Community Health Project Planning, Implementation, Monitoring, and Evaluation

COMMUNITY ASSESSMENT,
COMMUNITY HEALTH
PROJECT PLANNING,
IMPLEMENTATION,
MONITORING AND
EVALUATION
BY: ROMMEL LUIS C. ISRAEL III
1

COMMUNITY ASSESSMENT
is an exercise by which a collaborative partnership
gathers information on the current strengths,
concerns, and conditions of children, families, and
community.
The information comes from many sources- especially
parents and family members- and is elicited by many
techniques, including interviews, focus groups, and
scanning demographic data collected by local agencies.
2

types of partners
- Because
participate
many
in a community assessment-
strategic planners , program staff,
administrators, teachers, parents, and
other community members- the resulting
information is broad, accurate, and useful
- Community assessments focus on local
assets, resources, and
well as gaps, barriers,
activities as
or emerging
needs.
3

THE PROCESS OF IDENTIFYING AND
APPRAISING THIS INFORMATION WILL HELP
YOUR COLLABORATIVE PARTNERSHIP.
Clearly understand the context in which families live and the issues families want
to address; locate hidden strengths or underutilized resources that could be
developed.
Determine which resources could contribute to
comprehensive strategies, and in what way;
Design effective, collaborative strategies that engage children and families
because they respond to real and important conditions; and
Empower families and community members by giving them a role in designing
and implementing the strategies.
4

Process of
conducting a
community
assessment
involves:
Scanning the community to locate
existing information,
Developing a family focus
Identifying community assets and the
degree to which they are accessible to
the people who can benefit from them
Analyzing the information obtained
through the first three steps.
5

HEALTH
PROJECT
PLANNING
Planning requires a critical analysis
the problem to be addressed.
Problem analysis is important for
developing a goal and objectives
the project that are realistic and
achievable.
Once the goal and objectives are set,
strategies for achieving them can be
determined.
Resources needed in the project,
ways to obtain them, are then
identified.
The planning process also includes
deciding how the project will be
managed, sustained and evaluated.
6

MAJOR STEPS In planning,
Sustaining and evaluating A
Health promotion project.
Identify the issues or
health problems in the
community.
Prioritize the issues or
health problems to
identify the one that the
project will address.
Determine contributing
factors and state
objectives for the project
Sustain the project or
keep the project (or some
parts of it) going
7

STEP 1: IDENTIFY THE ISSUES OR HEALTH
PROBLEMS IN THE COMMUNITY
Needs assessment
 Clarifying need is an essential part of deciding what
issue or problem the project will address.
 The term ‘needs assessment’ is used to describe a
process of collecting information that will give
a good indication of the priority needs of a
community.
 It provides an opportunity for the community to
become involved in the planning from the
beginning.
 It helps with allocating resources
decisions about where to start
and making
with health
promotion work.
8

CLASSIFYING NEEDS
• - When undertaking a needs assessment, it is
important to consider that needs will be
thought of differently, depending on whom
you consult.
• - Needs are sometimes classified as:
• Normative needs Felt
needs Expressed
needs Comparative
needs
9

NORMATIVE NEEDS
- A discrepancy between an
present
or group/s
a given norm or
individual/s
state and
standard
10

FELT NEED
- A FELT NEED IS AN INDIVIDUAL DESIRE OR
WANT THAT AN INDIVIDUAL HAS TO IMPROVE
EITHER HIS OR HER PERFORMANCE.
- Asking people what they want is frequently used
in identifying felt needs. One, however, should be
cautious in using this type of data since
perceptions of possibilities, social acceptance, and
availabilities as well as personal attributes may
influence what people say they want.
- When searching for felt needs, designers must be
aware of needs that are motivated by a desire
other than performance improvement.
11

EXPRESSED NEED OR
DEMAND
• A felt need becomes an expressed
need when people put what they
want into actions.
• For example, if more students sign
up for an online course than the seat
limit, then there may be an expressed
need for more sections of the course.
• Expressed needs are often
identified in suggestion boxes
and in-house publications with
a question-and-answer or suggestion
column.
12

COMPARATIVE NEED
A discrepancy between what one group has and what
another group, with similar characteristics, has.
A comparative need is present when two groups with similar
characteristics do not receive a similar service.
College A in a given state, for instance, has a modern
computer laboratory, whereas College B in the same
state does not. A comparative need may thus exist.
13

- Sharing the results of the needs assessment
with the community is a key part of the
planning process.
This process will:
- Raise community awareness about the
issues and possible underlying causes
- Stimulate discussion about ways to address
the issues
involved in
about the
- Allows the community to be
planning and decision-making
project
14

CONSIDER
BASELINE
DATA
›
Some of the information
gathered during the needs
assessment may be able to be used
as ‘baseline data’.
›
Baseline data describe the situation
or condition at the time the
project or intervention starts.
›
Data collected later during the
evaluation is then compared
against the baseline data to see the
effect of the project.
15

STEP 2: PRIORITIZE THE ISSUES OR
HEALTH PROBLEMS
At the end of Step 1, the project team will have a list of major issues and
potential target groups for the project.
There are always competing needs or issues in any community.
Limitations such as time and resources mean that not everything can get
addressed.
Issues will need to be prioritized.
• Needs and priorities vary from individual to
• individual, family to family, group to group.
It is important to work out criteria to sort out which issue the project will
address
16

STEP 3. IDENTIFY RISK FACTORS AND SET THE
GOAL FOR THE PROJECT
Risk factors- are any aspect of behavior, society or the
environment that are directly linked to the health problem.
Risk factors lead to or directly cause the problem.
Note that some risk factors can be changed, while others are
not able to be modified, for example, family history of a
condition.
17

Example of risk factors:
• Eating high fat food (behavioral) and
having a family history of heart disease
(biological) are both risk factors for heart
disease, People can change their food
choices (modifiable) but not their genetics
(non-modifiable)
• Direct exposure to bacteria to bacteria and
germs (environmental) may be a risk factor
for diarrhea.
18

problem
- Addressing a
require the project to focus on
successfully will
the
underlying causes or issues that led to the problem in the
first place.
In other words, the goal and objectives of a project need to
relate to the underlying causes or issues.
Developing a clear and organized goal and objectives
that relate to each other requires some critical analysis
of the problem.
19

STEP 4: DETERMINE CONTRIBUTING FACTORS
AND STATE OBJECTIVES FOR THE PROJECT
- Contributing factors- are any aspects of
behavior, society or the environment that
leads to the risk factors developing.
- Contributing factors enable or reinforce
the risk factors.
financial,
- They can relate to individual,
political, educational, environmental, or
other issues.
20

Examples of
contributing factors:
• Lack of knowledge about low
fat diets (educational) and
high cost of low-fat foods in
the store (financial) are both
contributing factors to the
risk factor ‘eating a high fat diet’
• Poor housing condition
(environmental) and lack of home
hygiene (behavioral) are both
contributing factors to the risk
factor’ exposure to bacteria and
germs’
21

DEVELOPING THE PROJECT
GOAL AND OBJECTIVES
The Goal and Objectives:
- Make plan clear and focus
that energies of the project
team
- Let people know what
they can expect to happen
as a result of the project
- Are the basis for planning
the evaluation of the
project
22

GOAL
- THE GOAL IS ABOUT
MAKING CHANGES TO
THE RISK FACTORS
ADDRESSED BY PROJECT
• The G oal indicates
what the planned,
longer term outcome
of the project is
• It is also intended to
inspire, motivate and
focus people and
encourage team
cooperation.
23

OBJECTIVES
• Objectives state what changes the project
will make to the contributing factors.
• The objectives indicate what the impact will
be on the contributing factors during the
time frame of the project.
• The objectives are about what has to
change in the short term to get closer to
achieving the project goal.
24

‘goal and
- A well written
objectives’ state who will
achieve how much of what by
clear,
and
good
when. Developing a
achievable goal
objectives requires
baseline data
25

STEP 5: DETERMINE WHAT
STRATEGIES WILL BE
After the objectives are developed, the strategies
determined
Strategies describe what it is that the project team will do to
and make the changes required to achieve the objectives.
Relationship between the goal, objectives and
strategies
The process for planning a project begins with the big picture (issue of problem). It is an
the big picture issue that gives the framework for developing the plan- from the longer term
to more specific objectives, down to the actual strategies, and finally the detail of
actions.
26

Step 6: develop the action plan
• Once the strategies of the project are determined,
the project team can write the action plan.
• The action plan includes all the specific
activities, large and small, that will need to be
done to implement each of these activities, when
they will be completed and how they will be
evaluated.
27

- The more
strategies,
detail that is worked
the easier it will
out for
be to
accurately identify all the activities to be
done.
- If the project is large, with many stages, it
may not be possible to detail all the
specific activities at the beginning of the
project.
- Detailed documentation is also important
for maintaining accountability within the
team and between the team and the
community or funding agency.
28

• The action plan will also list
the resources required to do
the project successfully.
• Resources will be required
throughout the whole project,
from needs assessment
through putting strategies
into action to final report
writing.
• Resources can include human
resources, financial resources,
materials, equipment and
venues, dates.
29

STEP 7:
SUSTAIN
THE
PROJECT
• Planning for sustainability means
thinking of ways to keep the project
(or important parts of it) going after
its official end.
• It then becomes an ongoing
part of community activity.
• Many factors can threaten
sustainability of the project.
• Project teams need to be on the
lookout for these factors and have a
plan for dealing with them.
Sustainability needs to be considered
from the initial planning stages of a
project.
30

STEP 8: EVALUATE THE PROJECT
- Evaluating a project is about looking critically at what is
happening in the project and making a judgment about its value,
worth or benefit (see the word value in evaluate).
Evaluation is important because it can
tell us:
• ›How the project is going?
• ›What effect it is having?
• ›What changes we need to make to improve it?
31

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