Developing a Health Service Plan for the Aged - Term Paper Example

Developing a Health Service Plan for the Aged Name Institution Tutor Subject Date Introduction This paper describe the process of how to develop a health service plan for the aged population. A comprehensive health service plan for the aged be described as that which when complied to will sustain an intensive, cooperative and evidence based approach to enhancing health outcomes of the aged population. Moreover, it will lead to an improved health care system. This procedure also highlights engagement of an extensive range of stakeholders. What is described here is how to successfully develop an effective health service plan, and the major components of the specific process (Goldsmith, 2011, p. 3). 1. Scope the planning activity It is important to note that identification of scope of planning an early procedure that may happen together with other elements of the planning methodology such as “identification of the health service plan needs” and “understanding the service environment and the population”. The objective of this phase is to determine the planning activity parameters as well as the planning exercise scale (Booyens 2008, p. 4). Definition of the planning parameters Each and every plan possess different emphasis. Health service plans for the aged may be distinguished through the series of included health services, or the identified population, the specific geographical region, services across the scale or services offered at a specific facility (Thomas 2003, p. 3). 2. Understanding the service environment and the population The goal of this section is to develop a portrait of the prevailing condition in order to be aware with the health service users i.e. the aged, their particular health conditions and the accessible services. It is significant to know the population as well as the sufficiency of existing services in sustaining health needs of the aged. This segment however is resource exhaustive and can denote a sizeable body of work. It is important to note that, when this component is not well managed it can be costly and time consuming. It comprises of widespread collection of data and information, data interpretation and analysis of the same. Carrying out a comprehensive collection of data and analyzing the data in respect to the scope ensures that all appropriate data informs the strategies development in order to solve the prevailing issues within the aged heath service planning. The types of data that could be collected are qualitative and quantitative data (Kok et al 2013, p. 4). Qualitative data This refers to the non-numerical information that can be captured. In general, it means data about preferences, needs and perceptions. In health service planning this kind of data is normally gathered through direct observations, consultations, interviews and through documents (Guest 2013, p.2). Quantitative data This refers to data that can be numerically expressed and thus can be counted. Within the setting of health service planning, common sets of data are generally classified under the following subdivisions: Health economic data Epidemiological data Demographic data There will be need for planners to take into consideration what sources of data are available. In the first instance, t is also vital that they obtain information from databases which are sustained by the consistency and objectivity (Hodges & Videto 2011, p. 4). Environmental scanning This is the process of collecting, appraising and providing information for strategic goals.it enhances orientation with policies and service priorities of the government. Subsequently it brings about information in regard to the conventional and inventive service models (Timmreck 2003, p. 3). The surroundings in which health service planning for the aged is carried out is influenced by various factors and will vary for all restrained pieces of work. The process of scanning should identify the contribution of planning in attaining the appropriate goals. It is in order to understand the factors and reasons that elicited the need for the task to be carried out. Some of the applicable reasons can be: Emerging policy context Departmental commitments and priorities Commitment and priorities of the government Changing policy context (Harris 2011, p. 4). 3. Identification of the health service needs This segment of health service planning process for the aged develops on the results from the two components already discussed earlier. Health service needs for the aged implies the gap existing between the services required to improve the health conditions and the health services being provided currently. The identification of health service need is through evaluation of the data gathered from the earlier phases of the planning process (Simmons et al 2007, p. 4). There exists no single, consistent approach which is defined in the identification of needs which may come up in the initial phases of the planning process. It is important to note that no specific indicator can be thought of as a definitive approach. Nevertheless single themes or issues evolving through compound indicators will sustain a superior confidence level in rationality. Need assessment may call for a process of evaluating a number of data from various sources of data so as to determine a design, in which similar needs or issues are highlighted and sustained by compound indicators (Los Angeles County (Calif.) 2003, p. 4). It is crucial for planners to take into consideration what evidence is in existence in order to verify the unattained needs of the aged population, specifically as need may be impacted by multifaceted elements like constrained resources and levels of health literacy. This may turn out to be complex and opinions may differ. As part of the project management process, stakeholder management can be a significant element in attaining success within this specific module. Once identification of needs has been undertaken, it can be of use in grouping of analogous issues or service needs that may necessitate for similar service reactions. This can help in provision of some configuration for the component that is to follow i.e. the prioritization process. For instance, it may be suitable to categorize service needs into themes or groups like those related to service relationships and organization, specific issues in clinical health and population growth (Combat Poverty Agency., & Community Action Network (Ireland) 2007, p.2). 4. Health service needs prioritization The purpose of this component is to provide guidance to the creation of future health service solutions in relation to the aged population. The provision of health services to the aged population takes place in an environment having limited resources used to satisfy competing need. For this reason it is important to prioritize needs so as to enable appropriate allocation of resources in respect to the prevailing urgencies. Prioritization of issues and needs is dependent on research analysis and other data gathered in the preceding phases to identify the extent and nature of particular needs. Carrying out this phase takes place in two sections: Criteria determination Process application Criteria determination This implies determination of the prioritization criteria. Ranking of the health service needs for the aged according to priority call for the development of a criteria through which the assessment of the identified needs will take place. The criteria ought to be appropriate to the health service planning for the aged (Goldsmith, 2011, p. 3). Process application This implies application of the prioritization process. Before commencing this process, it is essential to be in possession of: A clearly defined health service needs Prioritization criteria The process of priority setting can now be executed. The most predominant approach applied in setting of priorities is a scoring system which is centered on criteria that is weighted i.e. ranking from the least to the most important. These rankings are then used in each need so as to help in determining the importance order. The ranking is most effectively carried out by a representative stakeholders group (Loue 2011, p.3). Some of the major considerations include: It is vital to differentiate wants that are not backed by evidence from genuine needs. Setting of priorities by stakeholders is a competitive procedure and for this reason cautious consideration should be provided on the way this specific procedure is undertaken as part of project management. Comprehensive documentation of the criteria of prioritization as well as the process applied is significant to sustain decision making at the executive level. 5. Identification of the service directions The major objective of this component is to develop an approved tactical methodology to the future so as to provide solutions to the need. Activities emphasize on inducing future directions of service from the health service needs that have already been prioritized. The determined directions of service provide guidance on developing service alternatives/options. It is important to note that this take place in the next component, identification of service option (Thomas 2003, p. 3). Service directions Ought to succinctly and clearly describe the directions organization to solve the need/issues for which the strategy is pursuing to solve. The advantage of possessing a service direction that is clearly defined is because it helps the involved stakeholders to be clear in regard to the intent for the future. Subsequently, it is beneficial for the reason that it will resolve health service issues in addition to supporting strategy development directed to achieve needs that are prioritized (Loue 2011, p.3). The health service that have been prioritized will deliver the stage for shaping the service directions. This will subsequently be streamlined suppose the specific needs have been categorized into emerging groups and themes. The step that follows is the development of an all-encompassing or strategic service directions. It is important to point out that if it is implemented it will shape what will be accomplished by the ultimate implementation (Goldsmith, 2011, p. 3). Success criteria A significant factor for this component is creating a criteria for the assessment of a planning outcome that is successful. The success criteria will be useful in demonstrating the accomplishment of results of the planning procedure in form of attaining the objective of the planning or accomplishing the service directions. These ought to be identified before the service options are developed as part of the component that follows. Any success criteria which is identified ought to be measureable and consequently supported by the delivery of a particular outcome. This should be related to a superior level of strategic directions. Additionally, it may prove useful to create success criteria against planning principles which are established and ought to reinforce all planning (Timmreck 2003, p. 3). 6. Development of service options It is at this specific component in which prospective service solutions are created. This development is directly informed by evaluation criteria, identified service direction as well as prioritized needs developed in the preceding components. Service options define the most suitable service patterns, models or configurations of aged care suggested to appropriately solve the health service needs of the future. It is significant to note that within this component it is crucial to take into consideration service enabling requirements. The magnitude of this phase will be informed by the implications of the service directions determined and scope in addition to the size of the planning activity. In a number of circumstances, there may exist several possibilities. However some of these possibilities may have already become obvious within the preceding stages of the planning process. In general, to inform superior decision making level, there ought to be development of an appraisal in relation to the least three service alternatives. The analysis and development of service options possess to objective: The first objective is to give decision makers the required evidence to make judgments that are informed, commending options to advance to implementation on the basis of the planning outcomes. The second purpose is to provide a comprehensive determination of risks, limitations, benefits and implications of all the potential service options. This comprises of the service enabling requirements. Service options out to be on the basis of effectiveness as well as feasibility in order to circumvent time wastage, avoid waste of resources and evade wasting efforts on alternatives that appear to be unachievable. In the development of service options, considerations should be as follows: The scope to which the implementation of service option can be undertaken within the resource in existence. This may comprise of re-allocating the service resources and re-prioritizing the service in existence. This should be done where appropriate and possible. The necessity for extra resources for every option and sources of the said resources. The necessity for government approval for instance; proposal to dissociate the services in existence. The influence of the suggested modifications on, and the necessity to involve, stakeholders signifying service enablers. For instance funding, information management, assets and workforce. Viability of the service option The risks and challenges of implementation. This also comprises of the commitment by stakeholders. New ideas. These comprises of openings to explore new models of workforce, emerging models of care, partnerships with non-governmental and private sectors. The capacity to address health care needs. Service option sustainability within the long term. It is important to categorize service options in in accordance to parameters comprising of commitment of stakeholders to implementation, implementation timeframes and resource implications. In this context, resource implication refers to information management, workforce management, assets which are capital infrastructure and fundings (Goldsmith, 2011, p. 3). 7. Developing objectives and strategies At this component, the steps to attaining the desired service option are developed and implemented in full. The aim of service objectives and strategies is to deliver the platform for actualizing the preferred outcomes for service. It is significant to note that a health service plan for the aged will need both strategies and objectives comprehensively created on the basis of the desired service option, selected service directions as well as the prioritized health care needs. (Combat Poverty Agency., & Community Action Network (Ireland) 2007, p.2). Objectives An objective can be defined as what is to be attained by implementing strategies that have been targeted. Objectives ought to detail the emphasis of the goals and define the preferred service changes for the future. The number of objectives will be dependent on the quantity of the identified service directions in the preceding phases/components. When developing objectives, the SMART principle ought to be put to task. This implies that it should reflect the following: Specific Measurable Achievable Realistic Time-limited Strategies This refers to the action that is to be assumed in the implementation of the planning activity outcomes so as to obtain the stated activity. It is important for the strategies selection to be carefully considered to guarantee their contribution to attaining related objective. Of much importance is that the selected strategies ought to have a logical linkage to service options and service directions identified (Timmreck 2003, p. 3). 8. Implementation and Review At the component of implementing, responsibility is transferred from the planner to those charged with the implementation process. These are individuals who are accountable for the implementation process. A comprehensive operation blueprint to actualize and monitor strategies application may be developed. The review process is a continual and only stops when the plan is completely abolished (Harris 2011, p. 4). References Goldsmith, S. B. (2011). Principles of health care management: Foundations for a changing health care system. Sudbury, Mass: Jones and Bartlett Publishers. Booyens, S. W. (2008). Introduction to health services management. Cape Town, South Africa: Juta Academic. Thomas, R. K. (2003). Health services planning. New York: Kluwer Academic/Plenum Publishers. Thomas, R. K. (2008). Health services marketing: A practitioner's guide. New York, NY: Springer. Kok, G., Gottlieb, N. H., Bartholomew, L. K., & Parcel, G. S. (2013). Planning health promotion programs: An intervention mapping approach. San Francisco, Calif: Jossey-Bass. Guest, C. (2013). Oxford handbook of public health practice. Oxford: OUP Oxford. Hodges, B. C., & Videto, D. M. (2011). Assessment and planning in health programs. Sudbury, MA: Jones & Bartlett Learning. Hodges, B. C., & Videto, D. M. (2011). Assessment and planning in health programs. Sudbury, MA: Jones & Bartlett Learning. Timmreck, T. C. (2003). Planning, program development, and evaluation: A handbook for health promotion, aging, and health services. Sudbury, Mass: Jones and Bartlett. Harris, D. M. (2011). Ethics in health services and policy: A global approach. San Francisco: Jossey-Bass. Somerville, M., Kumaran, K., & Anderson, R. (2012). Public health and epidemiology at a glance. Oxford: Wiley-Blackwell. Simmons, R., Fajans, P., Ghiron, L., World Health Organization., & ExpandNet. (2007). Scaling up health service delivery: From pilot innovations to policies and programmes. Geneva: World Health Organization. Los Angeles County (Calif.). (2003). Key indicators of health by service planning area. Los Angeles, CA: Los Angeles County Dept. of Health Services. Combat Poverty Agency., & Community Action Network (Ireland). (2007). A guide to influencing the health services. Dublin: Combat Poverty Agency. Loue, S. (2011). Mentoring health science professionals. New York: Springer Read More