Health systems, goals of health system,
Leadership and Governance
Human Resource for Health
Health Financing
Medicines and Technologies
Service Delivery, and
Health Information System
Essential Package of Health Services Country Snapshot: NepalHFG Project
This country snapshot is one in a series of 24 snapshots as part of an activity looking at the Governance Dimensions of Essential Packages of Health Services in the Ending Preventable Child and Maternal Death priority countries. The snapshot explores several important dimensions of the EPHS in the country, such as how government policies contribute to the service coverage, population coverage, and financial coverage of the package. Each country snapshot includes annexes that contain further information about the EPHS.
Health systems, goals of health system,
Leadership and Governance
Human Resource for Health
Health Financing
Medicines and Technologies
Service Delivery, and
Health Information System
Essential Package of Health Services Country Snapshot: NepalHFG Project
This country snapshot is one in a series of 24 snapshots as part of an activity looking at the Governance Dimensions of Essential Packages of Health Services in the Ending Preventable Child and Maternal Death priority countries. The snapshot explores several important dimensions of the EPHS in the country, such as how government policies contribute to the service coverage, population coverage, and financial coverage of the package. Each country snapshot includes annexes that contain further information about the EPHS.
Concept and definitions
Health education
Beliefs and approaches in health promotion
Health promotion strategies and priority actions
Public health, social movement, health inequity and millennium goals
Canadian experience in health promotion
Conclusion
This is the product of compilation from various sources. I would like to acknowledge all direct and indirect sources although they have not been mentioned explicitly within the document.
Universal health coverage (UHC) means that all people and communities can use the promotive, preventive, curative, rehabilitative and palliative health services they need, of sufficient quality to be effective, while also ensuring that the use of these services does not expose the user to financial hardship.
Concept and definitions
Health education
Beliefs and approaches in health promotion
Health promotion strategies and priority actions
Public health, social movement, health inequity and millennium goals
Canadian experience in health promotion
Conclusion
This is the product of compilation from various sources. I would like to acknowledge all direct and indirect sources although they have not been mentioned explicitly within the document.
Universal health coverage (UHC) means that all people and communities can use the promotive, preventive, curative, rehabilitative and palliative health services they need, of sufficient quality to be effective, while also ensuring that the use of these services does not expose the user to financial hardship.
A Health Equity Toolkit: Towards Health Care Solutions For AllWellesley Institute
This presentation offers health solutions that will help create a more equitable system.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
Utilización de la evidencia cualitativa para mejorar la inclusión de las pref...GuíaSalud
Tercera intervención de la Mesa 1 de la Jornada científica GuíaSalud 2017: La implicación de pacientes en el desarrollo de GPC. Una estrategia necesaria para mejorar la toma de decisiones. Simon Lewin
Presentation is about the uniqueness of Implementation Research and Role of the Government, specially in Indian context of health programme implementation.
Acting on Social Determinants and Health Equity: Opportunities and Promising ...Wellesley Institute
This presentation looks at the opportunities and practices that establish an effective public health system.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
While this list represents the desirable attributes of indicators most useful for these purposes, it is recognized that few indicators are likely to meet all of these criteria.
Hence, these criteria serve as a benchmark for weighing the potential costs and benefits of selecting one indicator over another.
Planning the Evaluation
Impact models
Types of inference and choice of design
Defining the indicators and obtaining the data
Carrying out the evaluation
Disseminating evaluation findings
Working in large-scale evaluations
Realizing the Potential of Health Equity Impact AssessmentWellesley Institute
This presentations offers critical insight into the potential of an health equity impact assessment.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
Intensive interviewing is a way of generating data for qualitative research.
It typically means a gently guided, one-sided conversation that explores research participants’ perspective on their personal experience with the research topic.
This topic may be broad and fluid such as the life histories of people who grew up during the Cold War era, or much narrower and more focused such as local elementary school teachers’ views of learning assessment policies and practices.
امروزه خانه ها و وسايل آنها به گونه اي طراحي و يا بازسازي مي شوند كه براي همه افراد خانواده، صرف نظر از توانايي هاي فيزيكي آنها، قابل استفاده و راحت باشند. به طور مثال، نصب آينه هاي تمام قد امكان استفاده مناسب را براي كودكان و افرادي كه بر روي ويلچر هستند فراهم مي كند؛ يا نصب دستگيره هاي ميله اي براي حفظ تعادل در دستشويي و حمام مي تواند براي همه مفيد باشد.
بنابراين تقاضاي افراد در آيند هاي نزديك به سمتي مي رود كه خانه ها بايد به گونه اي طراحي و تجهيز شوند كه تجهيزات و وسايل در يك اندازه براي همه افراد قابل استفاده باشد؛ هر چندگاه كاربردهاي اختصاصي
وسايل باعث مي شود تا عمومي شدن كاربرد يك وسيله بسيار دشوار شود.
در این اسلاید شما می توانید به انواع تئوری های آموزشی ارائه شده دسترسی پیدا کنید. در این اسلاید سعی شده تا تمام و کمال به بررسی نظریه های قدیم و جدید در زمینه آموزش پرداخته شود.
common ask question:
Is memory loss a natural part of ageing?
Why can’t I remember as well as my wife?
Is it normal to write notes to myself?
Why can’t I remember names?
Is it normal to forget why I went into the kitchen?
Sometimes my mind just goes blank, normal?
Can I slow age related memory changes?
King's theory
Historical background.
Origin of the Conceptual Model
Strategies for Knowledge Development of the system framework.
King's theory Assumptions.
World View
Unique focus of the model
Basic paradigm concepts.
The three dimensional Nursing Process based on King's Theory.
Relationship Among the four Process of nursing .
Propositions of the model.
Concepts and Components of the framework.
Influences from other scholars.
Model of transaction
Objectives for this present are to define:
terminology
explain principles of drug action
describe pharmacokinetic functions
principles of pharmacodynamics
identify adverse drug reactions
Aging is associated with cognitive decline, and older subjects can have demonstrable cognitive impairment without crossing the threshold for dementia.
This condition has been termed “mild cognitive impairment” (MCI), and these patients have an increased risk of developing dementia, especially Alzheimer disease (AD).
Studies conducted in referral clinics have shown that patients with MCI progress to AD at a rate of 10% to 15% per year, and 80% of these patients have converted to AD after approximately 6 years of follow-up.
The identification and classification of MCI can be a major challenge.
Bibliometrics literally means "book measurement" but the term is used about all kinds of documents (with journal articles as the dominant kind of document).
What is measured are not the physical properties of documents but statistical patterns in variables such as authorship, sources, subjects, geographical origins, and citations.
Irrespective of study design, the first step in the process of avoiding any type of bias is the proper definition and articulation of the research question.
Consequently, this step will lead to a number of questions that need to be adequately addressed by the investigator during the planning stage of research:
what kind of information are required to answer this question in the study in terms of exposure, outcome, and possible confounders?
what is the most appropriate method to collect these information?
how to achieve comparable accuracy of data collection between the study groups?
روایی سازه بیشتر از روایی محتوایی و روایی ملاکی جنبه نظری دارد. بنا به تعریف، یک آزمون در صورتی دارای روایی سازه است که نمرات حاصل از اجرای آن به مفاهیم یا سازههای نظریه مورد نظر مربوط باشد. برای مثال یک آزمون یا پرسشنامه اضطراب در صورتی دارای روایی سازه است که نمرات حاصل از آن به سازههایی که در نظریههای اضطراب آمدهاند، ارتباط داشته باشد.
یکی از روشهایی که برای دستهبندی دادهها به کار میرود روش آنالیز عامل است. در این روش گزینههایي که به هم نزدیکترند، در یک عامل جمع میشوند و بدين صورت سازههای داخل یک ابزار مشخص میگردد. تحلیل عاملی یک روش آماری است که بهعنوان روشی شناختهشده برای تعیین دسته سؤالات مربوط به هم بکار میرود. این روش برای مشخص کردن و گروهبندی اندازههای متفاوت بعضی صفات مهم و برای تشخیص آنها از صفات مختلف به کار میرود. بهطورکلی آنالیز عاملی به دو نوع تقسیم میشود.
1- آنالیز عاملی اکتشافی Exploratory Factor Analysis
2- آنالیز عاملی تأییدی Confirmatory Factor Analysis
Self-management: using behavior modification procedures to change one’s own behavior.
“Behave today, to manage behavior tomorrow.”
“Take action now, to prevent problems later.”
“A little effort now, for a larger gain later.”
All these statements are suggestive of self-management.
Behavior modification procedures used by a person to change his or her own behavior
Education and learning are assumed to be important factors in facilitating participation and allowing adults to enjoy a positive quality of life as they .
Participation within the broader community is important purely for enjoyment and recreation, and also to allow older people to adapt to changes within the environment in areas such as technology, lifestyle, finances and health.
The ability to solve problems and adapt to change are strong predictors of active ageing.
The two-process model
The sleep-wake system is thought to be regulated by the interplay of two major processes, one that promotes sleep (process S) and one that maintains wakefulness (process C).
Process S is the homeostatic drive for sleep.
The need for sleep (process S) accumulates across the day, peaks just before bedtime at night and dissipates throughout the night.
Caring physically for the elderly
A: Plan Ahead
B: Keep your loved one active
C: Exercise Program
D: Keep an eye on their physical and mental health
E: Speak to your loved one's pharmacist
F: Get help with driving
Discuss finances
H: Discuss legal issues
H: Find shared meals or make food for them
I: Consider a home caregiver to help the elderly person
J: Consider a senior home or center.
More from Kashan University of Medical Sciences and Health Services (20)
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
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Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
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TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
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2. The five steps of health needs
assessment
◦ The five-step project planning process outlined here presents a set of:
1. Practical activities
2. Quantitative and qualitative research exercises
that will ensure a robust and systematic assessment, with tangible outcomes, is
undertaken.
◦ The information gained can be used to inform service delivery and improve
health outcomes for a targeted population.
2
3. The five steps of
health needs assessment
◦ The process includes some exercises and models, e.g. the health triangle, to
assist the project team in:
1- Identifying priority health conditions
2- Underlying factors affecting the health of the population
3- Appropriate interventions for positive change.
3
5. The five steps of
health needs assessment
◦ As each project will be unique, and will differ in complexity, it is difficult to
provide time estimates for the HNA process – a project may take anything
from a couple of weeks to several years.
◦ The time that individual members of the team can allocate to the project should
be considered at the beginning to ensure the scope of the project is realistic.
5
7. Step 1: Getting started
◦ To undertake this first step, you should assemble a group of people who are
interested in the project to consider the following questions.
◦ Ensure that you record your decisions for future referral, report writing and
evaluation purposes.
◦ Invest some time in making sure people have a shared understanding of the
common language – this will avoid a lot of potential confusion later on.
7
8. Step 1: Getting started
◦ By the end of this step you should:
• Have a clear definition of the population you are going to assess
• Have a clear rationale for the assessment and its boundaries
• Know who needs to be involved, and how
• Understand what resources are required, and how to keep the project on track.
8
9. WHAT POPULATION AND WHY?
◦ Have you clearly defined your main population? e.g. all people living in a
disadvantaged neighborhood.
◦ Have you clearly defined any subpopulation groups? e.g. Alzheimer patient
and their families living in a disadvantaged neighborhood.
◦ Why have this population and any subpopulation groups been chosen?
9
10. WHAT POPULATION AND WHY?
• Are there any specific issues about this population that makes it significantly
more important than other local populations for assessing health needs?
• Does this population have significantly worse health than others locally
• Are there significant health inequalities?
◦ How does the population you have selected relate to national, regional and
local priorities for improving health and reducing health inequalities?
10
11. WHAT ARE YOU TRYING TO ACHIEVE?
• Set clear aims and objectives for your HNA – ensure these have not already
been addressed by other agencies by checking across sectors.
• Check that the aims and objectives are realistic in terms of current or
projected resources available.
• What relevant information is available about this population?
11
12. WHAT ARE YOU TRYING TO ACHIEVE?
• Ensure you have checked existing policy directives and priorities relating to
the selected population, and that you understand the remits of the organizations
involved.
• Ensure the target population has not already been assessed to death! These
points will help clarify not only what you are trying to achieve, and why, but
also what is outside the scope of the assessment.
12
13. WHO NEEDS TO BE INVOLVED?
• A project leader who can:
1. lead and oversee the HNA process
2. Ensure methodological quality
3. Coordinating link
• A team to undertake the assessment – consider what skills will be needed at
different stages of the project
• Key stakeholders – consider the range of stakeholders who should be
involved and be clear about their remit. Ensure the stakeholder group includes
representation and involvement of the target population as well as multi-
agency representation to drive through change
13
14. WHO NEEDS TO BE INVOLVED?
• Senior managers and policy makers – ensure you have their agreement and
commitment to support any necessary changes arising as a result of findings
from the HNA.
Consider:
• Who knows about the problem/issue?
• Who cares about it?
• Who can do anything about it?
◦ This can help clarify who needs to be involved in different steps in the process.
14
15. WHAT OTHER RESOURCES WILL YOU
REQUIRE?
• Time
• Meeting space
• Access to the population
• Access to data
• Skills
• Funding to conduct the project.
15
16. What risks might you encounter, and how will you
overcome them?
◦ Try to anticipate as many barriers and threats to the project as possible, and
consider strategies for overcoming
16
17. How will you measure success and
ensure the project stays on track?
◦ As soon as you are confident you are going to proceed with the project, you
will need to develop a monitoring and evaluation process for each step in
the process.
17
18. REVIEW – STEP 1
◦ At the end of step 1 you should be clear about :
1. the population you are working with
2. have clarified the aim of the assessment and its boundaries.
3. You should also know whether or not you have the capacity to undertake the
type and scope of project you are considering.
18
20. Step 2: Identifying health priorities
◦ By now you will have a working definition of the population you will be
assessing, and have clarified the aim of the assessment and its boundaries.
◦ The next step is to identify the health priorities for that population.
20
21. ◦ By the end of step 2 you should have:
• Identified the aspects of health functioning and conditions and factors that
might have a significant impact on the health of the profiled population
• Developed a profile of these issues
• Used this information to decide a limited number of overall health priorities for
the population, using the
21
22. first two explicit selection criteria of HNA
- Impact: they have a significant impact in terms of severity and size
- Changeability: they can be changed locally.
◦ Within any population, there is a potentially huge number of issues that could
be tackled to improve health and reduce inequalities. The process of choosing
priorities is at the heart of the health assessment process. It involves
making hard decisions.
22
23. ◦ In choosing priorities, you are trying to screen out issues that do not meet the
first two HNA selection criteria – impact and changeability. Consider each
criterion in turn to narrow down the list of issues that could be tackled.
◦ If an issue is not seen as having a significant impact, you do not need to
consider it for changeability
23
24. ◦ The information sources for any needs assessment include:
• Perceptions of the population
• Perceptions of service providers and managers
• Relevant national, local or organizational priorities
24
25. POPULATION PROFILING
◦ Gather general information about the target population:
• How many people are in the target group?
• Where are they located?
• What data are currently available about them?
• What are the main common experiences and differences within the group?
• How does the population perceive its needs?
25
26. POPULATION PROFILING
• Hold workshops or focus groups for those involved in this assessment
• Interview key people
• Send out questionnaires.
• Consider reaching individuals/groups who might be excluded from the main
consultation.
26
27. What Are The Health Conditions And
Determinant Factors Affecting The Health
Functioning Of The Target Population?
◦ However you have gathered your data, a list of the health conditions and
determinant factors affecting the population should be pulled together for final
debate and agreement.
◦ These will form the main outcomes of the assessment, and are important in
steps 3 and 4 when planning for change.
27
28. ◦ The determinant factors that might be affecting health conditions can be
grouped under five general categories:
• Social
• Economic
• Environmental
• Biological
• Lifestyle
28
29. WHAT HEALTH CONDITIONS AND DETERMINANT
FACTORS HAVE A SIGNIFICANT IMPACT ON
HEALTH FUNCTIONING?
◦ Use the health triangle and attention to size and severity, of the profiled
population.
◦ Then review the list for: Health conditions and determinant factors that are
relatively
• evidence of impact is unknown or contested – then delete them
• unimportant in size and severity – then delete them
• Check that all relevant national or local
• Share the list with all stakeholder groups involved to check for completeness,
accuracy and understanding of the results of the assessment.
29
31. CHOOSING PRIORITIES ACCORDING TO
IMPACT ON THE HEALTH OF THE POPULATION
◦ This step can be done in one or a number of workshop(s) with all those who
should be involved.
◦ Profiling involves using valid data from various sources and comparing this
with different perspectives of participants may seem daunting.
31
32. CHOOSING PRIORITIES ACCORDING TO
IMPACT ON THE HEALTH OF THE POPULATION
◦ Follow these principles when considering data:
• Essentials – information not directly relevant to the objectives of profiling
should be ignored
• Bias – all information is subject to a bias, whether incomplete; untimely;
varied definitions, etc – this is fine so long as any bias is identified and
acknowledged
• Triangulation – assemble the data from a range of sources – if they emerge
with similar results or themes, these will be reasonably robust; if not, consider
whether their biases are different.
32
33. Which Health Condition/ Determinant Factors Have
A Significant Impact, In Terms Of Severity, On
Health Functioning?
◦ Put each of the identified health condition/determinant factors in a list of high,
medium or low impact by assessing each
◦ for severity: Does the health condition/determinant factor significantly affect
1. the most important aspects of health functioning?
2. other issues that affect health?
3. long-term health?
4. Does the health condition/determinant factor cause death?
33
34. Which health conditions/ determinant factors
affect the health functioning of many people – size
impact?
• Absolute size, e.g. number of cases of Alzheimer disease occurring within the
population
• Comparative size, i.e. is the local size higher or lower than other local
populations/national averages?
◦ You may find using a table with these headings useful to draw out what the
data are saying.
34
36. ◦ Now enter both the severity and size impact ratings on Table and Check that:
• Any health conditions and determinant factors where the evidence of impact is
either unknown, extremely low, or contested are deleted from the list.
• Relevant national or local priorities are included in the list
• There is agreement on a final list of issues with significant impact in terms of
size and severity on health functioning that can now be considered for
changeability.
36
37. ◦ Finally, identify whose health is most likely to be at risk from the negative
impact of these high priority health conditions/determinant factors – these will
be the target population groups for action.
37
38. Choosing Priorities According To
Changeability
◦ Using the list of issues assessed for high impact of severity, assess them as:
• High – definitely changeable, with good evidence – keep in list
• Medium – some aspects significantly changeable, but not overall – possibly delete?
• Low – little, no or unknown changeability – delete from list.
38
39. ◦ Then check the list of priorities with both high impact and changeability for:
• Are all three levels of prevention assessed for action?
• Are there relevant professional / organizational policies that define
recommended actions?
• Are these local and national priorities?
• Does this list of changeable priorities help to reduce health inequalities?
◦ It is important to be clear which organizations will need to be involved in
taking the main priorities forward through step 3.
39
41. Compare Scores, Communicate The
Findings And Shortlist Priorities For
Action
◦ When you have assessed all the conditions and factors for impact and
changeability, ensure you return to your population and stakeholder group
with any preliminary findings.
◦ Check that you have interpreted their input correctly, and that they understand
the assessment results.
◦ Aim for consensus between expert opinion, data and community perceptions
when agreeing a shortlist of health priorities based on the findings.
41
42. REVIEW – STEP 2
◦ At this point you should have identified a
1. Shortlist of health priorities for the profiled population
2. Assessed associated health conditions and determinant factors for each of
these priorities for impact, in terms of size and severity and changeability.
3. This process will not have produced a totally objective assessment, but
should ensure that issues are thoroughly debated and that a group consensus
is reached about relative impact and priorities.
4. If the project team’s assessment is regularly referred back to the stakeholder
group and to the population for input, and adjustment if necessary, a
democratic basis for further action will be established.
42
49. Step 3: Assessing a health priority for
action
◦ This step is the assessment of a specific health priority for action. The health priority
may have been identified from either:
• The profile of the important aspects of health conditions/determinant factors for your
target population and agreed list of health priorities
• A national or local priority identified without population profiling or completing step 2
– eg a priority for many NHS planners is coronary heart disease, as both a national and
local priority. If you are starting with a national or local priority it is crucial to ensure
local ownership and involvement with that priority.
49
50. ◦ By the end of this step you should have:
• Identified who should be involved in making the specific change happen
• Gained a clear and shared understanding of the health priority through identifying the health
conditions and determinant factors that have significant impacts on it
• Gained a clear understanding of the boundaries of the assessment
• Identified effective interventions to tackle this health priority
• Defined your target population
• Identified the changes required
• Confirmed that the proposed changes will help reduce health inequalities.
50
51. ◦ The task is to assess each specific health priority for change.
◦ The needs-led approach requires being clear about the ‘what and why’ before
considering the ‘how’.
◦ By completing this step you should be much clearer about:
• Why this specific health priority is important for the profiled population
• What changes you can make that will have a positive impact on the most
significant issues affecting the priority.
◦ This will ensure the detailed action planning in step 4 is based on sound
information and clear assumptions.
51
52. ◦ This step starts with working through the same questions as for steps 1 and 2
for this specific priority, then applying the two final HNA selection criteria.
• Acceptability – what are the most acceptable changes required for the
maximum positive impact?
• Resource feasibility – are the resource implications of these changes feasible?
52
53. WHO IS BEING ASSESSED BY WHOM, AND WHY?
◦ It is important to be clear why the assessment of this specific priority is being carried out,
and who cares enough to take any notice of the results. Check:
• What is the aim of this assessment?
• Why are you doing this assessment?
• What are the boundaries of it?
• What are the fixed points?
• Who will be involved, when, and how?
• Are key partner agencies and groups involved or, if not, does this matter?
◦ When you feel these are reasonably clear, gather together those involved to go through the
following tasks.
◦ These may take some time, as you will probably need to collect information between the tasks.
53
54. Identifying Effective Action For
This Health Priority –Changeability
◦ Create a list of potential actions by discussing:
• What are effective actions that could improve the significant health conditions/
determinant factors across the three levels of prevention?
• What is the strength of their evidence of effectiveness?
• Are there professional or organizational policies that set out what should be
done? Include only those with positive evidence of effectiveness, or national
‘must do’s’.
54
56. IDENTIFYING ACCEPTABLE CHANGES FOR THIS
HEALTH PRIORITY – ACCEPTABILITY
◦ For each of the effective actions agreed previously, check if similar activities
for this priority are already happening. If yes, note:
• Who is involved in a similar activity locally?
• What is the target population for these actions, and how many recipients are
there?
• Are these actions reaching the most disadvantaged?
• Are actions of the required quality?
56
57. What Are The Most Acceptable
Interventions/Changes?
◦ Consider whether interventions or changes would be acceptable to:
• The target population and the wider community?
• Those delivering the activity?
• Organizations commissioning and managing the activity?
◦ If any are totally unacceptable to one of these groups, should they be deleted
from the list?
57
58. What Are The Resource Implications Of
The Proposed Interventions?
• What resources will be required to implement the proposed changes?
• Can existing resources be used differently to support the changes?
• Are other resources available that have not been accessed before?
• What resources might be released if existing ineffective interventions are stopped?
• Which actions will achieve the greatest impact on health for the resources used?
58
59. Key resources issues are:
• People – how long will it take to get the right people, in the right places, doing
the right job?
• Space – is physical space available for the actions?
• Equipment – what equipment is required and is it available? If not, how and
when can it be acquired?
◦ Any acceptable changes that will have a significant impact on health, and
require only low resource levels to implement, should be included in the action
plan (step 4).
59
61. REVIEW – STEP 3
◦ At this stage in the process you should:
• Be confident that the health conditions/determinant factors with the most
significant impact on health functioning for the selected health
• Be sure the action is focused on reducing health inequalities for that health
priority
• Have identified acceptable and cost-efficient actions to improve the selected
health priority.
You will now be ready for action planning.
61
62. Step 4: Action planning for change
◦ Now you have worked out what changes you want to make in order to tackle
your chosen health priority, and why, you should concentrate on how to
implement change.
◦ This is the action planning for change stage of the project, and you will need to
bring your team together to agree a plan.
62
63. AIMS
◦ What, overall, are you trying to achieve?
◦ It is important to remember what you agreed as the most significant aspects of health
for the target population at the beginning of step 3, as this should be the basis of
your overall aim.
◦ • What are you trying to achieve specifically, and how will this be measured?
◦ Your objectives should reflect the health conditions/ determinant factors that, as
agreed in step 3, have the most significant impact and are changeable through
acceptable and feasible actions.
63
64. ◦ To help focus on the differences you want to make, ask yourselves:
• What will the target population do differently?
• What will they say differently?
• What will you see in them that is different?
• How will you be able to demonstrate this?
◦ This will help ensure the objectives you set are SMART (specific, measurable,
agreed, results orientated, time-bound)
64
65. ◦ Spending time ensuring you have robust objectives will help you define your:
◦ • Indicators – against what measures should you monitor progress?
◦ • Targets – what level of outcome do you want to achieve, for whom and by
when?
65
66. ACTIONS
◦ To ensure you are successful, you will need to plan:
• Responsibilities – who will do what?
• Delegation of key tasks to members of the project team and a programmed of
meetings to which they must report
• Timescales – milestones for each part of the project
- literature search completed
- protocols agreed
- baseline data for agreed indicators collected
66
67. ACTIONS
• Skills and training requirements for each step
• Administrative and managerial systems to support the project
• Resources – finance, time, equipment, space.
◦ It is always useful to keep checking back to ensure the actions will contribute
to your agreed objectives, and will benefit the identified target population.
Using a format as shown below can help keep you on track.
67
69. MONITORING AND EVALUATION
◦ As a project team you should:
• Be clear about what you want to evaluate, why, and how it will benefit those
involved with the project
• Decide how you will collect data for the evaluation
• Ensure this includes a system for providing feedback to the population and
policy makers/service providers.
69
70. MONITORING AND EVALUATION
◦ You should appoint someone to take lead responsibility for monitoring and
evaluation at the outset of the project.
◦ You should put in place systems to measure how well the process you have
chosen is progressing at various stages – process evaluation.
◦ This should be based on the aims, objectives, indicators and targets agreed
earlier in this step.
70
71. Process evaluation
◦ Some useful questions to enable the process to be reviewed, and amended if
necessary, are:
• Are the original aims and objectives being followed, and are they still relevant?
• What is actually happening?
• Are all parts of the project proceeding as planned?
• What do those implementing the project think about it?
• Is the original target group receiving the interventions?
• What resources are being used, and are they adequate?
71
72. Outcome evaluation
◦ A key part of the outcome evaluation is agreeing a set of indicators that will
enable measurement of the project’s achievements in altering the health of the
population through improvement to services.
◦ Some useful questions:
• Have the original aim and objectives been achieved?
• Have the indicators improved, and have the targets been achieved?
• Is the project still tackling priority issues?
• What should happen if the evaluation shows the program me has failed?
72
74. RISK MANAGEMENT
◦ A risk-management strategy should be incorporated from the beginning of
the project to evaluate and address the impact of risk to achieving the
project’s aims and objectives.
◦ It should also be built into the planning of specific interventions.
74
75. RISK MANAGEMENT
This might include:
• Identify potential risks to achieving project/intervention objectives
• Assess each risk according to both likelihood and impact as high, medium or
low
• Review the risk register regularly at progress meetings
• Choose options for treating/mini missing risks
• Allocate a person to manage risks
• Evaluate risks to ensure effectiveness of risk treatment
• Check for any new risks.
75
77. REVIEW – STEP 4
◦ By the end of step 4 you should be ready to implement your plan for action,
and have planned everything thoroughly to maximize your chances of effecting
change and making sustainable improvements to the health of your target
population.
77
79. Step 5: Moving on/project review
◦ This final stage of the HNA process involves the team in some reflective
questions and the opportunity to take stock and learn, both for individual
contributors and from a team perspective.
◦ This is a vital part of the process if HNA is to continue to be a relevant and
effective tool in improving health and tackling health inequalities in the
population.
79
80. ◦ Learn from the project:
• What went well, and why? Check achievements against the original aims and
objectives of the project
• What did not go well, and why? Is any further action required?
• Identify further action to be taken.
80
81. ◦ Perceived improvement in health/services following the interventions:
• How effective was it?
• How could it have been improved?
• What were the main challenges?
• What were the main barriers?
81
82. If appropriate, choose your next priority for assessment:
• Revisit the shortlist of priorities
• Take stock of any interim changes
• Is the priority still an issue? If so, return to step 3
82
89. Reference
89
Author: Sue Cavanagh;
Keith Chadwick;
National Institute
for Health and
Clinical Excellence
(Great Britain)
Publisher: London : National
Institute for Health
and Clinical
Excellence, [2005]
Health needs assessment : a practical guide