Quick Facts
- Developed an Intervention Framework to aid decision-making for $27 million annual investment in primary prevention interventions to change behaviour that will positively impact health.
- Documented 10 As-Is and To-Be business processes using Business Process Model Notation.
- Projects funded under this initiative focus on innovative, integrated approaches to promote healthy living, prevent chronic disease and address common risk factors (physical inactivity/sedentary behaviour, unhealthy eating, smoking and harmful use of alcohol).
- Projects are required to include multi-sectoral partnerships, be able to demonstrate measurable results, be founded in evidence and have the potential to be expanded and/or scaled up into other parts of Canada, other target populations, different settings, or to address other chronic diseases or risk factors.
Image Credit: Government of Canada
Project Description
Bronson Consulting was contracted by the Partnership and Strategies Division (PSD) of the Public Health Agency of Canada (PHAC) to assist in transforming their Multi-sectoral Partnerships to Promote Healthy Living and Prevent Chronic Disease program, with a focus on revising business processes to increase program impacts.
Business Challenge
Bronson was tasked with the development of business model archetypes that would capture the program’s public health interventions, and the identification of program improvements/ modernizations that would increase the performance of these funded interventions. In addition, Bronson reviewed the end-to-end business process to identify opportunities and options that could make the entire business process faster and less of an administrative burden for applicants.
Our Solution and Outcome
Bronson first conducted a review and analysis of 40 interventions funded by PSD to identify common business model archetypes. Based on a modified version of the Business Canvas Model* and research on behavioural change, Bronson developed an intervention framework with 14 key elements related to business objectives and public health outcomes for PSD to identify candidates for funding. The second aspect of Bronson’s solution was to review PSD’s processes for identifying and approving interventions and managing them to close-out; a total of 10 processes were identified. Bronson conducted a series of workshops to validate and achieve consensus, resulting in documented As-Is processes. A second set of workshops identified opportunities to streamline the processes through the removal of redundant steps and the use of technology. The intervention framework and the To-Be processes were used by PSD in focusing its efforts to fund public health interventions and to implement technology to manage its projects.
