Global Blindness: Aims and objectives
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In this presentation we look at the concept of aims and objectives, the purpose of SMART objectives, and the links between activities, objectives, and targets. Once we’ve completed steps 1 and 2 of the planning cycle and identified gaps in current service provision using situation and SWOT analyses, we can use the information to progress to step 3, where we can begin to consider the key changes that are possible and required to improve the existing eye care services. Setting aims and objectives is a key part of this: they provide direction and a focus for change. They also provide justification for the required actions and a means of measurement. Think about the difference between an aim and objectives. SMART objectives can be difficult to write; why do you think this is? © 2016 International Centre for Eye Health, London School of Hygiene & Tropical Medicine. This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International license. Taken from the free online course: Global Blindness: Planning and Managing Eye Care Services. We encourage the use and adaptation of this resource for teaching and learning. Find more Open Educational Resources for eye care on our website at http://iceh.lshtm.ac.uk/oer
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Global Blindness: Aims and objectives
- 1. Global Blindness: Planning and managing eye care services Aims and objectives
- 2. Learning outcomes Assess the concepts of aims and objectives in planning Understand the purpose of SMART objectives Understand the links between activities, objectives and targets
- 3. Planning and management cycle
- 5. Priorities for action vary from district to district
- 6. Balance demand and supply Increase demand for cataract services Can services cope?
- 7. Why are aims and objectives important? NOW FUTURE
- 8. Aim Statement of purpose “The aim is to send a man to Mars”
- 9. Aim Statement of purpose “The aim is to reduce blindness from diabetic retinopathy”
- 11. Project aim: Eliminate childhood blindness from Vitamin A deficiency
- 12. Key objective: 100% coverage Vitamin A supplementation for 6 month - 5 year olds at all MCH clinics by 2016 S M A R T
- 13. Project aim: To provide online courses in public health for eye care
- 14. Objective: To teach every user how to use a computer before starting the course S M A R T ?
- 15. Target is level of change to be achieved Currently: 200 cataract surgeries per surgeon per year Target: 400 cataract surgeries per surgeon per year by 2018
- 16. How did the planners set this target? Currently: 200 cataract surgeries per surgeon per year Target: 400 cataract surgeries per surgeon per year by 2018 Examined reasons present output is low Searched for guidance on expected targets Considered balance between supply and demand
- 17. In conclusion Once gaps have been identified, the direction for change can be selected. This is the aim SMART objectives are needed
- 18. In conclusion Aim and objectives provide the direction and formula for change Set targets based on national or global guidance, and on realistic possibilities at the local level
- 19. Written by Dr Daksha Patel © 2016 International Centre for Eye Health, London School of Hygiene & Tropical Medicine. This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International license. Taken from the free online course: Global Blindness: Planning and Managing Eye Care Services. We encourage the use and adaptation of this resource for teaching and learning. Find more Open Educational Resources for eye care on our website at http://iceh.lshtm.ac.uk/oer
Editor's Notes
- Welcome. By the end of this presentation, you should be able to: Assess the concepts of aim and objectives in planning Understand the purpose of SMART objectives Understand the links between activities, objectives and targets.
- In steps 1 and 2 of the planning cycle planners identify gaps in current service provision using situation and SWOT analyses.
- In this presentation we look at step 3 where planners go on to use this information to convert options into a plan of action to improve eye care services.
- Priorities for action vary from district to district.
- It is important to remember to balance demand and supply when prioritising actions. So, for example, before planning to increase demand for cataract services planners must check whether services will be able to cope with the increase, and vice versa.
- Why are aims and objectives important? They provide a direction and focus for change. They also provide a justification, and a way to measure, the plan being undertaken.
- An aim is a short, general statement of the purpose of the plan. It explains why the project is needed. Aims make big statements like, “The aim is to send a man to Mars.”
- Or “The aim is to reduce blindness from diabetic retinopathy.”
- Objectives identify the practical, specific, time-bound, actions that need to be completed to achieve an aim. Each objective must be SMART: S - Specific with a target that is a focus M - Measurable so you can check action have been completed A - All actions should be achievable to attain the target R - Actions should be relevant to the aim of the plan T - Actions should be completed within a defined timeframe
- For example, the Zrenya District eye care programme sets an aim to eliminate childhood blindness from Vitamin A deficiency in the district.
- One key objective of the plan is to have 100% coverage of Vitamin A supplementation of 6 month to 5 year old children at all maternal and child health clinics in the district by 2016. This objective is: S - Specific about who will receive supplement and where they will be. It also has a clear target of covering 100% maternal and child health clinics. M - Measurable - an indicator can be used to measure how many clinics are carrying out supplementation A - This objective is achievable with the budget and health staff available The objective is very relevant for the project aim and it has defined time frame of completion by 2016. So we can agree that this is a good objective.
- Let’s look at another example. A project aims to provide online courses in public health for eye care.
- The objective is to teach every user how to use a computer before starting the course. When we look at this objective we can see that: It is specific in the action to teach computer skills to every user. It is measurable but it will be difficult to assess every user’s computer skills in an online setting The objective is not achievable as users are in different locations with different access to computers The objective is not really relevant as the aim of the project is not to teach computer skills but public health for eye care The objective is not time-bound as it is not clear how long the objective will take. This is therefore not a good objective.
- A target is the level of change that should be achieved in each objective over the agreed period of time. Target setting needs to be considered carefully. For example, the number of cataract surgeries per surgeon in a hospital is 200 per year at present. The plan is to reach a target of 400 by 2018.
- How did the planners set this target? Firstly, they examined the reasons why the present output is low Then they searched for guidance from national and regional plans on the expected targets for cataract surgery rates Finally they considered the balance between supply of, and demand for, services in their population
- In conclusion Once the gaps in current eye care services have been identified in the initial stages of the planning cycle, the direction for change can be selected. This is stated as the aim To achieve the aim, detailed and SMART objectives need to be put in place
- The aim and objectives of a plan provide the direction and formula for change Setting targets for change has to be based on national or global guidance and on realistic possibilities at the local level.