Paper Example on Program Evaluation for Public Health: Ensuring Adaptive Strategies

Introduction

Public health is important in a country because it ensures that the welfare of the people is safeguarded. Program evaluation is important because it brings changes in the structure of public health. Public health organizations are undergoing gradual changes in all parts of the world; therefore, program evaluation is necessary for the development of adaptive strategies. Strategic management ensures that public health organizations adapt to changes in the environment. Program evaluation provides an important framework for developing adaptive strategies in public health. Program evaluation enables leaders to establish and develop strategies that result in changes in the organization towards achieving the desired outcomes (Ginter, Duncan & Swayne, 2013). Non-profit organizations do not incorporate program evaluation in developing adaptive changes because the organizations are not affected by environmental factors.

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Program evaluation also allows leaders in health sectors to continuously develop changes that relate to the evolving environment in the health care setting. Evolution involves adaptation to the changes in environmental changes. Research studies have shown that adaptive strategies are a clear manifestation of effective leadership based on the management approaches applied in the health care sector. The economic structure of public health organizations is also important in the analysis of the nature of outcomes (Ginter et al., 2013). Program evaluation is essential in ensuring appropriate utilization of resources in the public health sector. The implementation of program evaluation is also important because it reduces the cost of service delivery in the public health sector.

The Explanation of the Strategic Position and Action Evaluation (SPACE) Matric

Strategic position and action evaluation matrix is a model used in evaluating the nature of wisdom and sense portrayed by leaders in an organization. SPACE is also applied in determining the efficacy of the established strategic plan before its implementation. The matrix was developed by Robert Mockler and Richard Mann. SPACE matrix has been widely used in all aspects of life due to its popularity in attaining the desired positive outcomes in the organization (Udo-Imeh et al., 2012). Strategic position and action evaluation matrix can be used at the beginning of an operation to determine the main themes of the activity. In some cases, the SPACE Analysis may also apply the outcomes of the implemented strategic plan.

Scholars and researchers have recommended for the use of SPACE Analysis in the public health for appraising the outcomes of the strategic plans. The ability of the SPACE Analysis to effectively appraise the results of the management strategies depends on both internal and external factors that affect the overall themes in the implementation of the strategic plan. The important components of the SPACE Analysis include the attractiveness of the organization, competitive advantage, environmental stability, and financial strength. The components of the SPACE Analysis ensure that the organization can evaluate its strengths and weaknesses; therefore, identifying an appropriate management strategy for improving its outcomes (Udo-Imeh et al., 2012).

Development of the Adaptive Strategic Alternatives using SPACE Matrix

Adaptive strategic alternatives depend on the environmental factors that fall into the external determinants of SPACE. The Strategic position and action evaluation matrix may be used in developing adaptive strategic alternatives because adapting to the environment requires flexibility to the life changes (Ginter et al., 2013). SPACE Analysis ensures that public health organizations adapt to the changes in the environment. Environmental stability involves the introduction of technological concepts that help in ensuring effective management and performance (Bensoussan & Fleisher, 2012). Strategic position and action evaluation allow the health care officers to critically analyze the political uncertainties that affect the performances of the management strategies and general outcomes of the organizations. The attractiveness of health care organizations is another component derived from SPACE Analysis. The position of an organization determines how an organization will adapt to the environment changes based on the effectiveness of the implemented management strategy; therefore, the components of the SPACE Analysis provide appropriate frameworks that describe the nature of adaptive strategic alternatives (Bensoussan & Fleisher, 2012).

Develop an Environmental Assessment and an Internal Capabilities Analysis using PLC Analysis, BCG Portfolio Analysis, and SPACE Analysis

The use of analytical tools like PLC Analysis, SPACE Analysis, and BCG Portfolio Analysis is pivotal in determining the outcomes of the strategic management plan in the health care organization (Bensoussan & Fleisher, 2012). The product life cycle (PLC) tool enables the strategic manager, Dr. Louise to evaluate the strengths and weaknesses of the organization based on the value of the assets. PLC Analysis relates to SWOT analysis too because of the need to assess the nature of the possible weaknesses and strengths; therefore, enhancing the incorporation of an appropriate management strategy in the Dr. Louise health care facility. SPACE Analysis tool enables the organization to assess the nature of the competition because the hospital in which Dr. Louise works at faces stiff competition from other established health care organizations. Dr. Louise focuses on both external and internal forces that include microenvironment factors, macro-environment factors, and competition. Competition is an external force that affects the performances of the facility. Competition is assessed as an internal factor because it depends on the strategic management applied in the health care facility (Bensoussan & Fleisher, 2012). Boston Consulting Group (BCG) Portfolio Analysis is a business tool that has also been employed in other fields to portray the quality of products and services provided in an organization. BCG Portfolio Analysis is used to assess the market share of Dr. Louise's institution. The market share will be evaluated based on the competitive advantage of the facility.

The Alternative Strategies, their Pros, and Cons in Strategic Management

The alternative strategies are essential in enhancing quality performance in the health care organization. The first alternative strategy the Unit-Level Strategy that is developed for individual departmental use. Unit-Level Strategy offers a lot of advantages in a clinical setup because it intends to incorporate various activities in the department like quality control practices and procedures that change the organizational culture. Unit-Level Strategy is not suitable because it applies only to individual departments; therefore, does not contribute to the strategic management health care setting (Ginter et al., 2013). The second alternative strategy is the Organizational-Level Strategy which influences all operations of an organization. Organizational-Level Strategy gathers for all internal and external forces that affect the performance of the health care organization. Organizational-Level Strategy is advantageous because it accounts for all operations in the organization; therefore, resulting in improved interdepartmental performance. Organizational-Level is not effective because leadership becomes the greatest challenge when different departments have varying opinions and policies.

The Appropriate Alternative Strategy and its Implementation Plan

Environmental Stability Strategy is an effective alternative strategy that fit the health care setting. The strategy recommends for the evaluation of the competitive advantages, strengths, and weaknesses of an organization; therefore, allowing strategic managers to develop reliable and productive policies that guide all operations. The strategy also allows for the evaluation of both internal and external forces affecting the performances of the health care organization. The implementation plan starts with the analysis of the possible outcomes (Solberg, 2017). The second step is the education of all health care personnel on the operational guidelines of the strategy. Evidence-Based Practice is also essential for evaluating the efficacy of the plan in the clinical setting (Solberg, 2017).

Conclusion

Strategic management is important in all health care organizations because it reduces the cost of operation and improves patient outcomes. Alternative strategies should be implemented in the health care setting since it improves performances of the organization; therefore achieving patient satisfaction. Program planning is important in all sectors but the model is considered to be appropriate for public health because health sectors experience gradual changes due to adjustment of the concepts and research outcomes. SPACE Analysis should be used in developing the desired alternative adaptive strategies because it provides an essential approach that can be used to address environmental issues in the health care setting.

References

Bensoussan, B. E., & Fleisher, C. S. (2012). Analysis without Paralysis: 12 tools to make Better Strategic Decisions. FT Press. https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=Develop+an+Environmental+Assessment+and+an+Internal+Capabilities+Analysis+using+PLC+Analysis%2C+BCG+Portfolio+Analysis%2C+and+SPACE+Analysis&btnG=#d=gs_cit&u=%2Fscholar%3Fq%3Dinfo%3AcQBvvLSqMVcJ%3Ascholar.google.com%2F%26output%3Dcite%26scirp%3D2%26hl%3Den

Ginter, P.M., Duncan, W.J., & Swayne, L.E. (2013). Strategic Management of Health care Organizations (7th ed.). San Francisco: Jossey-Bass. ISBN: 978-1-118-46646-9. Retrieved from: https://www.google.com/search?q=Ginter%2C+P.M.%2C+Duncan%2C+W.J.%2C+%26+Swayne%2C+L.E.+ (2013). +Strategic+management+of+health+care+organizations+ (7th+Ed.).+San+Francisco%3A+Jossey-Bass.+ISBN%3A+978-1-118-46646-9&oq=Ginter%2C+P.M.%2C+Duncan%2C+W.J.%2C+%26+Swayne%2C+L.E.+(2013).+Strategic+management+of+health+care+organizations+(7th+ed.).+San+Francisco%3A+Jossey-Bass. +ISBN%3A+978-1-118-46646-9&aqs=chrome.69i57.1297j0j7&sourceid=chrome&ie=UTF-8

Solberg, C. A. (2017). International Marketing: Strategy Development and Implementation. Routledge. Retrieved from: https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=Lasserre%2C+P.+%282017%29.+Global+strategic+management.+Macmillan+International+Higher+Education.+Retrieved+from%3A+Lasserre%2C+P.+%282017%29.+Global+strategic+management.+Macmillan+International+Higher+Education.&btnG=#d=gs_cit&u=%2Fscholar%3Fq%3Dinfo%3Am4ZJ7j2zsx4J%3Ascholar.google.com%2F%26output%3Dcite%26scirp%3D7%26hl%3Den

Udo-Imeh, P. T., Edet, W. E., & Anani, R. B. (2012). Portfolio Analysis Models: A Review. European Journal of Business and Management, 4(18), 101-117. Retrieved from: https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=Develop+an+Environmental+Assessment+and+an+Internal+Capabilities+Analysis+using+PLC+Analysis%2C+BCG+Portfolio+Analysis%2C+and+SPACE+Analysis&btnG=#d=gs_cit&u=%2Fscholar%3Fq%3Dinfo%3AUUrIqi5F3FEJ%3Ascholar.google.com%2F%26output%3Dcite%26scirp%3D6%26hl%3Den