Presentation on theme: "1 Using Data to Drive Health System Performance Commissioned from Ovations by the National Primary and Care Trust Development Programme."— Presentation transcript:
1 Using Data to Drive Health System Performance Commissioned from Ovations by the National Primary and Care Trust Development Programme
2 Strategic Planning for PCTs We need a blend of two perspectives Medicine Asklepios First physician according to Greek legend
3 Strategic Planning for PCTs We need a blend of two perspectives Public Health Hygeia Daughter of Asklepios Note: Asklepios had another daughter, Panaceia (Pharmacy)
4 PCT Strategic Planning What to Do Based on Information & Knowledge Notice that strategy is embedded in the Progress Pyramid. Unlike Vision & Mission which are stable for many years, a typical strategy (especially in health care), is stable for 1-3 years.
5 Strategic Planning Where are you with your health care PCT planning? Outward Imagination & Innovation Backward History & Experience Forward Planning & Goals Inward Assessment & Correction
6 Strategic Planning The Strategy Change Cycle - Bryson & Alston Through a carefully aligned strategic plan, PCTs can: 1. Examine the health care environment in which they exist and operate. 2. Explore health care factors and trends that affect the way PCTs provide care and intervention from a medical and public health perspective.
7 The Strategy Change Cycle Through a carefully aligned strategic plan, PCTs can: 3. Seek to meet mandates and fulfill their mission consistent with National, regional and locally identified needs. 4. Frame strategic issues creatively to drive health care delivery and prevention/health promotion initiatives.
8 The Strategy Change Cycle ABCs A Who and what you are What you do now Why you do it B What do you want to be in the future C How do you get there Assess Goal Strategy
9 The Strategy Change Cycle Ten Steps 1. Agree to a process 2. Clarify mandates 3. Identify stakeholders - mission & values 4. Conduct a SWOT 5. Frame strategic issues 6. Formulate strategies to manage the issues 7. Review and adopt the Strategic Plan 8. Establish Vision for Success 9. Develop implementation process 10. Reassess
11 1 Initial Agreement (Plan for Planning) 10 Strategy and Planning Process Reassessment 4A External Environmental Assessment 2 National Mandates Stakeholders External Internal 5 Strategic Issues Direct approach Goals approach Vision of success approach Indirect approach 6 Strategy Formulation 7 Strategy and Plan review and Adoption 8 Description of Organisation in the Future (Vision of Success) Optional 9 I mplementation 3 Mission/Values By Stakeholder s Resources People Economic Information Competencies Culture Pres. Strategy Overall Departmnent Bus. process Functional Performance Indicators Results History 4B Internal Environmental Assessment S G V = Places where the process typically starts = Places where the goal formulation may occur = Places where vision formulation may occur Forces/Trends Political Economic Social Technological Educational Physical Key Resource Controllers Clients Customers Payers Members Regulators Competitors Competitive Forces Collaborators Collaborative Forces S G G GGG G SS SSS V VV V V V Strengths/ Weaknesses Strategic planningManagement External Environment Internal Environment Adopted from Bryson
12 Strategic Planning For PCTs Diffusion of Innovations
13 Diffusion of Innovations Everett M. Rogers Diffusion: The process by which an innovation is communicated through certain channels over time among members of a social system. Innovation: An idea, practice, or object that is perceived as new by an individual or other unit of adoption.
14 Diffusion of Innovations Key Constructs Innovators: Venturesome Early Adopters: Get an opinion Early Majority: Deliberate Late Majority: Skeptical Laggards: Last to adopt, traditional Adopter Categories
15 Diffusion of Innovations <3% 14% 34% 16%
16 Diffusion of Innovations Key Constructs Relative Advantage: Is the program better Compatibility: Is it consistent with existing values Complexity: How difficult is it to understand and use Trialability: How does it stand up under experimentation Observability: How are results visible to others Characteristics of Change
17 Health System Program Planning: Operationalising Your PCT Strategy PRECEDE/ PROCEED Framework Scenario Planning
18 Health System Program Planning The PRECEDE/PROCEED Framework Lawrence W. Green & Marshall W. Kreuter PRECEDE P = predisposing R = reinforcing E = enabling C = constructs E = educational ecological D = diagnosis E = evaluation PROCEED P = policy R = regulatory O = organizational C = constructs E = educational E =environmental D = development
19 PRECEDE-PROCEED Framework* Quality of Life Phase 1 Social assessment Health Phase 2 Epidemiological assessment Health Education Policy Regulation Organization Health Program* Phase 5 Administrative & policy assessment Phase 6 Implementation Phase 7 Process evaluation Phase 8 Impact evaluation Phase 9 Outcome evaluation Predisposing Factors Reinforcing Factors Enabling Factors Phase 4 Educational & ecological assessment Behavior Environment Phase 3 Behavioral & environmental assessment * New in 4 th ed., Green & Kreuter, Health Promotion Planning, in press. Formative evaluation & baselines for outcome evaluation* Intervention Mapping & Tailoring*
20 PRECEDE/PROCEED Nine Phases 1. Social Diagnosis: Identify social problems that impact quality of life, health care and priorities of individuals or populations. e.g., unemployment, absenteeism, crime, crowding, overall population health 2. Epidemiological Diagnosis: Determine health issues associated with the quality of life. e.g., morbidity, mortality, risk factors, disability, longevity, intensity, incidence, prevalence
21 Nine Phases cont 3. Behavioral & Environmental Diagnosis: Identify health practices linked to the health problems. e.g.,compliance, consumption patterns,preventive actions,utilization, self-care, frequency, lifestyle 4. Educational Diagnosis: Predisposing factors: e.g.,knowledge, attitudes, values, beliefs Reinforcing factors: e.g., attitudes and beliefs of others Enabling factors: e.g., resources, accessibility, skills
22 Nine Phases cont 5. Administrative and Policy Diagnosis: Administrative & organizational concerns prior to implementation. e.g., > The resources needed to launch and sustain your program > The organisational barriers that effect implementation > Policies that support the program or need to be changed 6. Implementation of the Program e.g., > Well thought out plan, budget, training, careful monitoring
23 Nine Phases cont 7. Process Evaluation: tomorrow! 8. Impact Evaluation: tomorrow! 9. Outcome Evaluation: tomorrow!
24 PRECEDE/PROCEED Behavioral Matrix More Important Less Important More Changeable Less Changeable High priority Low priority for a program except for political reasons Priority for No program innovations assessment is crucial
25 PRECEDE/PROCEED Lets try a population health issue specific to your PCT and run it through the framework