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2008-09
Departmental Performance Report

Health Canada

Supplementary Information (Tables)

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Table of Contents

• Sources of Respendable and Non-respendable Revenue
• User Fees/External Fees
• Status Report on Major Crown Projects
• Details on Transfer Payments Programs
• Up-Front Multi-Year Funding
• Horizontal Initiatives
• Sustainable Development Strategy
• Green Procurement
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations

Sources of Respendable and Non-Respendable Revenue

Reflected in this table is the collection of respendable revenues by program activity and of non-respendable revenues by classification and source.

Respendable revenues refers to funds collected for user fees or for the recovery of the cost of departmental services. These revenues include those both external and internal to the government, the majority being external.

A variety of respendable revenues are collected which include Medical Devices, Radiation Dosimetry, Drug Submission Evaluation, Veterinary Drugs, Pest Managemnt Regulation, Product Safety, hospital revenues resulting from payments for services provided to First Nations and Inuit Health hospitals, which are covered under provincial or territorial plans, and for the sale of drugs and health services for First Nations communities.

Non-respendable revenues are shown by source in order to reflect the information in a useful format. The Department is not allowed to respend these revenues.

Respendable Revenue
($ millions)

Program Activity	Actual 2006-07	Actual 2007-08	2008-09
			Main Estimates	Planned Revenue	Total Authorities	Actual
Health Products	40.7	40.7	39.9	39.9	39.9	44.6
Food and Nutrition	0.0	0.0	1.3	1.3	1.3	0.0
Sustainable Environmental Health	1.5	1.3	1.4	1.4	1.4	6.3
Consumer Products	0.0	0.0	0.5	0.5	0.5	0.0
Workplace Health	11.0	13.4	14.1	14.1	14.1	9.0
Pesticide Regulation	7.4	8.2	7.0	7.0	7.0	7.3
First Nations and Inuit Health Programming and Services	3.2	4.1	5.4	5.4	5.4	3.5
Total Respendable Revenue	63.8	67.7	69.6	69.6	69.6	70.7

Non-Respendable Revenue
($ millions)

Program Activity	Actual 2006-07	Actual 2007-08	2008-09
			Main Estimates	Planned Revenue	Total Authorities	Actual
Refunds of expenditures	40.2	32.0	0.0	0.0	0.0	47.8
Sales of goods and services	3.5	5.8	0.0	0.0	0.0	3.9
Other fees and charges	7.9	10.4	0.0	8.9	8.9	8.4
Proceeds from the disposal of surplus Crown assets	0.2	0.3	0.0	0.0	0.0	0.4
Miscellaneous non-tax revenues	0.0	0.0	0.0	0.0	0.0	0.0
Total Non-respendable Revenue	51.8	48.5	0.0	8.9	8.9	60.5
TOTAL REVENUES	115.6	116.2	69.6	78.5	78.5	131.2

User Fees Act 2008-09

1- Health Products and Foods Branch

					2008 - 2009					Planning Years
A. User Fees	Fee Type	Fee-setting authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard	Performance Results	Fiscal Year	Forecast Revenue ($000)	Estimated Full Cost ($000)
Authority to Sell Drugs Fees	Regulatory (R)	Financial Administration Act (FAA)	Dec. 1994	8,035	8,162	44,702	120 calendar days to update the Drug Product Database following notification	100% within 120 calendar days	2009-10 2010-11 2011-12	8,035 7,400 12,000	45,989 47,314 48,676
Certificates of Pharmaceutical Product (Drug Export) Fees	Other (O)	Ministerial authority to enter into contract	May 2000	105	110	1,558	5 working days to issue certificate	90% within 5 working days	2009-10 2010-11 2011-12	105 110 200	1,603 1,649 1,696
Drug Establishment Licensing Fees	R	FAA	Dec. 1997	6,014	6,797	15,054	250 calendar days to issue / renew licence	84% licenses issued/renewed within 250 calendar days	2009-10 2010-11 2011-12	6,014 5,500 11,800	15,487 15,933 16,392
Drug Master File Fees	O	Ministerial authority to enter into contract	Jan. 1996	150	170	315	30 calendar days	100% within 30 calendar days	2009-10 2010-11 2011-12	130 100 300	324 334 343
Drug Submission Evaluation Fees (Pharmaceuticals & Biologic Products)	R	FAA	Aug. 1995	21,275	22,163	97,942	Review time to first decision (calendar days)	Average review time to first decision (calendar days)	2009-10 2010-11 2011-12	21,000 30,300 41,100	100,762 103,664 106,650
							NDS: Priority NAS = 180 NDS: NOC-C NAS = 200 NDS: NAS = 300 NDS: Clin/C&M=300 NDS:  C&M/Labelling = 300 ANDS: C&M/Labelling = 180 ANDS: Comp/C&M = 180 ANDS:  Labelling only = 50 SNDS: Priority Clin Only = 180 SNDS: Priority Clin/C&M= 180 SNDS: Clin/C&M = 300 SNDS: Clin only = 300 SNDS: Comp/C&M = 180 SNDS: C&M/ Labelling = 180 SNDS: Rx to OTC New INDIC = 300 SNDS: Labelling only = 60 SNDS-C: Clin only =300 SANDS: Comp / C&M = 180 SANDS: C&M / Labelling= 180 SANDS: Labelling only = 60 DINA with data = 210 DINA form only = 180 DIND with data = 210 DIND form only = 180 NDS: Priority NAS = 180 NDS: NAS = 300 NDS: Clin/C&M=300 SNDS: C&M/ Labelling = 180 ANDS: C&M/Labelling = 180 SNDS: Priority Clin/C&M= 180 SNDS: Clin/C&M = 300 SNDS: Clin only = 300 SNDS: Comp/C&M = 180 SNDS: C&M/ Labelling = 180 SNDS: Labelling only = 60 DINB with data = 210 DINB form only = 180	Pharmaceuticals Products NDS:  Priority NAS = 179 NDS:  NOC-C NAS = 200 NDS:  NAS = 283 NDS:  Clin/C&M = 283 NDS:  C&M/Labelling = 300 ANDS:  C&M/Labelling = 167 ANDS:  Comp/C&M = 182 ANDS:  Labelling only = 49 SNDS:  Priority Clin Only = 180 SNDS:  Priority Clin/C&M = 79 SNDS:  Clin/C&M = 287 SNDS:  Clin only = 243 SNDS:  Comp/C&M = 194 SNDS:  C&M/Labelling = 169 SNDS:  Rx to OTC New INDIC = 300 SNDS:  Labelling only = 55 SNDS-C:  Clin only =309 SANDS:  Comp/C&M = 141 SANDS:  C&M/Labelling = 160 SANDS:  Labelling only = 53 DIN A with data = 423 DIN A form only = 173 DIN D with data = 232 DIN D form only = 223 Biologic Products NDS:  Priority NAS = 171 NDS:  NAS = 245 NDS:  Clin/C&M = 336 NDS:  C&M/Labelling = 220 ANDS:  C&M/Labelling = 180 SNDS:  Priority Clin only = 179 SNDS:  Clin/C&M = 287 SNDS:  Clin only = 281 SNDS:  Comp/C&M = 180 SNDS:  C&M/Labelling = 156 SNDS:  Labelling only = 57 DIN B with data = 77 DIN B form only = 116
Medical Device Licence Application Fees	R	FAA	Aug.1998	3,500	4,169	16,382	Review time to first decision (calendar days)	Average review time to first decision (calendar days)	2009-10 2010-11 2011-12	3,500 4,900 6,600	16,854 17,339 17,838
							Class II = 15 Class II amendment = 15 Class II Private Label = 15 Class II Private Label amendment = 15 Class III = 60 Class III amendment = 60 Class IV = 75 Class IV amendment = 75	Class II = 9 Class II amendment = 10 Class II Private Label = 10 Class II Private Label amendment = 12 Class III = 73 Class III amendment = 70 Class IV = 112 Class IV amendment = 103
Fees for Right to Sell a Licensed Medical Device	R	FAA	Aug. 1998	1,800	1,969	4,470	20 calendar days from deadline for receipt of annual notification to update the Medical Devices Active License Listing (MDALL) database	100% within 20 calendar days	2009-10 2010-11 2011-12	1,800 1,700 5,600	4,599 4,731 4,868
Medical Device Establishment Licensing Fees	R	FAA	Jan 2000	2,700	3,627	5,813	120 calendar days to issue / renew licence	95% within 120 calendar days	2009-10 2010-11 2011-12	2,700 2,130 7,900	5,980 6,153 6,330
Veterinary Drug Evaluation Fees	R	FAA	Mar. 1996	600	901	7,798	Review time to first decision (calendar days)	Average review time to first decision (calendar days)	2009-10 2010-11 2011-12	900 910 920	8,023 8,254 8,492
							NDS = 300 ABNDS = 300 SNDS = 240 SABNDS = 240 Admin = 90 DIN = 120 NC = 90 IND/ESC = 60 Labels = 45 Emergency Drug Release = 2	NDS = 564 ABNDS = 604 SNDS = 311 SABNDS = 439 Admin = 56 DIN = 125 NC = 114 IND/ESC = 46 Labels = 51 Emergency Drug Release = 100% within 2 days
Subtotal (R)				43,924	47,788	192,161			2009-10 2010-11 2011-12	43,949 51,930 85,920	197,695 203,389 209,246
Subtotal (O)				255	281	1,873			2009-10 2010-11 2011-12	235 210 500	1,927 1,983 2,040
Total				44,179	48,069	194,034			2009-10 2010-11 2011-12	44,184 52,140 86,420	199,622 205,371 211,286

B. Date Last Modified: N/A

C. Other Information:
Acronyms

NDS:

New Drug Submission

SNDS:

Supplemental New Drug Submission

ANDS/ABNDS:

Abbreviated New Drug Submission

SANDS/SABNDS:

Supplemental Abbreviated New Drug Submission

DIN:

Drug Identification Number Application

INDS:

Investigational New Drug Submission

ESC:

Experimental Studies Certificate

NC:

Notifiable Change

NAS:

New Active Substance

OTC:

Over the Counter

Rx:

Prescription

Clin:

Clinuical

Comp:

Comparative Bio, Clinical or Pharmacodynamic

C&M:

Chemistry and Manufacturing

NOC-C:

Notice of Compliance with Conditions

Detailed performance targets
Human drugs: http://hc-sc.gc.ca/dhp-mps/prodpharma/applic-demande/guide-ld/mgmt-gest/mands_gespd_e.html
Medical Devices: http://hc-sc.gc.ca/dhp-mps/md-im/applic-demande/pol/mdlapp_demhim_pol_e.html
Veterinary drugs: http://hc-sc.gc.ca/dhp-mps/vet/applic-demande/guide-ld/mors-gspr_pol_e.html

Detailed performance information: http://hc-sc.gc.ca/dhp-mps/prodpharma/applic-demande/docs/perform-rendement/index_e.html

Forecast and actual revenue are reported on a modified cash accounting basis.
Costing information was developed using the Program Activity Architecture coding structure as directed through Treasury Board.

The Health Products and Food Branch continues to progress in the development of an updated cost recovery framework and in doing so has taken into consideration comments received in response to the publication of the Official Notice of Fee Proposal for Human Drugs and Medical Devices (July 2007) and the subsequent recommendations of the two Independent Advisory Panels.  It is anticipated that the User Fees Proposal (including fees and service standards) will be tabled in Parliament in the fall of 2009 with implementation in the 2010/2011 fiscal year.

Revised fees and service standards related to veterinary drug product activities are under development, but no specific proposals have been presented to stakeholders.

2- Pest Management Regulatory Agency (PMRA)

				2008 - 2009					Planning Years
A. User Fees	Fee Type	Fee-setting authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard	Performance Results	Fiscal Year	Forecast Revenue ($000)	Estimated Full Cost ($000)
Fees to be paid for Pest Control Product Application Examination Service	Regulatory (R)	Pest Control Products Act (PCPA)	April 1997	3,490	4,808	36,572 (includes Health Canada Internal Services allocation)	Target is 90% of submissions in all categories to be processed within time shown. www.pmra-arla.gc.ca/ english/ pdf/pro/ pro9601-e.pdf Category A Standard - 550 days User Request Minor Use Registration (URMUR) - 365 days Category B Standard/priority - 365 days Category C Standard - 180 or 225 days Category D IMEP - 32 days OUI - 56 days URMULE - 60 days and Master Copy - 21 days Category E New Active - Food - 365 days New Active - Non-food - 165 days	Category A = 55% Category B = 56% Category C = 88% Category D = 91% Category E = 18% Category A and B submission workload continues to rise.  While performance for regulatory actions addressed within services standards have a broad range among all categories, performance for priority submissions targeted to meeting Canadian grower needs as a result of consultations, was 97%	2009-10 2010-11 2011-12	3,490 3,490 3,490	30,430 30,990 31,300 (includes Health Canada Internal Services allocation)
Fees to be paid for the right or privilege to manufacture or sell a pest control product in Canada and for establishing a Maximum Residue Limit in relation to a pest control product.	R	Financial Adminis- tration Act (FAA)	April 1997	4,500	3,682	27,928 (includes Health Canada Internal Services allocation)	100% of all fees for the right or privilege to manufacture or sell a pest control product in Canada are invoiced by April 30th of each fiscal year.	100% of all invoices were issued by April 30, 2008 for the 2008-2009 fiscal year.	2009-10 2010-11 2011-12	4,500 4,500 4,500	39,200 40,590 40,320 (includes Health Canada Internal Services allocation)
Total				7,990	8,490	64,500			2009-10 2010-11 2011-12 TOTAL	7,990 7,990 7,990	69,630 71,580 71,620

B. Date Last Modified: N/A

C. Other Information

3- Corporate Services Branch

				2008 - 2009					Planning Years
A. User Fees	Fee Type	Fee-setting authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard	Performance Results	Fiscal Year	Forecast Revenue ($000)	Estimated Full Cost ($000)
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	Other products and services (O)	Access to Information Act	1992	$13K	$7K	$1.6M	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. The Access to Information Act provides fuller details: http://laws. justice. gc.ca/ en/A-1/ 218072.html.	During fiscal year 2008-2009, Health Canada completed processing 950 (62.6%) of 1517 active requests. Health Canada was able to respond within 30 days or less in 214 (23 percent) of completed cases. The remaining requests were completed within 31 to 60 days in 146 (15 percent) cases, 61 to 120 days in 230 (24 percent) cases and 121 or more days in 360 (38 percent) cases.	2009-10 2010-11 2011-12	10K 10K 10K	$1.4M $1.4M $1.4M
Sub-Total  (R) Sub-Total (O) Total					$7K	$1.6M			Sub-total 2009-10 Sub-total 2010-11 Sub-total 2011-12 Total	10K 10K 10K 30K	$1.4M $4.2 M

B. Date Last Modified: N/A

C. Other Information:

1. Projection based on actual revenue received during FY .Due to the nature and varying complexity of ATI requests, it is unknown what fees may be applicable until a request is processed.  Under certain circumstances, fees may be waived.

Estimated direct cost associated with ATI requests.

Policy on Service Standards for External Fees 2008-2009

1- Healthy Environments and Consumer Safety Branch (HECS)

External Fee	Service Standard	Performance Result	Stakeholder Consultation
National Dosimetry Services Product, Services and Fee Structure (NDS P, S& F)	Provide timely, responsive and reliable customer services to 95,000 workers in over 12,700 groups: Registration and inspections of incoming dosimeters within 48 hours Exposures over regulatory limits reported within 24 hours Dosimeters leave NDS premises 10-13 working days prior to exchange date Message call backs (phone, e-mail) within 24 hours Updated account information within 48 hours Additional request dosimeters shipped within 24 hours Exposure Reports for regular service sent out within 10 days of dosimeter receipt	Provided timely, responsive and reliable customer services to over 95,000 workers in 12,500 groups. The standards were met as follows: > 99% Registration & inspection of incoming dosimeters within 48 hours 100% Exposures over regulatory limits reported within 24 hours > 99% Dosimeters leave NDS premises 10-13 working days prior to exchange date > 95% Message call backs done within 24 hours. 83% of incoming calls answered immediately. > 90% Account information updated within 48 hours > 99% Additional request dosimeters shipped within 24 hours 90% Exposure Reports sent out within 10 days of dosimeter receipt	NDS staff were in daily contact with clients via phone, fax and e-mail. More than 35,000 requests were handled related to the client's product and service requirements. These interactions allowed NDS to measure level of service satisfaction as well as insight into new requirements for products and services. NDS expects to implement new products and services April 2010. Client feedback (both complimentary and critical) was addressed as required. Additional information on service was obtained during regular contact sessions with the client and, as required, through exit questionnaires. The total numbers of complaints were reduced to 105, a reduction of 30% since last year. NDS also administered a satisfaction questionnaire to 99 client groups. Based on feedback, about 80% of clients very satisfied with timeliness of service delivery of dosimeters and exposure reports, provision of clear and understandable documents, courteous and polite interactions with the Client Service Representative (CSR) and addressing the client's request to their satisfaction. Areas for improvement focussed on the phone messaging system and delays in reaching a CSR. On a basis of over 500,000 dosimeter readings in 2008-2009, NDS= satisfaction rate is more than 99.5%.
Ship Sanitation Certificate Services (Formerly known as Deratting Services)	Health Canada provides 7-day service in Standard Rate (Designated) Ports and all requests are responded to within 48 hours. See Note 1 below.	732 Ship Sanitation Certificate Inspections were conducted in 2008-2009, out of which 524 were conducted at Standard Rate Ports. All requests were responded to within 48 hours.	Communicated the new fee schedule, and provided information on the IHR 2005, and what is involved with issuing Ship Sanitation Certificates to the Canadian Shipping Federation and the Chamber of Shipping of British Columbia. New fee structure was posted in the Canada Gazette.
Cruise Ship Inspection Program	Periodic inspections done a minimum of once a sailing season on ships in Canadian waters. Final reports submitted within 10 working days. Re-inspection on any ships with scores of less than 85%. See Note 2	74 Cruise Ship Inspections were conducted in 2008-2009. All final reports were submitted within 10 working days. 1 Cruise Ship did not achieve the 85% score, however it was re-inspected.	Minor changes were made to the Cruise Ship Administrative Guide, and communicated with the Cruise Ship Industry. Annual industry meeting was held in February 2008, which served as a forum to go over the year's inspection results, and to provide feedback on policies and guidelines.
Common Carrier Inspection (e.g. trains, ferries, airports/airlines, seaports)	See Note 3 below.	See Note 4 for reporting of Services Standards for Conveyance Inspection Programs.	Conducted a review exercise of existing policy and guideline documents for Flight Kitchens, On Board and Off Board Passenger Train, Passenger Ferry Food and Sanitation Inspections and Potable Water Inspections, as well as the Cruise Ship Administrative Guide. Draft documents were shared with the industry stakeholders, and meetings were held with individual operators to discuss changes. Annual industry meeting was held in February 2008, which served as a forum to go over the year's inspection results, and to provide feedback on policies and guidelines.
Employee Assistance Services (EAS) (Fees are charged through contractual or formally-based agreements between HC and other departments, agencies and federally-regulated organizations.) Services provided for fees includes: Employee Assistance Programs (EAP) Specialized Organizational Services (SOS)	As per formal agreement, varies depending on customer organization's requirements, needs and EAS capacity to meet service levels. Service Standards include: Less than 5% of incoming to the Crisis and Referral Centre calls go to voicemail. First contact between mental health professional and client is 48 hours. First appointment within 3 to 5 business days. Client receives follow-up from counsellor 2 to 3 weeks after the last session.	EAS is an Accredited service (EASNA). Voluntary satisfaction surveys, customer surveys, telephone surveys and follow-ups with clients and customers are done on a regular basis. Results are shared at year end to each customer (Annual Review and Program Plan), as per formal agreement. Other performance assessments completed regularly (audits, capacity assessments, strategic review, etc.)	Customer survey and meeting with customer at least once a year. Formal agreement to renew contractual (MOU, ILA, Service Agreement, - type agreement) done annually (or every two to three years) for EAP and individually for Organizational Services. Utilization data is provided every six months (minimum) to each customer
NOTE: EAS is now the responsibility of RAPB
Medical Marihuana Dried marihuana ($5.00 / gram) Cannabis seeds ($20.00 / packet of 30 seeds)	Dried marihuana Health Canada provides tested dried marihuana lots prior to distribution to authorized persons. Cannabis seeds Health Canada provides tested marihuana seed lots prior to distribution to authorized persons. Processing time Health Canada processing time for orders is 14 working days (from the time the order is received to the delivery of shipment to the recipient).	Dried marihuana Test result requirements were met for all 12 lots distributed. Quality control test results are posted on Health Canada website. The number of pouches distributed was 12,180. The number of returned pouches was 226. Return rate due to product non-satisfaction was 0.8% Cannabis seeds Test result requirements were met for the two (2) lots distributed. The number of seed packets distributed was 550.The number of returned seed packets was 23. Return rate was 4.2% (note that the return rate for seeds may not necessarily be due to non-satisfaction). Processing time was below service standard of 14 working days for all shipment orders of dried marihuana (total 4,234 shipment orders) and Cannabis seeds (total 331 shipment orders)	MMAD staff engages clients on a daily basis through the Call Centre system using phone, e-mail and other communication tools. Nearly 21 000 interactions were completed for purposes of responding to client requirements. These interactions allowed MMAD to assess the level of service and product satisfaction and provide insight into requests for new and\or different products. MMAD staff document and assess customer feedback (compliments and criticism) using a centralized electronic database. There were no changes to the service standards in 2008-2009.

Note 1: Service Standards for Ship Sanitation Certificate Services

Day of the Week	Prior Notification Required
Weekday Service	24 hours
Weekend Service	48 hours
Regular Weekend Service	For service on Saturday, notice must be received Thursday by 1300 hours local time. For service on Sunday, notice must be received Friday by 1300 hours local time.
Holiday Weekend Service	When Friday is the statutory holiday for service on Friday, notice must be received Wednesday by 1300 hours local time; for service on Saturday or Sunday, notice must be received Thursday by 1300 hours local time. When Monday is the statutory holiday for service on Saturday, notice must be received Thursday by 1300 hours local time; for service on Sunday or Monday, notice must be received Friday by 1300 hours local time.

Note: The fee for short notice service i.e. less than 24 hours for week days, less than 48 hours for weekends, at both Standard Rate and Non-Standard Rate ports, will be the normal fee plus a 25% surcharge (ie. $937.50).

Note 2: Health Canada publishes scores obtained from the Cruise Ship Inspection Program at: http://www.hc-sc.gc.ca/hl-vs/travel-voyage/general/ship-navire-eng.php

Note 3: In regards to service standards, Cruise Ship and Common Carrier Inspections are performed following procedures and protocols that have been published and distributed to clients. Health Canada=s protocols are consistent with programs in other countries. Copies of the inspection protocols for these programs may be requested by e-mail at: PHB_BSP@hc-sc.gc.ca

Note 4: Service Standards for Conveyance Inspection Program

Conveyance Inspection Program	Service Standard	Performance Result
Passenger Train - On Board	eriodic inspection done on each passenger train line as determined by MOU between Health Canada and passenger train industry. Final inspection report provided to industry within 10 working days.	31 On-Board Passenger Train inspections were conducted in 2008-2009.   19 were announced inspections, 12 were unannounced. 28 out of 31 (90%) of final inspections reports were submitted within 10 working days of the inspection.
Passenger Train - Off Board	Sanitation inspection done twice a year. Final report provided to industry within 10 working days	10 Off-Board Passenger Train inspections were conducted in 2008-2009.   1 announced and 1 unannounced inspection was conducted at each Employee Service Centre (ESC). All final reports (100%) were submitted within 10 working days of the inspection.
Flight Kitchen	Scheduled number of announced audits per year is based on the number of meals prepared by the kitchen. Final audit inspection report provided within 10 working days of inspection.	18 Flight Kitchen audits were conducted in 2008-2009. 16 out of 18 (89%) final audit/inspection reports were submitted within 10 working days of the inspection.
Ferry B On Board Food	Unannounced inspections as per predetermined contractual obligations. Final inspection report provided within 10 working days of inspection.	83 Food and Sanitation inspections were conducted on passenger ferries in 2008-2009. 77 out of 83 (93%) of final inspection reports were submitted within 10 working days of the inspection.
Ferry B Potable Water	Unannounced inspections as per predetermined contractual obligations. 100% of reports provided within 10 working days.	56 Potable Water inspections were conducted on passenger ferries in 2008-2009. 48 of 56 (86%) of final inspection reports were submitted within 10 working days of the inspection.

B. Other Information

National Dosimetry Services
NDS will be increasing its pricing in 2009-2010 marginally (about 4%) to address cost of living expenses.
In April 2010, NDS is expected to update their products, services and fee schedule to address introduction of new dosimeter products, as well as impacts from financial performance ( ie, cost of living), business capacity ( ie, competition), and client demands and expectations for enhanced levels of other products and services.

2- Regions and Programs Branch (RAPB)

External Fees	Service Standards	Performance Results	Stakeholder Consultations
Employee Assistance Services (EAS) (Fees are charged through contractual or formally-based agreements between HC and other departments, agencies and federally-regulated organizations.) Services provided for fees includes: Employee Assistance Programs (EAP) Specialized Organizational Services (SOS)	As per formal agreement, varies depending on customer organization's requirements, needs and EAS capacity to meet service levels. Service Standards include: Helping 70% of clients achieve problem resolution within EAS short term counselling model.	EAS is an Accredited service (EASNA). Voluntary satisfaction surveys, customer surveys, telephone surveys and follow-ups with clients and customers are done on a regular basis. Results are shared at year end to each customer (Annual Review and Program Plan), as per formal agreement. Service Standard results: Clients are currently achieving problem resolution in 90% of cases.	Customer survey and meeting with customer at least once a year. Formal agreement to renew contractual (MOU, ILA, Service Agreement, - type agreement) done annually (or every two to three years) for EAP and individually for Organizational Services. Utilization data is provided every six months (minimum) to each customer

3- Health Products and Foods Branch (HPFB)

A. External Fee	Service Standard	Performance Result	Stakeholder Consultation
Authority to Sell Drugs Fees	120 calendar days to update the Drug Product Database following notification	100% within 120 calendar days	The Health Products and Food Branch continues to progress in the development of an updated cost recovery framework and in doing so has taken into consideration comments received in response to the publication of the Official Notice of Fee Proposal for Human Drugs and Medical Devices (July 2007) and the subsequent recommendations of the two Independent Advisory Panels. It is anticipated that the User Fees Proposal (including fees and service standards) will be tabled in Parliament in the fall of 2009 with implementation in the 2010/2011 fiscal year.
Certificates of Pharmaceutical Product (Drug Export) Fees	5 working days to issue certificate	90% within 5 working days
Drug Establishment Licensing Fees	250 calendar days to issue / renew licence	84% licenses issued/renewed within 250 calendar days
Drug Master File Fees	30 calendar days	100% within 30 calendar days
Drug Submission Evaluation Fees (Pharmaceuticals & Biologic Products)	Review 1 (average time in calendar days) Pharmaceuticals NDS: Priority NAS = 180 NDS: NOC-C NAS = 200 NDS: NAS = 300 NDS: Clin/C&M = 300 NDS: C&M/Labelling = 180 ANDS: C&M/Labelling = 180 ANDS: Comp/C&M = 180 ANDS: Labelling only = 60 SNDS: Priority Clin Only = 180 SNDS: Priority Clin/C&M = 180 SNDS: Clin/C&M = 300 SNDS: Clin only = 300 SNDS: Comp/C&M = 180 SNDS: C&M/Labelling = 180 SNDS: Rx to OTC New INDIC = 300 SNDS: Labelling only = 60 SNDS-C: Clin only =300 SANDS: Comp/C&M = 180 SANDS: C&M/Labelling = 180 SANDS: Labelling only = 60 DIN A with data = 210 DIN A form only = 180 DIN D with data = 210 DIN D form only = 180 Biologics NDS: Priority NAS = 180 NDS: NAS = 300 NDS: Clin/C&M = 300 NDS: C&M/Labelling = 180 ANDS: C&M/Labelling = 180 SNDS: Priority Clin only = 180 SNDS: Clin/C&M = 300 SNDS: Clin only = 300 SNDS: Comp/C&M = 180 SNDS: C&M/Labelling = 180 SNDS: Labelling only = 60 DIN B with data = 210 DIN B form only = 180	NDS: Priority NAS = 179 NDS: NOC-C NAS = 200 NDS: NAS = 283 NDS: Clin/C&M = 283 NDS: C&M/Labelling = 300 ANDS: C&M/Labelling = 167 ANDS: Comp/C&M = 182 ANDS: Labelling only = 49 SNDS: Priority Clin Only = 180 SNDS: Priority Clin/C&M = 79 SNDS: Clin/C&M = 287 SNDS: Clin only = 243 SNDS: Comp/C&M = 194 SNDS: C&M/Labelling = 169 SNDS: Rx to OTC New INDIC = 300 SNDS: Labelling only = 55 SNDS-C: Clin only =309 SANDS: Comp/C&M = 141 SANDS: C&M/Labelling = 16 SANDS: Labelling only = 53 DIN A with data = 423 DIN A form only = 173 DIN D with data = 232 DIN D form only = 223 NDS: Priority NAS = 171 NDS: NAS = 245 NDS: Clin/C&M = 336 NDS: C&M/Labelling = 220 ANDS: C&M/Labelling = 180 SNDS: Priority Clin only = 179 SNDS: Clin/C&M = 287 SNDS: Clin only = 281 SNDS: Comp/C&M = 180 SNDS: C&M/Labelling = 156 SNDS: Labelling only = 57 DIN B with data = 77 DIN B form only = 116
Medical Device Licence Application Fees	Review 1 (average time in calendar days) Class II = 15 Class II amendment = 15 Class II Private Label = 15 Class II Private Label amendment = 15 Class III = 60 Class III amendment = 60 Class IV = 75 Class IV amendment = 75	Class II = 9 Class II amendment = 10 Class II Private Label = 10 Class II Private Label amendment = 12 Class III = 73 Class III amendment = 70 Class IV = 112 Class IV amendment = 103
Fees for Right to Sell a Licensed Medical Device	20 calendar days from deadline for receipt of annual notification to update the Medical Devices Active License Listing (MDALL) database	100% within 20 calendar days
Medical Device Establishment Licensing Fees	120 calendar days to issue / renew licence	95% within 120 calendar days
Veterinary Drug Evaluation Fees	Review time to first decision (calendar days) NDS = 300 ABNDS = 300 SNDS = 240 SABNDS = 240 Admin = 90 DIN = 120 NC = 90 IND/ESC = 60 Labels = 45 Emergency Drug Release = 2	NDS = 564 ABNDS = 604 SNDS = 311 SABNDS = 439 Admin = 56 DIN = 125 NC = 114 IND/ESC = 46 Labels = 51 Emergency Drug Release = 100% within 2 days

B. Other Information: N/A

4- Pest Management Regulatory Agency (PMRA)

A. External Fee	Service Standard	Performance Result	Stakeholder Consultation
Fees to be paid for Pest Control Product Application Examination Service	Target is 90% of submissions in all categories to be processed within time shown. www.pmra-arla.gc.ca/english/pdf/pro/pro9601-e.pdf Category A Standard - 550 days User Request Minor Use Registration (URMUR) - 365 days Category B Standard/priority - 365 days Category C Standard - 180 or 225 days Category D IMEP - 32 days OUI - 56 days URMULE - 60 days and Master Copy - 21 days Category E New Active - Food - 365 days New Active - Non-food - 165 days	Category A = 55% Category B = 56% Category C = 88% Category D = 91% Category E = 18% Category A and B submission workload continues to rise.  While performance for regulatory actions addressed within services standards have a broad range among all categories, performance for priority submissions targeted to meeting Canadian grower needs as a result of consultations, was 97%	Stakeholder consultation conducted annually when required.
Fees to be paid for the right or privilege to manufacture or sell a pest control product in Canada and for establishing a Maximum Residue Limit in relation to a pest control product.	Target is 100% of all fees for the right or privilege to manufacture or sell a pest control product in Canada are invoiced by April 30th of each fiscal year.	100% of all fees for the right or privilege to manufacture or sell a pest control product in Canada are invoiced by April 30th of each fiscal year.	All stakeholders have been consulted on the service standard for invoicing clients

B. Other Information: N/A

5- Corporate Services Branch (CSB)

A. External Fee	Service Standard	Performance Result	Stakeholder Consultation
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	Response provided within 30 days following receipt of request; response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days of receipt of request. ATIA: http://laws.justice.gc.ca/en/A-1/218072.html	During fiscal year 2008-2009, Health Canada completed processing 950 (62.6%) of 1517 active requests. Health Canada was able to respond within 30 days or less in 214 (23 percent) of completed cases. The remaining requests were completed within 31 to 60 days in 146 (15 percent) cases, 61 to 120 days in 230 (24 percent) cases and 121 or more days in 360 (38 percent) cases.	The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board Secretariat for amendments done in 1986 and 1992.

Status Report on Major Crown Projects

1. Description:

Health Information and Claims Processing Services (HICPS) Major Crown Project.

HICPS is the key delivery mechanism for the payment of pharmacy, medical supplies and equipment, and dental benefits under Health Canada's Non-Insured Health Benefits (NIHB) Program.

The HICPS Project was established to conduct a competitive procurement to replace the existing HICPS contract, to manage the implementation of the new service contract and ensure a smooth transition from the current incumbent to the new contractor.

2. Project Phase:

Project Implementation: The HICPS Major Crown Project entered the project implementation phase with the December 4, 2007 award of the HICPS contract to ESI Canada.

Overview: HICPS supports the delivery of much-needed health benefits for over 790,000 eligible First Nations and Inuit clients. The HICPS Project Implementation phase will terminate in December 2009 with a project evaluation. The new Health Information and Claims Processing Services will be put into production, taking over service provision on December 1, 2009.

3. Leading and Participating Departments and Agencies

Lead Department: Health Canada

Contracting Authority: Public Works and Government Services Canada

Participating Departments: Indian and Northern Affairs Canada

4. Prime and Major Subcontractor

Prime Contractor: ESI Canada, Mississauga, Ontario, Canada

Major Subcontractors: Resolve Corporation, Toronto, Ontario, Canada

5. Major Milestones

Major Milestones	Date
Initial meetings with Contractor, coordination of implementation phase project plan	Contract Award (December 4, 2007 through January 2008)
Business Requirements Gathering and Design	February 2008 to August 2008
HICPS Development	September 2008 to April 2009
HICPS Testing and Acceptance	May to September 2009
Documentation, Simulations, Validation, Data Conversion and Training	September 2009 to November 2009
HICPS Implementation (ESI Canada officially takes over real-time service provision)	December 1, 2009
Project Close-Out Phase: Evaluation of the HICPS Project and lessons learned.	December 2010 to March 2011

6. Progress Report and Explanations of Variances

The definition phase of the HICPS project (including the RFP process through bid evaluation and ultimately contract award) was concluded on budget and the project implementation phase has been underway as of December 4, 2007. The project is moving effectively towards its objective of ensuring a smooth and seamless transition to an enhanced claims processing system on December 1, 2009.

Currently the project is on budget and on schedule to meet this target. On August 1, 2008 the project achieved its first milestone with the completion of the detailed system requirements and design. The project also completed its second milestone in January 2009, which included development of the new system. As of March 31, 2009 the project was on track to complete the third project milestone related to the hardware and infrastructure requirements for the new system.

The project schedule and budget are consistent with the amount granted by the project authorities.

7. Industrial Benefits

(The Industrial Regional Benefits (IRB) model was modified to focus on benefiting the Aboriginal economic community, rather than a specific industry or region of Canada, resulting in an Aboriginal benefit requirement (ABR) which is unique to the HICPS Project.

The development of the ABR approach for the HICPS Project was informed by industry feedback through two Requests for Information (RFI) consultation processes, and approved by Treasury Board. As HICPS Prime Contractor, ESI Canada will be required.)

Details on Transfer Payment Programs

Up-Front Multi-Year Funding

1. Name of Recipient: Canadian Health Services Research Foundation (CHSRF)

2. Start Date: 1996-1997

3. End Date: N/A

4. Total Funding: $151.5M

5. Description:

Total federal funding for the CHSRF is as follows (CHSRF's programs also receive funding from other sources): 

1996 - $66.5 M endowment (received over five years) to establish the CHSRF;

1999 - $25 M one-time grant to support a ten-year program to develop capacity for research on nursing recruitment, retention, management, leadership and the issues emerging from health system restructuring (Nursing Research Fund or NRF); and a $35 M one-time grant to support the CHSRF's participation in the Canadian Institutes of Health Research (CIHR); and

2003 - $25 M one-time grant to develop a program to equip health service professionals and their organizations with the skills to find, assess, interpret and use research to better manage the Canadian health care system (Executive Training for Research Application or EXTRA) over a thirteen-year period.

CHSRF's mission is to support evidence-informed decision-making in the organization, management and delivery of health services through funding research, building capacity and transferring knowledge.

CHSRF's work contributes to Health Canada's aim of strengthening the knowledge base to address health and health care priorities. More specifically, CHSRF's programs further the development of health human resources, provide health managers with tools to improve primary and continuing care, and support nursing research from a health system perspective.

6. Strategic Outcome(s): Accessible and sustainable health system responsive to the health needs of Canadians

7. Summary of Results Achieved by the Recipient:

Research Granting and Commissioned Research
The Foundation continued with its Research, Exchange and Impact for System Support (REISS) grant competition, with five programs of research approved for funding as part of the 2008 competition. The total value of the funding was $4.8 million of which the Foundation's contribution was $1.9 million. The 2009 competition call for applications was launched in September 2008. The new research competition - Linking Evidence to Action on Decisions (LEAD) - was launched in September 2008. Ten applications were received, and the Foundation will fund up to three LEAD initiatives with a maximum contribution to each project of $250,000 over two years. Matched funding is required from the host organization and other co-sponsors.

In 2008, two commissioned research projects were completed, and two new projects were launched. Three projects were launched under the Foundation's (decision support and knowledge support) synthesis program.

As part of its work with the Foundation's partners around Listening for Direction III, the final LfD reports were disseminated broadly, beginning with their launch at the 2008 Canadian Association for Health Services and Policy Research (CAHSPR) conference.

With respect to the Nursing Research Fund (NRF), in 2008 the fund contributed $2,324,399 toward nursing research:

• $748,275 to ongoing REISS Programs funded under the nursing theme; one additional nursing-focused REISS program was recommended in the 2008 competition, which began its funding in January 2009
• $11,247 in development funds for invited teams to prepare nursing theme REISS full-scale applications
• $216,078 in co-sponsorship funds for projects funded under the nursing theme of the Partnerships for Health System Improvement competition of the Canadian Institutes of Health Research; this includes funds for four ongoing and two new nursing-focused projects recommended in the 2008 competition
• $169,168 for new and ongoing nursing-related postdoctoral awards; three new nursing-related awards were recommended in the 2008 postdoctoral awards competition
• $610,250 for nursing-focused regional training centres
• $473,200 for nursing-focused chair awards
• $74,986 for the evaluation of the Nursing Research Fund award
• $21,195 for other nursing-related projects and awards

The Foundation consulted with nursing stakeholders and opinion leaders throughout the year to communicate the wind-down of this program in 2009, and has been actively engaged with the nursing community to discuss next steps.

Building Research Capacity
The Foundation awarded nine CHSRF/CIHR Postdoctoral Awards in 2008. Three of these awards were funded from the NRF.

The Regional Training Centres (RTC) along with a number of other key participants, funders, decision makers, students and faculty, collaborated in a special issue of Healthcare Policy focusing on the experiences, successes, challenges and lessons learned in the RTC journey.

The Foundation presented its ninth annual Health Services Research Advancement Award. This award is presented annually to an individual, team or organization that has contributed significantly to the Canadian health services research community and to advancing evidence-informed decision-making.

A special project was launched by the Foundation to examine the experiences of junior and senior faculty working in applied health services and policy research in Canadian academic settings.

The Foundation, in collaboration with the U.S. Commonwealth Fund, supported the eighth Harkness Associate Award competition which selected two Canadian Harkness Associates. CHSRF also organized (and prepared the briefing book for) the annual Canadian Harkness Policy Briefing Tour for all fellows.

Decision Maker Capacity Building, Knowledge Exchange and Transfer
In 2008, the Executive Training for Research Application (EXTRA) program welcomed a new cohort of 28 fellows including five interdisciplinary teams and four fellows from government ministries. For the first time, the cohort included four policy fellows approved from Health Canada. Since EXTRA's inception in 2003, three cohorts of fellows have graduated. EXTRA's 2008 CEO Forum attracted 20 chief executivesfrom across Canada and the United Kingdom. The forum focused on issues and opportunities related to mandates for access and quality. In 2008 the EXTRA program began work on publishing a book that will share the knowledge and experience of the EXTRA program and present some early results in improving decision-making in Canada's healthcare system. A team was also commissioned to do an EXTRA/SEARCH Canada (SEARCH - Swift, Efficient Application of Research in Community Health) case study evaluation.

Over 150 decision makers, researchers, healthcare professionals, students, and patients participated in a teamwork workshop - a two-day session of frank and open dialogue about strategies, tools, challenges, and tips for improving teamwork and interprofessional collaboration in healthcare.

Five sessions of Researcher on Call - a series of interactive teleconference calls that bring researchers and decision makers together to discuss timely and interesting topics relevant to Canada's health system -were held in 2008.

In 2008, the CHSRF produced and released two Mythbusters publications. Information reflected in this series was presented at two international conferences, and one issue of Mythbusters was translated into Spanish for the Madrid Public Health Agency. Two issues of the Mythbusters companion piece, Evidence Boost, were published in 2008. One of these issues was reprinted in the Canadian journal Healthcare Policy. CHSRF completed its Mythbusters Teaching Resource - a tool to help instructors teach summary-writing to their students. A professor with Dalhousie University's master's program in community health and epidemiology developed with the Foundation's assistance a Mythbusters assignment for its health services systems course. The Foundation launched the first-ever Mythbusters Award, open to students of Canadian universities. This award is designed to provide students with the opportunity to prepare a user-friendly summary of the research evidence behind some of today's major debates in Canadian health services management and policy.

Twenty-one issues of Insight and Action, a digest that aims to share knowledge about knowledge exchange, were produced this year.

Four new installments of the Promising Practices in Research Use series were produced in 2008. The series highlights healthcare organizations that have invested time, energy, and resources to improve their ability to use research.

Foundation staff published four columns in Healthcare Quarterly in 2008.

Leveraging of Federal Investments in CHSRF
The total amount of CHSRF funds spent on partnership eligible programming in 2008 was $5.47 million. This includes payments made towards ongoing multiyear activities as well as new activities for which 2008 payments were made. The total amount of partnership contributions on these same activities was $7.36 million. In other words, for every $1 of Foundation funding spent, $1.35 was contributed by partners. When considering partnership contributions from an overall CHSRF funding envelope perspective, the leverage is even more impressive. Considering that total CHSRF program spending was $20.5 million, and total partner contributions were $7.4 million, the CHSRF's net draw on the endowment of $18.9 million yielded a leveraged ratio of 1:1.08; that is, $1.08 was spent on the Foundation's objectives for every $1 spent from the Foundation's capital in its endowment. The CHSRF partnered with 44 direct partners in 2008 and entered into 24 new partnership agreements in 2008 with an additional 14 under negotiation at the end of the year.

Five-Year Strategic Plan
Throughout 2008 the Foundation transitioned into its four strategic priorities that were guiding CHSRF's core programming activities at the Foundation. At the 9 December 2008 board meeting, trustees approved the 2009-2013 strategic plan which was developed based on the board's input and staff consultations with key stakeholders across the country. This resulted in the following revised vision, mission and strategic priorities:

Our vision
Timely, appropriate and high-quality services that improve the health of all Canadians

Our role and mission
The Canadian Health Services Research Foundation works to improve the health of Canadians by:

1. Capturing the best evidence about how healthcare and other services can do more to improve the health of Canadians.
2. Filling critical gaps in evidence about how to improve the health of Canadians, by funding research and evaluation.
3. Supporting policymakers and managers to develop the skills necessary to apply the best evidence to improve the health of Canadians.

Our strategic priorities

1. Engaging and supporting citizens
2. Accelerating evidence-informed change
3. Promoting policy dialogue

14. Program Activity:
($ millions)

8. Actual Spending 2006-07 Jan 1 '06 to Dec 31 '06	9. Actual Spending 2007-08 Jan 1 '07 to Dec 31 '07	10. Planned Spending 2008-09 Jan 1 '08 to Dec 31 '08	11. Total Authorities 2008-09 Jan 1 '08 to Dec 31 '08	12. Actual Spending 2008-09 Jan 1 '08 to Dec 31 '08	13. Variance(s)
$0	$0	$0	$0	$0	$0

15. Comments on Variance(s): The conditional grant was paid to CHSRF in instalments prior to the 2008-2009 reporting period.

16. Significant Evaluation findings by the recipient during the reporting year and future plan:

A CHSRF-commissioned independent evaluation of the NRF was completed in 2008. The final report, incorporating the Foundation's response, was posted on the Foundation's web site. The evaluation includes important lessons and results that are of direct interest to the wider nursing community (including researchers and decision makers), the original sponsors of the NRF (the Government of Canada and Canadian nursing leadership), and the Foundation. The evaluation team noted the many successes and positive outcomes of the investments made through the NRF, as well as identifying areas that could be improved.

(http://www.chsrf.ca/nursing_research_fund/documents/Evaluation_of_the_NRF_ENG_Final.pdf)

The EXTRA Program Summative Evaluation Report was received in March 2009, marking the halfway point of the ten-year program launched in 2004. Evaluation results indicate that EXTRA Fellows have increased their level of research evidence use over the period of the two-year fellowship and the data clearly show that EXTRA Fellows acquire new skill sets and competencies in finding, using and applying research evidence in their work. As well, the evaluation data indicate that EXTRA Fellows have significantly increased the level of research evidence use in their organizations, including: effecting a change in the organizational culture, developing strategies for colleagues to use and apply evidence, engaging in change management strategies based on the intervention project, improving the diffusion and use of research evidence tools, and increasing the awareness of evidence based decision-making and its value in the host organizations.

17. Significant Audit findings by the recipient during the reporting year and future plan:

The final recommendations from the 2005 internal controls review and the 2007 audit of funded projects were implemented in 2008. In addition, the Foundation undertook an internal controls review of its information systems in 2008 which showed that the Foundation's information systems were sound and secure. The recommendations from this internal controls review will be implemented in 2009.

The 2008 external financial and pension plan audits showed no major concerns, with the auditors reporting clean audits with no evidence of fraud or illegal acts.
(http://www.chsrf.ca/about/ga_accountability_financial_e.php)

In Health Canada's Audit and Accountability Bureau 2008 audit report, the Foundation received high praise for its sound management and investment frameworks.

The Foundation will continue to conduct its internal controls reviews as outlined in its five-year Internal Audit Plan. In 2009, it is anticipated that the Foundation will conduct an internal controls review of purchases, investments, insurance policies, and capital assets.

18. URL to Recipient's Site: www.chsrf.ca

See also:

• 2008 Annual Report
  (http://www.chsrf.ca/other_documents/annual_reports/index_e.php)
• 2008 Annual Report on the Executive Training for Research Application (EXTRA) Program
  (http://www.chsrf.ca/extra/documents/2008AnnualReportEXTRA_ENG_Final.pdf)
• 2008 Annual Report on the Nursing Research Fund
  (http://www.chsrf.ca/nursing_research_fund/documents/2008AnnualReportNRF_ENG_Final_000.pdf)

1. Name of Recipient: Mental Health Commission of Canada -- Conditional Grant to support Research Demonstration Projects in Mental Health and Homelessness

2. Start Date: April 1, 2008

3. End Date: March 31, 2013

4. Total Funding: $110M

5. Description:

In Budget 2008, the federal government announced its intent to provide $110 million in funding to the MHCC to support five research demonstration projects in mental health and homelessness over five years (2008-2013). These research demonstration projects will focus on developing best practices and a broader knowledge base with respect to mental health and homelessness, and will strive to make real improvements in the lives of Canada's most vulnerable.

Expected results of this initiative will be:

• the development of a knowledge-base accessible to all jurisdictions;
• the identification of effective approaches to integrating housing supports and the Basket of Necessary Services or other "prerequisites";
• the development of Best Practices and Lessons Learned; produce data that is reflective of mental health issues among Canada's homeless population;
• the identification of unique problems and solutions for diverse ethno-cultural groups within this population;
• and support improvements at each project site to address fragmentation through improved system integration and support.

6. Strategic Outcome(s): Accessible and sustainable health system responsive to the health needs of Canadians

7. Summary of Results Achieved by the Recipient:

Since submitting their Project Précis to Health Canada in October 2008 which outlined the projects principles, objectives, community engagement and project design, the Commission has engaged host cities of Montreal, Moncton, Toronto, Vancouver, and Winnipeg. in the planning of each site. The Request for Applicants (RFA) closed on January 31, 2009 and feedback has been provided to the site applicants prior to finalizing contracts and grants. The Commission plans to have all five projects in place by 2009/10, with evaluations planned for 2011/12.

14. Program Activity: Canadian Health System
($ millions)

8. Actual Spending 2006-07	9. Actual Spending 2007-08	10. Planned Spending 2008-09	11. Total Authorities 2008-09	12. Actual Spending 2008-09	13. Variance(s)
$0	$0	$110M	$110M	$110M	nil

15. Comments on Variance(s): N/A

16. Significant Evaluation findings by the recipient during the reporting year and future plan: As per the terms and conditions of the funding agreement, the Commission must carry out an Independent Evaluation within 5 years and 180 days to measure the Commission's overall performance in achieving the purpose of the Grant funding. It is expected that this initiative will be included as part of the overall performance evaluation for the Commission which is scheduled for 2010-2011.

17. Significant Audit findings by the recipient during the reporting year and future plan: As outlined in the funding agreement, the Commission must engage an independent auditor to conduct a full audit of its financial statements each Fiscal Year. The 2008-09 audited financial statements have now been completed and were presented at the Board Meeting for approval on May 31, 2009.

18. URL to Recipient's Site: http://www.mentalhealthcommission.ca/Pages/index.html

1. Name of Recipient: Canada Health Infoway (Infoway)

2. Start Date: March 9, 2001

3. End Date: N/A

4. Total Funding: $1.6B*

*Infoway received $1.2 B as lump-sum grants between 2001 and 2004. The $400 M allocated in 2007 was subject to new conditions - these funds flow to Infoway on an as-needed basis.

5. Description:

Canada Health Infoway Inc. (Infoway) is a federally funded, independent, not-for-profit corporation with a mandate to foster and accelerate development and adoption of electronic health information communication technologies with compatible standards on a pan-Canadian basis.

Since 2001, the federal government has committed the following funding allocations: $500 million in 2001 in support of the September 2000 First Ministers' Action Plan for Health System Renewal to strengthen a Canada-wide health infostructure (with the electronic health record - EHR - as a priority); $600 million in the First Ministers' Health Accord of February 2003, to accelerate implementation of the EHR and Telehealth; $100 million as part of Budget 2004 to support development of a pan-Canadian health surveillance system; and $400 million as part of Budget 2007 to support continued work on EHRs and wait times reductions.

It is anticipated that Infoway's approach, where federal, provincial and territorial (F/P/T) governments participate as equals, toward a goal of modernizing the health information system, will reduce costs through coordination of effort and avoidance of duplication. For example, in 2008-2009 Infoway and 11 jurisdictions jointly issued a national request for proposals for telehealth video conference equipment from which six manufacturers were chosen.

6. Strategic Outcome(s): Accessible and sustainable health system responsive to the health needs of Canadians

7. Summary of Results Achieved by the Recipient:

Investment Strategy - Infoway is a strategic investor, with a funding formula covering up to 100% of territorial and 75% of provincial project development and implementation costs. Infoway provides a portion of system development costs and supports project oversight while P/T partners are responsible for actual system development, implementation and overall funding, including ongoing operational costs. In 2008-2009 Infoway approved $136.5 million in new projects, bringing its cumulative value of investments to $1.576 billion. By the end of the year, 138 projects had been completed and 145 were under way, for a total of 283 projects since Infoway's inception.

Electronic Health Records - Infoway's goal for EHRs, endorsed by all jurisdictions is that: "by 2010 every province and territory and the populations they serve will benefit from new health information systems that will help transform their health care systems.  Further, by 2010, 50% of Canadians and by 2016, 100% of Canadians will have their electronic health record available to their authorized health professionals." Infoway estimates that as of March 31, 2009, the core components of an EHR were in place for 17% of Canadians.

Telehealth - Infoway is working to implement solutions that facilitate the delivery of health information and services between patients and providers over distance, with a focus on Aboriginal, official language minority, northern and remote communities. Telehealth strategic plans are in place in most jurisdictions, and, in 2008-2009, Infoway approved $20.6 million in new telehealth projects, bringing cumulative telehealth project approvals to $97.56 million.

Public Health Surveillance - Canada Health Infoway continues to support development and implementation of a pan-Canadian Public Health Surveillance System (Panorama). Panorama will facilitate identification, management and control of infectious diseases that pose a threat to the public's health by providing public health professionals with software tools to manage cases, outbreaks, immunization, materials/vaccine inventories, notifications and workload. In 2008-2009, Infoway approved $12.6 million in public health surveillance projects, bringing cumulative approvals to $132.4 million. The first production release of Panorama is scheduled to be complete and available to jurisdictions on June 30, 2009. A second release of the product is currently targeted for completion by the late fall of 2009.

Patient Access to Quality Care (PAQC) - As a result of the 2007 budget, Infoway created a new, $50 million investment program. PAQC supports investments to demonstrate how technologies can improve access to care and reduce wait times when deployed in an integrated manner. In 2008-2009 funding for the new program began to flow to jurisdictional demonstration projects. In 200-2009, new project approvals totaled $28.2 million, bringing cumulative approvals to $28.7 million.

14. Program Activity: Canadian Health System
($ millions)

8. Actual Spending 2006-07	9. Actual Spending 2007-08	10. Planned Spending 2008-09	11. Total Authorities 2008-09	12. Actual Spending 2008-09	13. Variance(s)
$0*	$38.7M	$122.99M	$122.99M	$122.9M	0

15. Comments on Variance(s): The federal government has invested $1.6 billion in Infoway to date, $1.2 billion of which was provided as lump-sum grants between 2001 and 2004. As part of Budget 2007, $400 million was earmarked in the fiscal framework for 2006-2007. These funds were payable on passage of the Budget Implementation Act 2007 and Royal Assent, authorizing the Minister of Health to make a statutory payment directly from the Consolidated Revenue Fund. Payment is made on an as-needed basis, on receipt of Infoway's annual Cash Flow Statement. In 2008-2009, one payment was made for $122.99 million out of the $400 million.

16. Significant Evaluation findings by the recipient during the reporting year and future plan:

In March 2009, Infoway released an independent performance evaluation of its public health surveillance system investment program. The evaluation found that Infoway has met, or is expected to meet, the majority of the expected outcomes.

Infoway also released an independent evaluation of the emerging benefits as a result of its diagnostic imaging investment program. The evaluation found that efficiencies and cost-savings as a result of investments to date are increasing productivity of the health care system.

In fiscal year 2009-2010, Infoway is expected to release an independent third-party evaluation to measure its performance in achieving objectives of the 2007 funding agreement.

17. Significant Audit findings by the recipient during the reporting year and future plan:

In 2008-2009, Health Canada's Audit and Accountability Bureau (AAB) conducted an audit of Transfer Payments to Infoway, which encompassed allocations totaling$1.6 billion under the 2001, 2003, 2004 and 2007 funding agreements. The audit report found that Infoway was in compliance with the terms and conditions of the funding agreements and did have an effective management control framework in place.Annual financial and compliance audits were completed by independent third parties. Financial auditor Ernst and Young stated that the financial statements fairly represented Infoway's financial position, and the results of its operations and cash flows. The annual compliance report was carried out by Mallette and the auditor stated that Infoway complied in all material respects with the key terms and conditions of funding agreements.

18. URL to Recipient's Site:www.infoway-inforoute.ca

Horizontal Initiatives

1. Name of Horizontal Initiative:

Early Childhood Development (ECD) Strategy for First Nations and Other Aboriginal Children.

2. Name of Lead Department(s):

Health Canada (HC)

3. Lead Department Program Activity:

First Nations and Inuit Health Programming and Services

4. Start Date of the Horizontal Initiative:

ECD component - October 2002.
Early Learning and Child Care (ELCC) component- December 2004

5. End Date of the Horizontal Initiative:

ECD component - ongoing.
ELCC component - ongoing

6. Federal Funding Allocation:

ECD: $320 million 2002-03 to 2006-07 ($60 million in 2002-03 and $65 million thereafter). Ongoing: $65 million per year.

ELCC: $45 million 2005-06 to 2007-08 ($14.5 million in 2005-06; $15.3 million in 2006-07; $15.2 million in 2007-08). Ongoing: $14 million per year.

7. Description of the Horizontal Initiative (including funding agreement):

The ECD Strategy for First Nations and Other Aboriginal Children was announced on October 31, 2002. The Strategy provides $320 million over five years to: improve and expand existing ECD programs and services for Aboriginal children; expand ECD capacity and networks; introduce new research initiatives to improve understanding of how Aboriginal children are doing; and work towards the development of a "single window" approach to ensure better integration and coordination of federal Aboriginal ECD programming. 

In December 2004, as first phase of a "single window", Cabinet approved an additional $45 million over three years (beginning fiscal year 2005-06) and $14 million ongoing to improve integration and coordination of two ECD programs-- Aboriginal Head Start on Reserve (AHSOR) and the First Nations and Inuit Child Care Initiative (FNICCI).

The objectives of these funds are to increase access to and improve the quality of ELCC programming for First Nations children on reserve, and improve integration and coordination between the two programs through joint planning, joint training and co-location. 

The Strategy also includes Indian and Northern Affairs Canada (INAC)-funded child/day care programs in Alberta and Ontario.

8. Shared Outcome(s):

The ECD component complements the September 2000 First Ministers F/P/T ECD Agreement. It seeks to address the gap in life chances between Aboriginal and non-Aboriginal children by improving the developmental opportunities to which Aboriginal children (and their families) are exposed at an early age (0-6 years).

The ELCC component complements funding released to provinces and territories under the March 2003 Multilateral Framework for Early Learning and Childcare (ELCC) to improve access to ELCC programs and services.

9. Governance Structure(s):

The ECD component complements the September 2000 First Ministers F/P/T ECD Agreement. It seeks to address the gap in life chances between Aboriginal and non-Aboriginal children by improving the developmental opportunities to which Aboriginal children (and their families) are exposed at an early age (0-6 years).

The ELCC component complements funding released to provinces and territories under the March 2003 Multilateral Framework for Early Learning and Childcare (ELCC) to improve access to ELCC programs and services.

($ millions) Note: all funding ECD unless identified as ELCC

10. Federal Partners	11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2008-09	15. Actual Spending for 2008-09	16. Expected Results for 2008-09*	17. Results Achieved in 2008-09
Health Canada Electronic Link: http://www.hc-sc.gc.ca/ fniah-spnia/famil/ develop/ ahsor-papa_intro-eng.php	First Nations and Inuit Health Programming and Services	a. Aboriginal Head Start on Reserve (AHSOR)	$107.595 (2002-03 through to 2006-07; $21.519/ year). $21.519/ year ongoing. Committed in 2002.	$21.519	$23.896 (ECD and ELCC)	Program expansion and enhan- cement Increase integration, coordination, access, and quality	The number of outreach programs (i.e. providing AHSOR programming to children and families in their homes) was increased and existing centre-based programming supplemented with new outreach activities and home visiting. In 2008-09, FNIHB increased training of community AHSOR staff and completed a study of the status of AHSOR capital facilities to understand community capital requirements. Working with our partner departments, we completed a series of 17 interdepartmental pilot projects (8 projects coordinated by INAC in 2008-09) to improve integration and coordination among AHSOR, Human Resources and Skills Development Canada's (HRSDC) FNICCI, and INAC funded daycares in Alberta and Ontario.
			ELCC $24.000 (2005-06 through to 2007-08, $7.500 in 2005-06, $8.300 in 2006-07; $8.200 in 2007-08). $7.500 in 2008-09 and ongoing Committed in 2005.	$7.500
Electronic Link: http://www.hc-sc.gc.ca/ fnih-spni/famil/ preg-gros/ intro_e.html		b. Fetal Alcohol Spectrum Disorder - First Nations and Inuit Component (FASD-FNIC)	$70.000 (2002-03 through to 2006-07; $10.000 in 2002-03 and $15.000 thereafter). $15.000/ year ongoing. Committed in 2002.	$15.000	$11.013	Program expansion and enhan- cement	Program enhancements undertaken in 2008-09 include pilot implementation of evidence-based models for community coordinators, continued support for mentoring projects including training activities for community-based workers, initiation of a review of the mentoring program including early outcomes, improved linkages with Non-Governmental Organizations such as the Canadian Association of Paediatric Health Centres, and reviews of evidence-based approaches to support program delivery.
		c. Capacity Building	$5.075 (2002-03 through to 2006-07; $1.015/ year). $1.015/ year ongoing. Committed in 2002.	$1.015	$1.086	Increased capacity	As part of the 2002 ECD capacity-building component, Health Canada provides funding to build capacity and expertise relating to early childhood development to National Aboriginal Organizations. In 2008-09, funds were provided the Assembly of First Nations (AFN), Inuit Tapiriit Kanatami, and the Native Women's Association of Canada. As well, INAC is providing annual funding to Pauktuutit Inuit Women of Canada. In 2008-09, funding enabled these organizations to contribute to the development of the ECD Strategy through strategic planning and capacity building in their own organizations. Funding from the ECD component also continued to support the development of an Aboriginal service providers' network named the Aboriginal Children's Circle of Early Learning (ACCEL). During 2008-09, ACCEL was updated and maintained by the National Aboriginal Health Organization. Horizontal training funding was provided to regions to support training for ECD workers in AHSOR and FNICCI sites. A working group with representation from AFN, INAC, HC and HRSDC is working to develop a laddered ECD training strategy that will lead to culturally appropriate certification of providers of early learning and child care programming for First Nations children living on reserve, and supports coordination between AHSOR, FNICCI and INAC funded daycares in Alberta and Ontario. A document to guide the Horizontal Training Strategy was completed in 2008-09 and work to implement the strategy will continue in 2009-10.
PHAC Electronic Link: http://www.phac-aspc.gc.ca/ dca-dea/ programs-mes/ ahs_main_e.html	Child and Adolescent Health Promotion	a. Aboriginal Head Start in Urban and Northern Communities (AHSUNC)	$62.880 (2002-03 through to 2006-07; $12.576/ year and ongoing. Committed in 2002.	$12.576	$11.368	Program expansion and enhancement by increasing number of special needs and parental outreach workers; enhance special needs training; serve another 1000 children	Special needs requirements, curriculum development, training and capacity requirements have been identified.
		b. Capacity Building	$2.500 (2002-03 through to 2006-07; $0.500/year) and ongoing Committed in 2002	$0.500	$ 0.236	Horizontal coordination, engagement and development of tools and resources to build capacity	Collaboration on special needs; development; Delivery of National ECD Training; Contribution on horizontal ECD activities
HRSDC Electronic Link: http://www.hrsdc.gc.ca/ eng/employment/ aboriginal_ employment/ childcare/ index.shtml	Lifelong Learning - Health Human Resources (HHR)	a. First Nations and Inuit child Care Initiative (FNICCI)	$45.700 (2002-03 through to 2006-07; $9.140/year) and ongoing. Committed in 2002	$9.140	$15.640 (ECD and ELCC)	Program expansion and enhancement Increase program integration, coordination, access and quality.	Approximately 8,500 child care spaces in 462 First Nations and Inuit sites through 58 Aboriginal Human Resource Development Agreement (AHRDA) holders
			ELCC $21.000 (2005-06 through to 2007-08; $7.000/year). $6.500/ year ongoing. Committed in 2005	$6.500
Electronic Link: http://www.hrsdc.gc.ca/ eng/hip/sd/ 300_UEYInfo.shtml		b. Research and Knowledge	$21.200 (2002-03 through to 2006-07); $4.240/year and ongoing. Committed in 2002	$4.240	$2.700	Information on the well-being of Aboriginal children through an Aboriginal Children's Survey (ACS) and the Aboriginal component of "Understanding the Early Years" (UEY)	The results of the Aboriginal Children's Survey of 2006 were released in October 2008. This first-time national survey provides information on the development and well-being of First Nations children living off-reserve, Métis children and Inuit children under the age of six. The project with the Prince Albert Grand Council, under the Understanding the Early Years Initiative (UEY), engaged the community and started its data collections. Several other UEY projects included activities for Aboriginal children and their families
INAC	The people- social development	a. Family Capacity Initiatives	$5.050 (total for 2002-03 through to 2006-07; 1.010/year) 2007-2008 and ongoing. Committed in 2002.	$1.010	$0.999	Enhance strategic partnerships (measured by number of early childhood development interdepartmental pilot projects)	Undertook eight Early Childhood Development interdepartmental pilot projects ending March 31, 2009
Total			ECD (2002-03 to 2006-07): $320.000 ($60.000 in 2002-03 and $65.000/year thereafter); $65.000/year ongoing.	ECD: $65.000/ year ongoing.	$66.938 (ECD and ELCC)
			ELCC (2005-06 to 2007-08): $45.000 ($14.500 in 2005-06; $15.300 in 2006-07; $15.200 in 2007-08); and $14.000/year ongoing.	ELCC: $14.000 /year ongoing.

18. Comments on Variances:

Planned spending represents the total program budget including departmental corporate costs. Actual expenditures are net of corporate costs, resulting in an over-estimation of variances.

Actual spending for HC FASD and AHSOR may be underestimated in regions where funding for FASD and AHSOR is integrated or clustered with that of other programs.

19. Results to be achieved by non-federal partners (if applicable):

N/A

20. Contact information:

Cathy Winters, Senior Policy Coordinator
Children and Youth Division
Community Programs Directorate
First Nations and Inuit Health Branch
Health Canada
Telephone: (613) 952-5064
E-mail: cathy_winters@hc-sc.gc.ca

---

1. Name of Horizontal Initiative:

Food and Consumer Safety Action Plan (the Action Plan)

2. Name of Lead Department(s):

The lead is shared between Health Canada (HC), the Canadian Food Inspection Agency (CFIA), the Public Health Agency of Canada (PHAC), and the Canadian Institutes of Health Research (CIHR).

3. Lead Department Program Activity:

• HC: Health Products, Consumer Products, Food Safety, and Pesticide Regulation;
• CFIA: Food Safety;
• PHAC: Health Promotion, Chronic Disease Prevention and Control, and Infectious Disease Prevention and Control;
• CIHR: Strategic Priority Research.

4. Start Date of the Horizontal Initiative:

Fiscal Year 2008-2009.

5. End Date of the Horizontal Initiative:

Fiscal Year 2012-2013 (and ongoing).

6. Total Federal Funding Allocation (start to end date):

$489.4 million over five years ending in Fiscal Year 2012-2013 (and $126.7 million ongoing).

7. Description of the Horizontal Initiative (including funding agreement):

The federal government is responsible for promoting the health and safety of Canadians. A key part of this role is ensuring that the products used by Canadians are safe. Adverse consequences associated with unsafe products impact not only the Canadian public, but also the Canadian economy. The Food and Consumer Safety Action Plan (Action Plan) is a horizontal initiative aimed at modernizing and strengthening Canada's safety system for food, health and consumer products. A number of recent high-profile incidents, such as lead and ingestible magnets in children's toys, food borne diseases in fresh produce, and the global withdrawal of some prescription medicines, have underscored the need for government action.

The Action Plan modernizes Canada's regulatory system to enable it to better protect Canadians from unsafe consumer products in the face of current realities and future pressures. The Action Plan bolsters Canada's regulatory system by amending or replacing outdated health and safety legislation with new legislative regimes that respond to modern realities, and by enhancing safety programs in areas where modern legislative tools already exist. The Action Plan ensures that Canadians have the information they need to assess the risks and benefits associated with the consumer and health products they choose to use, and to minimize risks associated with food safety.

The Action Plan is an integrated, risk-based plan and includes a series of initiatives that are premised on three key pillars: active prevention, targeted oversight and rapid response. We focus on active prevention to avoid as many incidents as possible and work closely with industry to promote awareness, provide regulatory guidance, and help identify safety concerns at an early stage. Targeted oversight provides for early detection of safety problems and further safety verification at the appropriate stage in a product's life cycle. To improve rapid response capabilities and ensure the government has the ability to act quickly and effectively when needed we work to enhance health risk assessments, strengthen recall capacity, and increase the efficiency in responding and communicating clearly with consumers and stakeholders.

In addition to addressing the concerns outlined above, the Action Plan provides a platform for Canada to actively participate in the Security and Prosperity Partnership (SPP), in particular by supporting commitments to increase the safety of imported products within North America. It also enables Canada to better align with US standards, which will have a positive impact on consumer confidence and the business climate.

8. Shared Outcome(s):

• Increased knowledge of food risks and product safety (scientific and surveillance/monitoring);
• Increased industry awareness and understanding of regulatory requirements;
• Increased industry compliance with safety standards;
• Increased consumer awareness and understanding of safety risks associated with health and consumer products and food;
• Strengthened oversight and response to safety incidents;
• Increased consumer confidence in health and consumer products and food;
• Increased trade-partner confidence in Canadian controls, which meet international standards
• Increased availability of safe and effective products; and
• Level playing field where imports can be demonstrated to meet Canadian requirements.

9. Governance Structure(s):

The Minister of Health and the Minister of Agriculture and Agri-Food Canada have joint responsibility and accountability for results, and for providing information on progress achieved by the Action Plan.

A Governance Framework has been established and endorsed by all of the partner departments/agencies. To facilitate horizontal coordination, the following Director General (DG)/Executive Director (ED) level Task Forces have been established: Health Products Task Force, Consumer Products Task Force, Food Task Force, Communications Task Force, and the Legislative and Regulatory Task Force. The Task Forces report to a DG/ED level Coordinating Committee. An Assistant Deputy Minister (ADM)/Vice President (VP) level Steering Committee provides direction to the Coordinating Committee. An Oversight Committee of Deputy Heads facilitates the provision of high level guidance to the Steering Committee.

Health Canada's Strategic Policy Branch (SPB) provides the Secretariat function for the Action Plan and plays an integral role in supporting the ongoing operation and decision-making of the governance committees, oversight and integration of performance against commitments, and advice to senior management. SPB is also the lead for coordinating the implementation of the legislative and regulatory initiatives.

Health Canada's Healthy Environments and Consumer Safety Branch (HECSB) and the Pest Management Regulatory Agency (PMRA), along with the Public Health Agency of Canada (PHAC), work together to implement Action Plan activities related to consumer products.

Health Canada's Health Products and Food Branch (HPFB) has primary responsibility for implementing Action Plan activities related to health products with support from Health Canada's Strategic Policy Branch (SPB) and the Canadian Institutes of Health Research (CIHR) on one initiative (increased knowledge of post-market drug safety and effectiveness).

The Canadian Food Inspection Agency (CFIA), Health Canada's Health Products and Food Branch (HPFB) and the Public Health Agency of Canada (PHAC) work together to implement Action Plan activities related to food safety.

The Public Affairs, Consultation and Communications Branch (PACCB) provides communications support for all of the above activities and will coordinate or lead many of the horizontal Departmental activities under the Consumer Information Strategy.

($ millions) Note: all funding ECD unless identified as ELCC

10. Federal Partners	11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2008-09	15. Actual Spending for 2008-09	16. Expected Results for 2008-09*	17. Results Achieved in 2008-09
Health Canada	Health Products	Active Prevention	57.6	13.9	14.00	Improved timeliness of pre-market reviews	For brand name pharmaceuticals and generic drug submissions, 87% of the 482 submissions met the approved service standards. This percentage is close to meeting the standard of 90% of drug submissions to be reviewed within the approved timelines. For biologic submissions, 96% of the 102 submissions met the approved service standards, exceeding the standard of 90%. For Medical Device Class II, III and IV type applications, 73% of the 6,523 submission reviews met the approved service standards (missing the standard of 90% of Class II, III, IV medical device applications within the approved timelines).
						Increased awareness and understanding of the safe use of health products by consumers and health care professionals	102 risk communications, advisories/warnings were posted on the Health Canada and Med Effect Canada websites. In collaboration with Health Canada, Marketed Authorization Holders (MAHs) issued 60 risk communications, advisories/warnings and are posted on the Health Canada and Med Effect Canada websites. CD-ROMs were developed and distributed to stakeholders on "HPFB Overview and Key Publications" and 2 e-learning modules have been developed and currently under review on: "How drugs make their way to Canadians" and "How health products are regulated in Canada". These modules will eventually be distributed to patient and consumer stakeholders. A Consumer Information Bureau has been created to provide a standardized approach to consumer communications, centralized development of policies and tools, and ongoing communications guidance. Several outreach campaigns or activities were conducted: "A cough and cold" campaign related to cough medicine and children ran from December 2008 to the spring of 2009. Distribution partnerships with nurses, pharmacies, child care centres, Canadian Paediatric Society (CPS), college of family physicians were established to make information available to consumers in many venues. A campaign directed at consumers and health professionals to promote the Med Effect system for adverse reaction reporting was launched. News Canada articles on natural health products were produced and will eventually be released in community papers and on websites.
		Targeted Oversight	34.6	2.1	1.75	Enhanced capacity of HC and industry to identify and respond to risk issues	152 Periodic Safety Update Reports (PSURs) Level 1 Screening and 35 PSURs Level II Full Reviews were reviewed. PSURs are standard reports used internationally by regulatory authorities to systematically monitor the safety of marketed drug products. A total of 4 new signals were specifically derived from PSUR review in 2008-09.
						Increased knowledge of post-market drug safety and effectiveness to inform decisions	In accordance with the implementation plan for the Drug Safety and Effectiveness Network (DSEN), initial funding in 2008-2009 was applied to support establishment of program infrastructure, as opposed to directly funding projects addressing priority research areas. Preliminary work was thus undertaken to develop processes that will support the generation and dissemination of new research knowledge on real world safety and effectiveness of drugs. In 2008-2009, progress on this preliminary work included identification of priority research topics by Health Canada and initial staffing of the network coordinating office by CIHR.
		Rapid Response	Existing Resources	Existing Resources	Existing Resources	Improved ability to respond with better tools when safety incidents occur	Implementation of modern compliance and enforcement tools (e.g., recall authorities, increase in fine and penalties) will be more effective in deterring non-compliance once the legislation to modernize the Food and Drugs Act is reintroduced to Parliament. This reintroduced legislation will allow a better oversight of drug products as committed in the 2008 Speech from the Throne.
	Consumer Products	Active Prevention	41.0	1.5	0.84	Increased awareness and understanding of product safety obligations and standards and regulatory requirements by industry	Existing industry guidance documents updated and distributed (e.g., Guide for Surface Coatings, Second Hand Products Booklet, Consumer Chemicals Retailer Fact sheet & Children's Sleepwear). Preliminary work on transitioning from Hazardous Products Act to the new Canada Consumer Product Safety Act (e.g., industry guidance on new legislative and regulatory obligations). Memorandum of Agreement was signed with the Standards Council of Canada (SCC) to support the national standards system. Contract with the Canadian Standards Association (CSA) to develop an ISO Guideline on Product Safety. Task group formed through National Public Safety Advisory Council to develop a national approach to electrical product safety.
						Increased awareness and understanding of consumer product safety issues by consumers	Subscriptions to the Consumer Product Safety Recall website increased from 5000 to 6600 in 2008-09. The data indicates that there continues to be an increasing number of Canadians who are becoming aware of consumer product safety issues. Public opinion research conducted in 2008-09 to establish consumer awareness baseline. A Consumer Information Bureau has been created to provide a standardized approach to consumer communications, centralized development of policies and tools, and ongoing communications guidance. Update to product safety website to include new user friendly electronic news letter (link: Consumer Product Safety News).
		Targeted Oversight	15.7	0.6	0.22	Improved timeliness and quality of information and data on consumer product safety incidents	Legislative authorities for mandatory reporting of product safety incidents drafted. Incident form has been created, guidance documents and policies to support industry reporting developed. The initial planning phase for mandatory reporting IT system completed. Revamped website for Canadians to find timely information about recalled consumer products (link: Consumer Product Recalls).
						Increased sharing of information, data and knowledge with international regulators	Monthly communications with the US Consumer Product Safety Commission (CPSC) continue, 3 joint recalls; work-plans for Memorandum of Understanding (MOU) with China drafted; participation on international committees/caucuses continues.
						More and better data on accidents, injuries, illnesses and deaths due to consumer products	Continuation of development of National Coroners' Database through collaboration with Provincial and Territorial Chief Coroners and Chief Medical Examiners and Statistics Canada. Data quality assessment is underway. MOUs for data sharing are being finalized, in anticipation of joint preparation of first annual report in 2009-2010. Arrangements to expand the Canadian Hospitals Injury Reporting and Prevention Program, with one more facility ready to begin data collection on April 1, 2009.
		Rapid Response	17.9	0.9	1.10	Improved legislative authority and regulatory tools	New Canada Consumer Product Safety Act (CCPSA) drafted and tabled in Parliament (link: Bill C-6).
						Improved risk-based monitoring of consumer products	Increased capacity (regional product safety officer) for compliance and enforcement activities. Of the 6 product categories, 3 resulted in similar compliance rates (88.3% compliant) as the previous cycle, indicating that non-compliance continues to exist in lead in surface paint of toys and in children's jewellery, bedding textiles. The decrease in compliance rates (72.6% compliant) for Halloween costumes, second hand children's products was attributed to the emergence of new materials, and the high turnover in the marketplace of retailers. Introduction of a new complaints protocol procedure to ensure timely response to consumer product safety issues (link: Report Your Consumer Product Complaint).
	Pesticide Regulation	Active Prevention	6.9	0.6	0.30	Increased industry (manufacturers and retailers) awareness of risks and related regulatory requirements	Progress made towards development of a formal risk management strategy, including the drafting of a compliance risk assessment template to be incorporated into decision-making process. Conducted program (registrant inspection) that included assessing a selected sample of industry representatives to determine their level of knowledge of new regulatory requirements and to collect information related to risk factors (e.g., lack of quality control program linked to non-compliance). Updated analysis of implicated consumer products and industry including the following metrics (April 2009): 414 registrants; 1975 registered domestic class products; 1601 to Canadian registrants. More than 300 discount retail stores were interviewed to confirm retailer knowledge of regulatory requirements and to check for the presence of consumer pesticides. It was concluded that an ongoing outreach strategy would be needed to support compliant behaviour. A review of marketplace inspections (2003-2006) was conducted. Consultations were held with the following stakeholder groups in the interest of strengthening existing partnerships: FPT, US EPA, CCSPA, CBSA and PMAC. Consultations will continue in 2009-10. Extensive discussions were held with a key retailer regarding textiles treated with pesticides, claiming antimicrobial properties. Note: This key retailer has a voluntary code of conduct re: compliance with federal regulatory requirements. Outreach: PMRA began targeted outreach activities in 2008/09 by focussing efforts on areas of immediate concern. In support of this targeted approach, PMRA created a homemade pesticide fact sheet, and a beg bug pest note.
		Rapid Response	8.0	0.7	0.70	Improved monitoring of pest management products using a risk management approach	274 individual situations of known or suspected non-compliance were investigated to determine if there were violations of Pest Control Products Act and Regulations. This resulted in 413 confirmed violations involving 133 products. Most of these were addressed with an education letter as the corrective action. Work was done to update an existing database to track consumer product non-compliance and provide a basis for more accurate reporting. A number of adverse effects related to pet products were reported through the Incident Reporting program. Follow up included an investigation and analysis of product to confirm that the cause was not compliance related. A product advisory was issued and follow up is underway to pin point the source of the problem with the registrants. Lab method development work was initiated related to the analysis of products that were the object of a complaint or detected non-compliance. Updated Administrative Monetary Penalties (AMP) Regulations were drafted to reflect the new Pest Control Products Act (PCPA), awaiting publication in Canada Gazette I.
	Food Nutrition	Active Prevention	29.6	3.3	3.23	Establishment of the appropriate instrument or mix of instruments, including regulatory and non-regulatory measures (standards, policies, etc.) to address immediate areas of concern	13 guidance/educational tools and documents were developed with respect to allergens, toxins, emerging food borne pathogens and bioactives. As well, 4 standards, frameworks and policies were modified or developed for the FCSAP high priorities areas (allergens, natural toxins, emerging food borne pathogens and bioactives).
		Rapid Response	1.3	0.2	0.18	Increased public understanding of food safety risks, alert systems and safety systems	Consumer education was rolled out through mechanisms such as nationwide distribution of newspaper inserts in a variety of publications. Information on food recalls was increased through media relations, web information, news releases and fact sheets. Targeting of at-risk populations and key stakeholders was enhanced through partnerships, alternate languages and non-traditional media, e.g., the development and translation of information on melamine into Chinese dialects. The following consists of number of hits in 2008-2009 for Health Canada's food product information sites: 22,578 visits: Advisories, Warnings & Recall-Food &Nutrition 7,841 visits: Avis, mises en garde et retraits - Aliments et nutrition 5,783 Visits: Allergy Alerts-Food Allergies and Intolerances 1,381 visits: Alertes à l'allergie - Les allergies alimentaires et les intolérances alimentaire 2,325 visits: Product Safety 899 visits: Salubrité des fruits et légumes frais 8,354 visits: Safe Food Handling 2,058 visits: À bas les BACtéries! - Manipulation hygiénique des aliments 1,308 visits: Manipulation hygiénique des aliments 15,441 visits: Food Allergen Labelling - Health Canada 4,594 visits: Étiquetage des allergènes alimentaires - Santé Canada 2,577 visits: Fight BAC! - Safe Food Handling
Canadian Food and Inspection Agency	Food Safety	Active Prevention	114.2	14.3	8.37	Increased understanding of food safety risks by HC, PHAC & CFIA	Tri-departmental collaboration on identification of various processes (e.g., risk profiling and prioritization) and tools (e.g., influence diagrams) designed to help assess and set priorities among existing and emerging food safety risks. Modified and applied multi-factorial risk prioritization framework for use by decision makers to prioritize risks. Reviewed and scoped risk assessments and models existing for fresh produce. Targeted surveys were designed and validation of additional laboratory methods was carried out for certain high risk areas including imported ingredients, produce, mycotoxins in cereals, and undeclared allergens. Established SOPs, agreements and contracts for incorporating produce into existing sampling/data analysis activities. Participated at conferences, booths and science forums (including the Canadian Institute of Public Health Inspectors Conference) and developed various promotional material (e.g., information sheets, outbreak summary reports) for training purposes (e.g., Canadian Institute of Public Health Inspectors Conference); provided demonstrations based on outbreak summary reports to P/T nation-wide. Completed draft narrative reviews of antimicrobial resistance in fish and shellfish and in fruits and vegetables. Initiated sampling of imported and domestic finfish and shellfish in 7 provinces. Initiated tri-departmental discussions on sharing fruit and vegetable samples and isolates. Evaluated and conducted a preliminary implementation of next-generation laboratory methods in collaboration with US Center for Disease Control (CDC) and PHAC Laboratory for Food borne Zoonoses (LFZ). Increased capacity and initiated testing for pulsed-field gel electrophoresis (PFGE) testing. MOU established between CFIA and PHAC (PulseNet Canada) to provide real-time surveillance and sub-typing of foodborne pathogens. Health Canada/CFIA Working Group was established for targeted surveys, risk mapping and prioritization with respect to food safety.
						Increased industry understanding of and engagement in the development and implementation of food safety risk mitigation processes	Informal discussions held with industry to share preliminary information and establish key industry contacts. Briefing material including manuscripts, presentations, and technical reports on the four FCSAP priority areas (allergens, natural toxins, emerging foodborne pathogens and bioactives) was developed in plain language.
						Increased engagement by Canadians in the regulatory system / Increased industry knowledge regarding food labelling	Stakeholder consultations (including consumers) completed in Spring 2008 on revised Product of Canada policy. Communication with industry on how to comply with revised Product of Canada regulations was carried out. Ongoing collaboration with industry throughout pre and post-implementation of revised policy was provided to ensure industry awareness and understanding of requirements and to provide advice on the practical application of these requirements.
		Targeted Oversight	77.0	4.2	3.00	Increased verification of industry food safety measures	Revised food safety guidelines were developed for further consultation and eventual implementation by industry as part of their preventative strategies. Inspection and sampling frequencies were enhanced in high risk areas.
						Improved ability to monitor and control importation of food	Preliminary work completed to facilitate the assessment, entry approval and inspection decisions related to imported fresh fruit and vegetables. Efforts were initiated to better identify importers and imported food products as well as domestic producers. Border blitz guidelines were finalized, in consultation with CBSA, with the goal of increased interception of non-compliant products prior to distribution in Canada.
		Rapid Response	32.2	4.4	3.01	Increased public understanding of food safety risks, alert systems and safety systems	Consumer education was rolled out through mechanisms such as nationwide distribution of newspaper inserts in a variety of publications. Information on food recalls was increased through media relations, web information, news releases and fact sheets. Targeting of at-risk populations and key stakeholders was enhanced through partnerships, alternate languages and non-traditional media, e.g., the development and translation of information on melamine into Chinese dialects.
Public Health Agency of Canada	Health Promotion	Targeted Oversight	4.5	0.27	0.25	More and better data on accidents, injuries, illnesses and deaths due to consumer products	Continuation of development of National Coroners' Database through collaboration with Provincial and Territorial Chief Coroners and Chief Medical Examiners and Statistics Canada. Data quality assessment is underway. MOUs for data sharing are being finalized, in anticipation of joint preparation of first annual report in 2009-2010. Arrangements to expand the Canadian Hospitals Injury Reporting and Prevention Program, with one more facility ready to begin data collection on April 1, 2009.
	Chronic Disease Prevention and Control	Targeted Oversight	3.5	0.13	0.13	Engagement of risk assessment stakeholders	A plan was developed to disseminate knowledge on injury risks assessment using the Canadian Best Practices Portal. Through the work plan activities and in consultation with the Directorate of Agencies for School Health BC and the Joint Consortium for School Health (JCSH), a contractor was hired to review the JCSH Injury Prevention Scan.
	Infectious Disease Prevention and Control	Active Prevention	18.3	2.1	1.07	Increased understanding of food safety risks by HC, PHAC & CFIA	Tri-departmental collaboration on identification of various processes (e.g., risk profiling and prioritization) and tools (e.g., influence diagrams) designed to help assess and set priorities among existing and emerging food safety risks. Modified and applied multi-factorial risk prioritization framework for use by decision makers to prioritize risks. Reviewed and scoped risk assessments and models existing for fresh produce. Targeted surveys were designed and validation of additional laboratory methods was carried out for certain high risk areas including imported ingredients, produce, mycotoxins in cereals, and undeclared allergens. Established SOPs, agreements and contracts for incorporating produce into existing sampling/data analysis activities. Participated at conferences, booths and science forums (including the Canadian Institute of Public Health Inspectors Conference) and developed various promotional material (e.g., information sheets, outbreak summary reports) for training purposes (e.g., Canadian Institute of Public Health Inspectors Conference); provided demonstrations based on outbreak summary reports to P/T nation-wide. Completed draft narrative reviews of antimicrobial resistance in fish and shellfish and in fruits and vegetables. Initiated sampling of imported and domestic finfish and shellfish in 7 provinces. Initiated tri-departmental discussions on sharing fruit and vegetable samples and isolates. Evaluated and conducted a preliminary implementation of next-generation laboratory methods in collaboration with US Center for Disease Control (CDC) and PHAC Laboratory for Foodborne Zoonoses (LFZ). Increased capacity and initiated testing for pulsed-field gel electrophoresis (PFGE) testing. MOU established between CFIA and PHAC (PulseNet Canada) to provide real-time surveillance and sub-typing of foodborne pathogens. Health Canada/CFIA Working Group was established for targeted surveys, risk mapping and prioritization with respect to food safety. Initiated food-borne outbreak summary module.
Canadian Institute of Health Research	Strategic Priority Research	Targeted Oversight	27.1	0.00	0.00	--	--
Total			$489.4	$49.2	$38.15

^* It should be noted that the above Expected Results (Column 16) reflect immediate outcomes over a multi-year period for the Action Plan. As such, only preliminary progress on these initiatives is anticipated in FY 2008-09.

18. Comments on Variances:

Health Products

In 2008-2009, the targets for the reviews of pharmaceutical and generic drug submissions were missed as a result of submission volume increases, timing of submission filings, increases in pre-submission meetings, and post-market activities such as periodic safety update reports with conditions and health hazard evaluations. With respect to Medical Devices reviews, targets were missed due to a shortage of resources and increases in application volumes.

Health Canada will be able to respond with better tools (e.g., recall authorities, increase in fine and penalties) when safety incidents occur once the legislation to modernize the Food and Drugs Act is reintroduced to Parliament.

Consumer Products

2008-09 resources were allocated to the following high priority areas: i) drafting and tabling of the new Canada Consumer Product Safety Act (CCPSA), ii) increased capacity (regional product safety officers) to support compliance and enforcement activities.

Delays in the tabling of the new CCPSA legislation delayed progress on strategies which were dependant or partially dependant upon the legislation.

Food Safety

The first year of the Food and Consumer Safety Action Plan was considered a "ramp up" year for the CFIA. Significant efforts were put in place to bring on additional capacity and to provide the necessary training for new and re-assigned employees. Additionally, unforeseen events in food safety (i.e. listeriosis outbreak) resulted in the re-direction of expert resources and challenges in our ability to complete various initiatives. Funds lapsed are being carried forward.

19. Results to be achieved by non-federal partners (if applicable):

N/A

20. Contact information:

Hélène Quesnel, Director General
Policy Development Directorate
Strategic Policy Branch
Health Canada
Telephone: (613) 952-3484
E-mail: helene_quesnel@hc-sc.gc.ca

Weblinks

• Advisories, Warnings & Recall-Food &Nutrition (http://www.hc-sc.gc.ca/fn-an/advisories-avis/index-eng.php)
• Avis, mises en garde et retraits - Aliments et nutrition(http://www.hc-sc.gc.ca/fn-an/advisories-avis/index-fra.php)
• Allergy Alerts-Food Allergies and Intolerances (http://www.hc-sc.gc.ca/fn-an/securit/allerg/allerg_alert-eng.php)
• Alertes à l'allergie - Les allergies alimentaires et les intolérances alimentaire  (http://www.hc-sc.gc.ca/fn-an/securit/allerg/allerg_alert-fra.php)
• Produce Safety (http://www.hc-sc.gc.ca/fn-an/securit/handl-manipul/safety-salubrite/index-eng.php)
• Salubrité des fruits et légumes frais (http://www.hc-sc.gc.ca/fn-an/securit/handl-manipul/safety-salubrite/index-fra.php)
• Safe Food Handling (http://www.hc-sc.gc.ca/fn-an/securit/handl-manipul/index-eng.php)
• À bas les BACtéries! - Manipulation hygiénique des aliments (http://www.hc-sc.gc.ca/fn-an/securit/handl-manipul/fbac-abac/index-fra.php)
• Manipulation hygiénique des aliments (http://www.hc-sc.gc.ca/fn-an/securit/handl-manipul/index-fra.php)
• Food Allergen Labelling - Health Canada (http://www.hc-sc.gc.ca/fn-an/label-etiquet/allergen/index-eng.php)
• Étiquetage des allergènes alimentaires - Santé Canada (http://www.hc-sc.gc.ca/fn-an/label-etiquet/allergen/index-fra.php)
• Fight BAC! - Safe Food Handling (http://www.hc-sc.gc.ca/fn-an/securit/handl-manipul/fbac-abac/index-eng.php)

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1. Name of Horizontal Initiative:

Chemicals Management Plan

2. Name of Lead Department(s):

Health Canada/Environment Canada

3. Lead Department Program Activity:

Sustainable Environmental Health

4. Start Date of the Horizontal Initiative:

FY 2007-2008

5. End Date of the Horizontal Initiative:

FY 2010-2011

6. Federal Funding Allocation:

$299.2 M

7. Description of the Horizontal Initiative (including funding agreement):

The Chemicals Management Plan (CMP) is part of the Government's comprehensive environmental agenda and is managed jointly by Health Canada (HC) and Environment Canada (EC). The activities identified in this plan build on Canada's position as a global leader in the safe management of chemical substances and products, and focus upon timely action on key threats to health and the environment. It includes risk assessment, risk management, monitoring & surveillance, as well as research on chemicals which may be harmful to human health or the environment.

The CMP also puts more responsibility on industry through realistic and enforceable measures, stimulates innovation, and augment Canadian competitiveness in an international market that is increasingly focussed on chemical and product safety.

HC and EC collectively manage the CMP funding and ensure that it is aligned with human health and environmental priorities.

The following program areas were involved in CMP activities in 2008-2009:

In Health Canada:

• Health Products and Food Branch:
  • Food Directorate
  • Policy, Planning, and International Affairs Directorate
• Healthy Environments and Consumer Safety Branch:
  • Product Safety Programme
  • Safe Environments Programme
• Pest Management Regulatory Agency

In Environment Canada:

• Environmental Stewardship Branch
  • Chemical Sectors Directorate
  • Legislative and Regulatory Affairs Directorate
  • Public and Resources Sectors Directorate
  • Energy and Transportation Directorate
  • Environmental Protection Operations Directorate
• Science and Technology Branch
  • Science and Risk Assessment Directorate
  • Wildlife and Landscape Sciences Directorate
  • Atmospheric Science and Technology Directorate
  • Water Science and Technology Directorate
• Enforcement Branch
• Strategic Policy Branch
  • Economic Analysis Directorate

8. Shared Outcome(s):

High-level outcomes for managing the CMP include:

• Canadians and their environment are protected from the harmful effects of chemicals;
• identification, reduction, elimination, prevention or better management of chemicals substances and their use;
• direction, collaboration and coordination of science and management activities;
• understanding of the relative risks of chemicals substances and options to mitigate;
• biomonitoring and environmental monitoring of substances;
• risk assessment and risk management; and
• informed stakeholders and the Canadian public.

9. Governance Structure(s):

• HC shares the lead on the CMP with EC. The CMP consists of five inter-related program elements (listed below) to be planned, delivered and evaluated within an integrated framework, managed jointly by HC and EC.
  
  Governance is assured through a joint HC/EC Assistant Deputy Ministers Committee (CMP ADM Committee) and the Interdepartmental Chemicals Management Executive Committee (CMEC). These Committees were established to maximize the coordination of efforts, while minimizing duplication between the two departments.
  
• The CMP ADM Committee provides strategic direction, coordination and a challenge function for the overall implementation and review of results and resource utilization on CMP initiatives. The Committee serves as a high-level forum for making recommendations on chemicals management to respective Deputy Ministers.

The CMEC is the key management committee at the Director General level to support the development of joint EC-HC strategic directions. It is also a formal body for joint consultations and cooperation to ensure timely and concerted actions in implementing the CMP work activities in an integrated fashion. The CMEC reports to the ADM Committee, providing recommendations on program implementation, results and resource utilization.

($ millions) Note: all funding ECD unless identified as ELCC

10. Federal Partners	11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2008-09	15. Actual Spending for 2008-09	16. Expected Results for 2008-09*	17. Results Achieved in 2008-09
Health Canada	Sustainable Environmental Health (Chemicals Management Sub-Activity)	a. Risk Assessment	$9.9 M	$2.5 M	$2.5 M
		b. Risk Management	$50.1 M	$12.4 M	$10.4 M1
		c. Research	$26.6 M	$5.9 M	$2.2 M2
		d. Monitoring & Surveillance	$34.0 M	$5.3 M	$5.3 M
		e. Program Management	$5.4 M	$1.5 M	$1.4 M3
	Consumer Products	a. Risk Assessment	$12.6 M	$2.4 M	$2.3 M
	Pesticide Regulation	a. Risk Assessment	$9.9 M	$2.5 M	$2.5 M
		b. Risk Assessment	$13.6 M	$3.3 M	$3.3 M
	Pesticide Regulation	a. Risk Assessment	$3.3 M	$0.8 M	$0.8 M
		b. Risk Assessment	$12.5 M	$2.4 M	$2.4 M
		c. Research	$2.5 M	$0.4 M	$0.4 M
		d. Monitoring & Surveillance	$1.1 M	$0.2 M	$0.2 M
	Food & Nutrition	a. Risk Assessment	$3.8 M	$0.8 M	$0.1 M3
		b. Risk Assessment	$6.2 M	$1.3 M	$1.6 M1
		c. Research	$1.2 M	$0.3 M	$1.0 M1
		d. Monitoring & Surveillance		$1.0 M	$0.4 M
Environment Canada	Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced	a. Research	$2.1 M	$1.5 M	$2.7 M
		b. Monitoring & Surveillance	$26.4 M	$6.9 M	$6.9 M
		c. Risk Assessment	$13.1 M	$3.1 M	$3.1 M
		d. Risk Management	$64.9 M	$16.1 M	$15.2 M
Sub-Total (Environment Canada)			$106.5 M	$27.6 M	$27.9 M2
Sub-Total (Health Canada)			$192.7 M	$42.0 M	$38.3 M2
Grand Total:			$299.2 M	$69.6 M	$66.2 M

16. Expected Results for 2008-2009 (From 2008-2009 Report on Plans and Priorities):

Health Canada:

Increase level of Canadian public awareness of chemical management issues and actions being taken

Risk assessments are conducted and risk management objectives are met for regulations and other control instruments for substances and the products of biotechnology

Declining trends in levels of risk, adverse reactions, illnesses and injuries from toxic chemical substances in the environment and their use and/or the risk of exposure to Canadians

Enhanced knowledge of environmental hazards and evidence on which regulatory decisions are based

Environment Canada:

Direction, collaboration and coordination of science and management activities

Increased knowledge of the risks of toxic chemical substances through research and options to mitigate

Risk assessments conducted in a timely fashion as required

Risk management objectives are met, e.g. effective controls identified and implemented

Enhanced knowledge of stakeholders and the Canadian public regarding risk assessment/management activities, including knowledge on the effectiveness of control actions

Risks to Canadians' health and their environment posed by harmful chemicals are reduced

Canadians and their environment are protected from the harmful effects of chemicals

17. Results Achieved in 2008-2009:

A key component of the CMP is taking immediate action on the 200 highest priority chemicals. Through the "Challenge to Industry", information is being collected that will be used to make decisions regarding the best approach to protect Canadians and their environment from risks that certain substances may pose. These 200 substances were divided up into a number of Batches, to be assessed sequentially by 2010.

All of the CMP Risk Assessments that were scheduled for 2008-2009 were completed. These included the release of the final Screening Assessment Reports for Batches 1 to 3 and the draft Screening Assessment Reports for Batches 4 and 5. In total, draft risk assessment reports were published for 73 substances, or classes of substances, and final assessment reports for 54 substances, or classes of substances. In addition, a draft assessment report on Aluminum salts was published and a list of moderate priorities was developed for consultation. Hazard profiles for three petroleum streams (representing more than 50 high priority petroleum substances) were completed, as well as a draft assessment of heavy fuel oil.

Under the Challenge, the launch of Canadian Environmental Protection Act, 1999 (CEPA) section 71 notices information collection for Batches 6-9 took place. A Compliance Promotion Plan for information gathering initiatives under the CMP is underway. Stakeholder information sessions were held in Halifax, St. John's, Winnipeg and Vancouver to explain the Challenge, including providing guidance on how to submit information and communicating timelines.

The development of risk management options for Challenge substances is on track. Risk management approaches were published for 22 toxic priority substances in three batches (1, 2 and 3), as well as risk management scopes for five potentially toxic substances in two batches (4 and 5). Scientific, legal and economic analyses and enforcement advice is being taken into consideration. Consultations with affected industry stakeholders and the Canadian public will continue throughout the program's life-cycle.

For substances where current exposure is not a risk, but where there are concerns that additional exposure could harm human health or the environment, the Significant New Activity (SNAc) provisions of CEPA provides for information gathering and assessment prior to the commencement of this significant new activity or use. The implementation of SNAcs for approximately 50 high priority health substances is on-going. Approximately 145 high environmental hazard chemical substances no longer in commerce have been addressed through this process.

The Government of Canada sought advice and input from the CMP Stakeholder Advisory Council (Non-governmental Organizations / Industry) on the implementation of the CMP, and the fostering of dialogue on issues pertaining to the CMP. The Government also sought council from the Challenge Advisory Panel on application of precaution in the CMP Challenge decisions.

Under the CMP Monitoring and Surveillance Fund, 12 multi-year projects were initiated. Preliminary results from the Canadian Health Measures Survey (CHMS) were released, showing a significant decrease in blood lead levels since 1978. Draft background material for the CHMS Exposure Report is under development. Content for CHMS Cycle 2 is developed and finalized, with younger children included in the survey (targeted to begin in the fall 2009).

Health Canada initiated a Canadian maternal infant research study to monitor environmental chemicals in mothers and newborns. Recruitment for the Maternal-Infant Research on Environmental Chemicals (MIREC) project is underway at several sites across Canada. Results of the study will inform risk management decisions and identify potential sources of exposure and predictors of exposure to environmental chemicals.

National programs have been set up to monitor priority compounds in wastewater and landfills and environmental monitoring and surveillance programs of chemicals in air, water, sediments, fish and birds have been integrated and augmented across the country.

An extensive, competitive research program on CMP priorities has been initiated, with $2.5M being allocated in FY2008-2009. The CMP themes and priorities addressed included: effects, exposure, tool/model development, endocrine disrupting compounds, metals, mixtures, perfluorinated alkyl compounds, and medium priority substances (2600 substances) - classes of concern. A directed research program in the amount of $500K to address regulatory-determined gaps in Bisphenol A (BPA) knowledge was initiated as well. All funded projects have been reviewed for progress and recommended for continued funding in 2009-10.

Other CMP activities undertaken in FY 2008-2009 included:

• Work to determine the list of substances to be included in an inventory update of CEPA's Domestic Substances List of chemicals known to be in Canadian commerce between 1984 and 1986 and work for determining the proposed approach for data collection for the next round of priorities.
• Ongoing assessment of the 312 substances identified as requiring further screening (out of 1200 lower risk substances that are unlikely, given current evidence, to pose a threat to the environment).
• Accelerating the re-evaluation of 401 older pesticides, to determine if these pesticides meet today's health and environmental standards (330 (82%) of the 401 older pesticide active ingredients were address as of March 31, 2009.)
• Registered new pesticide products to replace products and/or uses no longer considered acceptable: fourteen new pesticide active ingredients were registered, four of which were joint reviews or work shares with other jurisdictions.
• Pesticide companies are now required to report all health and environmental pesticide incidents to Health Canada. To date, over 2,000 pesticide incident reports have been received and posted on the web. Trends are assessed and regulatory action taken, when applicable.
• Developing regulations and guidelines to address risks posed by toxic substances in existing consumer products and cosmetics, including work on regulations to prohibit BPA in baby bottles.
• Working closely with stakeholders to finalize and implement a framework to revise the list of more than 9,000 substances used in products regulated under the Food and Drugs Act (F&DA) that were in commerce between January 1987 and September 2001, known as the In Commerce List (ICL). Substances on the revised ICL will be categorized, prioritized and undergo health and environmental risk assessments.
• Consulting with stakeholders to develop Environmental Assessment regulations to address the potential environmental and human health impact of new substances contained in products regulated under the F&DA.
• Investigation of existing and development, where necessary, of new Best Management Practices (BMPs) to mitigate exposure to the environment of substances/products regulated under the F&DA.
• Ongoing identification of food related uses and/or occurrence for high priority chemicals completed with refinement proceeding as Challenge progresses.
• Enhancement of food surveillance activities (planning, implementing, reporting), targeting contaminants of environmental origin to support standard setting.
• Continued review of current F&DA Regulations relating to contaminants in food underway with efforts to modernize instruments regulating food borne contaminants.
• Plans for the improvement and expansion of the CMP Web Site have been developed. The Chemical Substances website was managed and maintained timely postings and the development of additional communication products is underway.
• Public opinion research was conducted which determined that 23% of Canadians have heard of the activities of the federal government on chemicals of which 7% are aware of the CMP.

18. Comments on Variances:

• $2M was transferred from Sustainable Environment Health (Risk Management) to the Food and Nutrition program to support delivery of food-related risk assessment (additional $0.8M), risk management (additional $0.7M) and monitoring and surveillance (additional $0.5M) given the number of food-related chemicals assessed under CMP this year.
• $2.5 M in Major Capital was carried over by Health Canada to 2009-2010 and $1.2M in research funding was transferred from HC to EC as part of pooled joint research funds held at Health Canada based on identified research priorities.
• $100K was transferred from Sustainable Environment Health (Program Management) to the Health Products Program (2.1) to support coordination of input into CMP risk assessments.

19. Results to be achieved by non-federal partners (if applicable):

N/A

20. Contact information:

Suzanne Leppinen, Director
Horizontal and International Programs
Safe Environments Directorate
Healthy Environments and Consumer Safety Branch
Health Canada
Telephone: (613) 941-8071
E-mail: suzanne_leppinen@hc-sc.gc.ca

Mark Cuddy, Director
Environmental Stewardship Branch Coordination
Environmental Stewardship Branch
Environment Canada
Telephone: (819) 994-7467
E-mail: Mark.Cuddy@ec.gc.ca

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1. Name of Horizontal Initiative:

Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products.

2. Name of Lead Department(s):

Health Canada (HC)

3. Lead Department Program Activity:

Pest Regulation

4. Start Date of the Horizontal Initiative:

FY 2002-2003

5. End Date of the Horizontal Initiative:

FY 2008-2009

6. Federal Funding Allocation:

$143M

7. Description of the Horizontal Initiative (including funding agreement):

The initiative is a part of the federal government's commitments as outlined in the Treasury Board submission Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products. The Treasury Board submission and its associated Results-based Management and Accountability Framework (RMAF) describe the integrated approach by which initiatives will be measured, managed and reported throughout their life cycle. An important element of the commitments made through the Treasury Board submission is that stakeholders and public will be kept informed through a transparent management system. The participating departments will work together for shared outcomes; measure performance on delivery; and review progress achieved. This initiative incorporates efforts of six federal government partners to increase public and stakeholder confidence in the pesticide regulatory system, to protect health and environment, and to increase the competitiveness of the agri-food and forestry sectors. Research and monitoring in the area of pesticides is being coordinated with their regulation.

Under this initiative, the presence and effects of pesticides in the environment, in marine and freshwater ecosystems, and in the forest environment are being monitored. The initiative enhances monitoring and enforcement of pesticide residue limits in foods, in feed, of pesticide residues in fertilizers, and pesticide guarantee verification for fertilizer-pesticide combinations. Reduced-risk pesticides and biological pesticides for forestry are being developed and their use facilitated. Commodity-based risk reduction strategies for the agriculture and agri-food sector are being developed and implemented. Programs improving access to agricultural minor-use pesticides and reduced-risk pesticides for agricultural use are being established. Research to support the introduction of minor-use pesticides that pose a reduced risk to the environment is being conducted. A reporting system to track adverse effects of pesticides has been developed, and information on these effects will be collected and recorded. Collectively, this work is being conducted to achieve public confidence in increased conservation and protection of human health and the environment while contributing to the competitiveness of Canada's agricultural sector.

The information presented in this table has been organized along the following three main themes of this initiative:

• Research and Monitoring, carried out by Agriculture and Agri-food Canada (AAFC), the Canadian Food Inspection Agency (CFIA), the Department of Fisheries and Ocean (DFO), Environment Canada (EC), Health Canada's PMRA, and Natural Resources Canada (NRCan)
• Developing and Implementing of Commodity Specific Risk Reduction Strategies, carried out by AAFC and Health Canada's Pest Management Regulatory Agency (PMRA).
• Generation of Data to Support the Registration of Reduced Risk and Minor Use Pesticides for the Agricultural and Agri-food Sector and Reduced Risk Pesticides and Biopesticides for Forestry, carried out by AAFC, HC's PMRA and NRCan.

8. Shared Outcomes:

Immediate Outcomes:

• increased knowledge by the PMRA about pesticides and alternatives;
• registration of reduced-risk and minor-use pesticides;
• access to safer pest management practices and products; and
• compliance for safer food, feed, fertilizers and fertilizer-pesticide combinations.

Intermediate Outcomes:

• a regulatory system that better protects health and environment and contributes to the competitiveness of the agri-food and forestry sectors;
• use of safer pest management practices and products; and
• increased transparency of pesticide regulation.

Final Outcome:

• Increased public and stakeholder confidence in pesticide regulation, protected health and environment as well as increased competitiveness of the agri-food and forestry sectors.

9. Governance Structure(s):

• Health Canada (HC) -- Executive Director of PMRA
• Environment Canada (EC) -- Director General, Conservation Strategies Directorate and Director General, National Programs Directorate
• Department of Fisheries and Oceans (DFO) -- Director General, Fisheries, Environment and Biodiversity Science
• Natural Resources Canada (NRCan) -- Director General, Science Branch, Canadian Forest Service
• Agriculture and Agri-Foods Canada (AAFC) -- Assistant Deputy Minister of the Farm Financial Programs Branch and Assistant Deputy Minister of Research Branch, Executive Director, Pest Management Centre
• Canadian Food Inspection Agency (CFIA) -- Vice President, Programs
• Deputy Minister Committee (DMC) -- Deputy Minister from Health and AAFC
• AAFC / PMRA Joint Management Committee: Assistant Deputy Minister of the Farm Financial Programs Branch, AAFC, Assistant Deputy Minister of Research Branch, AAFC, Executive Director, PMRA, Health Canada, Treasury Board Secretariat (ex-officio member).

($ millions) Note: all funding ECD unless identified as ELCC

10. Federal Partners	11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2008-09	15. Actual Spending for 2008-09	16. Expected Results for 2008-09*	17. Results Achieved in 2008-09
I. Research and Monitoring
AAFC		(a) Conducting research to support the introduction of minor-use pesticides that pose a reduced risk to the environment.	$8.0M	$0 Funding associated with this activity sunset as of March 11, 2008.	$0	N/A	N/A
CFIA	Plant Health Risks and Production Systems	(b) Enhanced monitoring and enforcement of pesticide residue limits in food and feed.	$2.7M	$0.25M	$0.25M	Laboratory testing of samples consumed by children (500 to 1000 samples). Publish results in a public report. Follow-up inspections for non-compliant samples with the aim of preventing similar occurrence in the future. Food recalls as required, for risk mitigation and removal of hazardous foods from the market place	The objectives were to assess the compliance of foods consumed by children aged 1 to 15 years. The foods tested represented a random selection of foods marketed to, consumed in greater quantity by, or first eaten by children in the targeted age group. The pesticide residue results showed a high level of compliance with established limits (> 98%). There was no trend observed in pesticide levels with commodity, brand name, residue or country of origin. The results to be published in a public report pending final approval. The survey results showed nothing of concern requiring follow-up inspections for non-compliant samples and food recalls and removal of hazardous foods.
CFIA	Plant Health Risks and Production Systems	(c) Enhanced monitoring and enforcement of pesticide residues in fertilizers and pesticide guarantee verification in fertilizer-pesticide.	$2.4M	$0.25M	$0.17M	Develop monitoring and surveillance policies and programs, and advise inspectors on appropriate follow-up.	Inspection Memorandum I-4-93, a document identifying inspection activities and sample quotas for the year, was provided to inspection staff. The Fertilizer Inspection Manual was reviewed, updated and distributed to inspection staff. To facilitate label verification in the field and maintain consistency, a list of all registered fertilizer-pesticides and labels were updated and made available to inspectors. Training was provided across Canada to inspection staff on enforcement and non-compliance procedures, as well as on label verification, to improve consistency in the delivery of inspection activities. Inspectors were guided on the significance of sample analytical results and on appropriate non-compliance follow-up procedures. A new inspection program (Program 4C) was implemented to increase awareness and compliance of products requiring registration. Distribution sites and major warehouses were targeted to identify and detain non-registered fertilizer-pesticides. A new inspection program (Program 5C) was implemented to address the complaints that certain lawn care companies are allegedly adding pesticides to their lawn fertilizer treatments without disclosing this information to consumers. Registration guidelines for fertilizer-pesticides were finalized and posted on the Fertilizer Section's webpage. Checklists were created to increase efficacy and uniformity in product registration submission (for companies) and review (for evaluators).
						Increase interaction with the PMRA to obtain the most up-to date pesticide safety and labelling information.	The CFIA and PMRA worked together on the review and update of 3 fertilizer-pesticide Brochures of the Compendium of Fertilizer-Use Pesticides (CFUP). CFIA participated in the Summative Evaluation of the Building Public Confidence TB Initiative.
						Update the Compendium of Fertilizer-Use Pesticides (CFUP), which contains information regarding registration, guarantees and proper labelling.	Various updates were made to the CFUP (introduction, list of Brochures, Brochures content, Approved Brands list) to ensure compliance with PMRA's label information and re-evaluations of active ingredients.
						Work to develop regulatory changes to facilitate updating the Compendium more regularly, and, if successful, provide Compendium updates more regularly to the producers of mixtures and to the CFIA's inspection staff.	Substantiation documentation was developed for a regulatory amendment to change the definition of the CFUP in the Fertilizer Regulations to allow publication of its 3rd Edition.
						Sample fertilizer-pesticide combinations to verify guarantees. Sample fertilizers suspected to be contaminated with pesticides.	Inspectors took 80 samples of fertilizer-pesticides for pesticide guarantee verification, 69 samples of fertilizer products for the presence of pesticide residues, and 10 samples of fertilizer products for the lawn care companies monitoring program. The decrease in number of samples taken is due to the reduced availability of products containing pesticides following the ban on cosmetic use pesticides in various provinces.
						Conduct investigation and compliance activities (anticipated based on sampling and inspection frequencies).	9 fertilizer-pesticides were sampled for pesticide guarantee verification under our Complaint and Compliance Inspection Program as they were flagged as being poor performers from previous fiscal years. Also, 12 fertilizer-pesticides were verified for registration compliance. Follow-up actions on the 15 non-compliant samples included information letters, warning letters, product detentions and on-site visits.
						Analyse samples submitted by inspectors and develop new methods, as required.	The number of samples analyzed was 84 for pesticide guarantee verification, 67 for pesticide contamination audit, and 10 for the lawn care companies' audit. The compliance rate was 82% for the verification of pesticide guarantees in fertilizer-pesticides and 100% for the verification of pesticide residues in fertilizers. Method development was conducted to simplify and speed-up the extraction/clean-up process for the determination of pesticide residues in fertilizer samples.
DFO	Healthy and Productive Aquatic Ecosystems	(d) Monitor and research the presence and effects of pesticides in marine and freshwater ecosystems.	$7.9M	$1M	$1M	DFO will provide the PMRA with final reports on regional National Fund projects. These research projects will be focused to address key research knowledge gaps, as they were in 2008-2009, after consultation with PMRA. DFO will provide the PMRA with a yearly report from DFO's Centre for Environmental Research on Pesticides (CERP). CERP will conduct laboratory and field based studies to quantify impacts of exposure to priority pesticides on fish and fish habitat. Impacts will be quantified in terms of reproductive success, growth and energy metabolism. Priority research will be identified in consultation with PMRA. After consultation with the PMRA and other agencies, DFO will design and initiate new research projects related to the theme "Potential Impacts of Pesticides on Fisheries Resources".	Final report is ongoing. Anticipated delivery to PMRA is October 2009 for the 2008-09 projects. CEPR has conducted laboratory exposures of fathead minnows to environmentally relevant concentrations of glyphosate, chloropyralid, chloropyrifos and atrazine. Growth and survival have been measured and fish are being reared to reproductive age to assess reproductive potential. A summary of these studies will be included in the October report to PMRA. After consultation with PMRA, it was determined that DFO could provide useful results regarding the effects of mixtures of chloropyralid, chloropyrifos and glyphosate on fish and fish habitat. Benthic invertebrates were specified as a useful surrogate measure of fish habitat quality.
EC	Threats to Canadians and their environment from pollution are minimized	(e) Monitor and research on presence and effects of pesticides in the environment.	$7.6M	$1.0M	$1.0M	EC's commitment to the BPC will continue for 2008-09. Based on Cycle 1 results and the preliminary results in the first year of Cycle 2, EC will set out to deliver on a schedule of research and monitoring projects on the presence and impacts of pesticide in the environment. The Pesticide Program Coordinating Committee (which has PMRA membership) will continue to assess priorities for pesticide science at EC. Specifically, EC will: continue its research and monitoring activities; continue to support research and monitoring to determine the environmental concentrations and impacts of in-use pesticides in the environment; produce an annual report and make it available to the PMRA; provide science advice to meet regulatory data gaps and knowledge deficiency as well as to improve risk assessment methods; and provide support and advice to PMRA on pesticide related science policy and issue management. These priorities will be delivered through various research, monitoring and surveillance activities. In the coming year, status updates will be provided on the following: Air surveillance: Investigations on downwind concentrations of compounds that are deemed to have a high mammalian or avian toxicity and investigations on ambient air concentrations in regions of high pesticide use. Water surveillance: The focus will continue on high risk priority watersheds where data gaps exist. Linking water monitoring to watershed modelling ((in association with the National Agri-Environmental Standards Initiative (NAESI)) will provide for wider results coverage through an increase in predictive power and assisting in the rationalization of water monitoring sampling designs. There will be a greater focus on specific issues, e.g., wetlands, urban areas, source waters, agriculture and priority pesticides (through previous monitoring and with interpretation tools such as the modified 'A Pesticide Priority Listing Evaluation Scheme' (APPLES), a prioritization tool developed with the PMRA). There will also be a concerted effort for continued efforts of establishment and assessment of trends especially as they relate to performance outcomes. Aquatic effects: The focus of the aquatic effects work will be on integrating the effects of pesticides on aquatic food webs (including multitrophic-level) with exposure (including fate). Using novel assessment approaches, new data for a range of insecticides, herbicides and fungicides widely used in Canada, and commonly encountered in field surveillance programs will be generated. Species, populations and community resiliency may also be evaluated. The potential biological impact from pesticide runoff in high risk situation may be explored for the purpose of assessing the effectiveness of risk mitigation measures. The impacts of pesticide mixtures (linked to current NAESI deliverable) and cumulative effects investigations (e.g., nutrients), along with the impact assessments following chronic and pulse exposures may also be considered. Terrestrial effects: There will be a concerted effort to focus the current terrestrial deliverables for birds and mammals on Species at Risk Act (SARA) -listed species and other species of concern, as well as on areas of perennial conflict between wildlife and pesticide use such as the lower BC Mainland. Priority will be given to pesticides causing acute intoxications (e.g. cholinesterase-inhibiting insecticides) or broad contamination of terrestrial food chains (second generation anticoagulant rodenticides). Efforts will be focused also on comparing dietary and non-dietary (dermal, preening and inhalation) routes of exposure to pesticides in order to improve our ability to assess new pesticides and better predict impacts. For terrestrial life-stages of amphibians, the effort will be to continue work on an amphibian test protocol. For plants, the efforts will focus on improvement of routine phytotoxicity tests in greenhouses and on risk assessment with validation through in-situ research. EC will also continue to work with the PMRA in the implementation of the existing EC/PMRA Memorandum of Understanding (MOU) in order to better integrate and coordinate research with regulation. The MOU has four components, Science Policy, Knowledge Generation, Issue Management and Compliance Promotion and Enforcement. EC will continue working on providing leadership in the development and implementation of a federal, coordinated pesticides science strategy for research and monitoring through the Interdepartmental Committee. Furthermore, EC will participate in the proposed 6NR MOU. EC will continue to contribute to PMRA's pesticide assessments where appropriate, will coordinate with PMRA on the development of environmental quality guidelines and will continue to provide science/policy advice on key Government of Canada policies as they relate to pesticide management and use in Canada.	EC was able to meet its commitments under the BPC initiative. We maintained activities addressing the following areas: science policy; research and monitoring; issue management and communications; enforcement and compliance promotion EC maintained its coordination efforts for the third and final year of the 2nd Cycle of the PSF to further support research and monitoring projects on the presence and effects of pesticides in the environment. EC supported the 10 on-going research and monitoring projects building on existing knowledge from previous years, and related projects. EC is currently participating in the Building Public Confidence Memorandum to Cabinet - Treasury Board Summative Evaluation. EC continued to provide ongoing science advice to PMRA to meet regulatory data gaps, reduce knowledge deficiencies, and improve risk assessment methods. EC provided significant input into PMRA's activities regarding: Provided comments on the re-evaluation of endosulfan Responded to a PMRA request on quintozene Pesticide concentrations in surface water, current monitoring practices, new initiatives, and trends of commonly found pesticides EC coordinated PSF projects with the completion of the national agri-environmental standards initiative (NAESI), an initiative under the Agricultural Policy Framework (PSF water monitoring data used with NAESI watershed modelling, NAESI performance standards used to create Canadian Council of Ministers of the Environment (CCME) water quality guidelines). EC showcased PSF achievements at national and international venues in order to facilitate the exchange of information that will help achieve PSF objectives and use of this information to inform decision makers and Canadians. EC presented outcomes and results of PSF projects to Senior EC management. 6NR pesticide workshop and meetings. Pesticide FPT Committee at various workshop and meetings. EC maintained its relationship to meet with industry in order to promote the development of Canadian Environmental Quality Guidelines of pesticides. EC chairs the CCME pesticide sub-committee involving key partners (PMRA, industry and the jurisdictions). Largely through EC's efforts, the sub-committee has proposed a revised water quality guideline for carbaryl, endosulfan, glyphosate, and 2,4-D, as well as an approach to develop benchmarks for pesticides with small datasets. In terms of publications, EC scientists continue to produce a number of scientific peer-reviewed publications and presentations. EC established a 3rd cycle of research and monitoring of pesticide presence and impacts in the environment. PSF Cycle 3 priorities were established based on GoC priorities as well as previous knowledge. Under PSF Cycle 3, EC has set out to deliver on 12 new research projects and two monitoring projects that are linked to regulatory decision-making priorities for the GoC.
HC(PMRA)	Pesticide Regulation	(f) Linking pesticide regulation and research.	$4.2M	$0.8M	$0.8M	Identify and communicate annually PMRA's research and monitoring priorities to 6NR partners through regular meetings and other avenues, as needed. Continue facilitating discussion to identify linkages between 6NR research results and their use in regulatory decision making by PMRA, as well as opportunities for collaborative research among the 6NR. Facilitate the two-way communication and coordination between regulation and research between governments within Canada (through PMRA's FPT Committee) and internationally as well as with the private and academic sectors, through presentations linking research and regulation at regional, national and international meetings (e.g., through SETAC, CSA, IUPAC). Improve risk assessment procedures particularly in the area of environmental fate prediction (e.g., water modelling and exposure assessment). Strengthen PMRA's capacity to implement probabilistic risk assessment methods where appropriate.	There were several 6NR working group meetings and one DG level meeting in 2008-09. PMRA updated their research needs and communicated to 6NR. PMRA is in regular communication with 6NR researchers and/or program managers to help prioritize pest or pesticide related research and monitoring. PMRA shares information of its re-evaluation timetable in order to help target research and monitoring and ensure that data are generated to coincide with re-evaluation timelines. On an on going basis PMRA consults with scientists in 6NR departments on issues of mutual concern. During the 2008-09 fiscal year, PMRA continued to incorporate results of monitoring into risk assessments, particularly re-evaluations and to use research results to refine risk assessment methods. In 2008-2009 the PMRA presented its methodologies and research needs at numerous regional, national and international meetings (e.g., OECD, NAFTA, PMRA FPT Committees, Conferences, etc). In addition, the PMRA made presentations to stakeholders explaining how research results are used in pesticide regulation. Within the Environmental Assessment directorate, the probabilistic risk assessment working group continues to increase its capacity to conduct and review probabilistic risk assessments as needed. The group continues to interact with counterparts in 6NR depts and other jurisdictions (EPA, EU) to exchange information, tools, and approaches for advanced risk assessments including the use of probabilistic methods. PMRA continues to work with 6NR partners towards refining approaches to water modelling for use in risk assessments.
HC (PMRA)	Pesticide Regulation	(g) Conducting research to support the introduction of minor-use pesticides that pose a reduced risk to the environment.	$3.5M	$0 Funding associated with this activity sunset as of March 21, 2008	$0	N/A	N/A
NRCan	Adapting to a changing climate and hazard risk management	(h) Research and monitor pesticides in the forest environment.	$3.5M (Funds allocated under the CFS pest management program through its own funding, outside of the BPC program)	$0.5M (BPC funds $1.0M split between 2 CFS projects reduced by reallocation to $0.7M now split $0.3M and $0.4M)	$0.3M	Coordination of the Enhanced Pest Management Program (EPMM). Review of final reports of two projects funded for one year only. Review of proposals, and fund selected projects including: Environmental impact assessment of alternative pest control options, Modeling wildlife, exposure and risk relative to systemic insecticides, and Updating the Edaphic Indicator Research Tool. Sponsor and provision of input into the 2008 National Forest Pest Management Forum. Continuation, integration and coordination of NRCan work with the activities of the PMRA and other members of the 6NR Working Group on Pesticides. Provision of input in the 2008 Summative Evaluation.	Reports were reviewed and funds provided to two projects: a) Adapting a spray advisor decision support system to Canadian conditions, and b) Analysis of the environmental fate and effects of Neem applied as a systemic insecticide. NRCan researcher presented a scientific paper titled "Protecting Aquatic Habitats in Natural & Urban Forest Landscapes", at the 6NR Workshop on Habitat Protection (April, 2008). At this workshop, participants initiated discussions on a potential PMRA Policy for Habitat Protection NRCan sponsored and provided input into the 2008 National Forest Pest Management Forum (December 2008). Presentations on NRCan's pest management research were made at the Forum and at SERG International - A Partnership in Forest Pest Management Research Workshop (February 2009). At both these meetings NRCan met with PMRA, other federal and provincial departments, pest managers, industry and other stakeholders. The PMRA is currently committed to engage with NRCan and other participating departments and agencies, in the planning and completion of the BPC Summative Evaluation, now due in December 2009.
II. Developing and Implementing commodity specific risk reduction strategies
AAFC	PAA currently under review	(a) Commodity based risk reduction strategies	$19.3M	$2.5M	$1.0M	Fiscal year 2008-09 is a transition year from APF to Growing Forward policy. Discussions on how the programs will evolve will take place during the course of the year at which time associated future funding decision will be made. Pesticide risks to health and the environment assessed for grower identified priority pest management issues and priority risk issues selected for support in coordination with PMRA Development and implementation of up to 4 risk reduction strategies based on pesticide risk priorities Stakeholders engaged in pesticide risk solution development for priority pesticide risk issues Engage stakeholders to develop a review and updating program for published crop profiles and update up to 6 previously published profiles Collection of data for up to 6 crops through regional focus groups for the purpose of updating profiles and tracking success of the program Continued funding for ongoing research and implementation projects	7 priority pest management issues identified for pesticide risk reduction strategy work initiation or continuation 4 strategies developed in priority areas Stakeholders engaged in 4 working groups to develop reduced risk pest management solutions Total of 14 new tools and practices made available to growers during FY 08-09 including four new and one improved decision support tools to reduce / optimize pesticide use (fusarium headblight, canola flea beetle); four technology transfer factsheets published for producers (carrot trimmer, weed control); one new tool (drift recovery sprayer) developed for use in grape production; four biopesticides registered in Canada for the first time, and available to growers 3 reduced risk product dossiers submitted to PMRA: BioSave 10 LP, Agriphage (Category A), GF-120 (label expansion) Feasibility study undertaken for sustainable approach to crop profile data collection and maintenance; finalization and publication of 4 crop profiles
HC(PMRA)	Pesticide Regulation	(a) Commodity based risk reduction strategies	$25.7M	$4.0M	$4.0M	Ongoing consultations with stakeholders to assist PMRA in determining priority regulatory needs. Work share with other government departments and 6NR. Work on pesticide risk indicator: consult, build and validate database Together with AAFC and other Directorates at PMRA, assess the risk reduction potential of stakeholder identified pest management priorities. Workshare with AAFC on new crop profiles and issue documents and finalising existing documents. Work with AAFC to define areas where cross commodity work can be accomplished. Risk reduction strategies will be developed for issues that have a demonstrated potential to reduce pesticide risk. Where possible, strategies will be developed based on common themes rather than be restricted to single pest-crop combinations. Stakeholder consultations will be held throughout the year as required.	A NAFTA project dealing with trade issues has been initiated at HC entitled the "US/Can Grower priority Database". This database will identify trade barriers which exist due to regulatory or maximum reside limit differences between Canada and the Unites States and will identify Canadian grower's priority regulatory needs. PMRA has been consulting with stakeholders to determine their priority registration needs on a commodity group basis. Phase 1 of the pesticide risk indicator model (development) is complete. Phase 2 (publication of technical and public documents) is planned for 2009/2010 and further enhancements are under development. PMRA finalized the commodity based risk reduction strategies for 18 of the commodity based projects. The potential to reduce risk was assessed for all stakeholder identified priorities. AAFC and PMRA continue to work cooperatively on the biopesticide initiative. Quarterly meetings are held with AAFC to assess where cross commodity collaboration can occur. An organophosphate replacement strategy with lowbush and highbush blueberry has been initiated. As part of this strategy work, PMRA facilitated communication between stakeholders (registrants, researchers, grower organizations and provincial and federal government) to identify pest management priorities and potential solutions. A potato silver scurf strategy is ongoing.
III. Generation of data to support the registration of reduced-risk and minor-use pesticides for the agricultural and agri-food sector and reduced-risk pesticides and biopesticides for forestry
AAFC		(a) Improving access to agricultural minor-use pesticides, and reduced-risk pesticides for agricultural use.	$33.7M	$0 Funding associated with this activity sunset as of March 21, 2008	$0	N/A	N/A
HC(PMRA)	Pesticide Regulation	(a) Improving access to agricultural minor-use pesticides, and reduced-risk pesticides for agricultural use.	$20.8M	$0.0 Funding associated with this activity sunset as of March 21, 2008	$0	N/A	N/A
NRCan	Adapting to a changing climate and hazard risk management	(b) Develop and facilitate the use of reduced-risk pesticides and biological pesticides for forestry.	$4.1M (Funds allocated under the CFS pest management program through its own funding, outside of the BPC program)	$0.5M (BPC funds $1.0M split between 2 CFS projects reduced by reallocation to $0.7M now split $0.3M and $0.4M)	$0.4M	If first year progress reports are satisfactory, fund the following three EPMM proposals for a second year 2008-2009: A pheromone-based management method for slowing the spread of the spruce longhorn beetle; Autodissémination de champignons entomopathogenes pour le contrôle des populations d`insectes forestiers indigènes et exotiques nuisible; Towards the development of a Bacillus thuringiensis product for control of sawflies Provision of funds for the salary and work of the CFS minor use research coordinator housed at the Agriculture Minor Use Centre Ottawa. Coordination and facilitation of registration of minor use pesticides for uses in woody ornamental, urban forest, and woodlands. Liaison with the PMRA and other government departments on pest management issues. Input into Implementation of the 6NR Work Plan on Pesticides.	Three projects were funded for a second year in 2008-2009, on insect pheromones, entomopathogens, and Bacillus thuringiensis (Bt) products for the control of forest pests. Presentations/Reports were made to stakeholders at the 2008 National Forest Pest Management Forum in Ottawa and at the 2009 SERG-International Workshop in Winnipeg. Funds were provided for the salary and work of an NRCan-CFS scientist housed at AAFC's Minor Use Centre in Ottawa. NRCan-CFS collaborated with AAFC to obtain data needed for the PMRA registration of minor use pesticides for their use on woody ornamentals, urban forests, and woodlands. Coordinated 18 projects on outdoor woody ornamentals including poplars, Christmas trees, and reforestation nurseries. Made four final submissions to PMRA and/or registrants for registrations of pest control products for minor uses on reforestation nurseries, poplars and outdoor woody ornamentals. NRCan also collaborated with the USDA Forest Service on registration of a pheromone that attracts spruce and Douglas fir bark beetle. As a result, NRCan is the Canadian registrant of the pheromone. NRCan provided input into the Implementation of the 6NR Work Plan on Pesticides.

18. Comments on Variances:

N/A

19. Results to be achieved by non-federal partners (if applicable):

N/A

20. Contact information:

Bev Cardinal, Manager
Planning and Special Initiatives Section
Strategic Planning, Financial and Business Operations Division
Pest Management Regulatory Agency
Health Canada
Telephone: 613-736-3420
E-mail: bev_cardinal@hc-sc.gc.ca

---

1. Name of Horizontal Initiative:

Federal Tobacco Control Strategy 2007-2011

2. Name of Lead Department(s):

Health Canada (HC)

3. Lead Department Program Activity:

Substance Use and Abuse

4. Start Date of the Horizontal Initiative:

2001-02

5. End Date of the Horizontal Initiative:

2007-08 and ongoing

6. Federal Funding Allocation:

$361.0M

7. Description of the Horizontal Initiative (including funding agreement):

The Federal Tobacco Control Strategy (FTCS) establishes a framework for a comprehensive, integrated, and multi-faceted approach to tobacco control. It focuses on four mutually reinforcing components: protection, prevention, cessation and product regulation.

The Federal Tobacco Control Strategy (FTCS) 2007-2011 is driven by the longstanding commitment of the government of Canada to reduce the serious and adverse health effects of tobacco for Canadians. FTCS 2007-2011 is lead by Health Canada and involves several federal partners.

8. Shared Outcome(s):

The goal of the FCTS 2007-2011 is to reduce overall smoking prevalence from 19% in 2005 to 12% by 2011. The FTCS 2007-2011 objectives are to:

• Reduce the prevalence of Canadian youth (15-17) who smoke from 15% to 9%;
• Increase the number of adult Canadians who quit smoking by 1.5 million;
• Reduce the prevalence of Canadians exposed daily to second-hand smoke from 28% to 20%;
• Examine the next generation of tobacco control policy in Canada;
• Contribute to the global implementation of the WHO FCTC; and
• Monitor and assess contraband tobacco activities and enhance compliance.

9. Governance Structure(s):

Resources for the implementation of the FTCS were allocated to a number of departments and agencies. Health Canada (HC) is the lead department in the FTCS and is responsible for regulating the manufacture, sale, labelling and promotion of tobacco products as well as developing, implementing and promoting initiatives that reduce or prevent the negative health impacts associated with smoking.

The partner departments and agencies are:

• Public Safety Canada (PS) (formerly Public Safety and Emergency Preparedness Canada) - administers contribution funding for monitoring activities in connection with determining levels of contraband tobacco activity. The Department also provides policy advice and support on smuggling issues.
• Office of the Director of Public Prosecutions (formerly Department of Justice) - Is responsible for monitoring federal fines imposed in relation to tobacco and other types of offences, and for enforcing and recovering outstanding fines.
• Royal Canadian Mounted Police (RCMP) - is responsible for the enforcement of laws in relation to the international movement of tobacco products (including the illicit manufacture, distribution or possession of contraband tobacco products).
• Canada Revenue Agency (CRA) (formerly the Canada Customs and Revenue Agency) - is responsible for ensuring the assessment and collection of tobacco taxes and monitoring tobacco exports.
• Canada Border Services Agency (CBSA) (previously part of the former Canada Customs and Revenue Agency) - is responsible for monitoring and assessing the level of contraband tobacco in Canada and internationally, reporting to the Dept of Finance to assist in the development of sound tax policies.

($ millions) Note: all funding ECD unless identified as ELCC

10. Federal Partners	11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2008-09	15. Actual Spending for 2008-09	16. Expected Results for 2008-09*	17. Results Achieved in 2008-09
1. HC	HC 3.4 Substance Use and Abuse	FTCS	$284.2M	$78.9M	$67.6M	Complete an evaluation to assess the impacts of the first five years of the Federal Tobacco Control Strategy. Work with 8 regional offices and partner with several National Aboriginal Organizations across Canada for program delivery and development.	A summative (impact-based) evaluation of the FTCS (2001-06) including all Tobacco Control Programme components - (i.e. contribution funded projects, regulatory interventions, research and policy development); First Nations and Inuit Health Branch (FNIHB); International Affairs Directorate (IAD); and federal partners was conducted. HC supported over 100 First Nations and Inuit projects at the national, regional and community level aimed at cessation and tobacco awareness with a particular emphasis on youth, young adults and pregnant women.
	2. PS Regulations and Compliance	FTCS	$3.0M	$0.6M	$0.6M	Enhanced partnership arrangement with Akwesasne Mohawk Police. Leading in preparation and participation in the World Health Organization Framework Convention on Tobacco Controls negotiations for a Protocol in illicit tobacco.	See Results Achieved by Non-federal Partners above. Public Safety leads the Canadian Delegation in the preparation and participation to negotiate a global Protocol to reduce illicit tobacco which takes place in Geneva. Two sessions of the Intergovernmental Negotiating Body (INB) have taken place, with the third session in June/July 2009.
	3. ODPP Regulations and Compliance	FTCS	$11.2M	$2.2M	$2.3M	Prioritize fine recovery for fines ordered under cigarette contraband and tobacco sales to youth convictions. Increase the number of fines satisfied by a minimum of 15 percent. Analyze trends and prioritize the most effective and least costly recovery methods. Prioritize payment of fines over incarceration, but enhance enforcement measures when appropriate. Reduce costs to client departments in regards to fees incurred for Crown counsel attending motions for extensions in the delay to pay a fine.	The number of cigarette contraband and other tobacco-related fines has gone from 1,920 files in 2002 to 892 files as of March 31, 2007, a reduction of over 53.5 percent. There were 826 files in the inventory in 2005-06. This year's figure is mostly due to the increase in convictions for selling tobacco to minors and an increase in cigarette contraband across the country which has resulted in more convictions. The number of fines that were satisfied as of March 2007 was 423 as compared to 491 in March 2006, a reduction of 14 percent. This may be due to the fact that additional emphasis is being given to attempting to recover long-standing fines which by nature are more difficult to recover. Priority is given to the most cost-effective methods of recovery, in particular, demand letters, telephone calls and negotiating payment agreements. To date, approximately 27,000 interventions have been made, resulting in the recovery of over $32 M in past-due fines as of March 2007. Incarcerations for non-payment of fines totalled 66 in 2007 as compared to 60 in 2006. Of these 66 offenders, 15 subsequently opted to pay their fine rather than remain in incarceration. Crown counsel assigned to Fine Recovery Units oppose all motions for payment extensions heard at court, resulting in a decrease in counsel fees to client departments for these hearings.
	4. RCMP Regulations and Compliance.	FTCS	$8.6M	$1.7M	$834.492	Provide the Department of Finance, Health Canada and other partners with current updates on illicit tobacco trade activities. The RCMP monitors illegal activities at and along the CAN/U.S. border through the use of strategic detection and surveillance equipment. Expand cooperation with international and national law enforcement partners.	Regular reports on the illicit tobacco situation were provided to Finance and Health Canada. Side bar reports and presentations provided to other partners and key Ministerial entities upon request, such as the Government of Canada Task Force on Illicit Tobacco, the Senior Revenue Officials Conference and the Interprovincial Investigations Conference. The Tobacco Analysts also attend regular meetings to brief the Department of Finance. Improved border security through the use of sophisticated technology which permits detection and monitoring of illegal border intrusions, resulting in vital intelligence. Co-hosted the 2008 Joint U.S./Canada Tobacco Diversion Workshop with American and Canadian agencies and presently preparing the 2009 Workshop to be held in September 2009. One National Tobacco Analyst met, in February 2009, with some American Law Enforcement personnel (U.S. Alcohol, Tobacco and Firearms Agency) to share investigative information about a major tobacco manufacturer who may be involved in illegal activities in Canada and the U.S. Two National Tobacco Analysts gave a total of 8 information sessions on the illicit trade of tobacco at four law enforcement courses/workshops in Canada and the U.S.
	5. CRA / CBSA PA1 Taxpayer and Business Assistance (Total allotment to CRA, includes Customs/CBSA $50.0M and $4.0M to CRA) Assessment and Benefit Client Services Branch (previously Assessment and Collections) Excise and GST/HST Rulings Directorate/ Legislative Policy and Regulatory Affairs Branch	FTCS	$54.0M	$10.8M (10.0M to CBSA and $0.8 to CRA allocated between two CRA areas.		Systems adjustments and maintenance to reflect the legislative changes that affect rates, reporting and refunds as well as program changes to include duty-free shops and ships stores. Verify Export activity. Expand cooperation with international and national law enforcement partners. Work with stakeholders to monitor and assess the effectiveness of measures used to reduce contraband tobacco. Provide the Department of Finance with advice in the development of policy and the determination of the magnitude and timing of future tax increases. Support RCMP enforcement activity.	Systems and reporting capabilities were maintained as required to meet program requirements. The Tobacco Enforcement Verification Program (field) effectively monitored the movement of exported tobacco products. Co-hosted the 2008 Joint U.S./Canada Tobacco Diversion Workshop with American and Canadian agencies and presently preparing the 2009 Workshop to be held in September 2009. One National Tobacco Analyst met, in February 2009, with some American Law Enforcement personnel (U.S. Alcohol, Tobacco and Firearms Agency) to share investigative information about a major tobacco manufacturer who may be involved in illegal activities in Canada and the U.S. Two National Tobacco Analysts gave a total of 8 information sessions on the illicit trade of tobacco at four law enforcement courses/workshops in Canada and the U.S. Participated on a number of committees dealing with the monitoring and control of tobacco products, including those dealing with interprovincial issues. Co-hosted the Tobacco Diversion Workshop with Canadian and U.S. participation. Met with the Department of Finance as required. Provided industry and product information. Supported RCMP enforcement activity by providing information about specific tobacco transactions as well as expert testimony and affidavits.
	5. CRA / CBSA PA1 Taxpayer and Business Assistance (Total allotment to CRA, includes Customs/CBSA $50.0M and $4.0M to CRA) Assessment and Benefit Client Services Branch (previously Assessment and Collections) Excise and GST/HST Rulings Directorate/ Legislative Policy and Regulatory Affairs Branch	FTCS	$54.0M	$10.8M (10.0M to CBSA and $0.8 to CRA allocated between two CRA areas.		Systems adjustments and maintenance to reflect the legislative changes that affect rates, reporting and refunds as well as program changes to include duty-free shops and ships stores. Verify Export activity. Expand cooperation with international and national law enforcement partners. Work with stakeholders to monitor and assess the effectiveness of measures used to reduce contraband tobacco. Provide the Department of Finance with advice in the development of policy and the determination of the magnitude and timing of future tax increases. Support RCMP enforcement activity.	Systems and reporting capabilities were maintained as required to meet program requirements. The Tobacco Enforcement Verification Program (field) effectively monitored the movement of exported tobacco products. Co-hosted the 2008 Joint U.S./Canada Tobacco Diversion Workshop with American and Canadian agencies and presently preparing the 2009 Workshop to be held in September 2009. One National Tobacco Analyst met, in February 2009, with some American Law Enforcement personnel (U.S. Alcohol, Tobacco and Firearms Agency) to share investigative information about a major tobacco manufacturer who may be involved in illegal activities in Canada and the U.S. Two National Tobacco Analysts gave a total of 8 information sessions on the illicit trade of tobacco at four law enforcement courses/workshops in Canada and the U.S. Participated on a number of committees dealing with the monitoring and control of tobacco products, including those dealing with interprovincial issues. Co-hosted the Tobacco Diversion Workshop with Canadian and U.S. participation. Met with the Department of Finance as required. Provided industry and product information. Supported RCMP enforcement activity by providing information about specific tobacco transactions as well as expert testimony and affidavits.
	6. CBSA Security Access	FTCS	$28,470	$5,694	$4,993	Provide advice to Department of Finance on matters that will impact the future tax structure on tobacco. Monitor and report on the contraband tobacco situation in Canada. Expand cooperation with international and national law enforcement partners.	Attended monthly meetings with Department of Finance and partners to discuss and serve as a reference for questions on tobacco issues. Provided monthly analysis of the national contraband situation by compiling reports received from the Regions. Partnered with RCMP in annual risk assessment of the nature and extent of tobacco contraband activity. Coordinated development of tobacco intelligence in the Regions. The capabilities of our officers/analysts to infiltrate the marketplace, gather intelligence, liaise with other agencies and process their files has resulted in: an increase in targets for examination, both companies and individuals; identification of possible risk elements not previously perceived; awareness of emerging trends and threats. Actively participated in Joint Force Operations with law enforcement partners across the Regions. Co-hosted the Joint U.S./Canada Tobacco Diversion Workshop 2006 with American and Canadian agencies. Developed and maintained contact with international tobacco enforcement personnel.
		Loss of Duty Free Licensing	$21,500	$4,300	$4,300
	Travellers Division					Collection of the tobacco duties imposed on personal importations of returning Canadians	In 2006-2007 CBSA front line officers collected duties and taxes from previously exempted personal importations of tobacco.
Grand Total:			$361.51M	$95.20M	$73.08M

16. Comments on Variances:

In 2008-09, the realignment of departmental programs and a shift in priorities resulted in delays of certain projects. Furthermore, the proroguement of government caused delays in obtaining project approvals.

17. Results to be achieved by non-federal partners (if applicable):

N/A

20. Contact information:

Brenda Paine, Director
Office of Policy and Strategic Planning
Controlled Substance and Tobacco Directorate
Healthy Environments and Consumer Safety Branch
Health Canada
Telephone: (613) 941-9826
E-mail: brenda_paine@hc-sc.gc.ca

Sustainable Development Strategy

1. SDS Departmental Goals:

Health Canada's Sustainable Development Strategy (SDS) for 2007-2010 A Path to Sustainability builds on the success of the previous strategy, maintaining three identical themes;

1. Helping to create healthy social and physical environments.

2. Minimizing the environmental and health effects of the Department's physical operations and activities.

3. Integrating sustainable development into departmental decision-making and management processes and advancing the social pillar of sustainability.

Health Canada's current SDS contains 51 measurable targets under these three long-term themes. The targets contribute to the department's strategic outcomes including access to safe and effective health products and information, reduced health and environmental risks, safer living and working environments and better health outcomes for First Nations and Inuit and other Canadians. Specific targets address priorities such as clean air, clean water, sustainable communities, protection of the environment and human health, food safety, procurement, training and awareness, environmental stewardship and integrating sustainable development into departmental decision-making and management processes. Expected results and performance measures are clearly laid out in the Strategy.

2. Federal Sustainable Development Goal(s), including Greening of Government goals:

To strengthen coherence and accountability across departmental SDSs, six government wide, long term sustainability goals were developed in a process led by Environment Canada. Where possible, departments were asked to align their targets to the federal goals. The design of Health Canada's strategy underlines our commitment to this coordinated federal approach: 40 of our 51 targets are aligned to federal goals.

Federal Goal	# of corresponding HC Targets
I) Clean and secure water	7
II) Clean air	4
III) Reduced greenhouse gas emissions	8
IV) Sustainable communities	17
V) Sustainable use of natural resources	1
VI) Improved decision making for SD	3
Total	40

Our Sustainable Development Strategy encompasses a three year period ending March 31, 2010. Each target has its own timeline for completion, many targets are already complete.  Below is a summary report on a select list of targets where significant progress was anticipated during the 2008-09 year, as identified earlier in the Report on Plans and Priorities.

Theme 1: Helping to create healthy social and physical environments.

3. Expected Results 2008-09	4. Supporting Performance Measure(s)	5. Achieved SDS Departmental Results for 2008-09
SDS Target 1.1.3 - Federal Goal II - Clean Air Between 2007-10, Health Canada will work to improve management and communication of the health risks of indoor and outdoor air pollution, including fact sheets, finalization of the Air Quality Health Index (AQHI) and further development of the Air Health Indicator (AHI).
Finalize development and test the AHI by March 31, 2009 Report on AHI in the final Canadian Environmental Sustainability Indicators Report	# of Census Metropolitan Areas where AQHI is implemented Air Health Indicator (AHI) developed and tested	Implementation of the Air Quality Health Index (AQHI) expanded to additional communities, making the AQHI available in 26 locations across Canada, including Halifax, Saint John, Quebec City, Ottawa-Gatineau, the Greater Toronto Area, Vancouver and Victoria. Through agreements with provincial and municipal partners, outreach products were developed to support the launch of the AQHI in regions across the country, and work is also underway on the national marketing campaign. Research on the development of the AHI, used to asses the effectiveness of control actions already taken, continued with examination of various pollutants and health endpoints.
SDS Target 1.1.4 - Federal Goal II - Clean Air During the course of SDS IV, Health Canada will develop tools and information materials, including a summary of the Climate Change and Health Vulnerability Assessment, to better prepare Canadians and health professionals to deal with potential health impacts associated with a changing climate.
Assessment and summary document published and distributed	Risk management tools developed and implemented (e.g. Heat alert systems) with partners and stakeholders Publication of completed Climate Change and Health Vulnerability Assessment on Health Canada web site	The technical report entitled "Human Health in a Changing Climate: A Canadian Assessment of Vulnerabilities and Adaptive Capacity" and its related summaries have been published and are available upon request. Health Canada has launched a 3-year initiative entitled "Building Heat Resilient Communities and Individuals in Canada." As part of this initiative, the following key activities have been completed: An Advisory Committee on heat alerts has been created and is active. Memoranda of Agreement are now in place with 3 communities to develop pilot heat alert and response systems, and negotiations are underway with a 4th community. An Advisory Committee on clinical knowledge has been created, to develop guidance for health professionals.
SDS Target 1.2.5 - Federal Goal I - Clean and Secure Water During the period 2007-10, Health Canada will establish and/or implement strategies, including a national waterborne contamination and illness response protocol, to help address and prevent incidences of drinking water contamination across jurisdictions, including for small systems and in small, rural and remote communities.
Promote use through F/P/T channels Identification/evaluation of tools and strategies for small systems Expected Result by 2010: Provinces adopt a common set of strategies to address current gaps specific to small drinking water systems, leading to improved drinking water quality, particularly in rural and remote communities	Real-time alert and reporting system for Boil Water Advisories developed (with the Public Health Agency of Canada), pilot tested, launched, and adopted progressively by federal, provincial and territorial (F/P/T) governments Successful completion of pilot projects or strategies to address current gaps specific to small systems, and testing and adoption by Canadian jurisdictions	The protocol was completed in Year 1 of SDS IV, and is being used and distributed nationally through the Canadian Network for Public Health Intelligence (CNPHI). CNPHI includes a real-time drinking water advisory alert system that is being piloted by a number of FPT partners and is continuing to gain participation. It also includes a Small Community Water Supplies Research Collaboration Centre, with a collaborative network and research database being developed and piloted. Reports were completed on the pilot testing of risk assessment tools in 4 communities. Two studies were commissioned, to look at different types of drinking water remote monitoring systems. One study report has been received by HC and is undergoing review; the 2nd study report will be received in April/09.
SDS Target 1.2.6 - Federal Goal I - Clean and Secure Water During the course of SDS IV, Health Canada will develop and update a minimum of 5 water quality guidelines for specific contaminants annually, including drinking and recreational water.
5 guidelines/guidance documents for water quality approved by F/P/T committees Guidelines for Canadian Recreational Water Quality posted on Health Canada website for public consultation Publication of final version of Guidelines for Canadian Household Reclaimed Water	# of guidelines for water quality approved and adopted by F/P/T committees	4 Guidelines/guidance documents were approved by FPT Committees (plus 4 additional pending approval), as follows: Approved by CHE: Chloral Hydrate, Potassium (both posted to HC web site); Boil Water Advisories, Drinking Water Avoidance Advisories (guidance documents, will be posted on HC web site summer 2009). Submitted for final approval to CHE: Radiological characteristics; Benzene; Chlorine; Corrosion Control (guidance document). Approved for consultation by the Committee on Health and Environment (CHE) - revised Guidelines for Canadian Recreational Water Quality.
SDS Target 1.3.2 - Federal Goal IV - Sustainable Communities By March 2010, Health Canada commits to having completed the assessment of 16 sites requiring investigation of suspected petroleum hydrocarbon contamination, as well as the remediation of the 18 known petroleum hydrocarbon contaminated sites (as of March 2006) for which the department is responsible at health facilities on reserves.
Remediate 10 petroleum hydrocarbon contaminated sites	Sites suspected, or known to have petroleum hydrocarbon contamination assessed and remediated, if required Assessment and remediation reports developed	Nine petroleum hydrocarbon contaminated sites were completely remediated in 2008-09, with one additional multi-year project initiated. Fifteen of the 16 sites identified in March 2006 requiring investigation for suspected petroleum hydrocarbon contamination have been assessed. The 16th site requires an environmental site assessment which is scheduled for 2009-10. Nine of the 18 contaminated sites identified in March 2006 have been completely remediated, with no treatment remaining. An additional three sites have been remediated with treatment ongoing.
SDS Target 1.3.17 - Federal Goal IV- Sustainable Communities During the course of SDS IV, at least one of Health Canada's regional offices will explore the opportunity to collaborate with provincial and municipal organizations in the development of sustainable development practices or initiatives.
The Démarche Allégo project in the Québec Region will encourage and promote better commuting habits with the car-pooling initiative	Number of car-pooling registrations on the internet site	In 2007 Allégo participated in a number of events including "En ville sans ma voiture" the "Salon national de l'environnement". Through participation in the Federal Interdepartmental Group on Sustainable Development Allégo was engaged as a partner in the sustainable development plan for the city of Montreal.
SDS Target 1.4.2 During the 2007-10 period, develop a regulatory framework based on policy and technical analysis of issues related to the development of Environmental Assessment Regulations for new substances contained in products regulated under the Food and Drugs Act.
Advancing the development of the regulatory framework for the Environmental Assessment Regulations for new substances contained in products regulated under the Food and Drugs Act Consultation on the regulatory frameworks for the Environmental Assessment Regulations Development of data requirements for the Environmental Assessment Regulations	International analysis conducted Development of the regulatory framework data requirements for the Environmental Assessment Regulations	Work continued on the regulatory framework during the period.
SDS Target 1.5.2 By March 2010, continue to establish policies and standards related to the nutritional quality of foods (Trans Fat, Food Fortification, Product-Specific Health Claims).
Product-specific Health Claims: Regulatory framework: revised policies and recommendations	Product-specific Health Claims: Revised policy for management of health claims finalized and published	Product-specific Health Claims: Published revised Guidance Document for Industry to assess submissions for Health Claims As of March 31, the project was in the final stages of the action plan with recommendations for next steps regarding the Modernization of Health Claims Framework. Issued a policy on the use of probiotic claims on food
SDS Target 1.5.4 By March 2010, continue to: develop appropriate intervention strategies to reduce the public's exposure to priority pathogens in specific commodities increase consumer awareness of risk avoidance practices for targeting specific commodities and vulnerable groups update risk management strategies to limit exposure to Canadians to selected chemicals in food.
Food borne Pathogens Increased consumer awareness of risk avoidance practices for: unpasteurized juices meats	Food borne Pathogens Number of educational documents published (i.e., Codes of Practice, policies, Internet postings)	Food borne Pathogens Published 10 articles on Health Canada's Internet about food borne pathogens. The Be Food Safe Campaign, including the website was re-lauched with media attention and retailer participation.

Theme 2: Minimizing the environmental and health effects of the Department's physical operations and activities.

3. Expected Results 2008-09	4. Supporting Performance Measure(s)	5. Achieved SDS Departmental Results for 2008-09
SDS Target 2.1.1 - Federal Goal III - Reduced greenhouse gas emissions By March 2010, reduce greenhouse gas (GHG) emission per vehicle per kilometre.
Establish procedures and mechanisms to phase-out low fuel-efficient vehicles, increasing the use of ethanol-blended vehicles and hybrids Standardizing key fleet management processes	Annual average GHG emissions per vehicle per kilometre reduced	The average 2008-2009 Health Canada vehicle is more fuel efficient than in 2006-2007, however the majority of kilometres are travelled by the larger, less fuel efficient vehicles. In 2008-2009, draft standards were developed that will phase-out fuel-inefficient vehicles. These standards are planned to be implemented in 2009-2010 for purchasing vehicles in fiscal year 2010-2011.
SDS Target 2.2.2 - Federal Goal III - Reduced greenhouse gas emissions and Greening of Government Operations Goal 'Other custodian departments and agencies will establish and report on meaningful departmental targets in support of the overall Federal House in Order target for building by 2010 By March 2009, an action plan to reduce greenhouse gas (GHG) emissions in Health Canada's custodial laboratories will be developed and implemented
With consultation and cooperation with the Real Property and Facilities Management Division Custodial Portfolio, establish baseline data, tracking mechanisms and develop action plan	Level of GHG emissions	Completed multiple Federal Building Initiative (FBI) retrofits in HC labs, and through different types of environmental audits. A table reporting GHG emissions is being finalized.
SDS Target 2.3.2 - Federal Goal III - Reduced greenhouse gas emissions By March 2010, all materiel managers and procurement personnel will have received training on green procurement offered by Public Works and Government Services Canada (PWGSC), Canada School of Public Service (CSPS), or any other federal government department.
Advertise Green Procurement training courses offered by PWGSC and CSPS to all materiel managers and procurement personnel Updated internal procurement training material Review action plan on green procurement training for the department and conduct a follow-up survey to assess increase in knowledge and awareness of green procurement	Number of materiel managers and procurement personnel trained Increase in level of knowledge and awareness on green procurement	At the May 2009 Materiel and Assets Management Directorate Workshop, 58 staff participated in a green procurement training session. The Canada School of Public Service Green Procurement course was added to the online finance and materiel management training course catalogue.
SDS Target 2.4.1 - Federal Goal VI - Improved decision making for SD Health Canada will join with other government departments and the CSPS to design and deliver new Government of Canada Sustainable Development training material. Delivery to begin by December 2007.
In 2008, the new course will be part of the regular course offerings of the CSPS Policy analysts will be better trained in the application of SD principles in their particular domain	Formal inclusion of the SD course (#727) in the CSPS program of studies Number of Health Canada employees that successfully complete the course	2007-08 saw the development and launch of the first corporate SD training course at the Canada School of Public Service.  Health Canada lead the ten department initiative of the Interdepartmental Network on Sustainable Development Strategies (INSDS) to develop the curriculum. In 2008-2009 two offerings (English and French) of the course took place at Health Canada with a total of 32 participants.

Theme 3: Integrating sustainable development into departmental decision-making and management processes and advancing the social pillar of sustainability.

3. Expected Results 2008-09	4. Supporting Performance Measure(s)	5. Achieved SDS Departmental Results for 2008-09
SDS Target 3.1.1 - Federal Goal VI - Improved decision making for SD By the end of 2008, as a pilot project, Health Canada will apply a sustainable development lens to select policies and programs.
In 2008-09, final revisions and improvements to the lens will be made based on feedback received from the pilot with the Health Policy Branch The lens will be introduced to senior management to secure support for its inclusion in planning and policy development process	Final revision and printing of the SD lens following the completion of a pilot Presentation of the lens and pilot results to management committees as a tool to be applied in the development of all planning documents. Inclusion of the lens in planning and policy development process	During 2007-08 a draft SD lens for assessing policies and plans from an SD perspective was developed and piloted.  The pilot was conducted on two files in the Health Policy Branch with complex social and economic dimensions. The lens was also informally piloted on early drafts of the Health Canada Science and Technology Strategy. In 2008-2009 revisions were made to the lens based on the pilot. A variation of the lens is used in the Canada School of Public Service course on SD.

Update on the Health Canada Sustainable Development Policy Suite: Policies the Department has adopted to advance Sustainable Development

Sustainable Development Policy

Since its first SDS, Health Canada has worked to create a culture that recognizes the importance of sustainable development in the planning and delivery of our strategic outcomes. Approval of a Sustainable Development Policy in December 2000 enabled the integration of five key principles (shared responsibility, integrated approaches, equity, accountability, and continuous improvement) into the Department's third SDS and acted as guiding principles for the development of the fourth strategy covering the 2007 to 2010 period. The policy was reviewed in 2008-09 clarifying roles and responsibilities.

Environmental Management Systems

The importance of sound environmental management of our operations and activities was underscored in the creation of the 2000 Health Canada Environmental Management Policy and the development of the Environmental Management Systems (EMS) Division. The use of an EMS, a tool for managing compliance, minimizing negative impacts and risks to the environment, and for continual improvement, supports the principles of sustainable development. The priorities of the EMS Division include:

• maintaining and improving the departmental EMS including its supporting policies and database
• implementing actions in support of its own SDS targets
• fostering environmental stewardship

Strategic Environmental Assessment

While environmental management of operations and activities is done through the EMS process, Strategic Environmental Assessment (SEA) offers a systematic and comprehensive process for evaluating the environmental effects of a policy, plan or program and its alternatives, at the earliest stage of planning. Health Canada has a requirement to complete SEAs in conformance with the 2004 Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals. The Department has developed a policy and guidelines for SEA to support departmental efforts to ensure proposals with important positive or negative environmental effects are identified and that these effects are either enhanced or mitigated in the implementation of the policy, plan or program.

In 2008-09, the Office of Sustainable Development (OSD) revised the 2004 Health Canada Policy and Guidelines on Strategic Environmental Assessment to formalize new protocols and practices to improve SEA management in response to the recommendations made by the Commissioner of the Environment and Sustainable Development. The policy changes combined with aggressive, professional SEA training will ensure that environmental considerations are better reflected in all departmental documents submitted to the Minister or to Cabinet for decision.

Green Procurement

Meeting Policy Requirements

1. Has the department incorporated environmental performance considerations in its procurement decision-making processes?

Yes

2. Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

Health Canada (HC) supports the objectives of the Policy on Green Procurement, including incorporating environmental performance considerations and value for money into the procurement decision-making process. HC promotes training of materiel managers, procurement personnel and cost centre managers (the contracting signing authority) on green procurement by encouraging them to take the Canada School of Public Service on-line course, by broadcasting general awareness messages and by participating in Environment Week in the National Capital Region.

The Department's procurement planning process is a component of the Health Canada Integrated Planning approach, which allows us to achieve economies of scale through consolidation of acquisitions, increase flexibility and avoid delays through greater use of Standing Offer Agreements, and be better able to manage risk due to improved lead times for higher dollar value and/or highly complex requirements. The increased operational efficiency of the planning process supports the objectives of sustainable development. The process also provides the opportunity to incorporate environmental performance considerations as appropriate in consolidated acquisitions.

The Health Canada Assets Management Policy requires the application of sustainable development principles in the acquisition, maintenance and disposal of assets. The Health Canada Fleet Management Guide also directs managers to consider environmental issues when evaluating and planning transportation options.

Health Canada has developed an Annual Fleet Report that reports on alternative fuels, alternative fuel vehicles, greenhouse gas and criteria air contaminant emissions and various other matrices that are analysed from an environmental perspective. This report is used to make decisions regarding fleet management and to track progress against sustainable development strategy targets.

The Department has implemented the practice of capturing green procurement information at the source using a new field in our existing enterprise system, SAP. The SAP green procurement field serves a dual purpose of

1. allowing the Department to report on the environmental friendliness of purchases so that decision-making can be influenced.
2. serving as a regular reminder to the individuals entering SAP information that there is a Policy on Green Procurement that should be applied to their purchasing decisions.

3. Results achieved:

The results of our training and SAP initiatives can be found in the green procurement targets section.

Health Canada's Deputy Minister has presented an Award for Excellence in June 2009 to the integrated planning team for developing an integrated plan that serves as a model for other departments. The integrated plan positions the Department well to meet its program and strategic objectives, including those outlined in the Policy on Green Procurement.

The purchase of alternative fuels and alternative fuel vehicles has increased by 172% and 23% respectively and the overall average fuel efficiency of our vehicles has improved, compared to fiscal year 2006-2007.

4. Contributions to facilitate government-wide implementation of green procurement:

Although Health Canada is not identified in section 8 of the policy, the Department is an active participant in federal procurement reform initiatives, such as the establishment of mandatory standing offers led by Public Works and Government Services Canada (PWGSC), which incorporate environmental performance and lifecycle analysis. Health Canada participates in the Interdepartmental Green Stewardship Community of Practice. The Department also has incorporated green procurement tracking procedures in our existing enterprise system through participation in horizontal SAP initiatives with other SAP departments.

Green Procurement Targets

5. Has the department established green procurement targets?

Yes

6. Are these green procurement targets the same as those identified in your Sustainable Development Strategy (Table 8)?

Yes

7. Summary of green procurement targets:

1. By March 2010, all materiel managers and procurement personnel will have received training on green procurement offered by PWGSC, Canada School of Public Service, or any other federal government department.

   This target was set as a function of the Policy on Green Procurement requirement to ensure that officials in key management, procurement services delivery and oversight positions, have the necessary training to support the objectives of the policy. Associated benefits relating to knowledgeable functional experts includes raising awareness and providing advice regarding sound procurement planning and green procurement opportunities with cost centre managers. The scope of this target is limited to personnel in the Materiel and Assets Management Directorate, the centre of procurement expertise in the Department. The Department also promotes training of cost centre managers on green procurement in addition to this target.

2. By March 2010, incorporate tracking tools into the existing systems (e.g. SAP etc.) to monitor green purchases.

   This target was set as a function of the Policy on Green Procurement requirement to monitor and report on green procurement performance. The associated benefit is the ability to benchmark and report progress on green procurement as well as to increase awareness of green procurement in the Department. The scope of this target includes all purchases entered in our enterprise system, SAP.

8. Results achieved:

As of March 2009, 29% of personnel in the Materiel and Assets Management Directorate have confirmed completion of green procurement training. In May 2009, Health Canada provided green procurement training at the annual Materiel and Assets Management Directorate workshop and has achieved a training level of 100%. The Department has met the green procurement training commitment set out in the Health Canada Sustainable Development Strategy 2007-2010.

A green procurement field was implemented in SAP to monitor green purchases in February 2009. This tracking tool allows the Department to report on environmental friendliness for all purchases entered in SAP, which includes everything except acquisition card purchases. In 2007-2008, Health Canada acquired $135 million in services and $55 million in goods. Since implementation, the environmental friendliness of 60% of line items and spending has being identified as unknown. An environmentally friendly attribute has been identified for 7% of line items and 3% of spending. The Department will continue communications to increase awareness of green procurement and the need to enter green procurement information for every transaction. Including green procurement in the enterprise system process itself provides a constant reminder to employees that green procurement is one of our strategic objectives. The Department has met the green procurement tracking tool commitment set out in the Health Canada Sustainable Development Strategy 2007-2010.

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees

• NIL

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

2008 December Report of the Commissioner of the Environment and Sustainable Development

Chapter 1--Managing Air Emissions

Summary: The objective of the audit was to determine whether the responsible departments of the Government of Canada know if selected policy tools that are key to controlling air emissions are achieving results. Although Health Canada was mentionned in the audit along with other Federal Govenement departments as playing important roles, Health Canada was not specifically identified in the context of the findings. The audit work focused on three government organizations: the departments of Environment which has responsibility for air pollution matters, Transport, and Finance Canada.

For further information on this audit, visit: http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200812_01_e_31818.html

Chapter 5--Annual Report on Environmental Petitions

Summary: This chapter informs Parliament and Canadians about the use of the petitions process and describes the number, nature, and status of petitions received, and the timeliness of responses from ministers. Of the 56 petitions received by the government, Health Canada responded to 27. While, no recommendations are made in this chapter, it highlights some good practices and opportunities for improvement.

For further information on this report, visit: http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200812_05_e_31822.html

2009 March Report of the Commissioner of the Environment and Sustainable Development

Chapter 1--Safety of Drinking Water

Summary: This audit is primarily a follow-up to the September 2005 Report of the Commissioner of the Environment and Sustainable Development (CESD) on the same subject. The 2005 audit made a number of recommendations regarding: timelines for the development and review of drinking water guidelines, including the implementation of a work plan to address the backlog in development and review; the finalization of the guidance it has developed for providing safe drinking water in areas of federal jurisdiction; the update of this guidance and promotion to federal organizations; the application of measures to ensure the safety of potable water on aircraft; and the revision of the Potable Water Regulations for Common Carriers.

Overall, the 2009 follow up audit found that Health Canada has made satisfactory progress in addressing most of the 2005 recommendations. It now has a process in place to set priorities with plans and timelines for regularly updating the Guidelines for Canadian Drinking Water Quality and to produce new guidelines as appropriate. The process also addresses the backlog of old guidelines in need of review. In addition, Health Canada has worked with other federal organizations to promote the guidance document it issued in late 2005 on providing safe drinking water at federal facilities.

The audit further notes that Health Canada has resumed routine inspection of drinking water on passenger aircraft belonging to the major Canadian airlines. However, gaps remain in its inspection coverage of public conveyances, and their ancillary services - facilities at railway stations, airports, and seaports that provide the food and drink for passengers.

The audit also looked at two federal departments (Correctional Services Canada and Parks Canada) to determine whether they were following Health Canada's guidance on safe drinking water.

The audit listed five recommendations, four of which apply to Health Canada.

Departmental Response:  Health Canada agrees with all recommendations of the Commissioner of the Environment and Sustainable Development.

For further information on this audit, visit: http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200903_01_e_32285.html

Chapter 2--Air Quality Health Index--Health Canada and Environment Canada

Summary: This audit looked at how Health Canada and Environment Canada have followed up on their commitment to establish a Canada-wide air quality index based on health risks made at the 2001 Toronto Smog Summit and subsequently reiterated in responses to two environmental petitions.

The audit found that Health Canada and Environment Canada have made satisfactory progress in developing an air quality health index and therefore have met their commitment reiterated in responses to two environmental petitions on managing air pollution and cross-border pollution.

While there are no recommendations, the audit identified short-term and long- term challenges that will require attention.

For further information on this audit, visit: http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200903_02_e_32286.html

2008 May Report of the Auditor General of Canada

Chapter 1--Management of Fees in Selected Departments and Agencies

Summary: Federal government fees can be charged to an individual or organization for a good, a service, or the use of a facility, such as a park campsite. Fees can also be charged for the right or privilege to use publicly owned or managed resources--the fee for a commercial fishing licence, for example. The audit selected thirteen such fees established by six federal organizations responsible for a major portion of the fee revenue reported by the government, including Health Canada. The audit examined how the organizations established the cost of the fee and determined the amount to be charged for the fee. The audit also looked at how the organizations measured, monitored, and reported on the performance of the fee-related activities.

Departmental Response:  Health Canada agrees with the recommendations of the
Auditor General of Canada.

For further information on this audit, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_200805_01_e_30697.html#hd5c

Chapter 5--Surveillance of Infectious Diseases--Public Health Agency of Canada

Summary: The Public Health Agency of Canada is the federal organization responsible for the surveillance of infectious diseases. It was created in 2004, following the outbreak of SARS (severe acute respiratory syndrome) in Canada.

The audit examined whether the Agency, in collaboration with its partners, has obtained, analyzed, and disseminated the information needed to help anticipate, prevent, and respond to threats of infectious disease. The audit also followed-up on concerns raised in previous audits in 1999 and 2002, when surveillance of infectious diseases was the responsibility of Health Canada.

The audit listed twelve recommendations, one of which applies to Health Canada.

Departmental Response: Health Canada agrees with the recommendation of the
Auditor General of Canada.

For further information on this audit, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_200805_05_e_30701.html#hd3a

2008 December Report of the Auditor General of Canada

Chapter 1--A Study of Federal Transfers to Provinces and Territories

Summary: This study examined mechanisms used by the federal government to transfer funds to the provinces and territories. Health Canada was mentioned in the study but was not specifically identified in the context of the findings.

For more information on this study, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_200812_01_e_31825.html

Chapter 8--Reporting on Health Indicators--Health Canada

Summary: In accordance with the First Minister's Accords on Health, every two years Health Canada publishes a report entitled Healthy Canadians, which tracks quantitative indicators of the health status of Canadians and health system performance. The Auditor General's audit found that while Health Canada met the specific reporting requirements that First Minister's health agreements required of it, the Healthy Canadians reports do not fulfill the broader intent of the agreements to provide the information Canadians need on the progress of health care renewal.

Departmental Response:  Health Canada agrees with all recommendations of the Auditor General of Canada.

Efforts are already underway to make the report more useful to Canadians and more effective in its role as one of the accountability mechanisms for implementation of the Health Accords.

For further information on this audit, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_200812_08_e_31832.html

Response to the Public Service Commissioner and the Commissioner of Official Languages

October 2008 Audit by the Public Service Commission of Canada - Government -wide audit of Executive (EX) appointments

Summary: The objective of the audit was to determine whether executive appointment activities complied with the new Public Service Employment Act as well as other governing authorities and policies. Overall, the audit covered 53 federal organizations including Health Canada.

The audit examined 348 appointments across government and identified 47 unsatisfactory cases. The deputy heads of all audited organizations were provided with an opportunity to acknowledge and comment on the audit results, a summary this a summary of comments of which can be found by visiting: http://www.psc-cfp.gc.ca/adt-vrf/rprt/2008/ex/index-eng.htm#toc34

Internal Audits and Evaluations

Internal Audits (current reporting period)

1. Name of Internal Audit	2. Audit Type	3. Status	4. Completion Date
Data Integrity - G & C System / Lotus Notes	IT Audit	Complete	April 2008
Data Integrity - G & C System / MCCS	IT Audit	Complete	April 2008
Quality Assurance Process for Recipient Audits	G&C	Complete	April 2008
Canadian Institute for Health Information (CIHI)	G&C	Complete	June 2008
The Way Forward Initiative - An enterprise Approach for IT	IT Audit	Complete	June 2008
Data Integrity - Standard Payment System for Internal Settlements (SPSIS)	IT Audit	Complete	June 2008
Data Integrity - Acquisition Card / Commitment System - (APICS)	IT Audit	Complete	June 2008
HR Strategies or Recruitment and Retention	Performance	Complete	June 2008
Risk-Based controls - Training and Conference Attendance	Financial	Complete	June 2008
Data Integrity - Health information & Claims Processing system (HICPS)	IT Audit	Complete	October 2008
Canadian Health Services Research Foundation (CHSRF)	G & C	Complete	October 2008
Values and Ethics	Performance	Complete	October 2008
Tobacco Control Research	Performance	Complete	October 2008
Food Safety Program	Performance	Complete	December 2008
Risk Management	MAF Audit	Complete	December 2008
Dental Benefits	Performance	Complete	May 2009
Electronic Health Information System (Infoway)	G&C	In progress	May 2009
Respendable Revenues (User Fees)	Financial	In progress	May 2009
Data Integrity - HR Advantage	IT Audit	Complete	May 2009
Governance and Accountability	MAF Audit	Complete	May 2009
Biologic and Genetic Therapies Audit	Performance	In progress	September 2009
Audit of QA process for recipient audits	G&C	In progress	September 2009
Audit of Management of Contributions	Financial	In progress	September 2009
Audit of Product Safety - New Substance and Assessment Control Bureau	Performance	In progress	September 2009
Audit of financial Forecasting & Year-End Expenditure Patterns	Financial	In progress	September 2009
Audit of IM/IT Governance	Performance	In progress	September 2009
Non-Insured Health Benefits - Medical Transportation	Financial	In progress	December 2009
Primary Health Care	Performance	In progress	December 2009
Capital Contribution Agreements	G&C	In progress	December 2009
Asset Management	Financial	In progress	December 2009
Contracting for Services	Financial	In progress	December 2009
Real Property Management Control Framework and Lab Facilities Infrastructure	Performance	In progress	December 2009

Evaluations (current reporting period)

Internal Evaluations

1. Name of Evaluation	2. Program Activity	3. Evaluation Type	4. Status	5.Completion Date
Improving access to health services for Official Languages Minority Communities (G&C)	1.1 Canada Health System 1.1.2 Official Language Minority Community Development	Summative	Completed	November 2008
Women's Health Contribution Program (2003-2004 to 2007-2008) (G&C)	1.1.5 Women's Health	Summative	Completed	January 2009
Therapeutics Access Strategy	2.1 Health Products	Overall	Completed	March 2009
Human Drugs	2.1.1 Pharmaceutical Human Drugs	Strategic	Ongoing	FY 2010-11
Medical Devices	2.1.3 Medical Devices	Strategic	Ongoing	FY 2010-11
Natural Health Products	2.1.5 Natural Health Products	Strategic	Ongoing	FY 2009-10
Augmenting Health Canada's Response to Bovine Spongiform Encephalopathy (BSE)	2.2.1 Food Borne Pathogens 2.2.2 Food Borne Chemical Contaminants	Summative	Ongoing	FY 2010-11
Food Safety and Nutrition Quality	2.2.1 Food Borne Pathogens 2.2.2 Food Borne Chemical Contaminants 2.2.3 Novel foods 2.2.4 Nutrition	Strategic	Ongoing	FY 2009-10
Nutrition Policy and Promotion	2.2.4 Nutrition	Strategic	Ongoing	FY 2010-11
Climate and Infectious Disease Alert and Response Systems to Protect the Health of Canadians (part of Clean Air Agenda - Adaptation Theme)	3.1.1 Climate Change	Thematic	Ongoing	FY 2010-11
Air Quality Health Index and Forecast program (part of Clean Air Agenda - Adaptation Theme)	3.1.2 Air Quality	Component	Ongoing	FY 2010-11
Radon Strategy (part of Canada's Clear Air Agenda - Indoor Air Quality Theme)	3.1.2 Air Quality	Thematic	Ongoing	FY 2010-11
Canada's Clean Air Agenda - Clean Air Regulatory Agenda (CARA)	3.1.2 Air Quality	Thematic	Ongoing	FY 2010-11
Federal Contaminated Sites Action Plan	3.1.5 Contaminated Sites	Formative	Completed	March 2009
Federal Drinking Water Compliance Program	3.3.1 Public Service Health	Evaluation	Completed	November 2008
National Anti-Drug Strategy	3.4.3 Controlled Substances	Horizontal Formative	Ongoing	FY 2009-10
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products	3.5 Pesticide Regulation	Summative	Ongoing	FY 2009-10
Children and Youth (Cluster) (includes G&C)	4.1.1 First Nations and Inuit Community Programs	Strategic	Ongoing	FY 2009-10
Continued Implementation of the Labrador Innu Comprehensive Healing Strategy (LICHS)	4.1.1 First Nations and Inuit Community Programs	Summative	Ongoing	FY 2009-10
Communicable Disease Control (Cluster) (includes G&C)	4.1.2 First Nations and Inuit Health Protection and Public Health	Strategic	Ongoing	FY 2009-10
First Nations and Inuit Home and Community Care Program	4.1.3 First Nations and Inuit Primary Care	Summative	Ongoing	FY 2009-10
Post Doctoral Fellowship Program (G&C)	Internal Services 2.1 Science Policy and Management	Summative	Completed	March 2009

Electronic Link to Reports:
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