PCD Strategy Evaluation 2007.pdf - NT Health Digital Library ...

internal project team. It was very difficult at times to identify data sources and validatestatements made in the draft evaluation report. Therefore some of the information contained inthe draft report that could not be validated, was removed.RestructuresBetween 1999-2006 there were three restructures within the NTDH&CS. The broader policyenvironment shifted from Strategy 21 to the current Building Healthier Communities Framework,which included a change from horizontal to vertical programs. This has made it difficult to assesswhere programs and resources have been shifted, or if they have been reallocated or haveceased. Therefore, within the time constraints of the evaluation process, it was not possible togain a sense of the impact of corporate policy directions, except to comment upon how this hasaffected communication between service providers and the integration of services within theNTDH&CS and other service providers across the Northern Territory.Translation between policy and practiceDetermining the translation between policy, the PCDS and practice, and what service providersattributed to the PCDS or another program offered challenges. For example: it was difficult forsome groups, internal and external to NTDH&CS, to identify how the PCDS influenced their work,yet their work was clearly contributing to the outcomes expected from the PCDS.Chapter 2: Evaluation Methodology – Evaluation of the NT Preventable Chronic Disease Strategy 2007 19