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

2. 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

3. 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.

4. 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

5. 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.

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

7. 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 Example of a workplan

8. 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.

9. 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

10. 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

11. 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?

12. 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 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.