Taking the time to document what is currently known about your planning context prior to initiating the
process enables you to identify information gaps early on. Moreover, this process ensures all internal
stakeholders share a common understanding of the situation before you begin to engage external
stakeholders in the process.

Core – participating on the planning team
Involved – frequently consulted as part of the planning process
Supportive – providing some form of assistance
Peripheral – need to be kept informed at key junctures
Staff, funders, politicians, community partners, volunteers, program participants or target audience

• Document key stakeholders, their roles and level of involvement
• Clear decision making and communication process

Achieve working and planning with people, rather than for them
consulting with stakeholders at key points in the planning process
involving the intended audience in program design
adopting a participatory approach throughout the process

will help ensure all stakeholders are clear about how decisions will be made and the difference between a major and a minor decision. Also how decisions will be communicated to other stakeholders in the planning process

When will decisions be made, by whom and by what process

financial resources – both internal and external funding sources (existing and potential)
staff time – consider positional expertise and estimate total hours/days
equipment – computers/computer software, facilitation and project supplies, transportation and technical supplies
space – office and meeting space
expertise – internal and external
In-kind contributions from volunteers and partners (could be from any of the areas noted above

“Who will do what by when?” tasks or steps in the planning process
who will be responsible for each task
who will consult and/or otherwise support the lead on each task
what days/hours are allocated to each task
the deadline for each task
dollars required for each task, other resources required for each task
who will approve the completed work

Different from the needs assessment (looking only at the problems and difficulties)
This - examining legal and political, environment, stakeholders, the health needs of the population, the literature and previous evaluations, as well as the overall vision for the project.
looking at the socio-environmental conditions and the broader determinants of health.

WHY IT IS IMPORTANT

• guide all subsequent planning decisions.
  Help you set priorities for the program goals, intended audiences and outcome objectives (Step 3)
  choosing the most promising strategies and activities for your program (step 4)
• not only point to possible program options, but also highlight health equity implications; specifically the possible unintended impacts and outcomes
  Important - it should be

1. highlight the positive (e.g., strengths and issues, rather than needs or deficits)
2. result from ongoing, meaningful input from the intended audience(s)
3. .look broadly and deeply at health issues
4. .be complete, convincing, credible and compelling
   

it does need to gather sufficient data in order to support evidence-informed decision making - 4 focus areas of the public health expertise - 1. Community Health Issues, local contexts, 2. Community political preferences and actions 3. Research evidence 4. Public health resources

Other ways - Ask your stakeholders of what they want or need to know to make decisions

2. Review the documents - Planning requirements/ organization expectation/ adhere to funding proposal guideline
3. Identify the theories - develop questions to understand the influencing behaviours you are interested in changing

Data gathering plan - high level outline of the data required and the rationale for collecting it, Also how you are going to record and manage the
information gatheredi.e., how it will inform decisions
3.preferred data collection methods and sources
4.how you will organize/manage the data
a clear deadline, and specify the resources required to complete the task

Data collection and analysis - HEIA (Desktop, Rapid, Comprehensive Assessment) based on the time and resource requirements And EIDM ( 4 domains in public health) Also learn from the table

Review the data gathering plan - begin the data collection process.Gray literature + 2 types - primary (collected by yourself - for example, via surveys, key informant interviews or focus groups, existing internal data such as demographic data collected in program registration forms or feedback forms and secondary by the provincial or federal government, researchers, academic institutions or a partner organization, literature search.
Important - to keep accurate records about where it came from, to track any information gaps

Ways of communicating the message - individual or group briefings, written report (1:25:3) , brief synopsis, graphs, charts etc

Communication plan should include key audience(s)
communication objectives,
communication channel(s) or the means by which a message is sent
communication vehicles or the formats used to deliver

evaluate the situational assessment results and decide how to proceed.
Are there gaps in data quality or quantity, relative to stakeholder expectations?
How might that restrict your ability to make evidence-based decisions about goals, audiences, objectives, strategies, activities and resources?
How do you perceive your ability to affect the situation with your available time, financial resources and mandate?

3.WHAT POSSIBLE SOLUTIONS, INTERVENTIONS AND ACTIONS CAN YOU TAKE TO DEAL WITH THE SITUATION? .
One or more programs with a well-organized series of activities to facilitate change among a well-defined target group.
A strategy or approach to facilitate change, such as re-orienting health services (then allowing more specific activities).
An individual activity such as forums, posters or counseling.

1. What is the situation? .
the size and growth of the situation ,the burden and impact of the problem, existing health inequities, public perception of the problem, resonates with their experience, stakeholder perceptions and concerns, the potential consequences of acting now versus later

2 ways 1. Ecological model - addresses both individual and social contexts along with environmental and policy level changes

2. Forcefield Analysis - addresses both individual and social contexts along with environmental and policy level changes- to capture the key facilitators and barriers impacting the situation

SWOT Analysis - how the potential ideas gathered align with the situational factors analyzed in relation to the program being developing

Need to identify what you want to accomplish for whom, before you can determine which strategies and activities will
best advance those goals and objectives within the limits of your resources. Revisit the goals as the program takes shape. Involve stakeholders in a meaningful way to generate possibilities and make decisions

WHY IT IS IMPORTANT - Determine strategies and activities. Well written objectives - base for the indicators, focus planning efforts and clarify next steps for stakeholders, particularly those interested in evaluation or research. Helps to design the logic model ( Excellent communication tool for internal and external stakeholders)

1. First generate a number of interesting and broad alternatives (divergent thinking) and then prioritize the choices to a small number of specific alternatives (convergent thinking).
2. Identifies planning terms and definitions - Take the time to review it with your stakeholders - This will ensure planning terms are used and understood in a consistent way throughout the planning process, which reduces confusion, simplifies planning discussions and ultimately results in coherent, well-organized programs (Check the table)

3. Review the situational assessment results - with the core planning team and other stakeholders
   .lessons learned from similar programs and trials
   .what the research literature says about your topic
   .what behaviour change and health promotion theories say about your situation
   .which levels of the environment (public policy, community, organizational, interpersonal or individual) are most influencing your situation community and organization assets and strengths
   .social determinants of health–behavioural and socio-environmental (e.g., personal health
   .practices, housing conditions, social support networks, education and literacy)

4. Set Goals - broad statement that provides overall direction for all aspects of a program over a long period. Don't have deadline. Draft several goal statements and discuss with the stakeholders - They need to provide a set of clear end points, around which you can organize many strategies or activities. As planning progresses and the situation evolves, your
   strategies and activities may change, but well-stated goals remain relatively constant
   
   

5. Choose your primary and secondary audiences- Review your situational assessment data results and identify which individuals, networks, organizations and/or communities (something should be done, open to change, align with the mandate. Secondary - influences primary through social influences (informal networks including family, friends and colleagues) policies and procedures (of various organizations where people work, play, worship, receive health and social services) legislation and regulations (at various levels of government
Example - doctors and then the patients like Ontario Osteoporosis

Ecological model of health promotion - LEVELS OF CHANGE
illustrates the complex interactions between people, groups and their environment using
five levels of engagement: individual, interpersonal, organizational, community and public policy. learn from the page 40,41 table. Also learn Theories - Individual level - (health belief model, stages of change), Interpersonal (social cognitive theory), organizational theory, Community (diffusion of innovation theory), public policy (Social change theory)

TIME HORIZON - short, medium or long term
you require changes in knowledge to create medium-term changes in health-related behaviours or support for a healthy public policy among decision-makers. Longer-term objectives often describe changes in community conditions, including the social, economic and physical environments

you answer the question: “Which strategies and activities will
best advance our goals and objectives within the limits of our resource. This step connects what you want to do (strategies and activities) with what you want to achieve (goals
and outcome objective - Tasks are part of operational work plans that assign people, resources and deadlines to make activities happen. This includes things like: hiring a designer; buying media time; researching an
event venue; or researching local politician positions on an issue.

Identify Strategies - program contains one or more strategies or broad approaches to facilitating change - ottawa charter 5 strategies and health communication, health education, self-help/mutual aid, organizational change, community development and mobilization, advocacy, policy development and inter-sectoral collaboration

Assess and choose activity- Activities are products or services that you make or provide for a given audience