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

Key Conclusions

4.1 Overall Conclusions

The Healthy Living Program remains relevant, has been well designed as documented in the Healthy Living Roadmap and stakeholders clearly identify the ongoing need for the overall Program. The program components are well aligned with the overall Integrated Strategy on Healthy Living and Chronic Disease.

The program outputs and activities are largely being delivered within revised timelines. There are some early successes in the outcome areas. Target populations as well as approaches for healthy eating and healthy weights are not well integrated into the program.

The Healthy Living Fund has appropriate contribution agreements in place and signed Bilateral Agreements however the lengthy solicitation and approval process for the national fund and the delays in signing of the Bilateral projects have impeded the success of this component. KD&E is operating effectively within its outputs and result areas with opportunities to expand knowledge transfer with the Healthy Living Fund projects. The IHLN was slow to initiate activities in the early days; however, these have begun to be addressed. There is a need to clearly define the Network and HLIG roles. Some Social Marketing activities have been carried out., however discussions will need to take place with the Healthy Living Unit to ensure effective processes are in place for managing future social marketing contribution agreements.

4.2 Conclusions by Evaluation Issue

Relevance

The Healthy Living Program is well-aligned with PHAC objectives. Generally, stakeholders expressed strong support and identified a continued need for the Healthy Living Fund, KD&E and the Social Marketing components. Stakeholders expressed mixed opinions as to relevance of the IHLN. This could be attributed to a lack of awareness of the Network.

No evidence of duplication across the four components was found; however, a need for increased integration across the components was identified.

Effective governance structures are in place within the ISHLCD for the Healthy Living Program. These generally ensure coordination and manage the potential for duplication between the Healthy Living Components and the Functional Components. Social Marketing managed separately from the other components has created concerns about alignment with the other components.

Success

The outputs and activities for HLF and KD&E have been broadly achieved as planned. On its current course, the IHLN will achieve many of its promised outputs but may not see progress in some of its defined key result areas. Social marketing activities and outputs include the contribution agreement with ParticipACTION, the Concern Children’s Advertising initiative, the Healthy Pregnancy initiative and a one-time resource contribution to help with distributing and warehousing of Canada’s Physical Activity Guides.

Strategies to reach target populations are not well integrated into the design of the four components; however, some specific initiatives are focused on the identified populations.

Partnerships are being formed as a result of the activities of the Healthy Living Fund, KD&E and some Social Marketing activities such as the Healthy Pregnancy Campaign and the Concerned Children’s Advertiser initiative.  IHLN is currently not effectively developing partnerships throughout its membership athough a first layer of partnership has been established through the HLIG particularly in the F-P/T arena and NGOs.

While information is thus far limited regarding the achievement of outcomes related to the Healthy Living Fund, interviewees report activities and outputs are aligned and likely to contribute to the identified outcomes. Progress has been made on KD&E outcomes. It appears that while care has been taken to achieve the outputs and activities identified for the IHLN, this has not resulted in the desired outcomes due to a change in direction and enhanced role of the HLIG.  In Social Marketing, evidence exists of a successful ParticipACTION campaign, however, the Healthy Pregnancy Campaign and Concerned Children’s Advertiser initiative have not been monitored.  An area of concern includes the lack of social marketing efforts related to healthy weights.

One unintended outcome was generated as a result of the Healthy Living Fund’s activities. Lengthy approval processes within PHAC and the Provinces and Territories, generated a negative impact on both project delivery and relations between PHAC, the Provinces and Territories, and funding recipients within the Healthy Living Fund (national and regional).

Design and Delivery

Overall, the healthy eating and healthy weights themes of the Healthy Living Program are not well integrated into the design of the Program or into its individual components. A number of specific gaps have been identified at the component level.

Among lessons learned to date include reports that strategic investments can be leveraged effectively and timely release of funding is critical to ensuring the success of projects.

PERT has been implemented to monitor the Healthy Living Fund and KD&E projects and appears effective with regular monitoring. Relevance of some of the PERT questions to funding recipients has been queried. The IHLN with no current monitoring plan, will be implementing one through the HLIG in 2009. Social marketing is being monitored in an ad hoc manner with some effective monitoring of specific campaigns.

The funding processes for the Healthy Living Fund are well-documented and operate in a transparent manner. Process improvements are indicated primarily in terms of improving timeliness and efficiency. The KD&E component is well managed through carefully nurtured relationships with key stakeholders. The HLIG is well managed and operating effectively. The Social Marketing activities are managed separately from the other components, and planning and reporting mechanisms display weaknesses.