Community Program Planning & 09 Sep 2022

Implementation

Learning Objectives
• An overview of program planning

Community Programs • Understand the different basic parts of

program planning, how these parts
Planning for Implementation function
• How to utilize some specific tools in the
planning process
• Understanding how other factors
Dr. R. Jonathan J. Quimpo, BSc, MD, MMPH
Family & Community Medicine outside the planning cycle contribute to
09 September 2022 the overall plan
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The 3-A Planning Cycle The Detailed Planning Cycle

Evaluation Situation/Problem
Analysis

Priority Setting
Monitoring
Assessment Analysis

Action Goal Setting

Implementation Aims, Objectives & Targets

Activity & Budget

Action Planning
Strategy Formulation
& Option Appraisal

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Situation/Problem Analysis
• Present status
– Environment/situation in which the
community exits
• Political, Economic, Socio-cultural,
Technological Factors (PEST) PEST Analysis
– Community/program Strengths,
Weaknesses, Opportunities, Threats
(SWOT)
• Lapses, gaps

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PEST Analysis PEST Analysis

• Political, Economic, Social, and • Some analysts include:
Technological analysis (PEST, STEP) – Legal and Environmental factors (PESTLE,
• Describes a framework of PESTEL)
used in the – Education and Demographic factors (STEEPLE,
environmental scanning component of STEEPLED)
strategic management • STEER analysis
– An updated PEST version that takes into
consideration Socio-cultural, Technological,
Economic, Ecological, and Regulatory factors

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PEST / STEP Analysis PEST Model’s Factors

• Political Factors:
Environmental
Scan – How and to what degree a government
intervenes
External Internal • Government leadership
Analysis Analysis • Laws and regulations
– Law and order situation
Macro Micro • Goods and services from government
environment environment
• Infrastructures

P.E.S.T.

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PEST Model’s Factors PEST Model’s Factors

• Economic Factors: • Social Factors:
– Economic growth trends – Cultural and religious aspects
– Government spending – Roles of men and women
– Disposable income – Health consciousness
– Jobs/unemployment – Demographics
– Inflation • Population growth
– Events from much wider areas • Age distribution
• OFW situation • Population movement
• etc.

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PEST Model’s Factors PEST Model’s Factors

• Social Factors: • Technological Factors:
– Career/work attitudes (education) – Ecological and environmental aspects
– Living standards, life styles, leisure – Rate of Technological change
– Economic stratification – Energy usage
– Influences and opinions on common issues • Sources
• Fuels
– Communications
• Telecommunication
• Internet
– Transportation
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PEST Model’s Factors PEST Model’s Factors

• Environmental Factors: • Legal Factors:
– Geographical – National laws
• Location – Local laws
• Situation – Restrictions
– Weather patterns, climate changes – Degrees of implementation
• Important esp. for agricultural communities – Up-coming laws
• Important for program schedules
• Immediate effects of such patterns or changes in
the community
– Impact

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PEST Analysis

SWOT Analysis

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SWOT Analysis SWOT Analysis

Important to strategic planning is a scan of The analysis of the is
internal and external environment referred to as a
• Environmental factors to the • It provides information that is helpful in matching
community usually can be classified as the community's resources and capabilities to the
or environment in which it operates.
• Environmental factors to the • It is instrumental in strategy formulation and
community can be classified as selection.
or

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SWOT Analysis SWOT Analysis

• Strengths:
– A community's strengths are its resources and
Environmental
Scan capabilities that can be used as a basis for
developing a strong program.
• What advantages does the community have?
• What does the community do better than anyone
else?
• What unique or lowest-cost resources does the
trengths eaknesses pportunities hreats community have access to?

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SWOT Analysis SWOT Analysis

• Weaknesses: • Opportunities:
– The absence of certain strengths may be – The external environmental analysis may reveal
certain new opportunities for growth and
viewed as a weakness development.
– In some cases, a weakness may be the flip side • Where are the good opportunities facing you?
of a strength. • What are the interesting trends you are aware of?
• What could the community/you improve? • Local events.
• Useful opportunities can come from such things as:
• What should the community/you avoid?
– Changes in technology on both a broad and narrow
• What are people in the program likely to see as scale.
weaknesses? – Changes in government policy related to the
community.
– Changes in social patterns, population profiles,
lifestyle changes.
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SWOT Analysis SWOT Analysis

• Threats: • The program should not necessarily pursue
– Changes in the external environmental also may the more lucrative opportunities. Rather,
present threats to the community.
• What obstacles does the community face?
• Are the required specifications for the program
changing?
• Will changing technology threaten the program?
• Does the community have money problems (bad • In some cases, the community can
debt or cash-flow problems)? overcome a weakness in order to prepare
• Could any of the weaknesses seriously threaten itself to pursue a compelling opportunity.
the program?

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SWOT Analysis SWOT / TOWS Matrix

• To develop strategies that take into account
Strengths Weaknesses
the SWOT profile, a matrix of these factors
can be constructed: the
.
Opportunities S-O strategies W-O strategies

Threats S-T strategies W-T strategies

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SWOT / TOWS Matrix SWOT / TOWS Matrix

– Pursue opportunities that are a good fit to – Identify ways that the community can use
the community's strengths. its strengths to reduce its vulnerability to
external threats.
– Overcome weaknesses to pursue
opportunities. – Establish a defensive plan to prevent the
community's weaknesses from making it
highly susceptible to external threats

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Categories of Information
• Demographic Data
– (e.g., age characteristics, size, race, and
transience of the population)
Categories of • Geographical & Transportation
Information
Information • Historical Development
• Political, Legal & Ethnic Factions
• Economic Data
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Categories of Information
• Industries, Businesses & Institutions
• Social, Cultural, Educational &
Recreational Organizations
Data Collection
Methods

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Data Collection Methods

• Key Informants
• Community Forum
• Public Records
– i.e., Secondary data Resources &
• Surveys
– i.e., Primary data
Networking

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Resources Networking
• Immediate internal to the community • The process of
with other people
and/or establishments and potential clients
• Within the community – Strive to create a “ ” situation
• Developing and using contacts made in the
• Within the vicinity of the community line of work for purposes beyond the reason
for the initial contact
• External to the community

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Networking Networking
• The best networking groups operate as • The trick with networking is to
exchanges of relevant information,
ideas, and support. – This means taking control of the situation
• The most important skill for effective instead of just reacting to it
networking is listening
• Networking requires
rather than on how he and challenging yourself
or she can help you is the to
establishing a mutually beneficial
relationship
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Networking
• Networking is a

• Follow up on your contacts

• Keep in touch regularly
• Always share information or leads that might Setting Priorities
benefit them

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Priority Setting Priority Setting

What do we do with all this information? • Organize and present processed data
– Charts and graphs
• There are many more needs identified
• Set criteria, such as:
• There are many more program opportunities – The relative importance of the issue.
than can be addressed – The number of people affected.
– Political environment.
– History, i.e., has this been addressed in the past?
Are there implications from other programs?
– Interests of LG and community officials
– Culture of the community.
– Efforts of other organizations and agencies.

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Priority Setting Tools (sample) Priority Setting Tools (sample)

• Brainstorming :
– Generates a list of ideas • Participants are allowed to vote for as many
items as they wish.
• Voting • Votes for each item are totaled and all items
: receiving votes from half the people voting
• Each participant votes for the one item on the are included in the next round.
list they feel is the highest priority

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Priority Setting Tools (sample) Priority Setting Tools (sample)

(“100 votes”): :
• Each participant is given 100 votes. • In round-robin fashion, each participant
• They then allocate their votes to the items shares an idea until their list is depleted.
they feel should have the highest priority; • Discuss all ideas. Share pros and cons.
– e.g., 35 beside the two they feel strongest about • Similar ideas are grouped.
and 10 beside the other three or some other
combination totaling 100 votes, or cast all 100
• Each participant is then asked to rank order
votes for one program idea. their top ten ideas, with ten being the highest
• Group determines the cut off for priority ranking.
programs.

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Priority Setting Tools (sample) Priority Setting Tools (sample)

: • Priority Planning Model (CAILC/ALACD)
• Rankings are totaled and ideas are ranked – Identify priorities and rank on a scale of
with the one receiving the highest total being importance and urgency from 1-10
the highest ranked. – Assign a numerical value for
– You may want to record the number of people [defined by value]
who ranked each of the items.
– Assign a numerical value of
• Discuss rankings and determine program [defined by time]
priorities.
– Multiply by to determine
factor of each priority

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Priority Setting
• Compare problems (importance, urgency)
• Availability of solution
• Appropriateness of the solution
• Feasibility of solutions
– Realistic Setting Goals
• Present capabilities
• Affordability

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Goal Setting Goal Setting

• For each problem, set: • Goals
– Goals/Aims – Broad statements applied to a
– Objectives program/project
– Targets – The of the process.
• “What” the program/project intends to
• There may be more than one objective accomplish
for each aim
– Programs/projects may have more than
• There may be more than one target for one goal, but many objectives per goal.
each objective
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Goal Setting Goal vs Objectives (example)

• Objectives • Problem:
– Specific statements that support the goal – Clinic was known to be always crowded
– The “ ” of the process – It takes time to process patients
– One or more objectives tied to a goal • Names vs any previous records
– Always start an objective with an action • Current reasons for clinic visit
verb • Matching patient’s current needs with
physicians on duty
– Patients commonly wait for 2 hours before
they are seen by a physician

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Goal vs Objectives (example) Goal Setting

• Goal: • SMART(ER) Goal:
– Patients will wait less than 1 hour to see a pecific
physician. easurable
• Objectives: greed upon
– Setup appointment confirmation schedule. ealistic
– Evaluate personnel requirements. ime-bound
– Acquire new appointment scheduling thical
software. esourced

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Goal Setting Goal Setting

• SMART(ER) Goal: • SMART(ER) Goal:
pecific greed upon
• Exactly what it is you want to achieve • Agreement with what
• Well-defined the goals should be
• Clear to anyone that has a basic knowledge – Project leader(s)
of the project – Project members
– Recipients - community members
easurable
ealistic
• Know if the goal is obtainable and how far
away completion is • Within the availability of resources,
knowledge and time
• Know when it has been achieved
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Goal Setting Goal Setting

• SMART(ER) Goal: • SMART(ER) Goal:
ime-bound esourced
• Enough time to achieve the goal • Enough resources committed to achieve the
• Not too much time, which can affect project goal
performance – Time
– Materials
thical
» includes information
• Within your moral compass – Money
• Most people resist acting unethically » will depend on how detailed you prepared your
budget

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Goal Setting Goal Setting

• SMART(ER) Goal: • SMART(ER) Goal (variations):
esourced - specific, significant, stretching, simple
• Enough resources committed to achieve the - measurable, meaningful, motivational,
goal manageable
– Manpower - agreed upon, attainable, achievable,
» includes support from friends and acceptable, action-oriented, appropriate,
acquaintaces assignable, ambitious, aligned, aspirational
– Motivation - realistic, relevant, reasonable, rewarding,
results-oriented, resourced, resonant

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Goal Setting Strategy Formulation

• SMART(ER) Goal (variations): • Opportunities/alternatives for the
- time-based, timely, tangible, trackable, time- objectives/targets
oriented, time-framed, timed, time-boxed, timely,
– Benefits of the options/alternatives
time-specific, timetabled, time limited
- evaluate, ethical, excitable, enjoyable, – Feasibility of the option
engaging, ecological – Effectiveness of alternative
- reevaluate, rewarded, reassess, revisit, – Efficiency of option
recordable, rewarding, reaching
– Affordability of option
– Logical Framework

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Goal vs Objectives (example)

• Problem:
– Clinic was known to be always crowded
– It takes time to process patients

Looking at the • Names vs any previous records

• Current reasons for clinic visit

Example • Matching patient’s current needs with

physicians on duty
– Patients commonly wait for 2 hours before
they are seen by a physician

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Goal vs Objectives (example) Outputs (example)

• Goal: • Objective:
– Patients will wait less than 1 hour to see a – Acquire new appointment scheduling
physician. software.
• Objectives: • Output:
– Evaluate personnel requirements. – Identify scheduling software that would
– Setup appointment confirmation schedule. best fit clinic pattern
– Acquire new appointment scheduling – Evaluate pattern of patient visits vs
software. physicians' schedule

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Activities (example)
• Output:
– Identify scheduling software that would
best fit clinic pattern.
• Activities: Logical
– Check for skills & training requirements
– Check for prices & warranties
Framework
– Review available scheduling software in
the market
– Ensure budget availability
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Logical Framework Logical Framework

• The Logical Framework ( or • The process of examining these unstated
) asks project designers to beliefs should cause them to be questioned
address and answer a number of questions more closely during the design of the
which, on the surface seem self-evident. project.
• However, articulating the answers to these • This examination often reveals that the
apparently self evident questions exposes assumptions and hypotheses are often
many unstated assumptions and questionable.
hypotheses.

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Logical Framework Logical Framework Matrix

• If we test these assumptions and Narrative Summary Objectively Verifiable
Indicators
Means of
Verification (MOV)
External Factors
(Assumptions)
hypotheses and return the results of (OVI)

our work to the project design, we Development

Objective

should produce a higher quality design. Immediate Objective

Outputs (Results)
1.
2.
3.

Activities Inputs
1. 1.1
2. 1.2
3. 1.3
4. 1.4

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Logical Framework Matrix Logical Framework Matrix

Column Headings Column Headings
:
– This term used to describe the text that :
“narrates” the objectives. – These are the measures, direct or indirect,
that will verify to what extent or level the
– It could have been given the title objectives have been fulfilled.
“Hierarchy of Objectives”, but this might – The term “objectively” implies that if these
be misleading because the bottom cell in should be specified in a way that is
the column is a summary of the activities. independent of possible bias of the
observer.
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Logical Framework Matrix Logical Framework Matrix

Column Headings Column Headings
: :
– These statements specify source of the – These are important events, conditions, or
information (documents, surveys, reports, etc.) decisions which are necessarily outside
for the measurements or verification the control of the project, but which must
specified in the indicators column remain favorable for the project objective
• e.g., to be attained.
–Will statistics from an external source be – The implication here is the design team
used for the verification? have an obligation to consider what might
–Will project resources be used to gather derail their efforts and to plan responsibly
the statistics? to reduce that risk of “derailment”.
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Logical Framework Matrix Logical Framework Matrix

Row Headings Row Headings
: :
– The higher level objective that the project – The effect which is expected to be
is expected to contribute to. achieved as the result of the project
– The addition of the word delivering the planned outputs.
implies that this project alone is not – There is a tendency for this to be
expected to achieve the development expressed in terms of the “change in
objective. behavior” of a group, or institution and the
– Other project’s immediate objectives are project outputs are expected to facilitate
expected to also contribute to the sum. this change.

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Logical Framework Matrix Logical Framework Matrix

Row Headings Row Headings
: :
– The “deliverables”, the tangible results – The activities that have to be undertaken
that the project management team should by the project to produce the outputs.
be able to guarantee delivering. – The activities take time to perform.
– The objective statements should specify
the group or organization that will benefit.
– Outputs are delivered, usually on a certain
date or dates.
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Logical Framework Matrix Logical Framework Matrix

Row Headings The Logic
: : is the reasoning which
– The resources that the project “consumes” “connects” the three levels of objectives in
in the course of undertaking the activities. the matrix; the outputs, the purpose, and the
– Typically, they will be… goal.
• Human resources – e.g.,
• Money • Achievement of all the output level objectives should
• Materials lead to achieving the purpose.
• Each of these links between the objectives is
• Equipment
connected by a hypotheses.
• Time
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Logical Framework Matrix Logical Framework Matrix

The Logic Narrative Summary Objectively Verifiable
Indicators
Means of
Verification (MOV)
External Factors
(Assumptions)
(OVI)
: has similar features to
Development
the vertical logic. In this case, the links Objective

between the levels of objectives are the Immediate Objective

items in the External Factors column. Outputs (Results)

1.
– e.g., If the project is successful in implementing 2.
3.
all of the planned activities, we ask ourselves,
Activities Inputs
1. 1.1
2. 1.2
3. 1.3
4. 1.4

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Problem (example)
• Problem:
– Clinic was known to be always crowded
– It takes time to process patients
Back to the • Names vs any previous records
• Current reasons for clinic visit

Example • Matching patient’s current needs with

physicians on duty
– Patients commonly wait for 2 hours before
they are seen by a physician

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Goal & Objectives (example) Outputs (example)

• Goal: • Objective:
– Patients will wait less than 1 hour to see a – Acquire new appointment scheduling
physician. software.
• Objectives: • Output:
– Evaluate personnel requirements. – Identify scheduling software that would
– Setup appointment confirmation schedule. best fit clinic pattern
– Acquire new appointment scheduling – Evaluate pattern of patient visits vs
software. physicians' schedule

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Activities (example) Example

• Output: Narrative Summary Objectively Verifiable
Indicators
Means of
Verification (MOV)
External Factors
(Assumptions)
(OVI)
– Identify scheduling software that would
best fit clinic pattern. Activities: Inputs:

• Activities: 1. Check for skills &

training requirements
• Software user manual • Availability of user
manual
• Suppliers makes
user manual
available before
– Check for skills & training requirements purchase
2. Check for prices & • Quotes from different • Received quotes • Suppliers will send
– Check for prices & warranties warranties suppliers from suppliers quotes within
reasonable time
– Review available scheduling software in 3. Review available • List of available • Sources of • Information source

the market scheduling software in

the market
software information still in business

– Ensure budget availability 4. Ensure budget

availability
• Budget item • Approved budget
document
• Enough budget
figure
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Logical Framework Matrix

But remember…
• A logframe doesn’t mean the plans are set
in stone.
• This tool should flexible… Planning the
– To the project’s needs, and
– Responsive to everyone involved. Activities
• It has to be adaptable to reflect any changes
on the ground.

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Activity Planning
• Resources needed for the intervention or
activity
– Existing resources?

• Cost estimate and budget preparation Implementation

• Determine number of staff needed
• Distribute staff in the program
• Determine essential attitude, skills &
knowledge of staff needed for program
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Implementation Implementation
• Breakdown program activities into definite • Logistic support to perform tasks
task/job units • Organization of schedules or routines of the
• Job description for each task/position/ job
station – Action Plan
• Assignment of tasks • A map on “how to get there”
– To persons who will be accountable for their • Sequence of implementations or executions
completion – Gantt and/or PERT charts

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Gantt Chart Gantt Chart

• Known after Henry Gantt (1861–1919), who • The Gantt chart is constructed with a
designed his chart around the years 1910– horizontal axis representing the
1915 of the project, broken down into
• A tool for displaying the progression of a increments (days, weeks, or months).
project in a form of a specialized chart • The Gantt chart is constructed with a
• It provides a timeline of smaller tasks, with vertical axis representing the that
dates to show task durations and completion make up the project.
times
• It’s and

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Gantt Chart Gantt Chart

• The Gantt chart is constructed with a graph
area which contains horizontal bars for
each task and
symbols.

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Gantt Chart Gantt Chart

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PERT Chart

108 Achieving Goals

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Achieving the Goals Achieving the Goals

• Why are goals not achieved? • Why are goals not achieved?

• Goals usually die from inactivity

• The goal is not aligned with what you are • Make sure you take one positive step
trying to accomplish towards your goals every day
• Make sure your goals support your reason
for being

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Achieving the Goals Achieving the Goals

• Why are goals not achieved? • Why are goals not achieved?

• Many times a goal is made because it just • Plain goals usually never get off the ground
seems like it should be completed or • Goals should excite you
someone else thinks it should be done • Set your goals high
• Goals that have a

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Achieving the Goals Achieving the Goals

• Why are goals not achieved? • Why are goals not achieved?

• Goals tend to get lost in the mundane issues • All goals should be written with a positive
we face every day focus
• Keep your goals visible. • We are drawn to things positive and repulsed
from things negative
• Refocus negatively written goals to
highlight the positive when they are
achieved

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Achieving the Goals 10 Steps to Successful Goals J Herring, Project Smart, UK

• Why are goals not achieved?

• “In the absence of clearly defined goals, we
• SMART goals tend to give you a become strangely loyal to performing daily acts
and keep you on track of trivia” (Author Unknown)

• Put your goals in writing and in a place where

you read them often
• Seeing them often will remind you where you
want to go

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10 Steps to Successful Goals J Herring, Project Smart, UK

10 Steps to Successful Goals J Herring, Project Smart, UK

• If you can't bring a passion to your goals, you • The most common cause of failed goals is lack
may want to change your goals of a plan

• When…., How much…., How often…., How

• Taking immediate action helps build excitement long…., How soon….
and momentum • “What will you be able to do once you reach
your goal that you can't do now?”

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10 Steps to Successful Goals J Herring, Project Smart, UK

10 Steps to Successful Goals J Herring, Project Smart, UK

• Committing your goals into writing holds you onsistent in your efforts each day
accountable to yourself ersistent to keep going when it gets tough
• Telling someone else about your goals allows esistant to both the desire to give up and to
someone else to help hold you accountable those who might say you cannot do it

• “There is no such thing as a wish without the • Celebration reinforces all your efforts and
power to make it come true. You may have to builds momentum for the next goals
work for it, however.” (Richard Bach)

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Remember: Remember:
• Remember: Causality & consequence
• Actions and details, both small and large, For want of a nail the shoe was lost.
matter For want of a shoe the horse was lost.
For want of a horse the rider was lost.
• There is a logical progression to the
consequences of one’s actions For want of a rider the battle was lost.
For want of a battle the kingdom was lost.
So it was a kingdom was lost –
All for the want of a horseshoe nail.
- attributed to King Edward III, 1363;
earliest known quote was on John Gower's "Confesio Amantis", 1390?

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Remember:

For want of a nail the shoe was lost.

For want of a shoe the horse was lost. Monitoring
For want of a horse the rider was lost.
For want of a rider the battle was lost. &
For want of a battle the kingdom was lost.
Evaluation
- attributed to King Edward III, 1363;
earliest known quote was on John Gower's "Confesio Amantis", 1390?

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References
• Gantt Chart, NetMBA.com, © 20002-2010, Retrieved 2010-06-14
• Goetz R, Defining Project Goals and Objectives, ProjectSmart.co.uk , © Project Smart 2000-2011 Retrieved 2011-05-25
• Haughey D, SMART Goals, ProjectSmart.co.uk, © Project Smart 2000-2011 Retrieved 2011-05-25
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