The Development of Organizational Health Strategic Plan Formulation Models with the Participation of Public Health Strategists.

Abstract

This research and development (R&D) study employed a mixed-methods research design. The objectives were to: 1) develop a model and practical manual for formulating strategic plans for health organizations; 2) assess the appropriateness of the practical manual; and 3) preliminarily evaluate the effects of using the practical manual on users’ knowledge and satisfaction. The study was conducted from February 2025 to January 2026 and consisted of three phases. Phase 1 involved studying the model and developing a draft practical manual for strategic plan formulation in health organizations (R1 - D1). In the R1 stage, the model was studied through a literature review and focus group discussions with 30 key informants, comprising public health strategists and experts in strategic planning. In the D1 stage, a draft practical manual was developed and its content validity was examined by three experts. Phase 2 involved piloting and evaluating the quality of the model and practical manual (R2). The R2.1 stage consisted of a pilot test with 32 personnel involved in strategic planning at the central level of the Office of the Permanent Secretary, Ministry of Public Health. The R2.2 stage consisted of a field test with 96 personnel from the Office of the Permanent Secretary, Ministry of Public Health, at the health regional level. Phase 3 involved revising and finalizing the practical manual (D2). The research instruments included focus group discussion guidelines, an appropriateness assessment form for the practical manual, a knowledge test on organizational strategic plan formulation, and a user satisfaction questionnaire. Qualitative data were analyzed using content analysis, while quantitative data were analyzed using descriptive statistics, including frequency, percentage, mean, and standard deviation. Inferential statistics, specifically the paired t-test, were used to examine differences in mean scores. The findings revealed that the developed model for organizational health strategic plan formulation and its practical manual, developed through the participatory process of public health strategists, consisted of four key components: 1) environmental scanning 2) strategic formulation 3) strategic implementation and 4) evaluation and control. The participants rated the appropriateness of the practical manual at a high level in terms of format, content accuracy, language, and applicability. In addition, after using the manual in combination with practical training, participants’ knowledge scores increased significantly, and their satisfaction with the manual was at a high level. These findings indicate that the developed model and practical manual have the potential to serve as practical guidelines for supporting the strategic planning process in health organizations. However, further studies should be conducted to evaluate the long-term outcomes of implementation and to examine the appropriateness of applying the model in diverse organizational contexts.

Keywords: Organizational health strategic planning; Participation; Public health strategists