Logical goal-setting frameworks for leprosy projects

Abstract

Background/aims Goal setting is a fundamental practice in the effective management of healthcare services worldwide. This study investigated the extent to which leprosy goal formulation in Nigeria is logical and SMART. Methods Document review of baseline problems, goal statements and goal attainments for 2016 in six leprosy projects using a customised logical framework matrix. Results A total of 15 main problems, 6 aims, 19 objectives and 42 indicators were found. The goals were problem-based and logically linked, with a pattern of a single aim per project, multiple objectives per aim, and multiple indicators per objective. Goal statements specified only impact in 5 out of 6 aims, and only outcome and terminal timeframe in 17 out of 19 (89.5%) objectives. Only one objective stated all four SMART components of outcome, indicator, target and timeframe. While three (7.1%) indicators and two (10.5%) objectives were measurable, no target was attainable. Conclusions Goal-setting frameworks for leprosy projects should be problem based and logical according to best practice. That most leprosy objectives were not completely SMART is similar to the reported structure of objectives published by other health organisations globally.

Facilitators and barriers to effective supervision of maternal and newborn care: a qualitative study from Shinyanga region, Tanzania

“…The conceptualization of this study was informed by two theories: Lo Locke and Latham's Goal-setting Theory and the Theory of Constraints (ToC) [34][35][36]. The two theories informed identification of the research gap, the setting of research questions and objectives, and the development of an interview guide for data collection.…”

Theoretical frameworks for project goal‐setting: A qualitative case study of an organisational practice in Nigeria

“…Based on the latter, recent studies by the same author found that neither the frameworks of health objectives published as SMART by major international health organisations nor the frameworks of objectives in the project plans of a national leprosy organisation had the complete and right set of components to be SMART. 9,16 This suggests there is a dearth in the knowledge of the appropriate frameworks for setting SMART goals in health organisations globally. The extent to which existing goal-setting theories and frameworks are workable in the actual practice contexts of health organisations is therefore doubtable.…”

“…Arguing against the inclusion of an assigned performer in a regular SMART objective statement, Ogbeiwi 15 reduced the number of essential goal components to four: outcome, indicator, target, and timeframe. Based on the latter, recent studies by the same author found that neither the frameworks of health objectives published as SMART by major international health organisations nor the frameworks of objectives in the project plans of a national leprosy organisation had the complete and right set of components to be SMART 9,16 . This suggests there is a dearth in the knowledge of the appropriate frameworks for setting SMART goals in health organisations globally.…”