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Program Planning Flashcards

1
Q

to provide Filipino citizens with equitable access to the full continuum of health services

A

UNIVERSAL HEALTHCARE ACT

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2
Q

Current health care system in the Philippines is
FRAGMENTED because all facilities and services are not integrated with one another

A

UNIVERSAL HEALTHCARE ACT

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3
Q

when was the universal healthcare act is signed

A

February 20, 2019

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4
Q

disadvantage of universal healthcare system

A
  • There is no referral system
  • The quality and effectiveness of CHW programs differ across settings due to variations in resource allocation and local politics
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5
Q

type of healthcare system model where it caters to the well-off population

A

PRIVATE ENTERPRISE HC MODEL

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6
Q

Type of healthcare system model where workers and families are insured by the state

A

SOCIAL SECURITY HEALTH MODEL

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7
Q

type of healthcare system model where it is based on the taxpayer’s money

A

PUBLICLY FUNDED HEALTH MODEL

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8
Q

type of healthcare system model where it is funded by contributions from individuals, employers or state-subsidized

A

SOCIAL HEALTH INSURANCE

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9
Q

example of social health insurance

A

Phil Health

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10
Q

percentage of how big PhilHealth can cover

A

94%

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11
Q

what are the challenges in healthcare

A
  • High cost
  • Physical and cultural barriers
  • Health workforce crisis
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12
Q

tertiary hospitals managed by DOH

A
  • Heart Center
  • NKTI, Lung Center
  • East Avenue
  • Jose Reyes
  • Philippine General Hospital
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13
Q

tertiary hospitals managed by the LGU

A
  • Quezon City General Hospital
  • Ospital ng Maynila
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14
Q

set of related measure or activities with a particular long-term

A

program

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15
Q

set of related measures or activities with a particular longterm aim

A

community program

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16
Q

educational and community-based programs that encourage and enhance health and wellness

A

community health program

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17
Q

systematic representation that describes how a program is intended to work by linking activities with outputs or intermediate impacts and long term outcomes

A

program logic model

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18
Q

Aims to improve every part of the

A

program development cycle

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19
Q

Responsible for facilitating and developing program agendas according to requirements and specifications

A

job description

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20
Q

Responsible for compiling information, statistics and analysis related to health issues for specific communities and populations, in order to formulate an effective health care policy

A

job description

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21
Q

Manage program activities

A

job description

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22
Q

Integrate requirements and focus areas of different public health divisions and professionals

A

duties and responsibilities

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23
Q

Develop healthcare initiatives to meet the needs of specific communities

A

duties and responsibilities

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24
Q

Review and evaluate existing programs in order to determine their effectiveness

A

duties and responsibilities

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25
Q

Study health care programs and initiatives of other communities

A

duties and responsibilities

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26
Q

Source and write grants to secure funding for health care initiatives and programs

A

duties and responsibilities

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27
Q

Liaise with health care professionals

A

duties and responsibilities

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28
Q

Review technical reports prepared by health care
analyst

A

duties and responsibilities

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29
Q

envisioned home-based care as its core because traditional facility-based care is costly and there is a dire shortage of welfare facilities for long-term care

A

policy makers

30
Q

Provision of medical and long-term care and social services is provided in a seamless manner

A

Community-based Integrated Care System

31
Q

a fully integrated health care service system

A

Community-based Integrated Care System

32
Q

Prior to community-based integrated care system, Japan’ healthcare system is

A

fragmented

33
Q

has the highest number of aging population

34
Q

made a proposal that a community-
based integrated care system should be adapted, where cost is minimized by maximizing the availability of healthcare workers

A

Dr. Yamaguchi

35
Q

A response to fragmentation: integration of services

A

INTEGRATING HEALTH SERVICES

36
Q

Secure buy-in and commitment - from people in authority and enlist support from among community stakeholders

A

ESTABLISHING THE ASSESSMENT TEAM

37
Q

Form preparation team – decide who to recruit as committee members

A

ESTABLISHING THE ASSESSMENT TEAM

38
Q

Create structure for planning process - decision- making authority, work distribution, short-and long- term accountability, and broader community involvement

A

ESTABLISHING THE ASSESSMENT TEAM

39
Q

Identify barriers and facilitators to success - how this assessment initiative will align and/or integrate with other planning and improvement efforts; SWOT Analysis

A

ESTABLISHING THE ASSESSMENT TEAM

40
Q

Identify orientation and training needs of team members

A

ESTABLISHING THE ASSESSMENT TEAM

41
Q

Form a team from Department of Health

A

ESTABLISHING THE ASSESSMENT TEAM

42
Q

Identify staff, financial and technical resources needed

A

IDENTIFYING AND SECURING RESOURCES

43
Q

Develop budget to support, implement and evaluation plan

A

IDENTIFYING AND SECURING RESOURCES

44
Q

Integrate the assessment plan with your organization’s processes

A

IDENTIFYING AND SECURING RESOURCES

45
Q

Identify existing resources

A

IDENTIFYING AND SECURING RESOURCES

46
Q

Identify potential external funding resources

A

IDENTIFYING AND SECURING RESOURCES

47
Q

Secure identified resources, and develop
alternative resources

A

IDENTIFYING AND SECURING RESOURCES

48
Q

Define Community

A

IDENTIFYING AND ENGAGING COMMUNITY PARTNERS

49
Q

Identify key individuals and organizations

A

IDENTIFYING AND ENGAGING COMMUNITY PARTNERS

50
Q

Design strategy for engaging partners

A

IDENTIFYING AND ENGAGING COMMUNITY PARTNERS

51
Q

Define useful roles for partners

A

IDENTIFYING AND ENGAGING COMMUNITY PARTNERS

52
Q

Develop accountability and evaluation plans

A

IDENTIFYING AND ENGAGING COMMUNITY PARTNERS

53
Q

Develop communication strategies

A

IDENTIFYING AND ENGAGING COMMUNITY PARTNERS

54
Q

Reassess and evaluate partner involvement and
satisfaction in plan development

A

IDENTIFYING AND ENGAGING COMMUNITY PARTNERS

55
Q

what do you need to collect and analyze in the ‘COLLECTING, ANALYZING, AND PRESENTING DATA’ phase?

A
  • city health data
  • community data
56
Q

what do you need to establish in the ‘SETTING HEALTH PRIORITIES’ phase?

A
  • criteria for establishing potential priority/focus area
  • process for determination of priorities
57
Q

what do you need to do in the ‘clarifying the issue’ phase?

A
  • collect additional data
  • hypothesize
  • collect evidence
  • collect input from stakeholders
  • identify small number of high-impact causes to address
58
Q

what do you need to do in the ‘setting goals and measuring process’ phase?

A
  • Review state and national health goals
  • Identify target objectives
59
Q

what are the guidelines in ‘choosing the strategy’ phase?

A
  • Collect successful strategies data from other communities
  • Review research-based strategies that address your problem
  • Choose strategies
  • Develop evaluation design
  • Identify activities that will support the strategy
  • Identify people responsible for implementing tasks
  • Identify staff development needs
60
Q

how do you manage and sustain the process?

A

ReaARM
- Re-asses
- Assess
- Revise
- Make changes

61
Q

COMMUNITY-DRIVEN DEVELOPMENT PRINCIPLES

A
  • Transparency
  • Participation
  • Accountability
  • Enhanced local capacity
62
Q

when was the community-driven development programs uploaded?

63
Q

who uploaded the the community-driven development programs?

A

Department of Health (DOH)

64
Q

It is a better program compared to the integrated
because it is managed by the community itself

A

community-driven development programs

65
Q

how many steps are there in the program planning and development

66
Q

what are the steps there in the program planning and development

A

STEP 1: MANAGE THE PLANNING PROCES
STEP 2: CONDUCT A SITUATIONAL ASSESSMENT
STEP3: IDENTIFY GOALS, POPULATIONS OF INTEREST, OUTCOMES AND OUTCOME OBJECTIVES
STEP 4: IDENTIFY STRATEGIES, ACTIVITIES, OUTPUTS, PROCESS OBJECTIVES AND RESOURCES
STEP 5: DEVELOP INDICATORS
STEP 6: REVIEW THE PROGRAM

67
Q

the purpose of this step is to develop a plan

A

STEP 1: MANAGE THE PLANNING PROCES

68
Q

the purpose of this step is to learn more about the population

A

STEP 2: CONDUCT A SITUATIONAL ASSESSMENT

69
Q

the purpose of this step is to determine the goals, populations of interest, outcomes and outcome objectives

A

STEP3: IDENTIFY GOALS, POPULATIONS OF INTEREST, OUTCOMES AND OUTCOME OBJECTIVES

70
Q

the purpose of this step is to use the results of the situational assessment to select strategies and activities,

A

STEP 4: IDENTIFY STRATEGIES, ACTIVITIES, OUTPUTS, PROCESS OBJECTIVES AND RESOURCES

71
Q

the purpose of this step is to develop a list of variables that can be tracked to assess the extent to which outcome and process objectives have been met

A

STEP 5: DEVELOP INDICATORS

72
Q

the purpose of this step is to clarify the contribution of each component of the plan

A

STEP 6: REVIEW THE PROGRAM

CPH (10 decks)

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