WORKSHOP TEMPLATES

GUIDE AND FORMAT FOR THE GROUP

PRESENTATION
STAKEHOLDERS in the organization shall
gather and through Brainstorming and
IDENTIFY A PROBLEM
Focused Group DiscussionOR GAP
shall
(individual level,
group level,
organizational level)
to be the focus and subject of this
PLANNED CHANGE WORKSHOP
I. DIAGNOSING ORGANIZATION
A. Gap Analysis
DESIRED FUTURE
Exercise 1
STRATEGY

CORE VALUES Compassion, Integrity, Justice, Excellence and People Centeredness

A people centered multi-specialty Regional Medical Center Delivering Quality Health Services, Training and
VISION Research in the Ilocos Region by 2025
To provide safe equitable, accessible responsive and evidence-informed health services for all
MISSION within an integrated health system
GOALS A premiere people centered Nursing Services
OBJECTIVES To ensure 100% safe and effective Nursing Care
To enhance the competency of all nursing personnel and other stakeholders through
continuous accreditation and provisions of continuing advanced learning and specialty
development strategies
Research...
I. DIAGNOSING ORGANIZATION CURRENT STATE
A. Gap Analysis
Exercise 2
SWOT ANALYSIS
ENVIRONMENT Helpful to Goals Harmful to goals
STRENGTHS
1. dedicated, committed and competent personnel
WEAKNESSES
INTERNAL 2. CPD program provider
3. well established training committee
1. funding of external training programs
2. non existence of well-equipped training venue
4. supportive Nursing/hospital administration 3. non resilient to change
5. nursing specialty certification 4. occupational hazards
6. seat of leadership 5. lapses in communication among nursing personnel
7. available/existing social network page on 6. overlapping of hospital activities
communicating training programs 7. manpower risk from resignation
8. active participation of Nursing personnel to hospital
programs and committees
9. multi-generational work force
10. established strategies to encourage patients and
significant others interactions to verbalize concerns.
OPPORTUNITIES THREATS
EXTERNAL 1. 800 bed capacity hospital/expansion
2. external training to develop nurses/MOA
1.
2.
loss of accreditation
legal risk from complaints and dissatisfaction(8888)
3. partnership with GO's/NGO's 3. social media-negative publicity
(PESTEL) 4.availability of online resources for learning and development and
patient communication
4. training dissatisfaction
DIAGNOSING ORGANIZATION
Situational Analysis Exercise 3
SWOT STRATEGIES
STRATEGIES S - trengths W- eaknesses
O-pportunities S-O strategies W-O strategies
T-hreats S-T strategies W-T strategies

How do we maximize use of our internal Strengths & external

Opportunities to overcome our internal Weaknesses & external
Threats to achieve our goals?
DIAGNOSING ORGANIZATION
Situational Analysis

STRATEGIES DESCRIPTION
S-O -nursing leaders and officers of the nursing service division can maximize their
leadership and management skills
-training, skills, sharing of best practices and expertise

W-O -to generate funds from CPD accredited training programs

-external agencies and organizations

S-T -dedicated, committed and competent personnel

-well established training committee
-established strategies to encourage patients and significant others interactions to
verbalize concerns.

W-T - to improve communication flow among nursing personnel concerning patient care
to avoid complaints and dissatisfaction
DIAGNOSING ORGANIZATION CURRENT STATE
Situational Analysis
Exercise 4
FORCED FIELD ANALYSIS

CURRENT DESIRED
STATE FUTURE
Driving Forces Restraining Forces
1. PATIENT CARE:

2.
3.
4.
5.
6.
7.

Forced Field Analysis determines driving forces that favor change from the current state toward the desired future
and restraining forces that oppose this change.
DIAGNOSING ORGANIZATION
Situational Analysis Exercise 4
FORCED FIELD ANALYSIS

DRIVING FORCES RESTRAINING FORCES

PATIENT CARE: S
DIAGNOSING ORGANIZATION
Exercise 5
GAP ANALYSIS
Desired future: Narrative
What do we want to be
by ______(year).

Current state: Narrative

What are we now?
Where are we now?

Gaps (misalignment) between the Narrative

current state and the desired
future.

Current State Desired Future

Accomplishments (Results) versus Targets (Goals)
DIAGNOSING ORGANIZATION
Exercise 6
PROBLEM IDENTIFICATION
GAP ANALYSIS

CURRENT STATE DESIRED FINDINGS PRESENTATION TRUE GAP?

FUTURE
Data Collection Plan TOOLS Yes or No
Accomplishments
What Where Who will When to How
(Actual Results) (Goals, data is data collect collect (Method of
Standards) source
Collection)

1.
2.
3.
DIAGNOSING ORGANIZATION Exercise 7
PROBLEM PRIORITIZATION
DIIRECTION: Compare the verified gaps and rate them (1 – 5) in each criterion vertically and
proceeding horizontally left to right. Compute the total prioritization score to get their
rank.
PROBLEM IDENTIFICATION PROBLEM PRIORITIZATION CRITERIA
Very Important Very Relevant to Goal Very Urgent Very Doable Very Controllable Total Rank
VERIFIED GAPS Score

1.

2.

3.

Criterion Scoring: 1 (lowest), 2, 3, 4, 5 (highest)

NOTE: First Rank Problem is the priority problem . Use priority problem as trunk of the Problem Tree Analysis
 IMPORTANT REFERENCE OF THE WORKSHOP
Click the Google link below for your reference in preparing the following:

▪ Problem Tree Analysis

▪ Objective or Solution Tree Analysis
▪ Strategy Analysis
▪ Results Chain
▪ Logframe Matrix for the Problem Solution Intervention Plan
▪ Activity Schedule
▪ Resource Schedule
▪ Monitoring & Evaluation
Learner Guide THE PACIFIC GUIDE TO PROJECT PROPOSAL PREPARATION USING THE
LOGICAL FRAMEWORK APPROACH, Section 3, Logical Framework Approach pp. 14 -39.
CLICK:
http://ccprojects.gsd.spc.int/wp-content/uploads/2016/06/Learner-Guide_LFA-1.pdf
I. DIAGNOSING ORGANIZATION
B. PROBLEM TREE ANALYSIS Exercise 8
PROBLEM TREE ANALYSIS
DIRECTION: Make a Problem Tree Analysis to include Root Cause
Analysis
DIAGNOSING ORGANIZATION
Exercise 8
PROBLEM TREE ANALYSIS

DRAWING
DIAGNOSING ORGANIZATION
Exercise 9
VERIFICATION OF ROOT CAUSES

Verify existence of root causes.

DATA COLLECTION PLAN FINDINGS PRESENTATION

Extent TOOLS
What Who Where When How (counts & (Findings)
Is/are the root will collect data? to collect to collect to collect measures)
causes? data? data? data?
1.
2.
3.
4.
5.
DIAGNOSING ORGANIZATION

Exercise 10
STATEMENT OF DIAGNOSIS

DIAGNOSIS NARRATIVE
Elements - In brief narrative format state the elements of the
What, Who, Where, Diagnosis:
When, Extent
II. PLANNING CHANGE
Exercise 11
OBJECTIVE FOR THE DIAGNOSED PROBLEM

OBJECTIVE STATEMENT NARRATIVE

What to achieve, Extent (target What are we trying to accomplish and
counts/measures to achieve from the baseline Why?
counts/measures), When (Date), Where
(organization and location), Why
I. DIAGNOSING ORGANIZATION Exercise 12
B. SOLUTION TREE ANALYSIS
SOLUTION TREE ANALYSIS

DIRECTION: Make a Solution Tree Analysis

PLANNING CHANGE Exercise 13
SOLUTION TREE ANALYSIS

DRAWING
I. DIAGNOSING ORGANIZATION Exercise 13
C. STRATEGY TREE ANALYSIS
STRATEGY ANALYSIS

DIRECTION: Make Strategy Analysis

PLANNING CHANGE
Exercise 13 - A
STRATEGY ANALYSIS

DRAWING
PLANNING CHANGE
Exercise 13-B
STRATEGY OPTIONS

STRATEGY OPTION LABELS DESCRIPTION OF STRATEGY OPTION

Strategy 1 or A

Strategy 2 or B

Strategy 3 or C
PLANNING CHANGE

DECISION CRITERIA TO SELECT THE BEST SOLUTION STRATEGY

DECISION CRITERIA

C1. Effectiveness
C2. Efficiency (process & cost)
C3. Probability of Success
C4. Manageability
C5. Appropriateness
SCORING:
C6. Acceptability
1 (worst), 2, 3, 4, 5, 6, 7, 8, 9, 10 (best)
C7. Feasibility
C8. Safety WORST BEST
PLANNING CHANGE
Exercise 13-C
SELECTION OF BEST SOLUTION STRATEGY

DIRECTIONS: Compare the Strategy Options and rate them (1 – 10) in each decision criterion
vertically and proceeding horizontally left to right. Compute the total prioritization
score to get their ranks.

Strategy Options Decision Criteria

C1 C2 C3 C4 C5 C6 C7 C8 TOTAL
Strategy 1
Strategy 2
Strategy 3

o The Strategy Option with highest score (1st rank) is the best solution strategy option.
o Selected Strategy Option (state option number): ______________________
I. DIAGNOSING ORGANIZATION Exercise 14
D. RESULTS CHAIN
RESULTS CHAIN
DIRECTION: Label the activities, outputs, outcome (purpose) and impact (goal) of the Results
Chain based on the Strategy Analysis.
PLANNING CHANGE Exercise 14
RESULTS CHAIN

DRAWING
II. PLANNING CHANGE
D. CHANGE INTERVENTION EXERCISE 15
PROBLEM SOLUTION INTERVENTION PLAN
Modified Logical Framework
RESULTS CHAIN DESCRIPTION INDICATORS EVIDENCE ASSUMPTIONS RISKS
Quality, Quantity, Time Means Of Verification
IMPACT Baseline Target

OUTCOME
(Intermediate,
medium term)

OUTCOME
(Immediate,
short term)

OUTPUTS

ACTIVITIES

INPUTS PRECONDITIONS
PLANNING CHANGE Exercise 16
ACTIVITY SCHEDULE MATRIX
DIRECTION: Prepare the Activity Schedule of the Problem Intervention Plan.
Division / Unit Date Prepared Year Applied
TIMEFRAME/ DATE
Ref # Responsible T1 T2 T3 T4 Remarks
Output
Activity
Task 1
Task 2
Task 3
Activity 2
Task 1
Task 2
Task 3

Legend: ------Targets
****** Accomplishments
PLANNING CHANGE
Exercise 17
RESOURCE SCHEDULE MATRIX

Ref # Description Date Prepared Date/Year Applied

Output Quantity Unit Cost Amount Remarks

Activity
Input 1

Input 2

Input 3

Input 4

Input 5

Input 6

Input 7

Overall Totals
III. MONITORING CHANGE Exercise 18
RESULTS MONITORING PLAN

Outputs, outcomes and impact are the units of change to be monitored and evaluated.
Indicators Evidence Data Collection Collection Responsible
(QQT) (Means Of Verification) Method Schedule

KRA Baseline Target

Impact
Outcome 1
Output 1.1
Output 1.2.
IV, MONITORING & EVALUATING CHANGE Exercise 19
RESULTS MONITORING & EVALUATION (M&E)
Outputs, outcomes & impacts are the units of change. Output, outcome & impact indicators are monitored and evaluated.
KRA Indicator Accomplishment Indicator EVALUATION
Monitoring Comparison of Indicators PSI effective?
Baseline Target Date Date Date Date Post Difference: Yes or No
Intervention PII vs Target
Indicator Indicators
Impact
Outcome 1
Output 1.1
Output 1.2.

Abbreviation:
▪ PII : Post Intervention Indicator
▪ PSI : Problem Solution Intervention
NOTE: If the Post Intervention Indicators achieve or exceed the Target Indicators, the Problem Solution Intervention is EFFECTIVE.
 Exercise 20
INSTITUTIONALIZING CHANGE
ACTIVITY SCHEDULE FOR INSTITUTIONALIZING CHANGE RESOURCE SCHEDULE
GANTT CHART
Activity 1 Responsible T1 T2 T3 T4 INPUTS Unit Cost Quantity Amount Remarks
Task 1

Task 2

Activity 2

Task 1

Task 2

Task 3

Legend:
Target ************
Accomplishment