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ARCHIVED - Evaluation of the Capacity-Building Component of the Canadian Breast Cancer Initiative

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Management Response and Action Plan

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Management Response and Action Plan
  Evaluation Recommendations Management Response Management Action Plan Deliverables Expected Completion Date Responsibility Accountability
#1

The voices of those directly affected by breast cancer be strengthened at the tables where planning for action on breast cancer, all cancer and chronic disease is ongoing:

It is important is to determine how best to engage the perspective and voice of those directly affected with breast cancer.

         
  • Through re-instatement of the co-chaired governance model of the Community Capacity Building Committee (CCBC), as per the Terms of Reference;

Agree with conditions.

The governance model of the CCBC dates back to November 2001.

Review of this committee via collaborative process to facilitate optimal contribution by groups and networks active in the breast cancer field. Revised terms of reference and mandate for CCBC. October 2008 Manager, Cancer Coordination Section, Chronic Disease Management Division (CDMD),
CDPC
Director, Chronic Disease Management Division (CDMD), CCDPC
  • Through statutory representation of the CCBC in the other CBCI components;

Disagree.

PHAC values the importance of information and knowledge and its integration into public health action. There is no evidence that statutory representation of the CCBC in the other CBCI components would achieve desired outcome.

As a first step to address involvement in breast cancer programing, conduct an examination of the interests represented and expertise available on the CBCI committees as well as of linkages between committees.
  • Identification of options, processes and solutions to enhance opportunity for input and coordination of breast cancer information and knowledge.
  • Communicate approach to stakeholders.
October 2008 Manager, Cancer Coordination Section, CDMD, CCDPC Director, CDMD, CCDPC
  • Through participation of the CCBC in the Canadian Partnership Against Cancer.With respect to the latter, that the CCBC undertake to seek a place at this table directly.

Refer to CPAC

The CPAC focus has been on the implementation of necessary governance and infrastructure to support its operations. Processes and mechanisms to form linkages with stakeholders and broad-based groups representing the patient/survivor experience are still in development.

As part of its coordination role, the Cancer Coordination Section will inform, listen to, and provide feedback on how input can be included in CPAC’s work.
Recommendation referred to CPAC for consideration. April 2008 Manager, Cancer Coordination Section, CDMD, CCDPC Director, CDMD, CCDPC
#2

The national networking model of the CCB be maintained and strengthened, to ensure that needs and gaps will continue to be identified and that women in need of information and support will continue to be reached:

PHAC supports collaborative action and the use of a broad range of evidence sources to influence and lead public health action.

         
  • By maintaining funding for regular national meetings of provincial, territorial and national breast cancer networks;
Agree with conditions The Chronic Disease Management Division will identify options for continued sharing and translation of information on breast cancer and other cancers through its community-based program component.
  • Bilateral discussions with CBCN.
  • Approach to funding and delivery of national meetings determined and communicated.

April 2008

June 2008

Manager, Cancer Coordination Section, CDMD, CCDPC Director, CDMD, CCDPC
  • By ensuring adequate financial support to all networks of at least the original funding level, with priority to jurisdictions where their sustainability has been jeopardized.

Agree with conditions

The Cancer Coordination section has taken steps to address needs in the short term. In the longer term, a review of program funding and objectives will be necessary.

  • Address funding needs and manage requirements and expectations in a fair and transparent way.
  • Review of program objectives, eligibility and define basis for allocation of resources.
  • Identify operational resources to support skills and capacity development.
  • Contribution agreements amended and solicitation for 2008-2009 launched.
  • Program objectives, guidelines and requirements updated and communicated.
  • Skills development through national meeting and site visits.

April 2008

April - June 2008


Fall 2008 and Winter 2009

Manager, Cancer Coordination Section, CDMD, CCDPC

Manager, Cancer Coordination Section, CDMD, CCDPC

Manager, Cancer Coordination Section, CDMD, CCDPC

Director, CDMD, CCDPC

Director, CDMD, CCDPC

Director, CDMD, CCDPC

#3 The CCBC work with the PHAC to reduce the barriers to access and to better support funded networks and projects. Priority issues here include:            
  • Reviewing application and reporting requirements according to funding levels in order to increase accessibility and reduce burden on small volunteer organizations;

Agree with conditions

There is limited flexibility for adaptation and variation of application and reporting requirements. However, as a result of the Blue Ribbon Panel on Gs and Cs the Health Portfolio Gs and Cs Action Plan has committed to a review of the funding agreements and reporting requirements.

Dialogue with Gs and Cs authorities and monitor progress and proposed options in relation to risk-based approach for reporting
by delivery organizations.
Progress monitoring and participation in opportunities to provide input into improvements. Ongoing Policy Analyst and Program Officer, Cancer Coordination Section, CDMD, CCDPC Director, CDMD, CCDPC
  • Ensuring funds awarded are available at the start, rather than the end, of the fiscal funded year;

Agree with conditions

The CDMD is accountable for the CBCI-CCB program funding starting April 1, 2008. Program will avail itself of lessons learned and suggestions from program area previously responsible for funds. Some factors such as solicitation planning and budget reviews can influence timeliness and are not under direct control of the administering program.

  • Work in collaboration with the Transfer Payment & Accountability Division to manage solicitations effectively.
  • Sharing of lessons learned through meeting between Chronic Disease Prevention and Management Divisions.
  • Develop 2 year plan for solicitations and identify opportunities for improvement.
  • Communicate to stakeholders.
April 2008 to March 2009 Manager, Cancer Coordination Section, CDMD, CCDPC Director, CDMD, CCDPC
  • Increasing transparency in decision-making, effectiveness of multi-way communication and improved continuity of information during staff turnover.

Agree

Full responsibility and accountability for CBCI-CCB will be transferred to CDMD as of April 1, 2008.

CDMD will be developing processes to increase transparency and communication. Dedicated staff (1.5 FTE) has been assigned to this
initiative.

  • Review of current mechanisms and implement improvements.
  • Develop simple client satisfaction survey and service standard levels.

April 2008-March 2009

December 2008

Manager & Policy Analyst, Cancer Coordination Section, CDMD, CCDPC

Policy Analyst & Program Officer, Cancer Coordination Section, CDMD, CCDPC

Director, CDMD, CCDPC

Director, CDMD, CCDPC

#4 The CCBC become more proactive in ensuring its ongoing capacity to have the voices of those affected by breast cancer be heard:            
  • By conducting a collective, critical internal analysis and developing relevant strategies in the face of uncertainty about the nature, conditions and amount of future support from the CBCI;
Directed to breast cancer networks.
Role of CDMD is to support program objectives; the breast cancer networks are responsible for their sustainability.
PHAC to be supportive of processes initiated by organizations to analyze and develop strategies for sustainability and viability. Feedback provided on proposed funding strategies. Ongoing Manager, Cancer Coordination Section, CDMD, CCDPC Director, CDMD, CCDPC
  • As in recommendation no 1, by seeking out places at relevant tables to ensure that women with breast cancer are present, valued and listened to;
Directed to breast cancer networks.
Role of CDMD is to support program objectives; the breast cancer networks are responsible for increasing their impact at various tables.
Provide information, propose avenues about options and processes to influence decision-making and planning. Inform and provide feedback on suggestions for engagement. April 2008- March 2009 Manager and Policy Analyst, Cancer Coordination Section, CDMD, CCDPC Director, CDMD, CCDPC
  • By working to facilitate the application of the successful community-driven, networking model developed through the CCB to other areas of women’s health and other chronic disease areas.
Directed to breast cancer networks.
The breast cancer community has started in this direction. Several organizations are extending knowledge and support to women’s cancers (cervical, ovarian); other cancers (i.e. prostate); and even chronic diseases (community Health Heart initiatives).
The Cancer Coordination Section and CDMD is receptive of initiatives promoting the application of lessons learned from breast cancer programming to other types of cancers and chronic diseases. Communicate opportunities for integrated programming through the Healthy Living and Chronic Disease initiative. March 2009 Manager, Cancer Coordination Section, CDMD, CCDPC Director, CDMD, CCDPC
#5

Recommendation from Management Review

  • Strengthen evaluation function within CBCI-CCB

Agree

  • Strengthen the evaluation capacity of the program by enhancing the program performance measurement system.
  • Enhance evaluation reporting requirements of funded projects
  • Define process and elements of performance measurement system to meet new requirements (RMAF covers period 2004-2009).
  • Program will report on the success, relevance and cost-effectiveness of the program as part of PHAC’s five year plan for evaluations.
  • Review guidelines and direction provided to projects on data collection and evaluation plans.

April 2009


Determined
by PHAC’s five year evaluation plan.

November 2008

Manager, Cancer Coordination Section, CDMD, CCDPC with support from CEEPD. Director, CDMD, CCDPC

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