Chapter 16 Planning and Management of Health Promotion © John Hubley & June Copeman 2013

The work of a manager is to plan and set objectives analyse and organize resources to meet the plan measure and control the use of resources towards meeting the objectives motivate

A good manager Has people skills – is a good listener and communicator Promotes teamwork to get the maximum from the people they manage. Pays attention to motivating those around them, provides encouragement and praise. Makes decisions Gets the information to make decisions. Thinks ahead, anticipates consequences of actions and plans accordingly. Considers alternatives. Will take advice from anyone. Accepts the responsibility for the decision. Pays attention to detail – never assumes that planned activities will happen and checks to make sure things get done. Learns from mistakes. Box 16.1 A good manager therefore has people skills – is a good listener and communicator promotes teamwork to get the maximum from the people they manage pays attention to motivating those around them, provides encouragement and praise. makes decisions gets the information to make decisions. thinks ahead – anticipates consequences of actions and plans accordingly considers alternatives. will take advice from anyone. accepts the responsibility for the decision pays attention to detail – never assumes that planned activities will happen and checks to make sure things get done. learns from mistakes.

An effective manager needs skills in organization and leadership. Leadership involves providing vision, establishing direction, motivating and inspiring others and encouraging the best performances from others. Organizational/management skills include organization and staffing, planning and budgeting and problem solving. Leadership An effective manager needs skills in organization and leadership. Leadership involves providing vision, establishing direction, motivating and inspiring others and encouraging the best performances from others. Organizational/management skills include organization and staffing, planning and budgeting and problem solving. Leadership may come naturally to some people through their personal characteristics. However, for most of us, leadership is a skill that needs to be learnt through attending training courses and through practice. We will return to the issue of leadership later in this chapter when we consider the role and functioning of groups and committees in organizations

Definitions Aims Vision statements Mission statements Objectives Aims: General statements of intent that indicate overall priorities and proposes without going into specific details. Vision statements: Similar to aims and what the overall end purpose of an activity, group or organization is. Mission statements: Similar to vision statements but specifically refer to the aims and purpose of an organization. Objectives – also called targets. These are very precise measurable statements of what is to be achieved by an activity.

Writing a measurable objective Remember the characteristics of good objectives by the use of the word SMART Specific Measurable Achievable Relevant Time-bound

How to prepare a workplan Decide the best strategy for achieving your objectives. Break down the strategy into a set of discrete activities. For each activity specify: When it will be done Who will be responsible Who else will be involved What indicator you can use to tell you when the activity is successfully completed. Box 16.4 How to prepare a workplan Decide the best strategy for achieving your objectives. Break down the strategy into a set of discrete activities. For each activity specify: When it will be done? Who will be responsible? Who else will be involved What indicator you can use to tell you when the activity is successfully completed? Put the information into a table (Figure 16.2) and time chart (Figure 16.4) Figure 16.2 Example of a workplan

Successful delegation Clearly define in your own mind the task, related authority and responsibility to be delegated. Choose a person willing and capable of accepting responsibility and carrying out the task. Provide the person you are delegating with sufficient authority and time to obtain the results. Give clear instructions on what you are asking them to do and check they have understood them. Inform others of the tasks that you have delegated. Monitor their performance and provide supervision and support. Delegation and supervision An important management role is delegation and passing on responsibilities to others. Delegation frees up your own time to concentrate on management and coordination and spreads the workload, it also taps the initiative of others who are given an increased involvement in activities and greater responsibility and motivation. Supervision is the process of keeping track of the activities of members of your team, providing support and dealing with any difficulties that may have arisen. Effective supervision can improve staff interest, performance and confidence in their own abilities and encouraging staff morale and sense of wellbeing. Box 16.5 How to Delegate To successfully delegate you must: Clearly define in your own mind the task, related authority and responsibility to be delegated Choose a person willing and capable of accepting responsibility and carrying out the task Provide the person you are delegating with sufficient authority and time to obtain the results. Give clear instructions on what you are asking them to do and check they have understood them. Inform others of the tasks that you have delegated. Monitor their performance and provide supervision and support.

Setting up a Task Force SETTING UP create climate of trust between members share expectations understand each person's personal objectives agree on objectives for group review membership and involve others if needed agree on strategy for achieving objectives ACTION obtain necessary data set up working groups make decisions implement activities REFLECTIVE evaluate activities reflect on achievements review objectives make future plans review membership and involve others if necessary, decide to end group When setting up a new health promotion action, a common strategy is to set up a committee – often called a ‘Task Force’, ‘Action Group’ or ‘Working Group’ to plan and implement the activity. Committees often go through the following evolutionary stages. SETTING UP create climate of trust between members share expectations understand each person's personal objectives agree on objectives for group review membership and involve others if needed agree on strategy for achieving objectives ACTION obtain necessary data set up working groups make decisions implement activities REFLECTIVE evaluate activities reflect on achievements review objectives make future plans review membership and involve others if necessary, decide to end group

Assessing resource needs Health promotion involves the following three kinds of resources: Human – people to carry out the work Technical – equipment and specialist skills Financial – money

Sources of Funding Forming partnerships Community fundraising Fundraising from resource providers at a local, regional or national level Three sources of resources that we suggest you consider are. Forming partnerships. Are there other organizations working locally that might be willing to work with you and provide resources? (The role of partnerships, coalitions and intersectoral collaboration is discussed in chapter 11) Community fundraising. Could you run fundraising activities in the community? The starting point is to prepare an inventory of resources in the community including: resource persons, community groups, faith-based groups, voluntary sector organizations working in the community. For more information on community fundraising see chapter 11. Fundraising from resource providers at a local, regional or national level. Are there sources of funds that you can identify at a local level e.g. from companies, businesses, churches and other faith groups? Are there resource providers whom you might approach for funds such as national charities, donor organizations and foundations?

An Action Plan contains An explanation why the action has been required. List of planned activities set out in a time chart/ workplan. Details of any training activities. An outline of any anticipated difficulties and how you propose to overcome them. Specification of roles and responsibilities of key persons. Targets for achievement of activities. Mechanism for coordination: meetings/consultations/supervisory activities. Budget. Box 16.13 How to prepare an action plan An action plan is a short document which contains the following: An explanation why the action has been required. List of planned activities set out in a time chart/ workplan. Details of any training activities. An outline of any anticipated difficulties and how you propose to overcome them. Specification of roles and responsibilities of key persons. Targets for achievement of activities. Mechanism for coordination: meetings/consultations/supervisory activities Budget.