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Planning the public health programs - Coggle Diagram

- - - - 2. Develop a data-gathering plan
        
        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
      - 3. Gather the data
        
        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
      - 1. Identify key questions to answer through the assessment
        
        Basic questions to ask 1. What is the situation?
        2.What is making the situation better or worse?
        3.What possible solutions, interventions and actions can be taken to deal with the situation? Review the worksheet for more supporting questions
        
        Other ways - Ask your stakeholders of what they want or need to know to make decisions
        
        Review the documents - Planning requirements/ organization expectation/ adhere to funding proposal guideline
        
        Identify the theories - develop questions to understand the influencing behaviours you are interested in changing
      - 4. Organize, synthesize and summarize the data
        
        Key findings around the 3 basic questions
        
        2.WHAT INFLUENCES ARE MAKING THE SITUATION BETTER AND WORSE?.
        sort and organize your data by situational influences (sometimes called factors)
        
        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
        
        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
        
        SWOT Analysis - how the potential ideas gathered align with the situational factors analyzed in relation to the program being developing
      - 5. Communicate the information to key stakeholders and decision-makers
        
        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
      - 6. Consider how to proceed with planning
        
        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?
  - - - 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).
        
        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)
      - 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)
      - 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
      - 6. Writing outcome objectives brief statement specifying the desired changes (results, impact or effect) produced by a health promotion program. (SMART). Well written outcome objectives generally include four components:1.Who you want to change (the audience)2.What you want to change in the audience (desired outcome) 3.By how much 4.By when
        
        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
  - - - Decision making process
      - Time
      - Stakeholder roles, expectations, and other contextual issues
      - Resources for planning
      - Data gathering and analysis process
    - - 1.3 Outline decision making 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
      - 1.4 Assess resources for planning
        
        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
      - 1.2 Identify stakeholder roles and expectations
        
        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
      - 1.5 Develop a workplan for the planning process
        
        “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
      - 1.1 Describe the planning context
        
        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.