ARCHIVED - Population Health Fund Evaluation 2008 Final Report
Management Response and Action Plan
| Evaluation Recommendations | Management Response | Management Action Plan | Deliverables | Expected Completion Date | Responsibility | Accountability | |
|---|---|---|---|---|---|---|---|
| Note: Through the development of the new IS, many of the recommendations from the evaluation of the PHF are already being addressed through various new program components and activities as indicated below. | |||||||
| 1 | Future programs designed to encourage action on the determinants of health should build on strengths currently exhibited by the PHF.
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Agree with conditions Although the PHF is being transformed to better address public health priorities, the new Innovation Strategy (IS) will still include a focus on the underlying causes of health problems and will build on the foundation developed by the PHF. The IS will build on these assets in the planning of the refocused PHF, its implementation, and governance. With finite resources a more focused approach on key priorities will be taken. The IS PHF will focus on targeted public health priorities and address needs to systematically build evidence of what works in areas of need. |
1. PHF will be refocused to align with the Agency Strategic Plan and priorities and emerging public health needs to demonstrate results in modernizing the program. 2. Some consultation with Regional Directors and the IS working group have already taken place (Fall 2008) to update the regional role. Roles for the regions will be further developed and finalized. 3. The Program will work with new and existing strategic partners and networks to leverage resources and further action on priorities. Through a planned, large consultation process, networks and partnerships built through PHF will be able to participate in some components of the new IS, including a key role in the KT strategy. 4. The IS will build on PHF past experience in the development of best/ promising practices. |
1. Overarching long term plan to set priorities for funding, guide solicitations, and systematically build evidence of what works |
March 2010 |
Manager IS |
DG SIID |
| 2. Finalize regional role. It is anticipated that the regional role will focus on KT and the identification of community / regional/provincial promising practices for consideration by the IS | June 2009 | ||||||
| 3. Partnership development strategy to utilize various existing network, build new networks in other sectors and to leverage funds and sustain interventions | March 2010 | ||||||
| 4. Consultation framework design in process to engage key internal and external stakeholders in identifying current and future priorities and to ensure alignment of priorities. | April 2009 | ||||||
| 5. Establish an expert advisory committee to ensure rigorous review of proposals | September 2009 | ||||||
| 2 | Efforts should be made to improve evaluative data gathering and reporting.
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Agree Stronger evaluation, including rigorous and systematic data gathering, analysis, and knowledge exchange, is at the core of the new IS objectives. By building on innovation happening nationally and internationally requiring further testing, adaptation, assessment, the IS can have a stronger impact. Summary reports synthesizing experiences and results of funded projects will be part of the KT strategy for the IS. Multiple approaches for syntheses include:
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1. Develop rigorous standards for quality and types of interventions and evaluation 2. Develop a knowledge translation system and plan 3. The PHAC program area responsible for the IS has the leadership, management and content expertise (including Population Health interventions and in knowledge translation) to deliver the IS working closely with the CGCPE and the rest of the Agency including Regional offices. PHAC has recently created and partially staffed additional positions to address these Knowledge Development and Translation needs. 4. PHAC has already initiated the development of data collection tools for the IS in collaboration with various partners including CIHR and NCCs. These include a tool to collect information on the program/intervention in a systematic standardized manner. These efforts will also include the development and adaptation of tools to collect other key information on program outcomes, context etc. Once systematically collected, information will be analyzed and synthesized so that key findings can be shared nationally. 5. The program has already initiated the analysis and synthesis of selected recently completed projects to summarize promising approaches/models and overall learnings. A knowledge transfer strategy is currently being developed in collaboration with CIHR, NCCs and other partners. |
1. Methodological/ evaluation framework for population health intervention impact assessment to set standards, including evaluation requirements - ILA with CIHR underway |
September 2009 |
Manager CGCPE/Manager IS |
DG CGCPE in collaboration with DG SIID |
| 2. Review and revise logic model and PERT tools - contract with Dr. Brian Rush underway | April 2009 | ||||||
| 3. Knowledge development and translation strategy for internal and external exchange and uptake. | March 2010 | ||||||
| 4. Syntheses documents on select PHF funded completed projects describing innovative and/or promising interventions | September 2009 | ||||||
| 5. Develop and implement a knowledge exchange network to promote opportunities for innovative relationships that build on existing networks and other collaborative mechanisms to enhance dialogue, integrate knowledge and maximize uptake of promising practices in communities across Canada. | March 2010 | ||||||
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