact effectively with
their physicians
6. Provide information about specific question to ask to
physician --- blood sugar, blood pressure, etc.
7. Wallet card to record and track these numbers.
Page 41
Step 6. Evaluation the intervention
• All interventions should be evaluated --- depends on
the importance of its results and the available
resources
• An evaluation is an analytical process involving the
collection and analysis of data and information that
allows managers to improve interventions while they
are in progress or to measure the degree to which
the desired results are achieved after the
intervention’s conclusion (Rossi, Lipsey, and
Freeman, 2003)
• Two types of evaluation : Formative and Summative
Evaluation

Page 42
• Two purposes :
1. A formative evaluation
- To help improve an intervention
- The determination of whether or not acceptable progress
is being made toward achieving a program or project’s
desired outputs, outcomes, and impacts as a part of the
general strategizing activity.
- Requires monitoring the progress being made in an
intervention and making mid-course corrections as
needed to keep the intervention on track
- To assess ongoing progress in the conduct of the
intervention and to make improvements in its
implementation.
- Focus : on progress toward desired outputs and outcomes
- Reported to the program manager
Page 43
2. A summative evaluation
- To prove whether an intervention accomplished
the desire results
- Tends to be snapshots reported after the
conclusion of an intervention
- Purpose : to prove or document whether or not an
intervention worked as intended and perhaps to
summarize the lesson learned from making the
intervention.
- To determine how well the intervention worked in
term of achieving its desired results
- Reported to the program manager
- Focus on impacts

Page 44
Thank You

Page 45

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Strategizing The Future

Free Powerpoint Templates

Internal Situation Analysis

Inventory of The Desired

Free Powerpoint Templates

• Forecast future condition

Free Powerpoint Templates

• Spreading the information

Free Powerpoint Templates

to provide managers with an inventory of

cataloguing both the strengths and

Free Powerpoint Templates

Free Powerpoint Templates

outputs outcomes impact

If there is a mission statement, then it should be included in

Free Powerpoint Templates

The direct results Changes in Ultimate changes

express in the form functioning status in

Free Powerpoint Templates

Free Powerpoint Templates

Input/ Process Outputs Outcomes Impact

Developing Operational Plans

Choosing from Alternatives in

Free Powerpoint Templates

Free Powerpoint Templates

Free Powerpoint Templates

Laboratory’s External Environmet

Input/Resources Processes Output, Outcomes, Impact

Adjusting and correcting

Free Powerpoint Templates

Budgets as a effective control system, for :

Free Powerpoint Templates

For example on page 61

• Strategizing  contributes to performance by

• Effective strategizing facilitates the continual

Free Powerpoint Templates

• Two topics related to strategizing

“precisely defines your business, identifies

• In health program & projects  can be

A summary description, including summary statement

Explanation of why the program or project is needed

Description of the target markets for the program & project

Description of how the program or projects will be managed

Description of how the clinical services will be provided

Detailed description of space and equipment needed for 5

Description of funding sources, including revenues expected

Analysis of the major risk or challenges faced in its first 5

Timetable of key events and accomplishment expected in its

• within strategizing activities, manager

Step 2 : Assessing client’s needs

Step 3 : Establishing desired results for the

Step 4 : Designing the intervention

Step 5 : Implementing the intervention

Step 6 : Evaluating the intervention by conducting formative and summative

STEP 2 : Assessing client needs

•With the involvement of the health

• The educator the financial services

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Free Powerpoint Templates

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