ARCHIVED - Integrated Strategy on Healthy Living and Chronic Diseases - Healthy Living Program Component

• Consult with component managers on their work plans identifying action priorities, responsibilities, implementation options, time frame, evaluation activities and progress update schedules

• Work plans across all four components of the HLP to ensure maximum impact and to avoid any risk of duplication

Director, Healthy Communities Division
Director, PHAC Communications

Director ARO

• Through consultations with key program staff and stakeholders, define, review and prioritize target populations for the National and Regional streams of the Healthy Living Fund’s next solicitation call

• Defined and identified target populations for the next solicitation - summary document

Director, Healthy Communities Division

ARO Regional Director

• Implemented targeted solicitation process

• Identification of organizations that focus on target populations

• Implemented targeted solicitations to organizations equipped to address identified target populations, including intermediaries supporting the work of the target populations

• Identify joint priority initiatives and activities in consultation with ONPP

• Identification of joint priority initiatives and priority activities

Director, Healthy Communities Division
Director, Policy and Standard Setting Division(HC)

ARO Director

• Joint planning and evaluation  activities with ONPP

• Agreement between ONPP and Healthy Living outlining joint initiatives including planning and evaluation activities, roles, responsibilities, time frame, implementation options and progress update schedules

Performance monitoring:

a)  Establish a performance measurement framework and monitoring system to track activities, outputs and outcomes for the Healthy Living Program including F-P/T and policy work

• Develop a performance measurement framework and monitoring system through consultation with stakeholders – determine scope, design system,  pilot and implement the performance monitoring system

• Recommendations outlining relevant performance measurement systems and options for implementation

Director, Healthy Communities Division

ARO Regional Director

• Performance measurement framework and performance monitoring system

• Implementation of performance monitoring system

• Assess PERT questions ensuring the alignment with the Healthy Living Program Performance Measurement Framework

• Summary document of revised PERT questions shared with PHEN and CEEPD

Director, Healthy Communities Division

ARO Regional Director

• Continue to support funded projects on the utility and completion of PERT

• PERT updates and discussions  with  funding recipients

• Determine scope, consult with stakeholders, identify designs, indicators and measures to systematically assess progress on achieving intermediate outcomes

• Project Terms of Reference

Director, Healthy Communities Division

ARO Regional Director

• Framework outlining  options for approaches, designs & measures

• Develop, pilot and implement tool(s) and methodology to assess progress on achieving intermediate outcomes

• Pilot summary document

• Finalized methodology

• Initiate data collection

• Adopt recommendations for process changes to the Healthy Living Fund in consultation with key partners including:
  • Recipient communication
  • Solicitation process and timelines
  • Funding allocation and requirements

• Identified funding process improvements

Director, Healthy Communities Division

ARO Regional Director

• Healthy Living Fund process recommendations

• Revised and implemented processes

• Identify key learnings, and promising practices for healthy living  interventions in consultation with key partners of the Healthy Living Fund

• Criteria for selection of promising practices

Director, Healthy Communities Division

ARO Regional Director

• Identified promising practices

• Develop knowledge exchange and transfer strategies and tools to transfer learnings

• Identified processes for transferring of knowledge

• Implement knowledge exchange and transfer strategies and tools for transferring of learnings and promising practices

• Transfer of knowledge by healthy living community

• Consultations with key stakeholders to identify KD&E linkages and action

• Defined Healthy Living KD&E functions/approaches, and Healthy Living specific linkages supporting ISHLCD KD&E activities

Director, Healthy Communities Division

ARO Regional Director

• Update the ISHLCD KD&E roles and responsibilities template

• Updated ISHLCD KD&E roles and responsibilities

• Draft Terms of Reference with healthy living stakeholders and seek approval from the Population Health Promotion Expert Group

• Approved IHLN Terms of Reference

• Consultation with healthy living stakeholders through existing mechanisms   (i.e., Healthy Living E-bulletins)

• Confirmed and documentation of the unique roles of the HLIG versus the IHLN

• Confirm with the Population Health Promotion Expert Group

• Communication of the unique roles of HLIG and IHLN through existing tools to appropriate groups

• Engagement of new networks

• Identify and link with additional relevant networks

• Development of recommendations for access to new resources

Disagree

Funding is consistent with similar F-P/T groups reporting to the Public Health Network Council.Funding is consistent with the Population Health Promotion Expert Group.

• Develop joint planning processes and discussions between Healthy Living and Social Marketing

• Agreement between Social Marketing and the Healthy Living Program outlining joint initiatives where

• Develop a monitoring and reporting system for social marketing activities

• Performance measurement framework

• Initiate discussions with key partners on how best to deliver social marketing activities

• Development of recommendations on social marketing delivery processes

• Development and initiation of an implementation plan based on the recommendations

• Review Gs&Cs monitoring annually and implement new recommendations and policies as appropriate

• Annual review of Gs&Cs monitoring as per Standard Operating Procedures

Director, Healthy Communities Division
CCDPC, Director, Chronic Disease Prevention Division

ARO Regional Director 

• Determine scope, consult with stakeholders, identify designs, indicators and measures to systematically assess engagement

• Achieve consensus on a definition of engagement

Director, Healthy Communities Division
CCDPC, Director, Chronic Disease Prevention Division 
Director, PHAC Communications

ARO Regional Director

• Develop, pilot and implement tool(s) and methodology to assess engagement

• Pilot report

• Finalized Tool(s)

• Initiate data collection

• Consult Monitoring and Evaluation Working Group members on an on-going basis to align the functional and program components’ performance measurement frameworks with the ISHLCD’s measurement framework and PHAC’s Performance Measurement Framework

• Performance measurement framework

Director, Healthy Communities Division
CCDPC, Director, Chronic Disease Prevention Division 
Director, PHAC Communications

ARO Regional Director

• Report outlining partial implementation of the performance measurement system

• Determine scope, consult with stakeholders, develop performance measurement framework, including targets, design system, pilot and implement the performance monitoring system

• Implementation of  the performance measurement system

• Define a Strategy-wide KD&E approach.

• Consensus meeting to build a working relationship

Director, Healthy Communities Division
CCDPC, Director,
Chronic Disease Prevention Division
CCDPC, Director
Evidence and Risk Assessment Division

ARO Regional Director

• Updated ISHLCD roles & responsibilities documents

• Joint ISHLCD KD&E Operational plan

• Examine current ISHLCD matrix functions to identify lessons learned

• Lessons learned Report

Director, Healthy Communities Division
CCDPC, Director, Chronic Disease Prevention Division 
Director, PHAC Communications

ARO Regional Director

• Compare ISHLCD matrix lessons learned with lessons learned and best practices of matrix management organizations in the public sector and share this analysis with PHAC Matrix Management Training Working Group

• Environmental scan of matrix management research and evaluations in the public sector to determine critical success factors and lessons learned

• Develop a business case outlining  risks and required resources for future success

• Business case to support ISHLCD coordination mechanisms presented to Branch Executive Committee