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Preventing Chronic Disease - Strategic Planing
Transcript of Preventing Chronic Disease - Strategic Planing
Current Year is Equally Ambitious
Transition and Renewal
Healthy Living/ Healthy Weights
Mobilizing information and knowledge for use in policy and practice nationally and internationally.
Targeted Action on Major Chronic Disease
Taking specific action on major chronic diseases, as per long-standing authorities.
Launched the innovative
Multi-sectoral Partnerships Approach to Promote Healthy Living and Prevent Chronic Disease
First systematic federal application of social innovation agenda
pay for performance
Focus on common risk facts/upstream prevention
Ongoing intake with significant staff engagement
Approximately 20 projects in place with $19M in private sector capital leveraged.
Four Lines of Business:
...and sparking leading edge approach to citizen engagement
From proof of concept...
Consolidating branch surveillance functions to leverage assets and expertise
Significant effort placed on organizational restructuring
Laying the foundation for modernizing the business of surveillance
Building capacity for risk and preventive factor surveillance
Exploring new channels to disseminate our public health information
New partnerships with non-traditional partners
New products that are timely and relevant
Moving ahead with key directions, intrinsically integrated with our other priorities
Conceptualizing Modern Approaches on How to Share Information
Active Partner in data.gc.ca
Determining where there is a clear federal role on specific diseases
Chronic Disease Surveillance
Traditional reports continue
but efforts towards timely release of data being realized.
Automated External Defibrillators (AEDs)
Partnership between the Public Health Agency of Canada and carried out by the Heart and Stroke Foundation to install AEDs in recreational arenas across the country.
An Ambitious Plan of Transformation
Integrating our work for maximum impact
Implementing the Plan
for Year 2
Monthly financial updates
emphasis on high
Co-creation of Hacking Health events
Better collaborative tools
Social Return on Investment:
measuring and accounting for a broad concept of value, including social, environmental and economic values, using monetary values to represent them.
learned from our G&C
investments and surveillance using social
National Population Health Study of Neurological Conditions
NHCC website and portal, factsheets, booklets, infographics, newsletter, web-blog, social-media videos, neurological conditions spokesperson
2005 Integrated Strategy on Healthy Living and Chronic Disease
Initial investment of $74.4M annually (decreased to $48M annually)
Matrix-model (6 functions, 14 program components)
Broad scope of upstream investment and disease management/control, as well as components for specific disease strategies
Several challenges have been encountered
Unclear roles and responsibilities in relation to PTs, value-added
Overly complex governance structure and accountability
Difficulty in linking activities to authorities, financial tracking
Social and political landscape has changed in the past 10 years
Approach no longer policy or cost effective, components less relevant (e.g., disease management/control activities)
Lack of flexibility to move resources to addresses emerging issues given disease-specific commitments
The Centre for Chronic Disease Prevention Strategic Plan 2013-16: Looking back and moving forward
2015-2025 Healthy Living and Chronic Disease Prevention Strategy :
Federal role more focused as convener and catalyst for change
Builds on current successes and develops social innovation approaches
Clearer emphasis on behaviour change
Streamlined governance for greater accountability and optimized integration of functions
Striking a Balance
Best return on investment is upstream prevention of common risk factors
Need for continued expertise/policy capacity on disease-specific health outcomes
Establish a scope broad enough to respond to select emerging issues and narrow enough to not be involved in every issue
Identification of trends in healthy living, chronic disease and injury with emphasis on risks and protective factors
Faster data dissemination reflective of the digital age and potential new technologies
Policy Leadership, Coordination and Development
Leadership and action, as catalyst and convener, to bring together a range of partners
Working with PTs to leverage collective resources
International community engaged in collaborative discussions
Dynamic multisectoral action
Results with impact
A new CCDP Strategic Plan and associated Management Implementation Plan will be developed concurrently with the policy refresh exercise.
Our Vision for the
Next Ten Years
and finishing the year by:
putting in place a systematic approach to performance measurement
establishing rigorous financial tracking mechanisms
disseminating lessons learned from G&C Programing
working with NGO, and portfolio partners to establish research and surveillance priorities
thereby closing most of CCDP's recommendations from the OAG Spring 2013 Report on Promoting Diabetes Prevention and Control in 13/14 and the remainder shortly after.
...leading to higher impact initiatives....
The Get BUSY project showed increased physical activity, and better nutrition reported by youth.
The Air Miles-YMCA initiative demonstrated a 115% increase in physical activity levels; Over 55,000 Canadians enrolled.
The next phase of G&C evolution
Quantifiable value for dollar
new social financial instruments
aligning private sector/philanthropic granting programs
Exploring new market places for data...
Re-boot of international relationships
...and modernized surveillance grants and contributions.
Consultation for a new business line
The need to codify our new approach and clarify long standing challenges
The Play for Prevention Project has demonstrated that aboriginal youth have an increased knowledge and understanding of the linkages between healthy active living and diabetes prevention through the use of the Play for Prevention tool kit and creative mentor programming.
Nimble enough to respond to government priorities and emerging issues (e.g. injury, dementia)
Governance restructured and streamlined for efficiency
...and digital learning