2.5 Planning and Logic Model2.4 Resources | 3. Interstitial Lung Diseases
As has been the case for NIOSH as a whole, RDRP has a long history of organized planning to optimize relevance and impact. RDRP planning has often been conducted within the context of broader NIOSH planning initiatives and has involved active participation of the extramural occupational safety and health community. In the early 1980s, NIOSH together with partners in labor, industry, and academia developed a list of the 10 leading work-related diseases and injuries. Occupational lung disease was the top-ranked problem on the list.15 In 1986, RDRP produced a, “Proposed National Strategy for the Prevention of Occupational Lung Diseases.”16 (A2-1)
RDRP also was an active participant in the NORA planning processes described in chapter 1.5. These processes provided important planning inputs during the first 10 years of NORA (beginning in 1996) and are providing important planning inputs for the second 10 years of NORA, beginning this year. A unique aspect of the current phase of NORA is that inputs will be provided from the perspective of individual industrial sectors. The intent is to enhance efforts to address specific problems unique to individual industrial sectors while maintaining cross-cutting efforts that impact across industrial sectors.
RDRP has also been influenced by the “Healthy People” series of planning exercises conducted by DHHS. “Healthy People 2000” was developed in 1990 and set health goals for the year 2000. “Healthy People 2010” was developed in 2000 and set health goals for the year 2010. “Healthy People 2010” includes goals relevant to RDRP interests in lung cancer, indoor environmental quality in office buildings, tuberculosis, vaccine-preventable respiratory diseases, pneumoconiosis, asthma, and COPD (http://www.healthypeople.gov/Document/tableofcontents.htm ).
Figure 5: RDRP Logic Model
In order to guide its future planning, RDRP has developed a logic model describing how a range of inputs and external factors can be synthesized into activities and outputs, and transferred to create intermediate and, finally, end outcomes (Figure 5). Components of the planning and management process are analogous to those already described in chapter 1.5.
In summary, the NIOSH RDRP has a long and proud history of planning and achievement. We recognize the need to be data-based, outward-looking, and focused on the usefulness of our program to society as we plan for the future.