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WHAT IS PLANNING?
1. Planning is a process of making current decisions in the light of their future effect. Decisions prepared are
directed to achieve goals through optimal utilization of available resources.
2. Planning attempts to alter the shape of coming years in line with what people want it to be. This involves
bridging the gap between a present state and a desired tomorrow through deliberate actions.
1. Planning is futuristic.
4. Planning is flexible.
1. It involves the process of collecting, synthesizing, analyzing and interpreting information in a manner that will
provide a clear picture of the health status of the community.
2. PHN activities:
1. Refers to the process of formulating the goals and objectives of the health program and nursing services in order
to change the status quo.
b. Directed toward solving the health status problems identified during community diagnosis.
For example:
HEALTH PROBLEM High incidence and prevalence of common childhood immunizable diseases among children
aged 0-5 years old.
GOAL To reduce the incidence and prevalence of common childhood immunizable diseases among
children aged 0-5 years old of Bgy. Salvacion.
OBJECTIVES 1. 100% of children ages 0-5 years old will have regular BHS visits for immunization.
2. 95% of children ages 0-5 years old will received complete doses/dosage of BCG, OPV,
DPT, Hepatitis B and Measles vaccines immunization.
3. 80% of children ages 0-5 years old who received immunization will be free from signs
and symptoms of vaccine’s adverse reaction.
4. 100% of child-bearing couples will have proper understanding about the importance of
immunization.
6. 100% of cases (immunizable diseases) shall be properly and regularly recorded and
reported to proper authority.
2. It implies the identification of resources such as; manpower. Money, materials, technology, time and institution-
needed to implement a program.
3. PHN activity:
a. Defines the strategy or approach in a health program. A program is a defined as a time series of
activities to be carried out in order to correct the health problem.
b. Estimates the resources needed for the implementation of the activities.
c. Assess the extent to which constraints or limitations affect planning decisions. It involves three
activities such as:
Budgeting.
1. To find out if the programs and services achieve the purpose for which they are formulated.
2. Determines whether the program is relevant, effective, efficient, and adequate. This entails determining the
specific input, process, and output/outcome indicators of the program stating the criteria and standards of each.
4. Deciding what to evaluate in terms of relevance, progress, effectivity, impact and efficiency.
5. Designing the evaluation plan specifying the evaluation indicators, data needed methods and tools for data
collection and data sources.
6. Collection of relevant data.
7. Making decisions.
Goals, strategies and activities are the priority choices made by the managers and health workers from a
selection of various possible courses of action available to them.
2. It organizes people, describes the productive relationships between and among them, and coordinates all
decisions and actions necessary to service delivery outcomes. The plan assigns tasks and roles to everyone
involved in the work.
3. It identifies and estimates the resources (financial, human/manpower, capital and physical) required to produce
the expected output. The levels, allocations and timing of resources requirements are established by the plan.
4. It establishes effective communication to all interested parties (health workers, community leaders, partner
organizations, oversight agencies and particularly clients and beneficiaries)
5. It becomes a basis for useful supervision, monitoring and evaluation. Since the plan states what is expected of
the health units, the same plan can also be a guide to review how it is doing or how it is done, and providing
guidance or support to improve performance.
6. It provides a basis for further capability building of health units. By anticipating the shortcomings in existing
capacity relative to the expected output, the plan becomes a basis for future capacity building inputs.
Health planning practices have been included in the administrative functions of DOH.
3. Mid-80’s: All territorial unit of the department was preparing health plans using the generic approach.
Limitations: Could not be used in day-to-day operations or to budget preparation and execution.
Strengths: Yielded well-articulated plans in EPI, TB control, CDD, Malaria Control, and other national impact
programs.
Main problem: Each program proceeded s if each was the only program being implemented by the field
units. Area managers did not have the adequate tools for integrating program plan effectively.
4. In 1989: New planning system that is based on the strengths and achievements of past planning approaches was
initiated. It is called as AREA PROGRAM-BASED HEALTH PLANING (APBHP)
What is APBHP?
1. It is a planning based on the general guidelines of national programs as applied to specific circumstances of local
areas. This planning methodology essentially translates the generic planning approach into a protocol that
utilizes technical program guidelines as a key planning input, to be utilized by each territorial unit of DOH in
preparing a health plan for the area.
2. It is a decentralized planning process owned by increasingly autonomous service delivery managers and
frontline service workers of the DOH that was developed in response to the need to reconcile national program
plans and area plans for health.
APBHP ADVANTAGES
2. Most of the health personnel involved in health planning (MHOs, PHNs, RHMs) have been trained with APBHP
methodology.
c. Basically the same with the generic framework. Therefore, it is not technically alien to LGUs.
The RHM in coordination with MHO, PHN and officials of catchment barangays of the BHS is responsible for the
preparation of BHS plan.
2. Agreement on guidelines.
Performance in all programs being implemented, latest year available for all catchment barangays.
Demographic data, latest year available for all catchment barangays.
Other pertinent data for problem analysis (socio-economic conditions, stationer of facilities available, client
behavior, peace and other conditions, geographic spread of catchment , etc.)
1. Problem analysis.
2. Goal setting.
3. Formulation of measures.
4. Activity planning.
5. Resource planning.
6. It Requires consultation with NGOs, other government organizations (OGOs), people’s organizations and other
concerned groups with interest on health service delivery.
7. Work targets by area and program as well as summary of performance targets are consolidated using prescribed
matrices.
2. Agreement on guidelines.
The MHO, PHN and RHM agree on the criteria for problem analysis. The agreement should contain program
parameters and numerical cut-off points for the parameters to be used as indicators of problems.
Performance targets are decided in consultation with the Local Health Board (LHB)
Birth (natality, illness (morbidity), deaths (mortality), statistics, for all BHS in catchments areas.
3. Socio-economic data, other health related and relevant data for the RHU.
4. BHS plans.
The City Health Officer, City Planning Officer, Administrative Officer, Budget Officer, Accountant, Chief Nurse
and Supply Officer in consultation with the LHB will be responsible for the planning effort.
a. Suggested program parameters and cut-off point for acceptable performance essential to analyze prior
year’s track record, proposed performance targets and work targets for the planning periods.
3. Preliminary resource allocation ceilings per sub-unit that may be provided for planning year.
4. Planning timetables including schedule of meetings and workshops.
a. Computational procedures.
b. Demographic data.
4. Account of the important measures proposed for the planning period to address priority problems/programs
and areas.
7. Plan and budget summary for hospital operations (for cities with hospitals)
10. Documents indicating active and relevant participation in the planning process of NGOs, OGOs and private
sectors.