How to proceed with Option 1:
STEP 1: A discussion of how you would assess different types of needs (normative, expressed, comparative, felt, etc.) and how you would prioritise the findings, justifying your choices. For this purpose, you would either know of/be in the situation in reality first. Then, you would have to undertake rigorous literature review to understand different types of needs assessment and consider alternative views to justify the choices for this context.
STEP 2: Any potential challenges for your needs assessment and how you would address them. This could be relating to policy, contextual issues or others.
STEP 3: A SWOT analysis, where you identify the Strengths, Weaknesses Opportunities and Threats of your organisation or program.
STEP 4: A determination of program priorities, based upon your needs assessmentIn your needs assessment, you may determine multiple programs priorities – justify why youwould choose the priorities you have identified. Are there any population groups that would
benefit best from your program? Mention these, justify.
Let us take a GP practice in a specific growing suburb in Melbourne as a context. The waiting list seem to be increasing as many patients are approaching the GP and there are no other practices close by. It could also be that much of the population is working, and they need after hours service. If you are part of this situation (working in the practice or living in the
suburb) – you would have an idea as to what type of need had risen. From that point, think about what type of needs assessment is required (via comparing few types of needs
assessment from literature review), and justify your choice. Then, we are looking at potential challenges to really confirm this need, through the needs assessment.
Subsequently, look at the SWOT analysis. There may be many GPs in the practice (Strength), but, the hours may not suit the working population in the suburb (weakness). The threat may be that due to non?suitable opening hours or waiting list, the population may begin to move to another closer suburb (where there are more GPs open late) which then (threatens) the practice. And the (opportunity) is there for this GP practice to open for more hours or have shift based GPs for different hours, keeping the practice open later. This is a simple SWOT and there may be many more. In this situation, you would be looking at a program design that allows the GPs to open later
hours or shifts, which cater to the mainly working population, young families in the new suburb/neighbourhood. You may prioritise working women, kids or mainly working men as population groups that would best benefit