ARCHIVED - Recommendations

 

The recommendations from the Surveillance Functional Component are focused on building on the success of existing surveillance initiatives and ongoing collaboration with P/T partners in three areas: programs, evaluation and overall ISHLCD. All of these recommendations have direct linkages to other corporate activities and documents, including the PHAC Surveillance Strategic Plan. New tool development work identified below will support the provision of information for future evaluations of the ISHLCD.

Programs

1. Communication

  • Increase stakeholder awareness of chronic disease surveillance and the role and priorities of PHAC in surveillance. Use the launch of surveillance products and services as opportunities to communicate.
  • Work with internal staff and relevant stakeholders to clarify and communicate roles and responsibilities in the area of cancer surveillance, in particular between PHAC and CPAC.
  • Improve communication with external stakeholders (including P/T governments, NGOs, potential partners and funding recipients) concerning progress made on the achievement of outputs related to the Surveillance Component. This will help address the current lack of awareness with regards to Component priorities and progress.

2. Adherence to Realignment Initiative on Gs&Cs

  • While Gs&Cs management appears to be consistent with standard operating procedures and may excel in certain areas (such as the use of a reviewer comments matrix and a single Web page to provide applicant information and disseminate reports), there will be the need to ensure the Gs&Cs management adheres to the forthcoming findings and recommendations from the Realignment Initiative on Gs&Cs.

3. Knowledge Development and Exchange (KD&E)

  • Define knowledge development and exchange within surveillance. Establish linkages across Functional Components and with corporate supports and resources for PHAC-wide KD&E activities.

Evaluation

4. Performance Monitoring System Development

  • Establish a performance monitoring system, based on the PHAC Evaluation Framework for Surveillance Systems and the ISHLCD KD&E performance measurement framework, to establish a performance monitoring system to track activities, outputs and immediate outcomes for the Surveillance Functional Component.

5. Outcome Tool Development

  • In order to gather data further down the results-chain of the Logic Model, the development of approaches and instruments to measure intermediate outcomes of the ISHLCD Surveillance Functional Component are required to facilitate decision-making and support the measurement requirements of future evaluation designs.

6. Evaluation Working Group

  • Develop an evaluation working group, with representation from evaluation and program staff, to inform the development of the performance monitoring system and evaluation tools, as well as ensure system utility. Committee representation from PHAC regional offices will be sought as appropriate.

Overall ISHLCD

7. Engagement Tool Development

  • Given the key importance of the concept of engagement for the overall Strategy (as a common immediate outcome for all ISHLCD Functional Components), it will be essential for the monitoring and evaluation of the Strategy to develop an approach and tools to systematically assess the immediate outcome of engagement across all Functional Components.

8.  Strategy Performance Measurement

  • There is a need for corporate level support to establish a consistent performance measurement framework and monitoring system across the functional components of the ISHLCD. This will allow the contributions of the Functional Components and the Strategy as a whole to be monitored.

9. Matrix Functioning

Identify, assess and communicate internal and external ISHLCD coordination mechanisms reflecting best practices for matrix management and an integrated approach. For example, KD&E is critical for all Components, including the Surveillance Functional Component, and linkages should be strengthened between the Components and KD&E work within the Strategy.


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