2009-10
Departmental Performance Report



Health Canada






Supplementary Information (Tables)






Table of Contents




Sources of Respendable and Non-Respendable Revenue

This table reflects the collection of respendable revenues by program activity, and non-respendable revenues by source.

Respendable revenues refer to funds collected from user fees, or through the recovery of the costs 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 for Program Activities which include Medical Devices, Radiation Dosimetry, Drug Submission Evaluations, and Pest Management Regulations, among others.

Non-respendable revenues are shown by source. The Department is not allowed to respend these revenues, which are returned to the federal government's Consolidated Revenue Fund.


Respendable Revenue
($ millions)
Program Activity 2007-2008
Actual Revenues
2008-2009
Actual Revenues
2009-2010
Main
Estimates
Planned
Revenue
Total
Authorities
Actual
 
Health Products 40.7 44.6 39.3 39.3 39.3 43.4
Food and Nutrition 0.0 0.0 1.3 1.3 1.3 0.0
Sustainable Environmental Health 1.3 6.3 1.4 1.4 1.4 6.1
Consumer Products 0.0 0.0 0.5 0.5 0.5 0.0
Workplace Health 13.4 9.0 14.0 14.0 14.0 9.2
Pesticide Regulation 8.2 7.3 7.0 7.0 7.0 7.5
First Nations and Inuit Health Programming and Services 4.1 3.5 5.4 5.4 5.4 3.1
Internal Services 0.0 0.0 0.7 0.7 0.7 0.7
Total Respendable Revenue 67.7 70.7 69.6 69.6 69.6 70.0

 


Non-Respendable Revenue
($ millions)
Program
Activity
2007-2008
Actual Revenues
2008-2009
Actual Revenues
2009-2010
Main
Estimates
Planned
Revenue
Total
Authorities
Actual
 
Non-tax Revenues:            
Refunds of expenditures 32.0 47.8 0.0 0.0 0.0 31.2
 
Sales of goods and services 5.8 3.9 0.0 0.0 0.0 6.8
Other fees and charges 10.4 8.4 0.0 8.9 8.9 7.8
Proceeds from the disposal of surplus Crown assets 0.3 0.4 0.0 0.0 0.0 0.5
Miscellaneous non-tax revenues 0.0 0.0 0.0 0.0 0.0 0.0
Total Non-respendable Revenue 48.5 60.5 0.0 8.9 8.9 46.3
TOTAL REVENUES 116.2 131.2 69.6 78.5 78.5 116.3

Note: Commencing in the 2009-2010 Estimate cycle, the resources for Program Activity: Internal Service is displayed separately from other program activities; they are no longer distributed among the remaining program activities, as was the case in previous Main Estimates. This has affected the comparability of spending and FTE information by Program Activity between fiscal years.



User Fees Reporting

User Fees

1- Health Products and Foods Branch (HPFB)

User Fee: Authority to Sell Drugs Fees

Fee Type: Regulatory (R)

Fee-setting Authority: Financial Administration Act (FAA)

Date Last Modified: Dec.1994

Performance Standards: 120 calendar days to update the Drug Product Database following notification

Performance Results: 98% within 120 calendar days


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$8,035 $7,644 $41,727 2010-11 $7,700 $42,895
2011-12 $7,916 $44,096
2012-13 $8,137 $45,331


User Fee: Certificates of Pharmaceutical Product (Drug Export) Fees

Fee Type: Other (O)

Fee-setting Authority: Ministerial authority to enter into contract

Date Last Modified: May 2000

Performance Standards: 5 working days to issue certificate

Performance Results: 25% within 5 working days


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$105 $107 $1,604 2010-11 $110 $1,649
2011-12 $113 $1,695
2012-13 $116 $1,742


User Fee: Drug Establishment Licensing Fees

Fee Type: R

Fee-setting Authority: FAA

Date Last Modified: Dec. 1997

Performance Standards: 250 calendar days to issue / renew licence

Performance Results: 92% within 250 calendar days


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$6,014 $5,866 $17,448 2010-11 $6,000 $17,936
2011-12 $6,168 $18,438
2012-13 $6,341 $18,955


User Fee: Drug Master File Fees

Fee Type: O

Fee-setting Authority: Ministerial authority to enter into contract

Date Last Modified: Jan. 1996

Performance Standards: 30 calendar days

Performance Results: 100% within 30 calendar days


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$130 $162 $659 2010-11 $170 $677
2011-12 $175 $696
2012-13 $180 $716


User Fee: Drug Submission Evaluation Fees (Pharmaceuticals & Biologic Products)

Fee Type: R

Fee-setting Authority: FAA

Date Last Modified: Aug. 1995

Performance Standards: Review time to first decision (calendar days)
Review 1 (average time in calendar days)

Pharmaceuticals
NDS: Priority NAS = 180
NDS: NAS = 300
NDS: Clin only = 300
NDS: Clin/C&M = 300
NDS: Priority Clin/C&M = 180
NDS: Labelling only = 60
ANDS: C&M/Labelling = 180
ANDS: Comp/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: Rx to OTC No New Indication =180
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
ANDS: Comp/C&M = 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
SNDS: NOC-C Clin only = 200
DIN B with data = 210

DIN B form only = 180

Performance Results: Average review time to first decision
Review 1 (average time in calendar days)

Pharmaceuticals
NDS: Priority NAS = 246
NDS: NAS = 323
NDS: Clin only = 314
NDS: Clin/C&M = 311
NDS: Priority Clin/C&M = 180
NDS: Labelling only = 60
ANDS: C&M/Labelling = 203
ANDS: Comp/C&M = 255
SNDS: Clin/C&M = 280
SNDS: Clin only = 250
SNDS: Comp/C&M = 231
SNDS: C&M/Labelling = 184
SNDS: Rx to OTC New INDIC = 300
SNDS: Rx to OTC No New Indication =149
SNDS: Labelling only = 56
SNDS-C: Clin only = 260
SANDS: Comp/C&M = 262
SANDS: C&M/Labelling = 205
SANDS: Labelling only = 48
DIN A with data = 458
DIN A form only = 177
DIN D with data = 188
DIN D form only = 182

Biologics
NDS: Priority NAS = 229
NDS: NAS = 291
NDS: Clin/C&M = 327
ANDS: Comp/C&M = 180
SNDS: Priority Clin only = 194
SNDS: Clin/C&M = 300
SNDS: Clin only = 271
SNDS: Comp/C&M = 152
SNDS: C&M/Labelling = 164
SNDS: Labelling only = 60
SNDS: NOC-C Clin only = 198
DIN B with data = 82
DIN B form only = 123


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$21,000 $23,046 $83,200 2010-11 $23,000 $85,530
2011-12 $23,644 $87,924
2012-13 $24,306 $90,386


User Fee: Medical Device Licence Application Fees

Fee Type: R

Fee-setting Authority: FAA

Date Last Modified: Aug.1998

Performance Standards: Review time to first decision (calendar days)
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

Performance Results: Average review time to first decision
Review 1 (average time in calendar days)
Class II = 11
Class II amendment = 11
Class II Private Label = 12
Class II Private Label amendment = 10
Class III = 86
Class III amendment = 82
Class IV = 114
Class IV amendment = 71


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$3,500 $3,721 $12,894 2010-11 $3,800 $13,255
2011-12 $3,906 $13,626
2012-13 $4,016 $14,007


User Fee: Fees for Right to Sell a Licensed Medical Device

Fee Type: R

Fee-setting Authority: FAA

Date Last Modified: Aug. 1998

Performance Standards: 20 calendar days from deadline for receipt of annual notification to update the Medical Devices Active License Listing (MDALL) database

Performance Results: 100% within 20 calendar days


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$1,800 $2,262 $8,080 2010-11 $1,800 $8,306
2011-12 $1,850 $8,539
2012-13 $1,902 $8,778


User Fee: Medical Device Establishment Licensing Fees

Fee Type: R

Fee-setting Authority: FAA

Date Last Modified: Jan 2000

Performance Standards: 120 calendar days to issue / renew licence

Performance Results: 99% issued within 120 days


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$2,700 $3,319 $8,081 2010-11 $3,000 $8,307
2011-12 $3,084 $8,540
2012-13 $3,170 $8,779


User Fee: Veterinary Drug Evaluation Fees

Fee Type: R

Fee-setting Authority: FAA

Date Last Modified: Mar. 1996

Performance Standards: Review time to first decision (calendar days)
NDS (including Priority Review) = 300
ABNDS = 300
SNDS = 240
SABNDS = 240
Admin = 90
DIN (including changes to DINs) = 120
NC = 90
ESC = 60
Labels = 45
Emergency Drug Release = 2

Performance Results: Average review time to first decision
NDS (including Priority Review) = 351
ABNDS = 246
SNDS = 233
SABNDS = 189
Admin = 87
DIN (including changes to DINs)= 127
NC = 108
ESC = 49
Labels = 54
Emergency Drug Release = 100% within 2 days


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$900 $644 $11,572 2010-11 $650 $11,896
2011-12 $670 $12,230
2012-13 $690 $12,572



($ thousands)
  2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
Sub-Total (R) $43,949 $46,502 $183,001 2010-11 $45,950 $188,125
2011-12 $47,238 $193,393
2012-13 $48,562 $198,808
Sub-Total (O) $235 $269 $2,263 2010-11 $280 $2,326
2011-12 $288 $2,391
2012-13 $296 $2,458
Total $44,184 $46,771 $185,264 2010-11 $46,230 $190,451
2011-12 $47,526 $195,784
2012-13 $48,858 $201,266

B. Date Last Modified:

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: Clinical

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://www.hc-sc.gc.ca/dhp-mps/vet/applic-demande/index-eng.php

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 projected revenues have been adjusted down from the previous reporting year to reflect the projected revenues anticipated under the current fee regime. However, In April 2010, Health Canada's Proposal to update current user fees for regulatory activities related to human drugs and medical devices was tabled in Parliament, as required by the User Fees Act. The Senate Standing Committee on Social Affairs, Science and Technology undertook the review of the proposal, and recommended to the Senate that the proposal be approved with no changes. On May 26, 2010, the Senate adopted the report of its Committee, thereby concluding the Parliamentary review of Health Canada's Proposal. As fees are set in regulations, changes to existing regulations will be published in the Canada Gazette prior to the implementation of the new fees. The Department will continue to keep stakeholders informed of its progress.

As outlined in Health Canada's Proposal, the CPP fee and service standard will be reviewed separately.

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)

User Fee: Fees to be paid for Pest Control Product Application Examination Service

Fee Type: Regulatory (R)

Fee-setting Authority: Pest Control Products Act (PCPA)

Date Last Modified: April 1997

Performance Standards: Target is 90% of submissions in all categories to be processed within time shown.
http://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

Performance Results:

Category A = 74% overall while 80% of joint reviews were completed with established international standards.

Category B = 45% overall for the fiscal year, but 90% for submissions processed since January 1, 2010.

Category C = 84%

Category D = 80%

Category E = 13%


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$3,490 $4,541 $35,369 2010-11 $3,490 $30,990
2011-12 $3,490 $31,330
2012-13 $3,490 $29,114



User Fee: 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.

Fee Type: R

Fee-setting Authority: Financial Administration Act (FAA)

Date Last Modified: April 1997

Performance Standards: 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.

Performance Results: 100% of all invoices were issued by April 30, 2009.


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$4,500 $3,258 $25,377 2010-11 $4,500 $40,590
2011-12 $4,500 $40,320
2012-13 $4,500 $38,588




($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
Sub-Total (R) $7,990 $7,799 $60,746 2010-11 $7,990 $71,580
2011-12 $7,990 $71,620
2012-13 $7,990 $67,702
Sub-Total (O) 2010-11
2011-12
2012-13
Total $7,990 $7,799 $60,746 2010-11 $7,990 $71,580
2011-12 $7,990 $71,620
2012-13 $7,990 $67,702

3- Corporate Services Branch

User Fee: Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)

Fee Type: Other products and services (O)

Fee-setting Authority: Access to Information Act

Date Last Modified: 1992

Performance Standards: Response provided within 30 days following receipt of request; response time may be extended pursuant to section 9 of the ATIA. ATIA: http://laws.justice.gc.ca/en/A-1/218072.html

Performance Results: During fiscal year 2009-2010, Health Canada completed processing 1504 (74.3%) of 2025 active requests.

Health Canada was able to respond within 30 days or less in 569 (38%) of completed cases. The remaining requests were completed within 31 to 60 days in 230 (15%) cases, 61 to 120 days in 219 (15%) cases and 121 or more days in 486 (32%) cases.


($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
$10 $18.6 $1,800 2010-11 $10 $1,800
2011-12 $10 $1,800
2012-13 $10 $1,800




($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
Sub-Total (R)       2010-11    
2011-12    
2012-13    
Sub-Total (O) 10 18.6 1,800 2010-11 10 1,800
2011-12 10 1,800
2012-13 10 1,800
Total 10 18.6 1,800 2010-11 10 1,800
2011-12 10 1,800
2012-13 10 1,800

B. Date Last Modified:

C. Other Information:

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.

User Fees Totals

Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

  • the performance standard, if provided, may not have received parliamentary review; and

  • the performance standard, if provided, may not respect all establishment requirements under the UFA (e.g. international comparison; independent complaint address).

  • the performance result, if provided, is not legally subject to section 5.1 of the UFA regarding fee reductions for unachieved performance.

User Fees Totals
($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
Sub-Total (R) 51,939 54,301 243,747 2010-11 53,940 259,705
2011-12 55,228 265,013
2012-13 56,552 266,510
Sub-Total (O) 245 287.6 4,063 2010-11 290 4,126
2011-12 298 4,191
2012-13 306 4,258
Total 52,184 54,588.6 247,810 2010-11 54,230 263,831
2011-12 55,526 269,204
2012-13 56,858 270,768

External Fees

1- Healthy Environments and Consumer Safety Branch (HECSB)
External Fee Service Standard Performance Results 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 12,500 groups: Provided timely, responsive and reliable customer services to over 95,000 workers in 12,500 groups. The standards were met as follows: NDS received approval for an increase in their client fees. The revised products, such as the new dosimeter products, Services and Fee schedule took effect on April 1, 2010.

NDS administered a client satisfaction questionnaire on the fee increase to 31 client groups of various group classifications and wearing frequencies (hospitals, dentists, veterinarians)

Based on feedback, about 90% of clients see the increase as reasonable, Over 90% of clients did not foresee a significant impact on their organization and 100% of clients did not foresee a change to their dosimetry requirements as a result of the increase.

NDS staff continued to be in daily contact with clients via phone, fax and e-mail. More than 53,000 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. The total number of complaints was 183, compared to 105 last year.

Client feedback (both complimentary and critical) was addressed as required. Additional information on service was obtained during regular contact with the client and, as required, through exit questionnaires.

On a basis of over 500,000 dosimeter readings in 2009-2010, NDS' satisfaction rate is more than 99.5% based on the ratio of complaints to results reported, which is comparable to last year.
i) Registration and inspections of incoming dosimeters within 48 hours i) > 99% Registration & inspection of incoming dosimeters within 48 hours
ii) Exposures over regulatory limits reported within 24 hours ii) 100% Exposures over regulatory limits reported within 24 hours
iii) Dosimeters leave NDS premises 10-13 working days prior to exchange date iii)> 99% Dosimeters leave NDS premises 10-13 working days prior to exchange date
iv) Message call backs (phone, e-mail) within 24 hours iv) > 95 % Message call backs done within 24 hours. 87% of incoming calls answered immediately.
v) Updated account information within 48 hours v) > 90 % Account information updated within 48 hours
vi) Additional request dosimeters shipped within 24 hours vi) > 99% Additional request dosimeters shipped within 24 hours
vii) Exposure Reports for regular service sent out within 10 days of dosimeter receipt vii) 97% Exposure Reports sent out within 10 days of dosimeter receipt
* 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.
646 Ship Sanitation Certificate Inspections were conducted in 2009-2010, out of which 511 were conducted at Standard Rate Ports. All requests were responded to within 48 hours. There were no changes to the service standards in 2009-2010. A new ship Sanitation Certificate program (replacing Deratting Certificate program) was implemented in 2007 in order to meet requirements of the World Health Organization International Health Regulations (2005). Prior to implementing an amended fee schedule for this program in 2008, impacted ship owners were consulted. No concerns were raised by stakeholders. The amended fees were published in Canada Gazette Part 1, in July 2008.
Cruise Ship Inspection Program Periodic inspection 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
78 Cruise Ship Inspections were conducted in 2009-2010.
All final reports were submitted within 10 working days.
2 Cruise Ships did not achieve the 85%.
Unable to re-inspect 1 of the 2 ships as it left Canadian waters immediately after initial inspection.
Minor changes were made to the Cruise Ship Administrative Guide, and were communicated to the Cruise Ship Industry. No concerns were raised by stakeholders. No changes were made to the fee schedule.

Due to efforts required for the Vancouver 2010 Winter Olympics, the Annual Industry Meeting with our partners was not held. In lieu of the meetings, industry received a summary report on our activities in 2009.
* 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.

Given that the Environmental Health Bureau, Travelling Public Program of Health Canada played a vital role in food surveillance and emergency preparedness and response during the Vancouver 2010 Winter Olympics, we were unable to host our Annual Industry Meeting with our partners as we have done in past years. In lieu of the meetings, we presented each industry with a summary report on our activities in 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 Periodic 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 2009-2010.
17 were announced inspections, 14 were unannounced. 30 out of 31 (97%) 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 2009-2010.
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.
22 Flight Kitchen audits were conducted in 2009-2010.
20 out of 22 (91%) final audit/inspection reports were submitted within 10 working days of the inspection.
* Ferry - On Board Food Unannounced inspections as per predetermined contractual obligations.
Final inspection report provided within 10 working days of inspection.
98 Food and Sanitation inspections were conducted on passenger ferries in 2009-2010.
88 out of 98 (90%) of final inspection reports were submitted within 10 working days of the inspection.
* Ferry - Potable Water Unannounced inspections as per predetermined contractual obligations.
100% of reports provided within 10 working days.
68 Potable Water inspections were conducted on passenger ferries in 2009-2010.
56 of 68 (82%) of final inspection reports were submitted within 10 working days of the inspection.

Note 5: In response to H1N1, HECSB worked closely with PHAC, the US - CDC Vessel Sanitation Program and the cruise line industry to develop advice particular to the cruise ships. HECSB in particular took the lead on the development and distribution of a cleaning and disinfection guide for cruise ships. HECSB also has a 1-800 number that the cruise lines can contact in the event they need advice and guidance.

HECSB has been participating in the development of the PHAC guidance to the cruise ship industry "Interim Guidance: Prevention and management of cases of influenza-like-illness (ILI) that may be due to pandemic (H1N1) 2009 influenza virus on cruise ships" available at http://www.phac-aspc.gc.ca/alert-alerte/h1n1/hp-ps/cs-pc-eng.php as well as the World Health Organization - "Interim WHO Technical advice for case management of pandemic (H1N1) 2009 on ships". In addition, HECSB, because of their experience with cruise ship inspections and outbreak investigations, has been facilitating the liaison with the cruise ship industry.

External Fee Service Standard Performance Result Stakeholder Consultation
* Medical Marihuana
Dried marihuana ($5.00 / gram)
Dried marihuana
Health Canada provides tested dried marihuana lots prior to distribution to authorized persons.
Dried marihuana
Test result requirements were met for all 14 lots distributed. Quality control test results are posted on Health Canada website.

The number of pouches distributed was 15,153. The number of returned pouches was 235. Return rate due to product non-satisfaction was 0.67%
Marihuana Medical Access Division (MMAD) and Medical Marihuana Production Division (MMPD) staff engages with clients on a daily basis through Canada Enquiries Centre. Over the fiscal year 2009-2010, the Marihuana Medical Access Program received 37,910 calls. These interactions with the Program's clients allowed MMAD and MMPD to assess the level of client satisfaction. These interactions are documented using a centralized electronic database.


There were no changes to the service standards in 2009-2010.
Cannabis seeds ($20.00 / packet of 30 seeds) Cannabis seeds
Health Canada provides tested marihuana seed lots prior to distribution to authorized persons.
Cannabis seeds
Test result requirements were met for the two (2) lots distributed in the fiscal year.

The number of seed packets distributed was 708.The number of returned seed packets was 9. Return rate was 1.3% (note that the return rate for seeds may not necessarily be due to non-satisfaction).
  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).
Processing time was below service standard of 14 working days for all shipment orders of dried marihuana (total 5,469 shipment orders) and Cannabis seeds (total 411 shipment orders)

Other Information: N/A

2- Regions and Programs Branch (RAPB)
External Fee Service Standard Performance Result Stakeholder Consultation
*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)

n.b. The fees are not external but internal to federal government departments and agencies who transfer funds to HC in exchange for the services listed above. The fees are aligned with the overall costs of delivering the services including oversight, quality management, outsourcing, invoicing processing, financial and business processes, auditing of files, training of staff, in accordance to accreditation standards, and departmental support as well as accommodation costs. EAS aims at being 100% cost recovery.

No individual client or Canadian is being charged for these services.
As per formal agreement, varies depending on customer organization's requirements, needs and EAS capacity to meet service levels. As per results from customer surveys, client satisfaction surveys, Bell telephone reports, and data collected from affiliate mental health professionals, EAS is meeting all of the service standards outlined in the contractual agreements. i) Customers:
Federal departments and agencies comprise the majority of EAS' customer base, and they are consulted informally on a regular basis by account managers responsible for establishing strong customer relations, and by formal means including newsletters, bulletins, utilization reports, annual program plans, and quality assurance survey (every 2 years). Customers that are not Federal departments include a handful of government regulated organizations such as municipalities, school boards, etc.)

ii) Clients:
EAS is the largest provider of Employee Assistance Programs to the public sector. Client satisfaction is one of the most key indicators of service quality. For each service delivered, clients are informed that their feedback regarding service quality is valuable and appreciated. Current results of the Client Satisfaction Survey demonstrate that 98.5% of clients would use the service again if they were in need of support.

iii) Affiliates:
EAS' network of more than 750 affiliates ensures that EAS has the capacity to offer services across Canada within industry-standard timeframes. This network covers Canada from coast to coast, it forms an invaluable source of feedback regarding service provision with respect to the client base at large. A formal survey of the network is completed every 2 years. EAS' performance and quality improvement is responsive to the feedback collected, and addresses issues. For example, counsellors can submit requests for extensions via phone, fax or email as a result of this survey, and EAS' desire to accommodate the varying needs of affiliates.

iv) Legislating/Regulating Bodies:
As a government entity, many of EAS practices and procedures regarding finance, human resources and operational management are prescribed by specific policies, regulations and/or laws. As such, EAS is accountable to these rules and must, at regular intervals, report on: the usage of funds; adherence to key legislation, such as Official Languages, Financial Administration Act, and Privacy Act.

v) Staff:
Retention of knowledgeable and experienced staff has become a recognized problem in much of the federal public service. EAS, however, has consistently demonstrated a significantly higher level of staff retention when compared with the department as a whole.

EAS's open door policy regarding staff concerns and suggestions, commencing in September of 2009, on an annual basis, EAS will canvas all staff [including managers and supervisors] for their input regarding:
  • overall satisfaction with EAS and other relevant indicators used to measure staff satisfaction;
  • to what extent they are involved in decision making and where/how that can be improved;
  • the work environment in general; and
  • all other suggestions related to Performance and Quality Improvement
Service Standards include:
-Less than 5% of incoming to the Crisis and Referral Centre calls go to voicemail. -Current call volume that are directed to voicemail or choosing the option to hold the line to maintain call priority is 2.5%.
-First contact between mental health professional and client is 48 hours. -First contact between client and counsellor within 48 hours of original call is occurring over 95% of cases.
-First appointment within 3 to 5 business days. -First appointment within 5 business days is occurring in over 90% of cases.
-Client receives follow-up from counsellor 2 to 3 weeks after the last session. -The number of clients who received their follow-up from their counsellor in 2009-2010 was 42%. This statistic is somewhat skewed as there are cases when clients request that the counsellor not follow-up with them, and some clients may not have completed their counselling sessions when the survey was conducted.
-Helping 70% of clients achieve problem resolution within EAS short term counselling model. -EAS is helping clients achieve problem resolution without outside referral in 85% of cases.

Other Information: N/A

3- Health Products and Foods Branch (HPFB)
External Fee Service Standard Performance Result Stakeholder Consultation
Authority to Sell Drugs Fees 120 calendar days to update the Drug Product Database following notification 98% within 120 calendar days In April 2010, Health Canada's Proposal to update current user fees for regulatory activities related to human drugs and medical devices was tabled in Parliament, as required by the User Fees Act. The Senate Standing Committee on Social Affairs, Science and Technology undertook the review of the proposal, and recommended to the Senate that the proposal be approved with no changes. On May 26, 2010, the Senate adopted the report of its Committee, thereby concluding the Parliamentary review of Health Canada's Proposal.

As fees are set in regulations, changes to existing regulations will be published in the Canada Gazette prior to the implementation of the new fees. The Department will continue to keep stakeholders informed of its progress.

As outlined in Health Canada's Proposal, the CPP fee and service standard will be reviewed separately.
* Certificates of Pharmaceutical Product (Drug Export) Fees 5 working days to issue certificate 25% within 5 working days
Drug Establishment Licensing Fees 250 calendar days to issue / renew licence 92% 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
Review 1 (average time in calendar days)
Pharmaceuticals
NDS: Priority NAS = 180 NDS: Priority NAS = 246
NDS: NAS = 300 NDS: NAS = 323
NDS: Clin only = 300 NDS: Clin only = 314
NDS: Clin/C&M = 300 NDS: Clin/C&M = 311
NDS: Priority Clin/C&M = 180 NDS: Priority Clin/C&M = 180
NDS: Labelling only = 60 NDS: Labelling only = 60
ANDS: C&M/Labelling = 180 ANDS: C&M/Labelling = 203
ANDS: Comp/C&M = 180 ANDS: Comp/C&M = 255
SNDS: Clin/C&M = 300 SNDS: Clin/C&M = 280
SNDS: Clin only = 300 SNDS: Clin only = 250
SNDS: Comp/C&M = 180 SNDS: Comp/C&M = 231
SNDS: C&M/Labelling = 180 SNDS: C&M/Labelling = 184
SNDS: Rx to OTC New INDIC = 300 SNDS: Rx to OTC New INDIC = 300
SNDS: Rx to OTC No New Indication =180 SNDS: Rx to OTC No New Indication =149
SNDS: Labelling only = 60 SNDS: Labelling only = 56
SNDS-C: Clin only =300 SNDS-C: Clin only = 260
SANDS: Comp/C&M = 180 SANDS: Comp/C&M = 262
SANDS: C&M/Labelling = 180 SANDS: C&M/Labelling = 205
SANDS: Labelling only = 60 SANDS: Labelling only = 48
DIN A with data = 210 DIN A with data = 458
DIN A form only = 180 DIN A form only = 177
DIN D with data = 210 DIN D with data = 188
DIN D form only = 180 DIN D form only = 182
Biologics Biologics
NDS: Priority NAS = 180 NDS: Priority NAS = 180
NDS: NAS = 300 NDS: NAS = 291
NDS: Clin/C&M = 300 NDS: Clin/C&M = 327
ANDS: Comp/C&M = 180 ANDS: Comp/C&M = 180
SNDS: Priority Clin only = 180 SNDS: Priority Clin only = 194
SNDS: Clin/C&M = 300 SNDS: Clin/C&M = 300
SNDS: Clin only = 300 SNDS: Clin only = 271
SNDS: Comp/C&M = 180 SNDS: Comp/C&M = 152
SNDS: C&M/Labelling = 180 SNDS: C&M/Labelling = 164
SNDS: Labelling only = 60 SNDS: Labelling only = 60
SNDS: NOC-C Clin only = 200 SNDS: NOC-C Clin only = 198
DIN B with data = 210 DIN B form only = 180
DIN B with data = 82 DIN B form only = 123
Medical Device Licence Application Fees Review 1 (average time in calendar days) Review 1 (average time in calendar days)
Class II = 15 Class II = 11
Class II amendment = 15 Class II amendment = 11
Class II Private Label = 15 Class II Private Label = 12
Class II Private Label amendment = 15 Class II Private Label amendment = 10
Class III = 60 Class III = 86
Class III amendment = 60 Class III amendment = 82
Class IV = 75 Class IV = 114
Class IV amendment = 75 Class IV amendment = 71
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 99% issued within 120 days
Veterinary Drug Evaluation Fees Review time to first decision (calendar days) Review time to first decision (calendar days) Revised fees and service standards related to veterinary drug product activities are under development, but no specific proposals have been presented to stakeholders.
NDS (including Priority Review) = 300 NDS (including Priority Review) = 351
ABNDS = 300 ABNDS = 246
SNDS = 240 SNDS = 233
SABNDS = 240 SABNDS = 189
Admin = 90 Admin = 87
DIN (including changes to DINs) = 120 DIN (including changes to DINs)= 127
NC = 90 NC = 108
ESC = 60 ESC = 49
Labels = 45 Labels = 54
Emergency Drug Release = 2 Emergency Drug Release = 100% within 2 days

Other Information: N/A

4- Pest Management Regulatory Agency (PMRA)
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   Formal stakeholder consultations are normally tied to a comprehensive review of User Fees. In the fiscal year 2009-2010, there were no formal consultations as no user fee reviews took place.
Category A
Standard − 550 days User Request Minor Use Registration (URMUR) − 365 days
Category A = 74% overall, but performance for global joint reviews was 80%
Category B
Standard/priority − 365 days
Category B = 45% overall for the fiscal year, but 90% for submissions processed since January 1, 2010
Category C
Standard − 180 or 225 days
Category C = 84%
Category D
IMEP − 32 days OUI − 56 days URMULE − 60 days and Master Copy − 21 days
Category D = 80%
Category E
New Active − Food − 365 days New Active − Non-food − 165 days
Category E = 13%
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. Met performance target Formal stakeholder consultations are normally tied to a comprehensive review of User Fees. In the fiscal year 2009-2010, there were no formal consultations as no user fee reviews took place.

Other Information: N/A

5- Corporate Services Branch (CSB)
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.
ATIA: http://laws.justice.gc.ca/en/A-1/218072.html
During fiscal year 2009-2010, Health Canada completed processing 1504 (74.3%) of 2025 active requests.

Health Canada was able to respond within 30 days or less in 569 (38%) of completed cases. The remaining requests were completed within 31 to 60 days in 230 (15%) cases, 61 to 120 days in 219 (15%) cases and 121 or more days in 486 (32%) 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.

Other Information: N/A

* Denotes fees set by contract.



Status Report on Major Crown/Transformational 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 Close-Out Phase: The HICPS Major Crown Project entered the project close-out phase upon implementation of the new Health Information and Claims Processing Services into production on December 1, 2009.

Overview: HICPS supports the delivery of much-needed health benefits for over 830,000 eligible First Nations and Inuit clients. ESI Canada commenced operations in December 2009 with implementation of the new HICPS system. Transition between the previous claims processor and the new Contractor was managed without major impact to Non-Insured Health Benefits' First Nation and Inuit Clients.


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(s)
Prime Contractor ESI Canada, Mississauga, Ontario, Canada
Major Subcontractor(s) ESI, IBM 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
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 2009 to March 2011
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. Project Outcomes

The Implementation Phase of the HICPS project was concluded on time and on budget in December 2009. All steps were taken to ensure a seamless transition to Non-Insured Health Benefits clients. Some system adjustments and enrolment of providers continued after system implementation. However, the new HICPS system is successfully processing pharmacy, dental, and MS&E benefits for First Nation and Inuit clients.

The Project has now entered the Close-Out Phase and an evaluation will be completed of the HICPS project and lessons learned. The close-out phase is scheduled to be completed by March 2011.

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

7. Progress Report and Explanations of Variances

HICPS was implemented on December 5, 2009 and transition completed between the two service contracts.

For fiscal 2010-11, the focus of this initiative will be on refinement of the services and the system project evaluation and project close-out.

8. 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 is required to ensure a mandatory and substantial Aboriginal benefits requirement representing direct or indirect benefits to Aboriginal businesses or individuals.



Details of Transfer Payment Programs (TPPs)


Name of Transfer Payment Program:
Grant for the Territorial Medical Travel Fund - Nunavut

Start date: April 2005

End date: March 2010

Description: To support the medical travel fund
(Voted)

Strategic Outcome: Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:

  • Address the significant and immediate pressures facing the Nunavut in the area of medical travel expenditures
  • Offset a portion of the territories' medical travel costs; and
  • Enable the territories to redirect resources to alternative sustainable health reform initiatives.
Program Activity: First Nations and Inuit Health Programming and Services - Nunavut

($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 10.2 10.2 10.2 10.2 10.2 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 10.2 10.2 10.2 10.2 10.2 0.0

Comment(s) on Variance(s):

Audit completed or planned:

Evaluation completed or planned:



Name of Transfer Payment Program:
Grant for the Territorial Health Access Fund and Operational Secretariat - Yukon

Start date: September 2005

End date: March 2010

Description: Grant for the territorial Health Access Fund and Operational Secretariat.
(Voted)

Strategic Outcome: Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:

Program Activity:

  • Strengthened, integrated sustainable health promotion and illness prevention strategies;
  • Enhanced alcohol and drug services, programs, and treatment options;
  • Improved public health services and emergency preparedness and response measures and oral health;
  • Reduced frequency of acute care facilities utilization;
  • Enhanced application of e-health and telehealth solutions;
  • Increased out-reach services to outlying communities;
  • Improved health professional recruitment and retention strategies;
  • Improved access to specialized physician and diagnostic services;
  • Supported territorial-based education and training for health professionals and para-professionals
  • Improved in-territory services to population groups with special needs; and
  • Enhanced medical travel information collection and collation capacity.
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 6.3 6.3 6.3 6.3 6.3 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 6.3 6.3 6.3 6.3 6.3 0.0

Comment(s) on Variance(s):
Completed in 2010

Audit completed or planned:

Evaluation completed or planned:



Name of Transfer Payment Program:
Payments to First Nations and Inuit Health Services Transfer

Start date: April 2007

End date: March 2012

Description:
To increase responsibility and control by First Nations and Inuit for their own health programs and services to improve health conditions for First Nations and Inuit people.

Strategic Outcome:
Better Health outcomes and reduction of Health inequalities between First Nations and Inuit and other Canadians

Results Achieved:
Increased control or accountability by First Nations and Inuit for their own of health care programs and services.

Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 0 213.7 243.6 266.4 266.4 (22.8)
Total Other types of transfer payments            
Total Program Activity(ies) 0 213.7 243.6 266.4 266.4 (22.8)

Comment(s) on Variance(s):
Additional resources were required to stabilize primary care services. It is also expected that this class grows over time as it supports the increasing desire of First Nations and Inuit to assume management of health programs and services and the opportunity to redesign these programs and services so that they are more suited to local priorities.

Audit completed or planned:

Evaluation completed or planned:
Planned as part of the funding models evaluation in 2011-12



Name of Transfer Payment Program:
Contributions for First Nations and Inuit Health Governance and Infrastructure Support

Start date: April 2005

End date: March 2010

Description:
Health Governance and Infrastructure Support aims to increase First Nations and Inuit control over health programs and services. Activities include: health planning and management; health research, knowledge and information management; health consultation and liaison; health delivery and infrastructure; integration and adaptation of health services; and health human resources.
(Voted)

Strategic Outcome:
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:
Improved health status of First Nations and Inuit through strengthened governance and infrastructure.

Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 124.3 148.6 216.2 164.2 164.2 52.0
Total Other types of transfer payments            
Total Program Activity(ies) 124.3 148.6 216.2 164.2 164.2 52.0

Comment(s) on Variance(s):
The original resources allocated to this program exceeded needs in 2009-2010. A realignment of resources to other programs will be requested in future years. When comparing actual spending (11) to total authorities (10), there is no variance.

Audit completed or planned:

Evaluation completed or planned:
Evaluation of the funding models planned in 2011-12



Name of Transfer Payment Program:
Contributions for First Nations and Inuit Community Programs

Start date: April 2005

End date: March 2010

Description:
Community programs support child and maternal-child health; mental health promotion; addictions prevention and treatment; chronic disease prevention and health promotion services.
(Voted)

Strategic Outcome:
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:
Increased participation of First Nations and Inuit individuals, families, and communities in programs and supports Improved continuum of programs and services in First Nations and Inuit communities.

Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 315.3 285.1 240.9 265.9 265.9 (25.0)
Total Other types of transfer payments            
Total Program Activity(ies) 315.3 285.1 240.9 265.9 265.9 (25.0)

Comment(s) on Variance(s):
The needs of the community programs were higher than expected.

Audit completed or planned:

Evaluation completed or planned:
Children and Youth Cluster completed in 2010; Evaluations planned for Mental Health and Addictions and Chronic Disease and Injury Prevention Clusters in 2010-11.



Name of Transfer Payment Program:
Contributions for First Nations and Inuit Health Facilities and Capital Program

Start date: April 2005

End date: March 2010

Description:
Provides funding to eligible recipients for the construction acquisition, leasing, operation and maintenance of nursing stations, health centres, health stations, health offices, treatment centres, staff residences, and operational support buildings.
(Voted)

Strategic Outcome:
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:
Increase availability of health facilities, equipment and other moveable assets in First Nations and Inuit communities that support the provision of health services.

Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 55.7 66.1 47.3 98.7 98.7 (51.4)
Total Other types of transfer payments            
Total Program Activity(ies) 55.7 66.1 47.3 98.7 98.7 (51.4)

Comment(s) on Variance(s):
Additional resources were required for construction and renovation of infrastructure for First Nations and Inuit health services.

Audit completed or planned:
Audit of Health Facilities and Capital Program planned in 2010-2011.

Evaluation completed or planned:
Planned in 2010-11



Name of Transfer Payment Program:
Contributions for First Nations and Inuit Health Benefits

Start date: April 2005

End date: March 2010

Description:
A limited range of medically necessary health-related goods and services which supplement those provided through other private or provincial/territorial health insurance plans is provided to registered Indians and recognized Inuit. Benefits include drugs, dental care, vision care, medical supplies and equipment, short-term crisis intervention mental health services, and transportation to access medical services not available on reserve or in the community of residence.
(Voted)

Strategic Outcome:
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:
Access by eligible clients to Non-Insured Health benefits.

Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 148.1 150.0 139.8 167.1 166.7 (26.9)
Total Other types of transfer payments            
Total Program Activity(ies) 148.1 150.0 139.8 167.1 166.7 (26.9)

Comment(s) on Variance(s):
Additional resources were required to stabilize the Non-Insured health Benefits Program. Growth in spending for this program was higher than anticipated.

Audit completed or planned:
Audit of Non-Insured Health Benefits - Medical Transportation planned in 2010-2011.

Evaluation completed or planned:
Planned in 2010-11



Name of Transfer Payment Program:
Contributions for First Nations and Inuit Health Protection

Start date: April 2005

End date: March 2010

Description:
Communicable Disease and Environmental Health and Research programs facilitate prepardness to implement measures in the control, management and containment of outbreaks of preventable diseases and improve management and control of environmental hazards.
(Voted)

Strategic Outcome:
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:

  • Environmental health risk management contributes to improved health status of First Nations individuals, families and communities
  • Improved access to quality well-coordinated communicable disease prevention and control programs for First Nations and Inuit individuals, families, and communities.
Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 30.9 24.4 18.6 29.4 27.4 (8.8)
Total Other types of transfer payments            
Total Program Activity(ies) 30.9 24.4 18.6 29.4 27.4 (8.8)

Comment(s) on Variance(s):
Additional resources were received through Supplementary Estimates (B) for H1N1 influenza pandemic.

Audit completed or planned:

Evaluation completed or planned:
Communicable Disease Control and Environmental Health an Environmental Research Clusters planned in 2010-2011.



Name of Transfer Payment Program:
Contributions for First Nations and Inuit Primary Health Care

Start date: April 2005

End date: March 2010

Description:
Primary Health Care services include emergency and acute care health services, Community primary health care services which include illness and injury prevention and health promotion activities. These programs also include: the First Nations and Inuit Home and Community Care; and the Oral Health Strategy.
(Voted)

Strategic Outcome:
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:
Improved access to quality well-coordinated culturally appropriate primary health care programs and services for First Nations and Inuit individuals, families and communities.

Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 92.6 147.9 124.1 144.6 144.6 (20.5)
Total Other types of transfer payments            
Total Program Activity(ies) 92.6 147.9 124.1 144.6 144.6 (20.5)

Comment(s) on Variance(s):
Nursing costs continue to increase beyond planned spending. Additional resources were required to stabilize primary care services.

Audit completed or planned:
Audit of Primary Care
Nursing Services planned in 2010-2011.

Evaluation completed or planned:
Planned in 2011-12



Name of Transfer Payment Program:
Contributions for Bigstone Non-Insured Health Benefits Pilot Project

Start date: April 2005

End date: March 2010

Description:
Administration and delivery of benefits with Bigstone Health Commission to registered Indians and recognized Inuit.
(Voted)

Strategic Outcome:
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:
Improved access to quality well-coordinated culturally appropriate primary health care programs and services for First Nations and Inuit individuals, families and communities.

Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 9.5 10.0 8.8 10.4 10.4 (1.6)
Total Other types of transfer payments            
Total Program Activity(ies) 9.5 10.0 8.8 10.4 10.4 (1.6)

Comment(s) on Variance(s):

Audit completed or planned:

Evaluation completed or planned:



Name of Transfer Payment Program:
Contributions to the Organization for the Advancement of Aboriginal People=s Health (OAAPH)

Start date: April 2005

End date: March 2010

Description:
To support the Organization for the Advancement of Aboriginal People's Health
(Voted)

Strategic Outcome:
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:
Continued empowerment of Aboriginal peoples through advancements in knowledge and sharing of knowledge on Aboriginal health.

Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 5.0 5.0 5.0 5.0 5.0 0.0
Total Other types of transfer payments            
Total Program Activity(ies) 5.0 5.0 5.0 5.0 5.0 0.0

Comment(s) on Variance(s):

Audit completed or planned:

Evaluation completed or planned:
Completed in 2009



Name of Transfer Payment Program:

Start date: November 2006

End date: March 2013

Description:
This program is to support the mental wellness of former Indian Residential School students, their families and communities by providing:

  • resolution health support services, delivered by Resolution Health Support Workers;
  • Elder support;
  • support during truth and reconciliation and commemoration events;
  • research and communication activities in support of the mental wellness of former IRS students, and an overall increased awareness of and demand for mental health services available to former IRS students and their families during the resolution process.
    (Voted)

Strategic Outcome:
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians

Results Achieved:
Services which are culturally sensitive, holistic, comprehensive, effective and efficient, ultimately improving emotional and mental wellness of former Indian Residential School students. Services allow former IRS students to disclose accounts of childhood sexual and physical abuses in a safe and effective manner.

Program Activity:
First Nations and Inuit Health Programming and Services
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 8.2 18.8 7.2 24.1 24.0 (16.8)
Total Other types of transfer payments            
Total Program Activity(ies) 8.2 18.8 7.2 24.1 24.0 (16.8)

Comment(s) on Variance(s):
Additional resources were received through Supplementary Estimates (C) to face increased demand for this program.

Audit completed or planned:

Evaluation completed or planned:
Completed in 2006



Name of Transfer Payment Program:
Contributions in support of the Federal Tobacco Control Strategy

Start date: July 1, 2007

End date: March 31, 20112 (T&Cs expire March 31, 2012)

Description:
The purpose of the Federal Tobacco Control Strategy (FTCS) Contribution Program is to contribute to the achievement of FTCS objectives through assistance to provinces, non governmental organizations, researchers and other tobacco control stakeholders. In 2007, the Government of Canada announced new goals and objectives for the Federal Tobacco Control Strategy until 2011. These are:

Goal:
Reducing the overall smoking prevalence from 19% (2005) to 12% by 2011.

The new 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 World Health Organization's Framework Convention on Tobacco Control; and
  • Monitor and assess contraband tobacco activities and enhance compliance.

Strategic Outcome:
Reduced health and environmental risks from products and substances and healthy, sustainable living and working environments

Results Achieved:
With over 70 projects in place, the following results are some highlights:
Support for the coordination of a practice based research project which facilitates the development, testing, and implementation of hospital based smoking cessation programs within New Brunswick and British Columbia. The expected results of this project include improved institutional policies and systems related to the systematic identification and treatment of tobacco users at hospitals in Canada.

  • Continued support to organizations to facilitate knowledge transfer and exchange and networking in tobacco control, including support for the 65th National Conference on Tobacco or Health, held in Montréal and Edmonton, November 2007.
  • Support for the to community health centres in the four Inuit regions across Canada for which expectant and new mothers to help and support them quit smoking, including the training of 52 community health worker. A smoke-free awareness campaign is also being delivered in northern communities as part of this project.
  • Support for the implementation of a comprehensive smoking cessation program in 21 out-patient clinics in Ontario, New Brunswick and British Columbia. The expected results include the treatment of 15,000 smokers; the training of more than 2,000 health care providers on tobacco addiction treatment and the adoption in clinics across the country of best practices established through this project.
  • Established a national practice based research network to facilitate research and knowledge exchange
  • to inform on the development of tobacco cessation guidelines for use in clinical practice, as well as in population based strategies.
  • Support of four grants to international multi-lateral and non-governmental organisations. This funding supports two grants related to the program of work of the WHO Framework Convention on Tobacco Control - Convention Secretariat as well as two capacity building and implementation projects in Latin America.
Program Activity:
Substance Use and Abuse
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 2.8 7.4 15.8 12.7 12.7 3.1
Total Other types of transfer payments            
Total Program Activity(ies) 2.8 7.4 15.8 12.7 12.7 3.1

Comment(s) on Variance(s):
Delays in projects resulted in the variance.

Audit completed or planned:

Evaluation completed or planned:
The Federal Tobacco Control Strategy incorporates a full summative evaluation which includes process and impact evaluations. A preliminary impact evaluation report is due in October 2010 and final deliverables are expected in March 2011.



Name of Transfer Payment Program:
Drug Treatment Funding Program

Start date:
October 2007 - Services component
April 2008 - Systems component

End date:
March 31, 2012 (Services component)
March 31, 2013(systems component)

Description:
Drug Treatment Funding Program (DTFP), under the National Anti Drug Strategy, provides $111 million in financial support over five years to provincial and territorial governments to support illicit drug treatment services for at risk youth, and to assist in strengthening the quality of drug treatment services. An additional $10M over five years is designated support for a project in Vancouver's Downtown Eastside.

Strategic Outcome:
Reduced health and environmental risks from products and substances and healthy, sustainable living and working environments

Results Achieved:

  • The DTFP approved funding for 7 system projects (Nfld, PEI, NB, ON, MB, YK, and BC), bringing the total number of approved projects to 13. Contribution agreements were signed for two projects bringing the total number of contribution agreements to 5 with a cumulative funding value of $15.2M. It is anticipated that the remaining contribution agreements will be signed in 2010/11. Funded projects focus on all 3 DTFP investment areas (implementation of best practices, enhancing knowledge exchange, and strengthening performance measurement and evaluation).
  • As of March 31, 2010, 6 contribution agreements were signed for treatment services projects bringing the total to 8 with a cumulative funding value of $24.8M.
  • While treatment projects are in the early stages of implementation, evidence to date indicates significant progress in establishing community partnerships and linkages in support of new and enhanced treatment services, and enhanced collaboration amongst P/Ts on national level activities such as the development, collection and reporting of national treatment indicators.
  • In 2009/10, 8 projects invested in new staff hires, orientation and training activities in order to deliver new treatment services.
  • Funded projects have already helped to produce a wider range of services by developing partnerships within the community, expanding hours of service, offering different locations when working with clients and offering a range of activities to help attract youth to their services.
Program Activity:
Substance Use and Abuse
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions n/a 1.4 26 6 5.9 20.1
Total Other types of transfer payments            
Total Program Activity(ies) n/a 1.4 26 6 5.9 20.1

Comment(s) on Variance(s):
Delays in projects resulted in the variance. When comparing actual spending (11) against total authorities (10), there is a variance of $0.1 million.

Audit completed or planned:
No audits were completed in 2009-10.

Evaluation completed or planned:
DTFP has invested significant resources (financial and human) in the development of project-level performance measurement and evaluation plans. Of the 24 approved projects, 13 plans are completed or near completion and the remaining plans are under development. DTFP has a contract in place to complete two synthesis reports which will be available in 2010-11. These reports will highlight common themes and areas of focus from the systems and services proposals. In addition, DTFP will be conducting an interim evaluation in 2010-11, which will include an in-depth review of five projects to determine the extent to which progress is being made towards Program outcomes. Standardized reporting templates were developed and are currently being used by funded projects.



Name of Transfer Payment Program:
Drug Strategy Community Initiatives Fund (voted contribution dollars)

Start date: April 2004

End date: Ts & Cs renewed effective April 1, 2010

Description:
The Drug Strategy Community Initiatives Fund will contribute to reducing drug use among Canadians, particularly among vulnerable populations such as youth, by focussing on health promotion and prevention approaches to address drug abuse before it happens. The objectives of the Fund are to facilitate the development of local, provincial, territorial, national and community based solutions to drug use among youth and to promote public awareness of illicit drug use among youth. The Program is delivered through Health Canada's regional and national offices.

Strategic Outcome: Reduced health and environmental risks from products and substances and healthy, sustainable living and working environments

Results Achieved:

  • Received and reviewed a total of 184 applications for funding as part of a staggered Call for Proposals (CFP) in 2009-10 across the regions.
  • As of March 31, 2010, under the recent CFP, 1 new project in Manitoba/ Saskatchewan was funded in 2009-10 and a total of 22 new projects have been approved for funding starting in fiscal 2010-11 under the National Anti Drug Strategy: British Columbia 3; Alberta 2; Manitoba/Saskatchewan 5; Atlantic 5, and Ontario 7.
  • CCSA=s "A Drug Prevention Strategy for Canada's Youth." focused on developing Canadian standards for the design and delivery of prevention programs, sustainable partnerships, and a media/youth consortium. Their website Xperiment.ca continues to attract new visitors and 657 partnerships have been included in the Compendium of Organizations. CCSA has conducted baseline Stakeholders and Youth awareness surveys.
  • During 2009 2010, DSCIF met with NCPC to discuss a potential joint strategic national project. Instead of providing funding support NCPC participated on the Review Committee to assess a national strategic project.
Program Activity:
Substance Use and Abuse
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 8.7 4.9 11.5 9 9 2.5
Total Other types of transfer payments            
Total Program Activity(ies) 8.7 4.9 11.5 9 9 2.5

Comment(s) on Variance(s):
Delays in projects resulted in the variance.

Audit completed or planned:
No project audits were completed in 2009-10.
4-6 six audits will be carried out in 2010-11 subject to RAPB Branch plans.

Evaluation completed or planned:

  • The DSCIF Formative evaluation of the 2008-09 CFP was suspended in April 2009, in order to include results from the new 2009-10 CFP. A Preliminary Findings report on the first CFP was submitted in early 2009-10. A new contract to complete the formative evaluation on the two DSCIF CFPS began in March 2010.
  • A cluster evaluation plan has been developed to capture project level outcomes as contributors to the objectives/outcomes of the overall program. In 2009-10, the external contractor was hired to begin the implementation of this evaluation.
  • In an effort to enhance evaluation and reporting capacity of funding recipients, new evaluation training workshops were planned and implemented. 7 workshops were carried out to accommodate funded projects in all Health Canada regions.


Name of Transfer Payment Program:
Assessed Contribution to the Pan-American Health Organization (PAHO)

Start date: April 15, 2008

End date: March 31, 2013

Description:
To support Canada=s membership in PAHO

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
Canada receives direct and indirect benefits from its membership in PAHO. Attendance at meetings of the governing bodies and at expert consultations provides a forum for the wider dissemination of Canadian based values related to health and the provision of health care services and public health approaches. Participation by Canadian health experts ensures bilateral linkages are created and maintained with key countries in Latin America and the Caribbean.

The Director of PAHO annually reports the Organization's accomplishments and how it has spent its resources to meet stated objectives. Health Canada provides a website link to PAHO's website: (http://www.paho.org/English/gov/govbodies index.htm).

Program Activity:
International Health Affairs
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions n/a 12.0 12.5 13 13 -0.5
Total Other types of transfer payments            
Total Program Activity(ies) n/a 12 12.5 13 13 -0.5

Comment(s) on Variance(s):
The payment to PAHO is to be made in US currency. With the exchange rates fluctuating, the equivalent in Cdn dollars at the time of payment was higher than expected.

Audit completed or planned:
No audit was completed nor is planned. International organizations have their own audit activities, the results of which are shared with member states of PAHO. As a member state, Canada participates and influences this work through active involvement in budgetary discussions.

Evaluation completed or planned:
A DFAIT initiative provides the opportunity to review Canadian membership in international organisations every five years. In the context of this initiative, Health Canada will likely review its participation in PAHO in 2011. In addition, PAHO is funded under the International Health Grants Program (IHGP) for which a mid-point review was undertaken in 2010. An IHGP summative evaluation will also be completed by December 2012. Both of these exercises under IHGP include PAHO as one of the program=s annual contributions.



Name of Transfer Payment Program:
Grant to Canadian Blood Services

Start date: April 2000

End date: Ongoing

Description:
To support basic, applied and clinical research on blood safety and effectiveness issues through the auspices of Canadian Blood Services.

Strategic Outcome:
Access to safe and effective health products and food information for healthy choices

Results Achieved:
Continued improvements to basic applied and clinical research on blood safety and effectiveness.

Program Activity:
Health Products
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 5 5 5 5 5 0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 5 5 5 5 5 0

Comment(s) on Variance(s):

Audit completed or planned:

Evaluation completed or planned:
October, 2012



Name of Transfer Payment Program:
Official Languages Health Contribution Program
[replaces: Contribution Program to Improve Access to Health Services for Official Language Minority Communities 2003-2004 to 2008-2009]

Start date: April 1, 2009

End date: March 31, 2013

Description:

In December 2008, the Government of Canada approved the Official Languages Health Contribution Program, for the 2008-2009 to 2012-2013 periods. In addition to ongoing funding of $23M from the former Contribution program to improve access to health services for official language minority communities, additional funds totalling $59.3M were provided over the five-year period. The total commitment of $174.3M comprises $170 M which is dedicated to program contributions and $4.3 M is for Health Canada operations. The new funds are pursuant to the government's Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future, which was announced on June 18, 2008 by the Honourable Josée Verner, Minister of Canadian Heritage, Status of Women and Official Languages and Minister for La Francophonie.

The new program has two principal objectives:

  • improved access to health services for English speaking communities in Quebec and French speaking communities in other provinces and territories;
  • increased use of both official languages in the provision of health services in Canada.

These objectives are realized through the following three mutually reinforcing program components.

a) Health Networking ($22M over 2008 2009 to 2012 2013):
The approach used for improving access to services for the French speaking and English speaking communities is based on community partnership networks as a focal point for activities and initiatives to engage communities and health stakeholders in improving their health care. The approach enables communities to engage various stakeholders as partners in initiatives for improving access to health care services for official language minority communities (OLMCs) that are integrated within provincial and territorial health systems. Primary funding recipients are the Société Santé en français (SSF) for the promotion of Francophone networks and the Community Health and Social Services Network (CHSSN) for the Anglophone networks in Quebec.

b) Training and Retention of Health Professionals ($114.5M over 2008 2009 to 2012 2013):
This component provides funding for post secondary training of Francophone health professionals in OLMCs outside Quebec, and promotes the recruitment of students into francophone post secondary health training programs and their re integration into OLMCs upon graduation. It also funds cultural and French language training to bilingual health professionals to improve their ability to provide health services to Francophone minority language communities. In Anglophone minority communities in Quebec, funding is targeted to language training and retention initiatives to ensure that health professionals have opportunities to improve their ability to work in both official languages and to practice where they can meet the needs of OLMCs. Finally, this component also promotes research and information sharing. Funding recipients include the member institutions of the Consortium national de formation en santé (CNFS) and McGill University's Training and Human Resources Development Project. The SSF and the Consortium are the recipients for the cultural and French language training activity.

c) Official Languages Health Projects ($33.5M over 2009 2010 to 2012 2013):
This component aims to improve the health of OLMCs and especially their most vulnerable members such as seniors, youth and infants. Funding is provided for several projects, including strategies to develop, retain and mobilize health human resources within French OLMCs; development of sustained health information products and tools to facilitate access to health services within networks; provision of improved front line health service expertise in the minority official language; support to regional and local health and social service agencies and community organizations in implementing new programs and best practices for access to health services in the minority official language; development of volunteer health and social support services for OLMCs within local networks, institutions and health organizations and; evidence based assessment and dissemination of the effectiveness of initiatives to improve access to health services in the minority language. Funding recipients will include the SSF for the coordination of health services projects in Francophone communities and the CHSSN for the English speaking minority language communities.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:

23 contribution agreements were launched with educational institutions and community-based organisations for the engagement of new program activities to address program objectives.

965 students new student registrations were accepted in 2009-2010 into training programs sponsored through the ten post-secondary institutions and one provincial government agency (New Brunswick) funded under the coordination of the Consortium national de formation en santé.

McGill University coordinated language training activities in 2009-2010 for some 1000 health professionals in Quebec to improve their ability to service English-speaking minority communities.

New projects aimed at improving the health and health access of official language minority communities were implemented in 2009-2010. For example, a new French-language telehealth site was launched in Manitoba under the sponsorship of the Société Santé en français and an initiative to improve access to health and social services in English in the Estrie region of Quebec was launched through the Community Health and Social Services Network.

Further information regarding these projects is available from the websites of Program recipients:

  • Société Santé en français [http://santefrancais.ca/]
  • Community Health and Social Services Network [http://www.chssn.org/]
  • Consortium national de formation en santé [http://www.cnfs.net/]
  • McGill University [http://www.mcgill.ca/hssaccess/]
Program Activity:

($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 30.6 27.9 34 35.5 35.5 -1.5
Total Other types of transfer payments            
Total Program Activity(ies) 30.6 27.9 34 35.5 35.5 -1.5

Comment(s) on Variance(s):
In 2009 2010, $2M in additional funding wase provided to the 11 member institutions making up the Consortium national de formation en santé to promote its activities/programs and recruit students, to expand the scope of distance learning, to strengthen clinical training through the purchase of medical equipment and to strengthen continuous learning by recruiting teaching personnel. In addition, some program recipients did not spend the entire contribution to which they were entitled in 2009-2010, which brought the actual spending to $35.5M.

Audit completed or planned:

Evaluation completed or planned:



Name of Transfer Payment Program:
Health Care Policy Contribution Program (Voted)

Start date: September 24, 2002

End date: March 31, 2013

Description:
The Program provides policy analysis and advice to support the First Ministers' commitment to a more accessible, high-quality, sustainable and accountable health system that will be adaptable to the needs of Canadians. The Program was established to support research to identify, assess and promote new approaches, models and best practices that respond to health care system priorities, both emerging and on-going, and to foster strategic and evidence-based decision-making for quality health care. The Program has continued to evolve in response to health care system priorities in a changing environment and currently manages agreements within the Health Care System Innovation Component, the Canadian Medication Incident Reporting and Prevention System, the Pan-Canadian Health Human Resources Strategy, and the Internationally Educated Health Professionals Initiative.

The Health Care System Innovation Component aims to support projects to broaden the base of evidence to inform policy decisions leading to improvements in the accessibility, quality, sustainability and accountability of the health care system in Canada.

The Canadian Medication Incident Reporting and Prevention System (CMIRPS) aims to reduce harm caused by preventable medication incidents through activities such as the collection and analysis of standardized incident data and the development and dissemination of information including best practices in safe medication use systems.

The goal of the Health Human Resources Strategy (HHRS) is to aid in the establishment and maintenance of a stable and optimal health workforce. The federal government commits $20 million annually to the HHRS. The HHRS is pursuing four key strategic directions: More health care providers; Using human resources skills effectively; Creating healthy, supportive, learning workplaces; and More effective planning and forecasting

The Internationally Educated Health Professionals Initiative (IEHPI) is designed to facilitate the integration of internationally educated health professionals by assisting them in obtaining licensure and reducing barriers to practice within the Canadian health care workforce. The ultimate goal is to increase the number of internationally educated health professionals in the health care workforce. In the spring 2005 budget, the Canadian government committed $75 million to support IEHPI over its first five years and $18M annually thereafter. The IEHPI is complementary to the Pan-Canadian Framework for the Assessment and Recognition of Foreign Qualifications announced by the Forum of Labour Market Ministers in 2009.

The Patient Wait Times Guarantee (PWTG) Pilot Project Fund is a three-year initiative (2007-08 through 2009-10) to assist provinces and territories to develop and test innovative approaches to inform the establishment of guarantees, including options for alternate care (recourse) when set time frames for specific health services have been exceeded.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
The Health Care System Innovation Component directed funding toward research and knowledge transfer activities to support innovation and implementation of best practices in key policy areas such as wait times, aging and end of life care.

CMIRPS projects continued to contribute to system level changes to improve the safety of medication use in Canada. For example, through ISMP Canada's individual practitioner incident report analyses, discussions continued with pharmaceutical manufacturers to inform enhancements to labelling and packaging. Over 30 improvements have been made by manufacturers since the inception of CMIRPS. In addition, project results have led Accreditation Canada to include three additional areas of requirements related to medication safety in its 2009 Required Organizational Practices (ROPs): i) dangerous abbreviations, symbols and dose designations, ii) Heparin storage and availability, and iii) Narcotic (opioid) storage and availability. To date, more than 50 recommended system-based safeguards from medication incident analysis learning have been incorporated into Accreditation Canada standards.

The Pan-Canadian Health Human Resource Strategy and the Internationally Educated Health Professionals Initiative enable Health Canada to maintain a leadership role in priority areas of HHR. Some examples include:

  • Investments in new or innovative programs across the country that help: to increase the number of qualified providers entering the health workforce; to increase productivity of health care providers by making full use of their skills; and to improve access to health care services for all Canadians, particularly in underserved areas. In FY 2009-10, there were 25 projects focused on this investment with activities such as: identifying interventions that were effective in improving workforce utilization; addressing access in rural and remote settings; and modernizing health education.
  • Continued work with provinces and territories, professional organizations and other key stakeholders to enable more effective health human resources planning and forecasting for an affordable, sustainable health care system. In FY 2009-10, eight projects supported this priority through activities such as the development of tools, models and research.

Notable accomplishments through the IEHPI include substantial gains in areas such as the development of assessment, bridging, path-finding, orientation and workplace oriented language and communication programs for specific groups of internationally educated health professionals. For example, new assessment programs for internationally educated nurses are now operating in Western and Atlantic provinces and self-assessment tools have been developed for internationally educated midwives and occupational therapists. A central website has been developed for international medical graduates and a Faculty Development Program was implemented at 17 medical schools. To address orientation needs, an interdisciplinary orientation program to the Canadian health care system is now available in-person and online.

The PWTG Pilot Project Fund funded 12 pilot projects in 6 provinces and 2 territories, covering a range of clinical areas and approaches to improve wait times management and inform the development of wait times guarantees. Those projects ended as of March 31, 2010, with final project evaluation reports to be completed by June 2010, and have supported provincial/territorial commitments to implement guarantees by 2010.

Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 43.4 40.6 46.1 41.5 40.9 5.2
Total Other types of transfer payments            
Total Program Activity(ies) 43.4 40.6 46.1 41.5 40.9 5.2

Comment(s) on Variance(s):
Estimates of planned spending can be impacted by a variety of factors throughout the year, many beyond the control of Health Canada or the contribution recipient. Projects can be delayed, rescheduled or withdrawn altogether. Projects are monitored closely and potential surpluses are identified as early as possible.

Audit completed or planned:
In 2009/10, the Program completed three recipient audits that were initiated in 2008/09. Two recipient audits were initiated in 2009/10 and are expected to be completed in 2010/11.

Evaluation completed or planned:
Health Canada will complete an evaluation of the PWTG Pilot Project Fund in late 2010. The summative evaluation of the Program is scheduled to take place in 2011/12.



Name of Transfer Payment Program:
Named Grant to the Canadian Patient Safety Institute (CPSI)

Start date: December 10, 2003

End date: March 31, 2013

Description:
CPSI is an independent not-for-profit corporation mandated to provide leadership and coordinate the work necessary to build a culture of patient safety and quality improvement throughout the Canadian health system. CPSI promotes leading ideas and best practices, raises awareness and provides advice on effective strategies to improve patient safety.

This named grant provides financial assistance to support CPSI's efforts to implement the provisions in the 2003 First Ministers' Accord on Health Care Renewal towards improving health care quality by strengthening system co-ordination and national collaboration related to patient safety. CPSI's grant agreement was renewed in 2008 for a five-year period, beginning April 1, 2008 and ending March 31, 2013.

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

Results Achieved:
To fulfill its mandate, CPSI continues to: lead and coordinate campaigns, programs and interventions to improve safety in targeted areas; adapt international, evidence-based practices to the Canadian context; support local teams and leaders in implementing initiatives and sustaining momentum; promote public awareness of patient safety issues and support patients and families to participate in the safety improvement processes; and develop and support partnerships with provinces and territories, health regions, and health care organizations. For example:

  • The Safer Healthcare Now! campaign now includes over 1100 teams that are active throughout the country implementing 10 evidence-based interventions and contributing to significant reductions in areas like in-hospital death rates from heart attacks, central line blood stream infections, ventilator-associated pneumonia infection rates and surgical site infections;
  • Canadian Patient Safety Week 2009 focused on "Ask. Listen. Talk.", using 10,000 posters, 20,000 table tents, and 100,000 newspapers across the country;
  • Training was delivered to increase capacity in local organizations through the Executive Patient Safety Series, the Canadian Patient Safety Officer Course, and Root Cause Analysis, Safe Surgery Saves Lives, Human Factors, and Hand Hygiene workshops, as well as through the opportunities provided to participants with the hosting the Canadian Healthcare Safety Symposium (Halifax Series) and Canada's Forum on Patient Safety and Quality Improvement;
  • Broadened scope of research was funded, collaborating with partners to develop a greater understanding of patient safety issues related to home care and emergency medical services, in addition to ongoing funding of its patient safety research program;

In addition, as set out in its Strategic Plan, CPSI continued to provide leadership and coordination of efforts to prevent and reduce harm to patients, with an emphasis on four key areas: education; interventions and programs; research; and tools and resources.

Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 7.6 8.0 8.0 8.0 8.0 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 7.6 8.0 8.0 8.0 8.0 0.0

Comment(s) on Variance(s):

Audit completed or planned:
The Institute's financial records are reviewed and audited annually by independent external accountants.

Evaluation completed or planned:
As per their Funding Agreement, CPSI is required to submit a final evaluation report to the Minister by March 31, 2012, and to make that report public.



Name of Transfer Payment Program:
Grant to the Canadian Partnership Against Cancer (Voted)

Start date: April 1, 2007

End date: March 31, 2012

Description:
The Canadian Partnership Against Cancer is responsible for implementing the Canadian Strategy for Cancer Control, a five-year plan with the following objectives: (1) to reduce the expected number of new cases of cancer among Canadians; (2) to enhance the quality of life of those living with cancer; and (3) to lessen the likelihood of Canadians dying from cancer.

The mandate of the Canadian Partnership Against Cancer corporation (CPACC) is to provide a leadership role with respect to cancer control in Canada, through the management of knowledge and the coordination of efforts among provinces and territories, cancer experts, stakeholder groups and Aboriginal organizations to champion change and improve health outcomes related to cancer. The Canadian Partnership Against Cancer will act as a pan-Canadian resource to provide the most up-to-date knowledge across strategic priority areas including prevention, screening/early detection, re-balancing the focus towards patient-centred care, clinical practice guidelines, health human resources, standards, as well as supporting key research activities and facilitating the development of a pan-Canadian surveillance system.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
Over the past year, the Partnership has made some significant gains, for example:

  • a National Colorectal Cancer Screening Network is now in place;
  • colorectal, HPV and cervical screening initiatives are accelerating the development of quality screening programs for colorectal and cervical cancers by encouraging interprovincial sharing of methods, quality initiatives and outreach programs;
  • work to develop tools, resources and knowledge necessary to improve the journey in the cancer system for patients and their families (e.g. distress screening and survivorship initiatives) has begun;
  • Cancer View Canada, a bilingual online resource to facilitate data sharing and collaboration within the cancer system, has been launched;
  • the CAREX Canada project, which aims to identify and map the presence and prevalence of workplace and environmental carcinogens across the country, is well underway;
  • in June, 2008, CPACC, in collaboration with several provincial partners, launched The Canadian Partnership for Tomorrow Project - a landmark cancer cohort study of 300,000 Canadians that explores how genetics, environment, lifestyle and behaviour contribute to the development of cancer. Data collection has begun and recruitment of participants is continuing;
  • The Canadian Platform To Increase Usage of Real-World Evidence (CAPTURE) initiative has been launched and aims to establish a platform for developing, validating and enabling the use of common indicators and tools to evaluate primary prevention policies and programs. To date an environmental scan of nutrition, physical activity and alcohol policies and programs has been completed and a review of these policies is underway; and
  • The Coalitions Linking Action & Science for Prevention (CLASP) initiative has been launched and works to promote the integration of cancer control activities with other chronic disease prevention initiatives. To date environmental scans have been completed to identify existing primary prevention activities in Canada, so that what's happening in the field can be better understood.
Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 28.8 58.2 57.5 57.5 57.5 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 28.8 58.2 57.5 57.5 57.5 0.0

Comment(s) on Variance(s):

Audit completed or planned:
An Audit of the Partnership is planned for fiscal year 2011-2012.

Evaluation completed or planned:
An evaluation has been completed and is awaiting formal approval by the Department.



Name of Transfer Payment Program:
Named Grant for the Mental Health Commission of Canada (Voted)

Start date: April 1, 2008

End date: March 31, 2017

Description:
As part of Budget 2007, the Government of Canada announced funding for the establishment of a Mental Health Commission of Canada, an independent, arm's length organization, tasked with a mandate to conduct an anti-stigma campaign, build a pan-Canadian Knowledge Exchange Centre, and facilitate/animate a process to elaborate a national mental health strategy for Canada. The structure and role of the Commission is based on the recommendations of the Standing Senate Committee on Social Affairs, Science and Technology, in its comprehensive report on mental health, mental illness and addiction in Canada, entitled "Out of the Shadows at Last".

In serving as a national focal point for addressing mental health and mental illness, the Commission will undertake a more targeted approach to addressing these issues in Canada; foster improved coordination and information sharing among mental health stakeholders and the public health community; and encourage a better public understanding of mental health and mental illness nationally.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
The Commission has made significant headway since its inception in 2007, in its ability to build partnerships and bring national awareness to the challenges of mental health and illness. Progress has been made on many of its mandated activities, specifically:

  • Mental Health Strategy for Canada - The framework for the national strategy was publicly released in November 2009. The document, which reflects input from broad consultations in early 2009, sets out the vision and seven high-level goals for a mental health system transformation. Now in the second phase, the Commission is focusing on 'how' to achieve the vision and seven goals in diverse sectors and population groups. Seven roundtables with diverse stakeholders will have been held between March and July 2010, and the Commission is considering a mix of roundtables, policy papers, research projects, and online consultations to further develop the strategy. The MHCC will continue to engage all levels of government and members of the mental health community throughout this process. A final strategy document is targeted for 2012.
  • Anti-stigma / Anti-discrimination Initiative - The initiative, now entitled Opening Minds, was launched on October 2, 2009, in Calgary. The launch also coincided with public awareness campaign on mental health, funded by the MHCC and involving the media consortium CTV/Globe Media. The target audience for the initiative, which has focussed on children and youth, and healthcare providers, has just recently been expanded to include the workplace.
Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 0 7.5 12.0 12.0 12.0 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 0 7.5 12.0 12.0 12.0 0.0

Comment(s) on Variance(s):

Audit completed or planned:
As outlined in the Grant funding agreement, the Commission must engage an independent auditor to conduct a full audit of its financial statements each Fiscal Year. The 2009-10 audited financial statements have now been completed and were presented to the Board of Directors for approval during their meeting on June 6, 2010.

Evaluation completed or planned:
As a requirement of the funding agreement with Health Canada, the Commission must undertake an initial independent evaluation during 2010/2011. A request for proposals was released by the Commission in early May 2010 to engage a third party. Health Canada continues to work closely with the Commission throughout this process and is participating as a member of an advisory committee to oversee the evaluation.



Name of Transfer Payment Program:
Grant to the Canadian Agency for Drugs and Technologies in Health (CADTH) (Voted)

Start date: April 1, 2005

End date: March 31, 2013

Description:
CADTH is an independent not-for-profit corporation funded by federal, provincial, and territorial governments to provide credible, impartial advice and evidence-based information about the effectiveness of drugs and other health technologies to Canadian health care decision-makers. The Named Grant's purpose is to provide financial assistance to support CADTH's core business activities, namely: the Common Drug Review (CDR), Health Technology Assessment (HTA), and the Canadian Optimal Medication Prescribing and Utilization Service (COMPUS).

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
Evidence-based information that supports informed decisions on the effectiveness of drugs and health technologies, in terms of health outcomes and cost.

Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 17.2 16.9 16.9 16.9 16.9 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 17.2 16.9 16.9 16.9 16.9 0.0

Comment(s) on Variance(s):

Audit completed or planned:
Per Audit Plan approved by the Senior Management Board (SMB) to be reviewed by the Departmental Audit Committee (DAC), CADTH audit has moved to 2011-12.

Evaluation completed or planned:
An independent evaluation of CADTH's core business activities is required as part of Health Canada's 2008-13 funding agreement with CADTH. The funding agreement stipulates that this evaluation cover April 1, 2007 - March 31, 2011, and be submitted to the Minister by December 31, 2011. The evaluation is intended to assess CADTH's performance in achieving the purpose of the Grant, including CADTH's value-for-money.



Name of Transfer Payment Program:
Grant to the Health Council of Canada

Start date: September 1, 2004

End date: March 31, 2015

Description:
The Health Council was established by First Ministers in the 2003 Accord on Health Care Renewal with the mandate to report on jurisdictional progress in meeting Accord commitments. The Health Council's mandate was expanded by First Ministers in the 2004 Health Accord to report on health outcomes and the health status of Canadians.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
Along with on-going work to support its mandate, in 2009/10 the Council:

  • Released two reports on primary health care: Teams in Action: Primary Health Care Teams in Canada and Getting it Right: Case Studies of Effective Management of Chronic Disease Using Primary Health Care Teams.
  • Released a report on governments' progress towards the 2004 Accord commitments related to pharmaceuticals management: A Prescription Unfilled: A Status Report on the National Pharmaceuticals Strategy
  • Collaborated with McMaster University on a expert forum to identify barriers and potential opportunities for advancing primary health care in Canada.

Analysed data from the 2008 Canadian Survey of Experiences with Primary Health Care, and the 2008 Commonwealth Fund International Health Policy Survey of Sicker Adults to create two electronic news bulletins about Canadians with chronic health conditions, and the care they receive: Safer Care for "Sicker" Canadians, and Helping Patients Help Themselves.

Program Activity:
Health Policy, Planning & Information
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 6.4 6.2 10.0 10.0 4.8 5.2
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 6.4 6.2 10.0 10.0 4.8 5.2

Comment(s) on Variance(s):
The annual operating budget of the Health Council can be up to $10M per year. The Health Council's 2009-10 work plan, approved by Corporate Members, requested $6.3M. Actual spending was less than planned due to delays in the implementation of projects under the Council's approved workplan.

Audit completed or planned:
The Council's financial records are reviewed and audited annually by independent external accountants. Audited financial statements can be found on the Council's website: http://www.healthcouncilcanada.ca

Evaluation completed or planned:
As per their Funding Agreement, the Council is required to submit a final evaluation framework to the Minister by March 31, 2010, and a final evaluation report by March 31, 2014.



Name of Transfer Payment Program:
Health Care Policy Contribution Program (Voted)

Start date: September 24, 2002

End date: March 31, 2013

Description:
The Program provides policy analysis and advice to support the First Ministers' commitment to a more accessible, high-quality, sustainable and accountable health system that will be adaptable to the needs of Canadians. The Program was established to support research to identify, assess and promote new approaches, models and best practices that respond to health care system priorities, both emerging and on-going, and to foster strategic and evidence-based decision-making for quality health care. The Program has continued to evolve in response to health care system priorities in a changing environment and currently manages agreements within the Health Care System Innovation Component, the Canadian Medication Incident Reporting and Prevention System, the Pan-Canadian Health Human Resources Strategy, and the Internationally Educated Health Professionals Initiative.

The Health Care System Innovation Component aims to support projects to broaden the base of evidence to inform policy decisions leading to improvements in the accessibility, quality, sustainability and accountability of the health care system in Canada.

The Canadian Medication Incident Reporting and Prevention System (CMIRPS) aims to reduce harm caused by preventable medication incidents through activities such as the collection and analysis of standardized incident data and the development and dissemination of information including best practices in safe medication use systems.

The goal of the Health Human Resources Strategy (HHRS) is to aid in the establishment and maintenance of a stable and optimal health workforce. The federal government commits $20 million annually to the HHRS. The HHRS is pursuing four key strategic directions: More health care providers; Using human resources skills effectively; Creating healthy, supportive, learning workplaces; and More effective planning and forecasting.

The Internationally Educated Health Professionals Initiative (IEHPI) is designed to facilitate the integration of internationally educated health professionals by assisting them in obtaining licensure and reducing barriers to practice within the Canadian health care workforce. The ultimate goal is to increase the number of internationally educated health professionals in the health care workforce. In the spring 2005 budget, the Canadian government committed $75 million to support IEHPI over its first five years and $18M annually thereafter. The IEHPI is complementary to the Pan-Canadian Framework for the Assessment and Recognition of Foreign Qualifications announced by the Forum of Labour Market Ministers in 2009.

The Patient Wait Times Guarantee (PWTG) Pilot Project Fund is a three-year initiative (2007-08 through 2009-10) to assist provinces and territories to develop and test innovative approaches to inform the establishment of guarantees, including options for alternate care (recourse) when set time frames for specific health services have been exceeded.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
The Health Care System Innovation Component directed funding toward research and knowledge transfer activities to support innovation and implementation of best practices in key policy areas such as wait times, aging and end of life care.

CMIRPS projects continued to contribute to system level changes to improve the safety of medication use in Canada. For example, through ISMP Canada's individual practitioner incident report analyses, discussions continued with pharmaceutical manufacturers to inform enhancements to labelling and packaging. Over 30 improvements have been made by manufacturers since the inception of CMIRPS. In addition, project results have led Accreditation Canada to include three additional areas of requirements related to medication safety in its 2009 Required Organizational Practices (ROPs): i) dangerous abbreviations, symbols and dose designations, ii) Heparin storage and availability, and iii) Narcotic (opioid) storage and availability. To date, more than 50 recommended system-based safeguards from medication incident analysis learning have been incorporated into Accreditation Canada standards.

The Pan-Canadian Health Human Resource Strategy and the Internationally Educated Health Professionals Initiative enable Health Canada to maintain a leadership role in priority areas of HHR. Some examples include:

  • Investments in new or innovative programs across the country that help: to increase the number of qualified providers entering the health workforce; to increase productivity of health care providers by making full use of their skills; and to improve access to health care services for all Canadians, particularly in underserved areas. In FY 2009-10, there were 25 projects focused on this investment with activities such as: identifying interventions that were effective in improving workforce utilization; addressing access in rural and remote settings; and modernizing health education.

  • Continued work with provinces and territories, professional organizations and other key stakeholders to enable more effective health human resources planning and forecasting for an affordable, sustainable health care system. In FY 2009-10, eight projects supported this priority through activities such as the development of tools, models and research.

Notable accomplishments through the IEHPI include substantial gains in areas such as the development of assessment, bridging, path-finding, orientation and workplace oriented language and communication programs for specific groups of internationally educated health professionals. For example, new assessment programs for internationally educated nurses are now operating in Western and Atlantic provinces and self-assessment tools have been developed for internationally educated midwives and occupational therapists. A central website has been developed for international medical graduates and a Faculty Development Program was implemented at 17 medical schools. To address orientation needs, an interdisciplinary orientation program to the Canadian health care system is now available in-person and online.

The PWTG Pilot Project Fund funded 12 pilot projects in 6 provinces and 2 territories, covering a range of clinical areas and approaches to improve wait times management and inform the development of wait times guarantees. Those projects ended as of March 31, 2010, with final project evaluation reports to be completed by June 2010, and have supported provincial/territorial commitments to implement guarantees by 2010.

Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants            
Total Contributions 43.4 40.6 46.1 41.5 40.9 5.2
Total Other types of transfer payments            
Total Program Activity(ies) 43.4 40.6 46.1 41.5 40.9 5.2

Comment(s) on Variance(s):
Estimates of planned spending can be impacted by a variety of factors throughout the year, many beyond the control of Health Canada or the contribution recipient. Projects can be delayed, rescheduled or withdrawn altogether. Projects are monitored closely and potential surpluses are identified as early as possible.

Audit completed or planned:
In 2009/10, the Program completed three recipient audits that were initiated in 2008/09. Two recipient audits were initiated in 2009/10 and are expected to be completed in 2010/11.

Evaluation completed or planned:
Health Canada will complete an evaluation of the PWTG Pilot Project Fund in late 2010. The summative evaluation of the Program is scheduled to take place in 2011/12.



Name of Transfer Payment Program:
Named Grant to the Canadian Patient Safety Institute (CPSI)

Start date: December 10, 2003

End date: March 31, 2013

Description:
CPSI is an independent not-for-profit corporation mandated to provide leadership and coordinate the work necessary to build a culture of patient safety and quality improvement throughout the Canadian health system. CPSI promotes leading ideas and best practices, raises awareness and provides advice on effective strategies to improve patient safety.

This named grant provides financial assistance to support CPSI's efforts to implement the provisions in the 2003 First Ministers' Accord on Health Care Renewal towards improving health care quality by strengthening system co-ordination and national collaboration related to patient safety. CPSI's grant agreement was renewed in 2008 for a five-year period, beginning April 1, 2008 and ending March 31, 2013.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
To fulfill its mandate, CPSI continues to: lead and coordinate campaigns, programs and interventions to improve safety in targeted areas; adapt international, evidence-based practices to the Canadian context; support local teams and leaders in implementing initiatives and sustaining momentum; promote public awareness of patient safety issues and support patients and families to participate in the safety improvement processes; and develop and support partnerships with provinces and territories, health regions, and health care organizations. For example:

  • The Safer Healthcare Now! campaign now includes over 1100 teams that are active throughout the country implementing 10 evidence-based interventions and contributing to significant reductions in areas like in-hospital death rates from heart attacks, central line blood stream infections, ventilator-associated pneumonia infection rates and surgical site infections;

  • Canadian Patient Safety Week 2009 focused on "Ask. Listen. Talk.", using 10,000 posters, 20,000 table tents, and 100,000 newspapers across the country;

  • Training was delivered to increase capacity in local organizations through the Executive Patient Safety Series, the Canadian Patient Safety Officer Course, and Root Cause Analysis, Safe Surgery Saves Lives, Human Factors, and Hand Hygiene workshops, as well as through the opportunities provided to participants with the hosting the Canadian Healthcare Safety Symposium (Halifax Series) and Canada's Forum on Patient Safety and Quality Improvement;

  • Broadened scope of research was funded, collaborating with partners to develop a greater understanding of patient safety issues related to home care and emergency medical services, in addition to ongoing funding of its patient safety research program;

In addition, as set out in its Strategic Plan, CPSI continued to provide leadership and coordination of efforts to prevent and reduce harm to patients, with an emphasis on four key areas: education; interventions and programs; research; and tools and resources.

Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 7.6 8.0 8.0 8.0 8.0 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 7.6 8.0 8.0 8.0 8.0 0.0

Comment(s) on Variance(s):

Audit completed or planned:
The Institute's financial records are reviewed and audited annually by independent external accountants.

Evaluation completed or planned:
As per their Funding Agreement, CPSI is required to submit a final evaluation report to the Minister by March 31, 2012, and to make that report public.



Name of Transfer Payment Program:
Grant to the Canadian Partnership Against Cancer (Voted)

Start date: April 1, 2007

End date: March 31, 2012

Description:
The Canadian Partnership Against Cancer is responsible for implementing the Canadian Strategy for Cancer Control, a five-year plan with the following objectives: (1) to reduce the expected number of new cases of cancer among Canadians; (2) to enhance the quality of life of those living with cancer; and (3) to lessen the likelihood of Canadians dying from cancer.

The mandate of the Canadian Partnership Against Cancer corporation (CPACC) is to provide a leadership role with respect to cancer control in Canada, through the management of knowledge and the coordination of efforts among provinces and territories, cancer experts, stakeholder groups and Aboriginal organizations to champion change and improve health outcomes related to cancer. The Canadian Partnership Against Cancer will act as a pan-Canadian resource to provide the most up-to-date knowledge across strategic priority areas including prevention, screening/early detection, re-balancing the focus towards patient-centred care, clinical practice guidelines, health human resources, standards, as well as supporting key research activities and facilitating the development of a pan-Canadian surveillance system.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
Over the past year, the Partnership has made some significant gains, for example:

  • a National Colorectal Cancer Screening Network is now in place;

  • colorectal, HPV and cervical screening initiatives are accelerating the development of quality screening programs for colorectal and cervical cancers by encouraging interprovincial sharing of methods, quality initiatives and outreach programs;

  • work to develop tools, resources and knowledge necessary to improve the journey in the cancer system for patients and their families (e.g. distress screening and survivorship initiatives) has begun;

  • Cancer View Canada, a bilingual online resource to facilitate data sharing and collaboration within the cancer system, has been launched;

  • the CAREX Canada project, which aims to identify and map the presence and prevalence of workplace and environmental carcinogens across the country, is well underway;

  • in June, 2008, CPACC, in collaboration with several provincial partners, launched The Canadian Partnership for Tomorrow Project - a landmark cancer cohort study of 300,000 Canadians that explores how genetics, environment, lifestyle and behaviour contribute to the development of cancer. Data collection has begun and recruitment of participants is continuing;

  • The Canadian Platform To Increase Usage of Real-World Evidence (CAPTURE) initiative has been launched and aims to establish a platform for developing, validating and enabling the use of common indicators and tools to evaluate primary prevention policies and programs. To date an environmental scan of nutrition, physical activity and alcohol policies and programs has been completed and a review of these policies is underway; and

  • The Coalitions Linking Action & Science for Prevention (CLASP) initiative has been launched and works to promote the integration of cancer control activities with other chronic disease prevention initiatives. To date environmental scans have been completed to identify existing primary prevention activities in Canada, so that what's happening in the field can be better understood.
Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 28.8 58.2 57.5 57.5 57.5 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 28.8 58.2 57.5 57.5 57.5 0.0

Comment(s) on Variance(s):

Audit completed or planned:
An Audit of the Partnership is planned for fiscal year 2011-2012.

Evaluation completed or planned:
An evaluation has been completed and is awaiting formal approval by the Department.



Name of Transfer Payment Program:
Named Grant for the Mental Health Commission of Canada (Voted)

Start date: April 1, 2008

End date: March 31, 2017

Description:
As part of Budget 2007, the Government of Canada announced funding for the establishment of a Mental Health Commission of Canada, an independent, arm's length organization, tasked with a mandate to conduct an anti-stigma campaign, build a pan-Canadian Knowledge Exchange Centre, and facilitate/animate a process to elaborate a national mental health strategy for Canada. The structure and role of the Commission is based on the recommendations of the Standing Senate Committee on Social Affairs, Science and Technology, in its comprehensive report on mental health, mental illness and addiction in Canada, entitled "Out of the Shadows at Last".

In serving as a national focal point for addressing mental health and mental illness, the Commission will undertake a more targeted approach to addressing these issues in Canada; foster improved coordination and information sharing among mental health stakeholders and the public health community; and encourage a better public understanding of mental health and mental illness nationally.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
The Commission has made significant headway since its inception in 2007, in its ability to build partnerships and bring national awareness to the challenges of mental health and illness. Progress has been made on many of its mandated activities, specifically:

  • Mental Health Strategy for Canada - The framework for the national strategy was publicly released in November 2009. The document, which reflects input from broad consultations in early 2009, sets out the vision and seven high-level goals for a mental health system transformation. Now in the second phase, the Commission is focusing on 'how' to achieve the vision and seven goals in diverse sectors and population groups. Seven roundtables with diverse stakeholders will have been held between March and July 2010, and the Commission is considering a mix of roundtables, policy papers, research projects, and online consultations to further develop the strategy. The MHCC will continue to engage all levels of government and members of the mental health community throughout this process. A final strategy document is targeted for 2012.

  • Anti-stigma / Anti-discrimination Initiative - The initiative, now entitled Opening Minds, was launched on October 2, 2009, in Calgary. The launch also coincided with public awareness campaign on mental health, funded by the MHCC and involving the media consortium CTV/Globe Media. The target audience for the initiative, which has focussed on children and youth, and healthcare providers, has just recently been expanded to include the workplace.
Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 0 7.5 12.0 12.0 12.0 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 0 7.5 12.0 12.0 12.0 0.0

Comment(s) on Variance(s):

Audit completed or planned:
As outlined in the Grant funding agreement, the Commission must engage an independent auditor to conduct a full audit of its financial statements each Fiscal Year. The 2009-10 audited financial statements have now been completed and were presented to the Board of Directors for approval during their meeting on June 6, 2010.

Evaluation completed or planned:
As a requirement of the funding agreement with Health Canada, the Commission must undertake an initial independent evaluation during 2010/2011. A request for proposals was released by the Commission in early May 2010 to engage a third party. Health Canada continues to work closely with the Commission throughout this process and is participating as a member of an advisory committee to oversee the evaluation.



Name of Transfer Payment Program:
Grant to the Canadian Agency for Drugs and Technologies in Health (CADTH) (Voted)

Start date:April 1, 2005

End date: March 31, 2013

Description:
CADTH is an independent not-for-profit corporation funded by federal, provincial, and territorial governments to provide credible, impartial advice and evidence-based information about the effectiveness of drugs and other health technologies to Canadian health care decision-makers. The Named Grant's purpose is to provide financial assistance to support CADTH's core business activities, namely: the Common Drug Review (CDR), Health Technology Assessment (HTA), and the Canadian Optimal Medication Prescribing and Utilization Service (COMPUS).

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
Evidence-based information that supports informed decisions on the effectiveness of drugs and health technologies, in terms of health outcomes and cost.

Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 17.2 16.9 16.9 16.9 16.9 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 17.2 16.9 16.9 16.9 16.9 0.0

Comment(s) on Variance(s):

Audit completed or planned:
Per Audit Plan approved by the Senior Management Board (SMB) to be reviewed by the Departmental Audit Committee (DAC), CADTH audit has moved to 2011-12.

Evaluation completed or planned:
An independent evaluation of CADTH's core business activities is required as part of Health Canada's 2008-13 funding agreement with CADTH. The funding agreement stipulates that this evaluation cover April 1, 2007 - March 31, 2011, and be submitted to the Minister by December 31, 2011. The evaluation is intended to assess CADTH's performance in achieving the purpose of the Grant, including CADTH's value-for-money.



Name of Transfer Payment Program:
Grant to the Health Council of Canada

Start date: September 1, 2004

End date: March 31, 2015

Description:
The Health Council was established by First Ministers in the 2003 Accord on Health Care Renewal with the mandate to report on jurisdictional progress in meeting Accord commitments. The Health Council's mandate was expanded by First Ministers in the 2004 Health Accord to report on health outcomes and the health status of Canadians.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
Along with on-going work to support its mandate, in 2009/10 the Council:

  • Released two reports on primary health care: Teams in Action: Primary Health Care Teams in Canada and Getting it Right: Case Studies of Effective Management of Chronic Disease Using Primary Health Care Teams.

  • Released a report on governments' progress towards the 2004 Accord commitments related to pharmaceuticals management: A Prescription Unfilled: A Status Report on the National Pharmaceuticals Strategy

  • Collaborated with McMaster University on a expert forum to identify barriers and potential opportunities for advancing primary health care in Canada.

Analysed data from the 2008 Canadian Survey of Experiences with Primary Health Care, and the 2008 Commonwealth Fund International Health Policy Survey of Sicker Adults to create two electronic news bulletins about Canadians with chronic health conditions, and the care they receive: Safer Care for "Sicker" Canadians, and Helping Patients Help Themselves.

Program Activity:
Health Policy, Planning & Information
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 6.4 6.2 10.0 10.0 4.8 5.2
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 6.4 6.2 10.0 10.0 4.8 5.2

Comment(s) on Variance(s):
The annual operating budget of the Health Council can be up to $10M per year. The Health Council's 2009-10 work plan, approved by Corporate Members, requested $6.3M. Actual spending was less than planned due to delays in the implementation of projects under the Council's approved workplan.

Audit completed or planned:
The Council's financial records are reviewed and audited annually by independent external accountants. Audited financial statements can be found on the Council's website: http://www.healthcouncilcanada.ca

Evaluation completed or planned:
As per their Funding Agreement, the Council is required to submit a final evaluation framework to the Minister by March 31, 2010, and a final evaluation report by March 31, 2014.



Name of Transfer Payment Program:
Grant to the Canadian Institute for Health Information (voted)

Start date: April 1, 1999

End date: March 31, 2012

Description:
CIHI is an independent, not-for-profit organization supported by federal, provincial and territorial governments that provides essential data and analysis on Canada's health system and the health of Canadians. CIHI was created in 1991 by the F/P/T Ministers of Health to address significant gaps in health information. CIHI's data and its reports inform health policies, support the effective delivery of health services and raise awareness among Canadians about the factors that contribute to good health.

Since 1999, the federal government has provided funding to CIHI through a series of grants and conditional grants, known as the Roadmap Initiative. More recently CIHI's funding has been consolidated through the Health Information Initiative.

Through the past Roadmap Initiatives I, II and II Plus, CIHI had been provided with approximately $260 million since 1999. Budget 2005 allocated an additional $110 million over five years (2005-2006 to 2009-2010) to CIHI through Roadmap III. This has allowed CIHI to provide quality and timely health information, including the delivery of data on a variety of important health indicators and other health publications to support health sector decision-making and improve accountability.

Beginning in 2007/2008, the Health Information Initiative provides grant funding to CIHI, replacing the previous Roadmap II, II Plus, III funding and also provides additional funds for new initiatives. This funding allows CIHI to continue important work under the Roadmap Initiative and to further enhance the coverage of health data systems so Canadians get information on their health care system, including information on wait times, and continued development of comparable health indicators. The funding will also enable CIHI to respond effectively to emerging priorities. Under this initiative, up to $406.49 million will be delivered to CIHI over five years (2007/2008 to 2011/2012).

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
Many of CIHI's activities undertaken in 2009-2010 focused on building on successes achieved in previous years to accomplish the major goals set out in the strategic plan, including:

  • implementing strategies to further expand jurisdictional adoption and implementation of key reporting systems, such as the National Prescription Drug Utilization Information System (NPDUIS), the National Ambulatory Care Reporting System (NACRS) (with a particular focus on emergency visit data), and the Home and Continuing Care reporting systems (HCRS and CCRS);

  • addressing emerging issues through the provision of analytical products related to H1N1 and medical isotopes in a timely and effective manner;

  • initiating a pilot of comparable Pan-Canadian facility-level reports on hospital performance, including measures that reflect clinical outcomes, financial health and other factors; and

  • the continued enhancement of the CIHI Portal tool, including the addition of new data marts.

A large-scale client satisfaction survey was completed this year, providing CIHI with valuable information on where the organization is doing well and where it could do better. Overall, the survey showed that CIHI provides high quality products and services which are valuable to stakeholders, however it could focus on responding to high value customer needs and preferences, in addition to taking its web services to the next maturity level. In response to this, CIHI: is redeveloping its website, with a phased approach to implementation; enhancing and expanding its e-reporting capabilities; initiating the development of a comprehensive education strategy; and has implemented a rapid response service, as well as service standards for external data requests.

More and Better Data

  • Jurisdictional uptake of the National Ambulatory Care Reporting System (NACRS) has increased significantly in the last year, mainly due to the introduction of a new level of reporting to the database. This new level of reporting provides stakeholders with timelier access to wait time reporting, receiving reports on a monthly basis. Participation in the database increased this year allowing improved reporting comparability.

  • Significant progress was made in expanding jurisdictional uptake of the home and continuing care reporting systems, with 5 jurisdictions submitting data to the Home Care Reporting System (HCRS), and approximately 800 facilities, from 6 jurisdictions, submitting data to the Continuing Care Reporting System (CCRS), nearly doubling the number of facilities submitting from the previous year.

  • On the pharmaceutical front, a total of 6 jurisdictions submitted claim-level data to the NPDUIS National Prescription Drug Utilization Information System (NPDUIS). In fiscal 2009/2010, CIHI worked closely with jurisdictions to establish data sharing agreements to facilitate the submission of drug claims data to the NPDUIS Database. Also, CIHI reached a milestone with over 2,000 incidents now having been reported through its National System for Incident Reporting (NSIR). The live system will be fully implemented in the spring of 2010.

  • With the increasing interest in comparable cost data, CIHI enhanced its Canadian MIS Database (CMDB) to allow for more frequent data submissions, thus providing jurisdictions with access to more useful and timely data for analysis. CIHI also developed a patient-specific estimator which was launched on the web site, providing meaningful data on the costs of inpatient and ambulatory health services.

  • In the area of health human resources, CIHI released data for the first time from two new HHR databases on medical laboratory technologists and medical radiation technologists. This completed the development of the five new HHR databases, with the others including occupational therapists, physiotherapists and pharmacists.

  • In fiscal 2009/2010, CIHI continued working on its multi-pronged approach to strengthen primary health care (PHC) information in Canada. This included releasing the program's first reports, one using data from the Canadian Survey of Experiences with Primary Health Care and the second report, Diabetes Care Gaps and Disparities in Canada. It also included continuing to build on work from last year, mainly developing standards for electronic medical records (EMRs), reporting on PHC indicators and analysis, and developing a voluntary PHC reporting system.

  • Finally, CIHI continued to enhance the quality of its data and information products through continued implementation of its comprehensive data quality program, including production of an enhanced set of data quality reports for Deputy Ministers, which were released one month earlier this year, and its ongoing program of re-abstraction studies. In 2009/2010, CIHI's Data Quality Framework was extensively revised and is now posted on CIHI's external web site. The Framework includes a data holding assessment tool, which is the model adopted by many Canadian and international organizations.

Relevant and Actionable Analysis

  • Over the last year, CIHI developed and released 38 analytical products. These included special analytical reports relevant to priority themes (e.g. access and quality of care, wait times, health outcomes, and continuity of care) and special studies related to priority health services themes (e.g. costs, patient safety).

  • CIHI identified a series of cross-cutting analytical themes, representing priority areas of information needs among key CIHI stakeholders. These themes include patient safety, aboriginal health information, cancer, mental health and seniors.

  • In order to respond to priority analytical needs, CIHI was able to release timely reports in several areas, including a report on H1N1. Other priority work including an initiative related to Medical Isotopes which included an electronic survey and focus groups to gather data to help shed light on the impact of the supply disruption of Tc-99m to patients, with a focus on measures of throughput.

  • Given the increasing jurisdictional interest measuring and comparing hospital performance, CIHI initiated a very successful pilot project aimed at producing pan-Canadian hospital performance reports based on a core set of indicators in areas such as clinical care and outcomes, and financial performance.

  • CIHI continues to explore opportunities for collecting First Nations, Inuit and Métis health information. In 2009/2010, efforts focused on building collaborative relationships, enhancing data, and developing analytical opportunities.

Improved Use and Understanding

  • In order to improve access and use of its data, CIHI continued to actively promote the adoption and use of its Portal, which provides access to facility-identifiable data on the delivery of services by hospitals across the country. Uptake of the Portal increased significantly this year to include four ministries of health, two territories, 23 regional health authorities and 15 facilities, with a total of over 230 regional users.

  • CIHI initiated the development of a comprehensive Education Strategy to help focus and refine CIHI's services to clients, with a greater emphasis on helping stakeholders use and understand data and information. CIHI also hosted/co-sponsored a number of health information-related conferences including the eHealth Conference and the Data User's Conference 2009.
Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 51.1 81.7 81.7 81.7 81.7 0.0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 51.1 81.7 81.7 81.7 81.7 0.0

Comment(s) on Variance(s):

Audit completed or planned:
In 2007, an audit was conducted by Health Canada internal auditors on the Health Information Contribution Program. Auditors concluded that, in general, the internal controls in place at CIHI to manage the Contribution Agreement were sufficient to meet the terms and conditions of the Agreement with minor exceptions. Risk exposure was not serious.

Evaluation completed or planned:
An evaluation on the first phase of the Health Information Initiative is presently being performed and will be completed in Fiscal Year 2010/2011. The last evaluation on the second phase of Roadmap II and II Plus was completed in Fiscal Year 2006/2007. The summary is available at: http://www.cihi.ca/cihiweb/en/downloads/Executive_Summary_EN.pdf.



Name of Transfer Payment Program:
Grant to provincial and territorial health ministries for the disbursement of excess revenue monies collected by the Patented Medicine Prices Review Board (PMPRB), pursuant to the authority of the Minister of Health as described under S.103 of the Patent Act.

Start date:
Ministerial responsibility for the disbursement of excess revenues collected by the PMPRB was introduced through the 1993 Patent Act amendments.

End date:
Disbursement agreements represent an ongoing program requirement.

Description:
The PMPRB is a federal quasi-judicial tribunal with a regulatory responsibility to ensure prices of patented medicines sold in Canada are non-excessive. Where the Board finds a price to be excessive, remedial measures are ordered, including the repayment of excess revenues. The excess revenues collected by the Board are deposited into the Consolidated Revenue Fund, and S.103 of the Patent Act defines the responsibility of the Minister of Health for entering into agreements with provinces for the purposes of disbursement of the monies.

Strategic Outcome:
Accessible and sustainable health system responsive to the health needs of Canadians

Results Achieved:
Monies disbursed to provincial and territorial health ministries.

Program Activity:
Canadian Health System
($ millions) Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 0 0 0 9.3 9.3 (9.3)
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 0 0 0 9.3 9.3 (9.3)

Comment(s) on Variance(s):
Disbursement amounts reflect the outcomes of legal proceedings and therefore can not be anticipated. In addition, disbursement agreements do not follow a fixed timeframe, making it very difficult to anticipate when one will be initiated/finished.

Audit completed or planned:

Evaluation completed or planned:




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:

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 improve the health of Canadians by:

  • Capturing the best evidence about how healthcare and other services can do more to improve the health of Canadians;

  • Filling critical gaps in evidence about how to improve the health of Canadians, by funding research and evaluation; and

  • Supporting policy makers and managers to develop the skills needed to apply the best evidence about services to improve the health of Canadians.

CHSRF's work contributes to Health Canada's aim of strengthening the knowledge base to address health and healthcare 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 Canadian

7. Summary of Results Achieved by the Recipient:

CHSRF began to implement its new five-year strategic plan in 2009. The three strategic priorities are:

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

Engaging and supporting citizens
Throughout 2009, considerable efforts were made to identify the requirements for developing an effective health governance capacity-building strategy in collaboration with others. Accomplishments included:

  • hosted a meeting with key Canadian stakeholders to identify healthcare governance needs and strategies

  • commissioned several public engagement and health governance research reports

  • presented findings from commissioned research reports at various venues and to a variety of audiences including the National Healthcare Leadership Conference, the New Brunswick Health Research Foundation (NBHRF), and through the CHSRF Researcher On Call (RoC) webinar series

  • a citizen engagement strategy was generated, partnerships were secured and planning began on a governance educational module

Accelerating evidence-informed change
In 2009 both past programming activities and a new suite of initiatives were implemented to lead innovations in health services. Accomplishments included: Executive Training for Research Application (EXTRA)

  • ongoing cohort management (fellows participate in four residency sessions over two years during which they study six curriculum modules)

  • 28 new fellows were accepted through competition into EXTRA (four physician executives; seven nurse executives; and 17 health services executives)

Capacity for Applied and Developmental Research and Evaluation (CADRE)

  • network meetings
  • transition reports
  • conference presentations

Regional Partnership & Capacity Development

  • A research contract between CHSRF and the Nunavut Department of Health and Social Services was established and titled, "Nunavut Health Services Strategy. The research team visited 10 communities and consulted 95 individuals. Based on the initial findings, an abstract was submitted to the 14th International Congress on Circumpolar Health.

Innovations in Health Systems

  • Seven Researcher on Call (RoC) events were hosted.

  • Six issues of Promising Practices were published, both in print and online.

  • Six issues of Insight and Action were published online

  • CHSRF initiated a new award, Excellence through Evidence, which recognizes the critical role of leadership in successfully implementing evidence-informed innovations in healthcare.

  • CHSRF issued its 10th annual Health Services Research Advancement Award.

Nursing Research Fund (NRF)

  • The initial funding agreement with Health Canada for the Nursing Research Fund (NRF) was to expire 31 March 2009. In 2008, CHSRF received an extension to 31 December 2010 to use the remaining funds to offset its remaining NRF-related commitments and its ongoing work with the broader nursing health services, policy and research community. Although the NRF program wound down in 2009, the remaining monies continue to be expended in pursuit of the original mandate of the fund which was to contribute to new knowledge and training to build nursing research capacity.

Promoting policy dialogue
In 2009, CHSRF and its partners began to implement programming to support its goal of increasing research use in the process of developing policy and management decisions. Accomplishments included:

Policy Dialogue on Health System Issues

  • The Quality of Healthcare in Canada: A Chartbook was produced in 2009.

  • Three reports on primary healthcare were commissioned and received in 2009.

  • A dissemination plan for health reform research was developed in 2009 and will be executed through a research grant to be administered in 2010.

  • A series of videos focused on storytelling were created and a pilot social networking website for the purposes of encouraging inter-professional collaboration was launched. Six editorial cartoons were designed, published and disseminated as part of CHSRF's promotional and branding activities.

The Mythbusters program expanded its scope to include universities, developing a teaching resource to help instructors of graduate-level classes teach students how to write research summaries for policy makers, managers and others. Two Mythbusters were published, promoted, and disseminated in 2009. Two students received Mythbusters awards in the amount of $1500 each and their papers were subsequently published on the CHSRF website. The call for the next award was issued in late 2009.

  • The 2009 CEO Forum was successfully delivered. The topic was "Service-Based Funding and Paying for Performance: Experience, Evidence and Future Prospects".

  • CHSRF organized the 2009 annual Canadian Health Policy Briefing Tour for Harkness Fellows. The call for the 2010-11 Canadian Harkness Award was posted on the CHSRF website in December 2009.

Additional information is available in CHSRF's 2009 Annual Report which was submitted to Health Canada in May 2010.

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

8.
Actual Spending 2007-08
9.
Actual Spending 2008-09
10.
Planned Spending 2009-10
11.
Total Authorities 2009-10
12.
Actual Spending 2009-10
13.
Variance(s)
$0 $0 $0 $0 $0 $0

15. Comments on Variance(s)

Conditional grants to CHSRF (see list in section 5 above) were all issued prior to the 09-10 reporting period.

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

The first two phases of the December 2008 teamwork workshop evaluation were completed. Due to the significant changes in the CHSRF's strategic priorities, it was decided not to continue the Teamwork Workshop initiative.

A summative evaluation of the 2009 knowledge brokering initiative was conducted.

The modules of the EXTRA residency sessions were evaluated. Based on evaluation feedback, on-site adjustments to the modules were made. Focus groups were conducted following the residency session to ensure continual program improvement.

The evaluation program for EXTRA in 2009 included a continuation of the ongoing "learner level" evaluative activities, and was expanded to eight additional evaluation studies to investigate higher level outcomes of the program and their linkages to CHSRF's achievement of its mandate. These projects are continuing and will be reported in 2010. In 2009 an EXTRA Evaluation Dashboard was designed and launched to automate and streamline the evaluation and monitoring functions of the EXTRA program. Data from different sources are integrated around the respective cohorts and fellows.

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

The 2009 external financial and pension plan audits showed no major concerns, with the auditors reporting clean audits with no evidence of fraud or illegal acts.

The 2009 internal controls review examined the operational area for purchases, cash management, and capital assets. The recommendations from the internal controls review will be implemented in 2010.




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:

As part of Budget 2008, the federal government committed $110 million in funding to the MHCC to support five research demonstration projects in mental health and homelessness over five years (2008-2013). Among the important objectives, these projects will contribute to building knowledge on how to increase access to adequate housing in combination with the provision of necessary support services, and will result in the development of best practices that will support future interventions and long-term improvements to the lives of Canada's most vulnerable.

A total of 2,285 homeless people living with a mental illness are expected to participate over the course of the study. Expected results include:

  • 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

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

8.
Actual Spending 2007-08
9.
Actual Spending 2008-09
10.
Planned Spending 2009-10
11.
Total Authorities 2009-10
12.
Actual Spending 2009-10
13.
Variance(s)
$0 $0 $0 $0 $0 $0

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. This initiative is also to 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 2009-10 audited financial statements have now been completed and were presented to the Board of Directors for approval during the meeting on June 6, 2010.




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

2. Start Date: March 9, 2001

3. End Date: N/A

4. Total Funding: $2.1B*
*Infoway received $1.2 B as lump-sum grants between 2001 and 2004. The $400M allocated in 2007 was subject to new conditions - these funds flow to Infoway on an as-needed basis. An additional $500M for Infoway was announced in Budget 2009 and confirmed in Budget 2010. In March 2010, Health Canada and Infoway signed a related funding agreement. The $500M funds will flow to Infoway on an as-needed basis, with an initial amount expected to flow in summer 2010.

5. Description:
Canada Health Infoway Inc. (Infoway) is an independent, not-for-profit corporation established in 2001 to accelerate the development of health information and communication technologies such as electronic health records, telehealth and public health surveillance systems on a pan-Canadian basis. Its Corporate Members are the 14 federal, provincial and territorial Deputy Ministers of Health.

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. Also, as part of the Economic Action Plan, and as indicated in Budget 2009, the Government of Canada announced an additional investment of $500 million in Infoway, to support continued implementation of EHRs, implementation of electronic medical records in physicians' offices, and integration of points of service with the EHR system. Following a due diligence process, Budget 2010 announced the government's intention to move forward with the transfer of the funds. In March 2010, Health Canada and Infoway signed a related funding agreement, which includes enhanced accountability provisions.

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 and improve the quality of health care and patient safety through coordination of effort and avoidance of duplication.

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 2009-2010, Infoway approved $68.6 million in new projects (11 projects), bringing its cumulative allocation of investments to $1.634 billion (294 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 delivery system. Further, by 2010, the electronic health records of 50 per cent of Canadians and by 2016, those of 100 per cent of Canadians, will be available to their authorized health care professionals." Infoway estimates that as of March 31, 2010, the core components of an EHR were in place for 22% of Canadians.

Infoway and the P/Ts have made progress on the various components of the EHR - client and provider registries, laboratory information and diagnostic imaging systems, drug information systems and clinical reports. For example, more than three-quarters of the country's diagnostic imaging (such as X-rays, CT and MRI scans) are now digitalized. Infoway's drug information systems (DIS) program is available in several provinces. As an example, British Columbia's PharmaNet DIS captures every prescription dispensed in the province's pharmacies and provides alerts to pharmacists. In 2007, more than 47 million prescriptions were reviewed via PharmaNet, resulting in the identification of 2.5 million significant drug interactions.

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.

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.

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.

14. Program Activity:
($ millions)

8.
Actual Spending 2007-08
9.
Actual Spending 2008-09
10.
Planned Spending 2009-10
11.
Total Authorities 2009-10
12.
Actual Spending 2009-10
13.
Variance(s)
38.7 122.9 64.49 64.49 64.49 0

15. Comments on Variance(s):
The federal government has invested $2.1 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 2009-2010, one payment was made for $64.49 million out of the $400 million.

* The pace at which funding is expended is at the discretion of Infoway and is largely driven by the rate of progress of its P/T partners. As such, there is a lag-time difference between Infoway's allocation of $1.634 billion and the total spending (program and operating) of $1.117 billion since 2001.

An additional $500M for Infoway was announced in Budget 2009 and confirmed in Budget 2010. Payment will be made on an as-needed basis, on receipt of Cash Flow Statements from Infoway. Funding has not yet started to flow; however, an initial amount is expected to flow to Infoway in summer 2010.

16. Significant Evaluation findings by the recipient during the reporting year and future plan:
In March 2010, Infoway released an independent evaluation of its performance in achieving the purpose, principles and outcomes of the 2007 Funding Agreement between Infoway and Health Canada. The midterm evaluation report found that Infoway complies with the purpose and principles, and has met or made progress on the Agreement outcomes.

In fiscal year 2010-2011, Infoway is expected to release an independent evaluation to measure its performance in achieving the objectives of the 2003 Funding Agreement.

17. Significant Audit findings by the recipient during the reporting year and future plan:
On November 3, 2009, the Auditor General of Canada (OAG) released an audit on EHRs, which considered whether Infoway: carries out activities consistent with the funding agreements, exercises due diligence in the use of federal funds, reports on progress, and has appropriate governance mechanisms and management controls in place. From a Health Canada perspective, the audit sought to determine whether the department is able to ensure Infoway's compliance with the existing funding agreements.

The audit, which was generally positive in terms of Infoway, included recommendations for Infoway to enhance: reporting on progress, contracting of goods and services, and verifying conformance of EHR systems with Infoway standards. To address the OAG recommendations, Infoway implemented an Action Plan, comprising more than 40 action items which were completed by March 31, 2010.

During 2009-2010, governments undertook a series of audits of EHRs, including the Auditor General of Canada's Fall 2009 audit and corresponding audits in Alberta, British Columbia, Nova Scotia, Ontario, Prince Edward Island and Saskatchewan. The Auditor General's overview report, entitled Electronic Health Records: An Overview of Federal and Provincial Audit Reports, was released on April 20, 2010. The report synthesizes the federal and provincial audits and articulates several go-forward challenges for consideration by all governments and Infoway.

18. URL to recipients site:

www.infoway-inforoute.ca



Horizontal Initiatives


Name of Horizontal Initiative:

Food and Consumer Safety Action Plan (the Action Plan)

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).

Lead Department Program Activity:

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

Start Date of the Horizontal Initiative:

Fiscal Year 2008-2009

End Date of the Horizontal Initiative:

Fiscal Year 2012-2013 (and ongoing)

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)

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, contaminants in imported food products, 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.

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
  • Level playing field where imports can be demonstrated to meet Canadian requirements

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)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2009-10
Actual Spending for
2009-10
Expected Results for
2009-10
Results Achieved in
2009-10
Health Canada Health Products Active Prevention 57.6 10.80 10.88 Increased industry awareness and knowledge of regulatory requirements
  • 109 pre-submission meetings for biologics and pharmaceuticals.
  • 59 pre-submission meetings with industry were held for biologics and radiopharmaceuticals.
  • 11 oncology pre-submission meetings were held.
  • 5 oncology submissions that had a pre-submission meeting have been received. 2 are in screening and 3 have been accepted for review.
  • Survey not yet planned for - too early to report on this indicator.
  • Post Market Reporting Compliance = 100% of establishments inspected were found to be at an acceptable level of compliance to the Food and Drugs Act (FDA).
  • Human = 96.3% of clinical trials inspected were found to be at an acceptable level of compliance to the FDA.
  • Good Clinical Practice = 90% of clinical trials inspected were found to be at an acceptable level of compliance to the FDA.
Enhanced knowledge of post-market health product safety risks to inform decisions
  • Pharmacovigilance Plans (PvP) received and reviewed for 2009-10
    • Received: 30
    • Reviewed: 25
  • Service Standards for PvP are being developed and being piloted.
  • No PvP were rejected, although deficiencies (if present) were noted and passed on to the Market Authorization Holders (MAH).
Increased oversight of the risk management and risk mitigation strategies for health products
  • Guidance Documents specifically on Risk Management Plans - 4:
    • Questions and Answers regarding the Implementation of Risk Management
    • Planning Notice Regarding Implementation of Risk Management Planning including the adoption of International Conference on Harmonisation (ICH) Guidance Pharmacovigilance Planning - ICH Topic E2E
    • Description of Current Risk Communication Documents for Marketed Health Products for Human Use Standard Operating Procedure (SOP) - Issuance of Health Professional Communications
    • Public Communications by Sponsors
  • Risk Management Mitigation Plan (RMMP) Received: 30
  • Risk Management Program (RMP) Reviewed: 25
  • 100% of RMMP received were considered satisfactory, after clarification received from Market Authorization Holders (MAH)
Increased safety of Active Pharmaceutical Ingredients (API) through industry compliance with the FDA and its regulations
  • Consultation with industry and other government departments completed on proposed regulatory framework.
  • API inspections on hold pending regulatory amendment
  • Stakeholder consultations on the proposed framework on Schedule - Consultation with industry and other government departments completed.
Improved timeliness of pre-market reviews
  • Human Drugs - New Drug Submissions (NDS), Supplemental New Drug Submissions (SNDS), Abbreviated New Drug Submissions (ANDS), and Supplemental Abbreviated New Drug Submissions (SANDS) combined - 63% of decisions made met 90% performance target.
  • Alternatively, when reported as new drugs vs. generics, performance was much better for new drugs with 80% meeting target (NDS (72%), SNDS (83%)). For generic drugs, 44% met target (ANDS (36%) and SANDS (71%)). The Pharmaceutical Human Drugs program continues to focus its efforts on increasing the timeliness of its pre-market decisions while targeting reduction of backlogs in both Clinical and Generic Reviews.
  • This fiscal year, efforts were made to find efficiencies in-house, and by applying strategic use of external scientific contracting.
  • Note: *No new hires. Funding is for review staff hired under Therapeutic Access Strategy (TAS). In addition, TAS funding was lower in FY 2009-10.
  • BGTD maintained its target of 90% of decisions issued within target for all submission types except NDS.
Type # reviewed % within target
ANDS 1 100%
NDS 18 66.7%
SNDS 76 89.5%
CTA 245 99.2%
CTA-A 471 99.8%
NC 433 93.8%
DIN B 37 91.9%
Increased awareness and understanding of the safe use of health products by consumers and health care professionals
  • A total of 52 stakeholders met with the ADM in a series of six bilateral and multilateral meetings held under the ADM Stakeholder Meeting Program. Evaluation performed and follow-up action tracked.
  • Performance evaluation of paediatric cough and cold outreach campaign completed and shared with stakeholders.
  • Research, internal and external consultations and needs analysis completed towards the development of a proposal to create a patient and consumer pool from which the Branch can draw engaged and informed stakeholders to participate in decision-making.
  • E-learning module for patient and consumer stakeholders drafted.
  • Establishing baseline data and developing tracking tools to determine number of consumers aware of risks associated with health products imported for personal use.
1. General Documents Posted by MHPD on HC Website in
  1. 3 - Risk Management & Intervention
  2. 2 - Info Gathering, Monitoring & Processing
  3. 2 - Other
2. Risk Communication Advisories/Warnings posted to HC Website (MedEffect Canada):
  1. HC issued: 108
  2. MAH issued: 60
  • TPD notes that no new hires due to budgetary constraints.
  • Creation of a Health Products Web content safety map identifying all health product Web information in preparation for adding new and revised content to the Consumer Safety Portal.
  • An analysis of all Public Opinion Research related to consumer, food and health product safety completed.
  • Development of a consumer-friendly advisory template and a department-wide standard operating procedure for the production of risk communications; improved use of social media (particularly Twitter) for the dissemination of advisories, warnings and recalls.
Health Canada Health Products Targeted Oversight 34.6 3.90 2.07 Enhanced capacity of HC and industry to identify and respond to risk issues
  • Periodic Safety Update Reporting (PSUR) received/reviewed 2009-2010
  • Marketed Health Products Directorate (MHPD) Level I (Screening) - 104/68 + 71/71 = 175/139
  • MHPD Level II (Full/Targeted) - 37/37 + 56/56 = 93/93
  • TPD (PSUR C) - 20
  • # of new safety signals generated through PSUR reviews:
    • A total of 4 new signals were specifically derived from PSUR review in 2008-09.
    • More complete statistics will be available for 2010-11, as until recently the process has been to review PSURs for which we already suspect some potential issues and that review takes the format of an "improved" Level II review.
  • For the purpose of setting up a tracking system for PSUR, funding from HPFB- MHPD was transferred to HPFB-Therapeutic Products Directorate (TPD).
  • TPD's Submission Processing unit in turn developed a process for putting PSURs into docuBridge® (an electronic based viewing tool) so that these safety reports could be reviewed electronically.
  • The unit also established PSUR tracking capabilities within its Drug Submission Tracking System (DSTS) database.
  • The unit will then provide MHPD with DSTS training and ongoing maintenance/volume reporting as required.
Increased capacity to identify safety issues with health products on the market
  • Relevant legislation regarding Mandatory Reporting (MR) has not yet been passed, therefore, no adverse reactions (AR) have been received under MR.
  • 100% of priority AR reports (outcome of death or life threatening and reports of interest) addressed within established service standard (15 days).
  • Performance standards for all other reports have been implemented for FY 2010-11. Performance standards are being piloted. Results to be analyzed 2010-11 (Note - new legislation is required in order to make reporting mandatory)
  • Some data for Q4 not yet available
  • Pharmaceutical AR Reports received YTD: 11,759
  • Note that a breakdown of completion by product line is not yet available from the Canada Vigilance system
  • Total Domestic AR Reports received (all product lines): 27,139 (increase of 20.7% from previous fiscal year)
  • Domestic AR Reports Completed Workflow: 30,314
  • 100% of AR Reports received are processed, additional reports completed includes reports previously pending workflow completion.
  • Signal Assessment & Review:
    • Signals Prioritized: 29
    • Signals Completed: 54
    • Remaining outstanding: 11
  • Note that a breakdown of Risk Communications by Product Line is not yet available
  • Total Risk Communications Issued:
    • HC Issued: 108 Previous FY: 102
  • Market Authorisation Holders (MAH) Issued: 60 Previous FY: 60
Increased knowledge of post-market drug safety and effectiveness to inform decisions

Increased capacity in Canada to address priority research on post-market drug safety and effectiveness
  • Also see: Canadian Institute for Health Research, Strategic Priority Research, Targeted Oversight
  • DSEN partners have engaged international partners implementing related initiatives (e.g. EnCepp in EU; Sentinel in U.S) to share best practices and explore opportunities for data sharing.
  • Health Canada (HC) and CIHR collaborated to develop the DSEN Performance Measurement and Evaluation Framework which will be submitted for approval by senior HC and CIHR management in Spring 2010.
  • HC and CIHR collaborated to hold a Best Brains Exchange in March 2010 titled "The Methods Gap: What Can Pharmacoepidemiology Tell Decision Makers About Drug Safety and Effectiveness?" This one day event brought together Canadian and international drug policy decision makers (including senior officials from HPFB) and scientific researchers to discuss and promote international collaboration on actions to improve the availability and quality of information required to make evidence-based decisions. Based on survey, overall participant satisfaction for the event was 84%, with an average score in meeting participants' top two expectations at an average of 76.
  • The Health Canada DSEN Implementation Project Team was established by HPFB. One goal of this Team (composed of representatives from HPFB and FNIHB) is to collate research questions from HC staff for consideration as part of the DSEN's national research agenda. Two calls for HC research questions for the DSEN to undertake were made during this period with questions from the first round submitted to Canadian Institute for Health Research (CIHR) for consideration in the launch of the first DSEN funding opportunity.
Improved ability to monitor and control importation of health products
  • National Customs Refusal Database in final stages of development and planned to be rolled out early FY 10/11. This will permit tracking of shipments refused entry that were referred to Health Canada due to an import alert. Once a database is implemented a target can be established in FY 11/12.
  • All importers of inadmissible health products notified of the violation. Health Canada "Its Your Health" information sheet regarding dangers of buying drugs over the Internet, letter from RCMP regarding counterfeit drugs, copies of Public Warnings/Advisories and/or refusal notices sent to personal use importers as appropriate. Health Canada is looking at other communications pieces to warn Canadians of dangers of counterfeit drugs and medical devices.
Health Canada Health Products Rapid Response Existing Resources 0.00 0.00 Improved ability to respond with better tools when safety incidents occur New tools on hold due to delay in new legislation.
Health Canada Consumer Products Active Prevention 41.0 4.16 2.47 Increased awareness and understanding of product safety obligations by consumer products industry
  • Key to supporting industry awareness of product safety obligations is the development of industry guides for consumer products. In 2009-10 a number of guides were completed (e.g. lighter requirements, children's jewellery, tents, second hand products)
  • Included were updates to the following publications:
    • Guide to Cosmetic Ingredient Labelling
    • Quick Reference Guide to the Hazardous Products Act for Manufacturers, Importers, Distributors and Retailers, 2009.
Increased awareness and understanding of standards by consumer products industry
  • A Memorandum of Agreement with Standards Council of Canada in place to support consumer & small business participation in the National Standards System
  • Implementation and support of ISO product safety standard with Canadian Safety Association
  • Trilateral collaboration between Health Canada, the US Consumer Product Safety Commission (CPSC) and the European Union has begun to identify solutions for addressing corded window covering products.
  • Crib standards and test methods are in the process of being adopted by US CPSC and the American Society for Testing and Materials (ASTM).
  • Machinery Noise Declaration standards have been drafted.
  • Second draft document completed of revisions to the Canadian Mammography Quality Guidelines.
  • Ongoing lead of, and participation in, standards committees, e.g. International Electrotechnical Commission & Organization for International Standardization in areas of acoustics, electromagnetics, X-ray devices & laser and electro optics.
Increased awareness and understanding of consumer product safety issues by consumers
  • Consumer Product Safety publications continue to be popular with stakeholders and the public in general. Is Your Child Safe is the most popular and covers many common subjects relevant to homes with children. Just under 200,000 copies were circulated in both official languages. Second on the list is Safety with Radar - popular for children's events - approximately 50,000 copies were circulated.
  • Launch of the online consumer safety portal with a complete user-friendly section on children's products, social media features, a survey and easy-to-navigate design.
  • Development of a consumer-friendly advisory template and a department-wide standard operating procedure for the production of risk communications; improved use of social media (particularly Twitter) for the dissemination of advisories, warnings and recalls.
  • Promotion of the new consumer product safety online complaint/incident form.
  • Safety Code 6 (2009) associated communications products, such as fact sheets & FAQs have been developed.
  • The following Its Your Health documents were published on the HC Internet: 1) Airport Body Scanners 2) the Safety of Compact Fluorescent Lamps.
  • Drafting of revisions to It's your Health documents 1) Community Noise Annoyance, 2) Aircraft Noise & 3) Personal Stereo Systems Noise (awaiting publication).
  • Updated the HC Internet page on sun safety.
  • Complete analysis of Web sections for Consumer, Food and Health product safety pages (800+ Web pages) was completed
  • New Web page dedicated to showcasing Health Canada's social media
  • Four social bookmarking sites added to the Health Canada site (Digg, Delicious, Facebook and Twitter)
  • New YouTube channel created just for Health Canada and launched December 23, 2009.
  • More than 2,000 followers on Twitter receiving instant updates on consumer recalls, advisories and warnings.
  • Horizontal development of a clear writing guide for the department.
  • Launch of the department's first widget, allowing users to attach a self-updating feed to their own websites for news on Health Canada's advisories, warnings and recalls.
  • The Contact Centre put in place a new software system designed to track and consolidate consumer inquiries (2009 statistics: approximately 22,224 calls and 28,536 emails were handled by the Contact Centre)
Health Canada Consumer Products Targeted Oversight 15.7 2.10 1.15 Improved timeliness and quality of information on consumer product safety
  • In 2009-10 Health Canada, Consumer Product Safety had a total of 7,844 unique subscribers. Consumers are now able to subscribe to product safety information being published (e.g. advisories, warnings and recalls) in both official languages.
  • Product safety complaints/incidents have been steadily increasing over the last four years (2006-07 567 complaints; 2007-08 - 672; 2008-09 - 944; 2009-10 - 1102).
  • Of the 1,102 complaints received in 2009-10, Health Canada met its service targets, responding to 100% of complainants and met its service standard following-up with 100% of companies. Depending on the severity of the incident reported, actions could include product inspection with follow-up and enforcement actions, including recall or public advisory, as appropriate. In addition, follow-up with the companies in question to ensure appropriate actions have been completed.
  • Data suggests the increase in reporting by consumers is linked to the increase in subscriptions to the recall website and is an indicator of increased consumer awareness of risks associated with consumer products.
Improved Cosmetic Regulations under the FDA
  • Amendments to the Cosmetic Regulations under the Food and Drugs Act were drafted, however; amendments were not introduced into the House due to the prorogation of Parliament.
  • Work was initiated on the use of Sunscreen by consumers (for purposes of classification regulation).
  • Through increased capacity and improved efficiency the notification process for cosmetics resulted in the reduction of the backlog to almost zero. Future improvements to IT systems will further improve the processing of notifications.
Increased sharing of information with international regulators
  • Continued implementation of the Memorandum of Understanding with China on the safe manufacturing of consumer products. A number of technical working group meetings were completed.
  • Preliminary discussions have occurred with Vietnam.
  • MOU with EU being addressed under FT negotiations.
  • Ongoing bilateral discussions with the US and Australia.
  • Continued participation as a member of the Scientific Oversight Committee, which oversees the International Electromagnetic Frequency (EMF) Project (World Health Organization). This project gathers information regarding completed, active and proposed research into the effects of electromagnetic radiation on human health.
  • Ongoing lead of, and participation in, standards committees, e.g. International Electrotechnical Commission & Organization for International Standardization in areas of acoustics, electromagnetics, X-ray devices & laser and electro optics.
Health Canada Consumer Products Rapid Response 17.9 3.40 3.95 Improved legislative authority and regulatory tools for consumer products
  • Due to the prorogation of Parliament in 2009-10 the Canada Consumer Product Safety Act (CCPSA) did not receive Royal Assent. The CCPSA (Bill C-36) was re-tabled in the House of Commons on June 9, 2010.
Improved legislative authority and regulatory tools for radiation-emitting devices
  • Completed international environmental scan, and held a consultation workshop with internal Health Canada collaborators.
  • Review and analysis of existing public opinion research and stakeholder concerns listed on the PWGSC web site concerning radiation emitting devices.
  • Developed proposal outlining evidence needed to summarize health and safety risks associated with radiation emitting devices to feed into the Issue Analysis Summary.
  • Legal analysis of REDA authorities is ongoing.
  • Developed work plan for enhanced collaboration with the Medical Devices Bureau and the HPFB Inspectorate.
Improved monitoring of consumer and cosmetic products In 2009-10 compliance and enforcement activities continue as per cyclical enforcement plan:
  • Toys - heavy metals: 2009-2010: 55 samples- 89% compliant (2008-09: 95%)
  • Toys - noise: 2009-2010: 120 samples - 100% compliant (2005-06: 96%)
  • Utility Lighters: 2009-2010: 15 samples- 7% compliant
  • Halloween costumes: 2009-2010: 22 samples- 95% compliant (2008-09: 84.2%)
  • Glazed Ceramics: 2009-2010: 121 samples- 92% compliant (2004-05: 67%)
  • Children's products e.g. furniture, learning products: 2009-2010: 31 samples- 90% compliant (2007-08: 79%)
  • Children's Jewellery: 2009-2010: 107 samples- 60% compliant (2008-09: 74%)
Health Canada Pesticide Regulation Active Prevention 6.9 1.34 1.15 Increased industry (manufacturers and retailers) awareness of risks and related regulatory requirements
  • Completed analysis of information relevant to program design/delivery to be initiated in 2010-11 related to quality assurance for pesticide manufacturing.
  • Contributed to ongoing internal discussions relating to treated articles policy/regulatory approach that included some discussions vis a vis compliance approach.
  • Ongoing work related to vendor knowledge of and related capacity to comply with legislation e.g., only offer for sale registered products.
  • New program methodology for active prevention related to the use of structural pest control products by property managers was developed to provide further insight into causality i.e., why compliance exists/does not exit.
  • Ongoing discussions with FPT on possible consumer product related programs/activities. Some interest related to Active Prevention related to the use of unregistered non conventional products e.g., garlic.
  • Additional work completed aimed at creating further transparency related to compliance work and decisions.
Health Canada Pesticide Regulation Rapid Response 8.0 1.00 0.76 Improved monitoring of pest management products using a risk management approach
  • Targeted inspections were conducted of manufacturers and vendors of consumer products. More than 200 vendors of pet products inspected nationally - with lack of knowledge of regulatory requirements being the key reason for non-compliance.
  • Some work done in relation to border integrity (under HC Improving Together pilot project).
  • Consultations held with US EPA colleagues in relation to common challenges related to imported unregistered products, false and misleading product claims, best practices.
  • In BC, Quebec and Ontario, a number of detected situations of non-compliance resulted in follow up. Many non-compliant consumer products were for use on pets.
Health Canada Food Nutrition Active Prevention 29.6 4.90 4.78 Establishment of the appropriate instrument or mix of instruments, including regulatory and non-regulatory measures (standards, policies, etc.) to address immediate areas of concern HC developed and published several guidance documents that provided Canadians with better information on what they are eating and how to handle food safely, e.g., caffeine, allergens, fresh produce and powdered infant formulas.

As part of its Amendments to the Food Additive Tables, Health Canada published 9 Interim Marketing Authorization notices in Canada Gazette Part I.

Health Canada published in Canada Gazette Part II three regulatory amendments for food additives for a total of 13 submissions. Amendments have been drafted for several other additives and publication is expected in Summer 2010.
Increased understanding of food safety risks by HC, PHAC & CFIA
  • Risk mapping model and tool has been developed and implemented.
  • Risk profiling & prioritization activities underway.
Increased engagement by Canadians in the regulatory system

Increased industry knowledge regarding food labelling
  • Public consultations, including an on-line consultation were completed on the enhancement of the system for precautionary labelling of allergens in food. The purpose of the consultations was to provide stakeholders the opportunity to comment on whether and how precautionary labelling on food should be regulated. As well, HC hosted two technical consultations 1-to permit the use of the enzyme asparigenese -2- Proposed maximum limits for the presence of Mycotoxin Ochratoxin A in foods.
  • Contribution to the Nutrition Facts Education Initiative (NFEI), a collaboration between Health Canada and the food industry's trade association - Food and Consumer Products Canada (FCPC), to help further nutrition labelling education with Canadians.
  • A three-year food safety campaign was launched, starting with relevant Public Opinion Research, development of creative aspects, media planning, printing, and Web development. A radio ad campaign promoting Safe Food Handling for Adults 60+ ran nationally from March 22nd - 31st.
  • More than 90,000 safe food handling HC publications shipped from the distribution centre in 2009-2010.
Increased industry understanding of and engagement in the development and implementation of food safety risk mitigation processes

Improved international collaboration in addressing common import risks
  • The departmententered into a number of formal arrangements (Letters of Understanding, Memoranda of Understanding) with major International regulatory counterparts to enhance collaboration (e.g., European Food safety Authority (EFSA), Australian National Measurements Institute (NMI).) to support rapid information sharing and to facilitate work sharing opportunities.
  • The department formed collaborations with several national and international partners to validate, develop, disseminate and advise on laboratory testing methods related to the four FCSAP priority areas (allergens, natural toxins, emerging foodborne pathogens and bioactives).
  • The Executive Board of the World Health Organization (WHO) adopted the resolution Advancing Food Safety Initiatives. The resolution, led by HC and other Canadian partners, aims to advance global food safety initiatives and augments the recommendations in earlier resolutions.
  • HC has begun to increase its engagement of stakeholders and the public. Most importantly, it has established a Food Regulatory Advisory Committee to provide broad expert advice on matters related to the safety and nutritional quality in food.
Health Canada Food Nutrition Rapid Response 1.3 0.20 0.17 Increased public understanding of food safety risks, alert systems and safety systems
  • A survey was conducted in February 2010 by Ekos for HC, the conclusions of which provided useful information regarding Canadians' knowledge and behaviours related to food safety.
Canadian Food Inspection Agency Food Safety Active Prevention 114.2 20.10 16.40 Increased understanding of food safety risks by HC, PHAC & CFIA
  • Risk mapping model and tool has been developed and implemented.
  • Risk profiling & prioritization activities underway.
Establishment of the appropriate instrument or mix of instruments, including regulatory and non-regulatory measures (standards, policies, etc.) to address immediate areas of concern
  • Development of proposed regulatory regime for the imported food sector.
Increased industry understanding of and engagement in the development and implementation of food safety risk mitigation processes

Improved international collaboration in addressing common import risks
  • Importer licensing policy approved.
  • Engagement of international partners specifically with through agreements with China, enhancement to Mexico agreement, and with the US.
  • Requirements documentation for identification & verification of IMFS drafted.
  • Internal & government partners consultation complete on Guide to Food Safety.
Increased engagement by Canadians in the regulatory system

Increased industry knowledge regarding food labelling
  • Consultations planned for the purposes of regulatory amendments.
  • CFIA conducted consultations with stakeholders on Guide to Food Safety.
Canadian Food Inspection Agency Food Safety Targeted Oversight 77.0 13.20 8.30 Increased verification of industry food safety measures
  • 9 new inspector training courses are in various stages of development to support enhanced inspection.
Improved ability to monitor and control importation of food
  • Preliminary Project Approval (PPA) for the IM/IT Enabled Business Projects granted by Treasury Board.
  • Implementation of foundational elements under PPA continues.
  • Development of EPA submission for functional enhancements continues.
  • 40 port of entry investigations completed.
  • 107 post-entry verifications conducted.
  • 6 targeted inspections since December 1st (BC West).
Canadian Food Inspection Agency Food Safety Rapid Response 32.2 6.00 8.60 Timely and efficient recall capacity
  • Increased hiring and training of inspection staff.
Increased public understanding of food safety risks, alert systems and safety systems
  • Farm to Fork and Safe Food Handling videos were recorded in February.
  • The public opinion research campaign was launched in February with the goals of identifying the public's confidence in food safety in Canada and other countries, of reporting on awareness of food recalls, and of identifying the resources the public use to gather information on food safety.
  • Brochures for at-risk populations (the elderly, pregnant, and immuno-suppressed) are in progress, and may be released in collaboration with Health Canada, who are working on a similar initiative.
  • The Food Safety Portal has begun to be communicated to establishments such as restaurants and retirement homes, and a social networking strategy is coming into effect.
  • The CFIA is responding to public and industry queries as a result of increased awareness of the FCSAP. A number of stakeholder outreach initiatives, including industry and consumer conferences, information sessions, and workshops.
Public Health Agency of Canada Infectious Disease Prevention and Control Active Prevention 18.3 4.00 3.20 Increased understanding of food safety risks by HC, PHAC, & CFIA
  • Surveillance (C-Enternet) activities were expanded to include sampling/testing to identify high risk imported products to target for prevention.
  • Identification of pathogens; also established MoA and started activity at a second sentinel site in BC.
  • Next-generation laboratory method (MLVA) jointly developed and evaluated for E. coli and Salmonella by PHAC with US CDC.
  • PulseNet Canada is nearing rollout of the E. coli MLVA method to all PulseNet Canada members.
  • New technology platforms have been assessed for future use in increasing capacity for real time surveillance of enteric bacterial disease.
  • Expansion of the capacity of PHAC's web-based outbreak summary reporting system, developed with P/T input, which allows standardized dissemination of the results of disease outbreak investigations. Following the 2008 launch of an Enteric Module of the application in BC, both the Enteric Module and the Respiratory and Vaccine Preventable Disease Module were launched in NS in October 2009. PHAC is working with partners towards the launch of the application in other P/Ts throughout 2010.
  • PHAC - New technology platforms have been assessed for future use in increasing capacity for real time surveillance of enteric bacterial disease.
Public Health Agency of Canada Health Promotion/Chronic Disease Prevention and Control Targeted Oversight 8.0 1.00 0.47 More and better data on accidents, injuries, illnesses and deaths due to consumer products

Engagement of risk assessment stakeholders
  • CCMED database development continued
  • CHIRPP expansion
  • Knowledge translation and dissemination through CHIRPP reports and Injury in Review - focus on Consumer Product Safety
Canadian Institute of Health Research Strategic Priority Research Targeted Oversight 27.1 2.30 1.90 Increased knowledge of post-market drug safety and effectiveness to inform decisions

Increased capacity in Canada to address priority research on post-market drug safety and effectiveness
  • Also see: Health Canada, Health Products, Targeted Oversight
  • The establishment of the DSEN Coordinating Office at CIHR was completed with the appointment of the DSEN Executive Director in January 2010.
  • CIHR opened nominations for membership to the DSEN Steering Committee (DSC) in February 2010. The DSC membership is targeted to be named in Spring 2010. The DSC will advise on the strategic direction and research priorities of the DSEN. Senior management from SPB and HPFB (three members) will represent HC on this committee.
  • CIHR launched the Catalyst Grant: Drug Safety and Effectiveness in Aug 2009 resulting in 14 research projects being funded in March 2010 using the $1 million DSEN grants and an additional $0.33 million funded through partnerships with 5 CIHR Institutes/Initiatives valuing $0.33 million for a total research investment of $1.33 million. The first DSEN research is anticipated to be completed in the spring of 2011, and dissemination of the research evidence and knowledge translation will start after the spring of 2011.
Total 489.4 78.40 66.23    

Comments on Variances:

Health Products In 2009-10 the pre-submission meeting with industry target was not achieved. This was due primarily to backlog and other work load pressures. Additionally, the process has been in place for a number of years, hence there might be an understanding as to when to request a meeting and the type of questions and information that would require a meeting.

The target for mandatory reports processed was not achieved as a result of staff turnover and Branch budget limitations in the Pharmacovigilance unit. Limited staffing now initiated within 2010-11 budget allocations.

With Border Integrity two performance measures listed are not the most representative of the programs success. As the program develops and evolves in 2010/11, the available tools will be reviewed and more representative performance measures will be developed.
Consumer Products Due to the prorogation of Parliament in 2009-10, Royal Assent of the proposed Canada Consumer Product Safety Act did not take place. Several planned activities, including staffing, were deferred which resulted in a variance of ~1M.

The planning schedule for the development of IT systems for Mandatory Reporting of Product Safety Incidents was amended due to delays in the passage of the proposed Canada Consumer Product Safety Act, which includes provisions for mandatory reporting. This resulted in a planned transfer of 1M in O&M funds for system development to be deferred until 2010-11.
Food Safety The second year of the Food and Consumer Safety Action Plan for the CFIA saw a continued effort to provide the necessary training to enhance the capability of for the additional capacity acquired in year one . Additionally, foundational work in a number of areas (e.g. establishment of policies) was completed, which will facilitate achievement of expected outcomes. Funds lapsed are being carried forward.

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

N/A

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


Name of Horizontal Initiative:

Early Childhood Development and Early Learning and Child Care

Name of Lead Department(s):

Health Canada (HC)

Lead Department Program Activity:

First Nations and Inuit Health Programming and Services

Start Date of the Horizontal Initiative:

ECD - October 2002
ELCC - December 2004

End Date of the Horizontal Initiative:

ECD Strategy - ongoing.
ELCC Single Window - ongoing.

Total Federal Funding Allocation (start to end date):

$365 million 2002-03 to 2006-07 (ECD $320 million and ELCC $45 million). ECD $65 million and ELCC $14 million/year on going.

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

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). $14 million/year ongoing.

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 ($14 million ongoing) to improve integration and coordination of two ECD programs-- Aboriginal Head Start on Reserve and the First Nations and Inuit Child Care Initiative-- beginning in 2005-06.

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.

Joint planning will also include INAC-funded child/day care programs in Alberta and Ontario.

Shared Outcome(s):

The federal ECD Strategy 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 funding approved in December 2004 for ELCC for First Nations Children Living on Reserve and Working Towards the First Phase of a Single Window" 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.

Governance Structure(s):

  • Interdepartmental ECD ADM Steering Committee;
  • Interdepartmental ECD Working Group.
($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2009-10
Actual Spending for
2009-10
Expected Results for
2009-10
Results Achieved in
2009-10
1. Health Canada 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.

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.
21.519

7.500
27.293 (ECD and ELCC) Program support and enhancement

Increase integration, coordination, access, and quality
Approximately one third of AHSOR sites across Canada use outreach/home visiting as a way of increasing the number of children that they are able to serve, and a significant number of these sites rely on outreach/home visiting as the sole means of providing services to children.

In 2009-10, a review of AHSOR Community Exchange Program was completed which provided a clear picture of the progress of the program, the perceived benefits and challenges for participants, the lessons learned to date and recommendations for future improvements. The program objective is to provide an opportunity to AHSOR community workers to share their knowledge and experiences and to explore how other First Nations communities operate their AHSOR sites.

Work continues with partner departments to improve integration and coordination among AHSOR, Human Resources and Skills Development Canada's (HRSDC) FNICCI, and INAC funded daycares in Alberta and Ontario.
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 13.272 Complete the Mentoring Project Special Study to guide mentoring projects and to provide further training and support

Support and evaluate FASD Community Coordinator pilot projects towards the development of an evidence-based project framework

Develop strategies to incorporate findings on support for FN/I women with addictions
The FNIHB FASD Mentoring Program Special Study was completed in March 2010.

Nine FASD Community Coordinator pilot projects have been completed. Eight of the projects participated in a group review process and three have completed their individual consultations. The remaining individual consultations will be completed by June 2010.

Year one of the two year project was successfully completed.
c. Capacity Building 5.075 (2002-03 through to 2006-07; 1.015/year). 1.015/ year ongoing.

Committed in 2002.
1.015 0.868 Increase capacity with National Aboriginal Organizations

Enhance capacity of community ECE practitioners
As part of the 2002 Federal Strategy's capacity-building component, Health Canada provides funding to build capacity and expertise relating to early childhood development to National Aboriginal Organizations. In 2009-10, funds were provided to the Assembly of First Nations (AFN), the Inuit Tapiriit Kanatami (ITK), and the Native Women's Association of Canada (NWAC). As well, Indian and Northern Affairs Canada is providing annual funding to Pauktuutit Inuit Women of Canada. In 2009-10, funding enabled these organizations to contribute to the development of the Federal Strategy through strategic planning and capacity building in their own organizations.

Funding from the Federal Strategy 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 (NAHO).

Horizontal training funding was provided to regions to support training for ECD workers in AHSOR and FNICCI sites. HC is working to develop a training strategy for ECD and other community workers that will lead to culturally appropriate training and certification of providers of healthy child development programming on reserve, and support coordination between HC, HRSDC and INAC programs.
2. PHAC
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 10.788 Enrolment in the AHSUNC program has increased by almost 10%. Program expansion and enhancement will address the increasing special needs requirements of children and provide staff with the tools to address these needs. AHSUNC program has maintained enrolment levels (i.e. 6.1% increase of children since 2004). Expansion of services and support for at-risk children and their families includes increased use of assessment tools to screen for special needs and developmental delays.
Child and Adolescent Health Promotion b. Capacity Building 2.500 (2002-03 through to 2006-07; 0.500/year) and ongoing
Committed in 2002
0.500 0.236 Increased capacity Capacity building and increased capacity in early child development program evaluation through training workshops (Evaluation and Brigance Screen overview) and meetings in Halifax and Ottawa.
3. HRSDC 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

21.000 (2005-06 through to 2007-08; 7.000/year). 6.500/ year ongoing.

Committed in 2005
9,140 and on-going

6,500 and on-going
9,140

6,500
Program expansion and enhancement

Increase program integration, coordination, access and quality
Approximately 8,500 child care spaces supported in 462 First Nations and Inuit sites and administered through 58 Aboriginal Human Resource Development Agreement (AHRDA) holders.
Lifelong Learning-
HHR
b.
Research and Knowledge
21.200
(2002-03 through to 2006-07); 4.240/year and ongoing.

Committed in 2002.
4,240 and on-going 0,900 for ACS

0,700 for AUEY
Information on the well-being of Aboriginal children through an Aboriginal Children's Survey (ACS) and the Aboriginal component of "Understanding the Early Years" (EUY). Data from the 2006 Aboriginal Children's Survey were released in October 2008 and made available to the policy research community. Series of papers, profiles and presentations on well-being of First Nations, Métis and Inuit children have been produced or are under preparation.

The project with the Prince Albert Grand Council, under the Understanding the Early Years initiative (UEY), engaged the community and completed its data collections. Several other UEY projects included activities for Aboriginal children and their families.
4. INAC The people- social development a. Family Capacity Initiatives 5.050 (2002-03 through to 2006-07; 1.010/year 2007-2008 and ongoing.

Committed in 2002.
1.010 and on-going 0.999 Partnerships with other government departments and First Nations to support increased coordination/integration of ECD programs and services Provided capacity funding to Pauktuutit Inuit Women of Canada, supported Health Canada and the Public Health Agency of Canada to fund research, and supported Inuit Tapiriit Kanatami for a National Inuit Gathering.
Total     ECD: 320.000
(60.000 in 2002-03 and 65.000/year through to 2006-07); 65.000/year ongoing.

ELCC: $45.000
(14.500 in 2005-06; 15.300 in 2006-07; 15.200 in 2007-08);
and $14.000/year ongoing.
ECD: 65.000/ year ongoing.

ELCC: 14.000/ year ongoing.
     

Comments on Variances:

HRSDC is currently evaluating the possibility of merging data collections on Aboriginal adult and children within an overall Aboriginal data strategy, in which INAC will assume the leadership.

The Aboriginal component of Understanding the Early Years initiative: While the planned spending column reflects an ongoing allocation of $800,000, the actual spending column reflects the actual funds ($700,000) transferred annually to the Initiative.

PHAC planned spending represents the total program budget including departmental corporate costs. Actual expenditures are net of corporate costs (EBP and salary), resulting in an over-estimation of variances.

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

N/A

Contact information:

Cathy Winters
Senior Policy Coordinator
Children and Youth Division
First Nations and Inuit Health Branch, Health Canada
Postal Locator: 1920D Tunney's Pasture, Ottawa
Telephone: (613) 952-5064
Fax: (613) 952-5244
E-mail: cathy.winters@hc-sc.gc.ca


Name Horizontal Initiative:

Federal Tobacco Control Strategy 2007-2011

Name of Lead Department(s):

Health Canada (HC)

Lead Department Program Activity:

3.4 Substance Use and Abuse

Start Date of the Horizontal Initiative:

2001-02

End Date of the Horizontal Initiative:

2007-08 and ongoing

Federal Funding Allocation:

$368.5 M

Description of the Horizontal Initiative (including funding agreement):

The FTCS establishes a framework for a comprehensive, fully-integrated, and multi-faceted approach to tobacco control. It is driven by the longstanding commitment of the Government of Canada to reduce the serious and adverse health effects of tobacco for Canadians. It focuses on four mutually reinforcing components: prevention, cessation, protection, and product regulation.

Shared Outcome(s):

The long-term outcome of the FTCS is to reduce tobacco-related disease and death in Canada.

To pursue this long-term outcome, the FTCS will contribute the following tobacco control goal and objectives for April 1, 2007 to March 31, 2011.

Goal: Reduce overall smoking prevalence from 19% (2005) to 12% by 2011.
Objectives:

  • 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 World Health Organization's Framework Convention on Tobacco Control; and
  • Monitor and assess contraband tobacco activities and enhance compliance.

Governance Structure(s):

Resources for the implementation of the FTCS were allocated to a number of departments and agencies. 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 (PSC): administers contribution funding for monitoring activities in connection with determining levels of contraband tobacco activity. PS also provides policy advice and support on smuggling issues and leads Canada's delegation that is negotiating an international protocol on illicit trade in tobacco products
  • Office of the Director of Public Prosecutions (ODPP): 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): 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): 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): responsible for monitoring and assessing of the contraband tobacco market in Canada and internationally, as well as improving the administration of assessment and collection of new tobacco taxes on imported tobacco.
($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2009-10
Actual Spending for
2009-10
Expected Results for
2009-10
Results Achieved in
2009-10
HC Substance Use and Abuse FTCS $287.34 $52.88 $49.51 The FTCS has set a 4-year goal to: Reduce overall smoking prevalence from 19% (2005) to 12% by 2011. All activities are expected to contribute towards achieving this result. Latest available data (2008) reported a 17.9% overall smoking prevalence. The results below contribute to Health Canada's efforts to reduce the overall smoking prevalence to 12% by 2011.

84.3% of tobacco retailers are in compliance with regulations restricting underage youth from purchasing tobacco products, marking a significant increase from 69.8% in 2000.

A step forward in improving the regulatory framework controlling tobacco was Health Canada's support to the Government for the passage of Bill C-32, Cracking Down on Tobacco Marketing Aimed at Youth Act, which received Royal Assent in October 2009 and will help to reduce the use of tobacco products by Canadian youth. Program results show that Health Warning Messages on tobacco product packaging are effective, and retail compliance continues to be high.
PSC N/A FTCS $3.05 $0.61 $0.61 Enhanced partnership arrangement with Akwasasne Mohawk Police.

Leading in preparation and participation in the World Health Organization Framework Convention on Tobacco Controls.
See results achieved by Non-federal Partners below.

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) took place in 2009-10, in June/July and in March. These were the third and fourth negotiating sessions, respectively.
RCMP N/A FTCS $8.6 $1.72 $1.038
  1. Provide the Department of Finance, Health Canada and other partners with current updates on illicit tobacco trade activities.
  2. The RCMP monitors illegal activities at and along the CAN/U.S. border through the use of strategic detection and surveillance equipment.
  3. Expand cooperation with international and national law enforcement partners.
  4. Complete the first Progress Report for the Contraband Tobacco Enforcement Strategy implementation.
  1. 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.
  2. Continued border security through the use of sophisticated technology which permits detection and monitoring of illegal border intrusions, resulting in vital intelligence.
  3. Co-hosted the 2009 Joint U.S./Canada Tobacco Diversion Workshop with American and Canadian agencies and presently preparing the 2011 Workshop to be held in April 2011. This event brings together members of Canadian and American law enforcement and regulatory agencies who have a vested interest in the illicit tobacco market whether it pertains to smuggling, counterfeit, stolen or other illegal activities. In recent events, the TDW has also included an increasing number of international guests as participants and speakers also involved in tobacco enforcement efforts. The workshop is part of an ongoing commitment by all of the above noted agencies to address the growing illicit tobacco market and its cross-border flow through an integrated policing and intelligence sharing approach.
  4. Released the first Progress Report for the implementation of the Contraband Tobacco Enforcement Strategy, which has been made public and in available online at the RCMP Customs & Excise website.
  5. The two (2) national tobacco analysts have attended several training courses regarding contraband tobacco as both students and presenters; they include:
    Interprovincial Investigations Conference: The aim is to develop, increase and maintain cooperation among all those who are involved in combating the contraband tobacco market by providing current information and contacts in other jurisdictions
    IBET Analyst/Intelligence Officer Workshop: This provided an overview on Crime trends, technology strategy and regional overviews.
    ATF Alcohol & Tobacco Diversion School: The purpose of the course is to provide instruction on the many various aspects of contraband trafficking, covers topics such as U.S. laws and regulation, sources of intelligence and information; current contraband trafficking trends and schemes.
  6. In 2009, the RCMP seized approximately 975,000 cartons of illicit cigarettes, and approximately 34,000kgs of contraband fine cut tobacco.
ODPP N/A FTCS $12.22 $2.44 $2.35 Expected results for 2009-10 will be reported through the ODPP's Report on Plans and Priorities.
  1. Approximately $6M has been recovered for all fines as of YE 2010 an increase of 16% over the previous year. Over 1,700 files were settled. This concerns all fines, not only tobacco related.
  2. Due to the substantial increase policing and border patrol efforts, the number of convictions in cigarette contraband and other tobacco related fines, the inventory of fines is now at 872 files of which 658 are solely contraband. The recoverable amount for these fines is at $15.6M.
  3. Implementation of set-off with CRA alone has accounted for almost 800K in fines (this is included in point # 1. Set-off is one of the most cost effective methods of recovery. This
  4. Of 2,253 fines paid in set-off, the majority of fines fully satisfied were in the $0 to $10K range. This inventory comprised of old fines where individuals could not be located. Reduction of this inventory will permit units to concentrate their efforts on larger fines.
  5. Registration of native fines with CRA's set-off program is bearing fruit. While we are unable to seize native assets on reserves, we are allowed to seize any GST or income tax refunds to an individual via set-off as long as they file a return.
  6. Over 7200 interventions were registered during this period.
  7. 268 individuals were incarcerated for failure or refusal to pay their fines during this period, of which 27 opted to pay their fines in lieu of remaining in custody.
CRA

Assessment and Benefit Services (previously Assessment and Collections)

Excise and GST/HST Directorate/ Legislative Policy and Regulatory Affairs Branch
N/A FTCS $4.44 $0.89 $.2

$.69
  1. 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.
  2. Verify Export activity.
  3. Expand cooperation with international and national law enforcement partners.
  4. Work with stakeholders to monitor and assess the effectiveness of measures used to reduce contraband tobacco.
  5. Provide the Department of Finance with advice in the development of policy and the determination of the magnitude and timing of future tax increases.
  6. Support RCMP enforcement activity.
  1. Systems and reporting capabilities were maintained as required to meet program requirements.
  2. The Tobacco Enforcement Verification Program (field) effectively monitored the movement of exported tobacco products.
  3. Excise duty officers performed audit and regulatory reviews of licensed manufacturers to ensure compliance with legislative requirements.
  4. 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.
  5. Met with the Department of Finance as required. Provided industry and product information.
  6. Supported RCMP enforcement activity by providing information about specific tobacco transactions as well as expert testimony and affidavits.
CBSA Risk Assessment a. FTCS

b. Loss of Duty Free Licensing
$52.8 $10.56 6.15
  1. Provide advice to Department of Finance on matters that will impact the future tax structure on tobacco.
  2. Monitor and report on the contraband tobacco situation in Canada.
  3. Expand cooperation with international and national law enforcement partners.
  4. Collection of the tobacco duties imposed on personal importations of returning Canadians.
  1. Attended monthly meetings with Department of Finance and partners to discuss and serve as a reference for questions on tobacco issues.
  2. 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 and analysts to infiltrate the marketplace, gather intelligence, liaise with other agencies and process their files has resulted in: an increase in targets for examination, for both companies and individuals; identification of possible risk elements not previously perceived; awareness of emerging trends and threats.
  3. Actively participated in Joint Force Operations with law enforcement partners across the Regions. Developed and maintained contact with international tobacco enforcement personnel.
  4. In 2009-2010, CBSA front line officers collected duties and taxes from previously exempted personal importations of tobacco
Grand Total: $368.47 $69.10 $60.55    

Comments on Variances:

In 2009-10, $2.5 million in Tobacco contributions were transferred from the Regions and Program Branch's Tobacco Program to cover Departmental funding pressures.

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

Health Canada works with a variety of partners (e.g. Provinces, Territories, NGOs) to achieve results in reductions in tobacco control.

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


Name of Horizontal Initiative:

Chemicals Management Plan

Name/ 3. PAA of Lead Department(s):

Health Canada/Environment Canada

Start Date of the Horizontal Initiative::

FY 2007-2008

End Date of the Horizontal Initiative:

FY 2010-2011

Total Federal Funding Allocation:

$299.2 M

Description of the Horizontal Initiative:

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 and 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 augments Canadian competitiveness in an international market that is increasingly focused 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 2009-2010:

In Health Canada:

  • Health Products and Food Branch:
    • Food Directorate
    • Biologics and Genetic Therapies Directorate
    • Natural Health Products Directorate
    • Office of Science and Risk Management
    • Therapeutic Products Directorate
    • Veterinary Drugs Directorate
  • Healthy Environments and Consumer Safety Branch:
    • Consumer Product Safety Directorate
    • Safe Environments Directorate
    • Environmental and Radiation Health Sciences Directorate
  • Pest Management Regulatory Agency

In Environment Canada:

  • Environmental Stewardship Branch
    • Chemicals Sector 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

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.

Governance Structure(s):

HC shares the lead on the CMP with EC. The CMP consists of five inter-related program elements 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.

Federal Partners Program Activity Names of Programs ($ millions)
Total Allocation (from Start to End Date) Planned Spending 2009-10 Actual Spending 2009-10
Health Canada Sustainable Environmental Health

(Chemicals Management Sub-Activity)
a. Risk Assessment $9.9 $2.5 $ 2.5
b. Risk Management $50.1 $14.0 $ 11.91
c. Research $26.6 $10.9 $ 10.6
d. Monitoring & Surveillance $34.0 $11.5 $ 11.5
e. Program Management $5.4 $1.4 $ 1.32
Consumer Products a. Risk Management $12.6 $3.4 $ 3.03
Pesticide Regulation a. Risk Assessment $9.9 $3.1 $ 3.1
b. Risk Management $13.6 $4.2 $ 4.2
Health Products a. Risk Assessment $3.3 $0.8 $ 0.8
b. Risk Management $12.5 $4.3 $ 4.3
c. Research $2.5 $0.5 $ 0.5
d. Monitoring & Surveillance $1.1 $0.3 $ 0.3
e. Program Management   $0.1 $ 0.12
Food & Nutrition a. Risk Assessment $3.8 $1.2 $ 1.51
b. Risk Management $6.2 $1.9 $ 0.91
c. Research $1.2 $0.3 $ 1.11
d. Monitoring & Surveillance     $ 2.11
Environment Canada Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced a. Research $2.1 $0.0 $ 0.0
b. Monitoring & Surveillance $26.4 $7.3 $ 7.3
c. Risk Assessment $13.1 $3.1 $ 3.1
d. Risk Management $64.9 $19.3 $ 17.04
Sub-Total (Environment Canada) $106.5 $29.7 $ 27.4
Sub-Total (Health Canada) $192.7 $60.4 $ 59.7
Grand Total: $299.2 $90.1 $ 87.1

Expected Results for 2009-2010 (From 2009-2010 Report on Plans and Priorities):
Health Canada:

  • Increase level of Canadian public awareness of chemical management issues and actions being taken, including risks related to food chemical contamination, pesticides and consumer products.
  • Risk assessments are conducted and risk management objectives are met for regulations and other control instruments for substances and the products of biotechnology, including risks related to food contamination, pesticides and consumer products.
  • 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, including the use of pesticides, consumer products and items regulated under the Food and Drugs Act.
  • Enhanced knowledge of chemical contaminants of environmental origin and their impacts on human health with targeted risk assessment and regulatory decisions to reduce Canadians' exposure to these substances, including risks related to food chemical contamination, pesticides and consumer products.

Environment Canada:

  • Risks to Canadians and impacts on their environment posed by toxic and other substances of concern are reduced.
  • 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.

Results Achieved in 2009-2010:

A key component of the CMP is taking immediate action on the 200 highest priority chemicals identified in the Challenge program. Through the "Challenge to Stakeholders", information is collected and used to inform 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. As of March 31, 2010, all of the 12 batches under the CMP have been launched, and draft or final assessment decisions have been published for the 151 substances in Batches 1 through 9. 

All of the CMP risk assessments that were scheduled for publication during 2009-2010 were completed. These included the release of the final Screening Assessment Reports for Batches 4 to 7 and the draft Screening Assessment Reports for Batches 6 to 9. In total, draft risk assessment reports were published for 63 substances, or classes of substances, and final assessment reports were published for 65 substances, or classes of substances. In addition, a final assessment report on Aluminum salts, a substance on the second Priority Substances List, was published as well as assessment reports for six pesticide substances, 104 organotin substances and chlorinated naphthalenes as well as two substances from a pilot project for screen assessments initiated in 2001.

During 2009-2010, the assessment of approximately 160 chemicals that are primarily of interest to the petroleum industry gained momentum under the Petroleum Sector Stream Approach.Assessment work continued on approximately 70 petroleum substances (heavy fuel oil, gas oils, low boiling point naphthas and petroleum gases) that have been identified as being restricted to petroleum refineries and upgrader facilities (these are referred to as "site-specific" or "industry-restricted" petroleum substances). Strategies and methods to assess the remaining substances (or groups of substances) that require a risk assessment in the future, where the amount of scientific information on most substances is poor to very poor, continue to be explored and tested.

Under the Challenge, the launch of section 71 notices under the Canadian Environmental Protection Act (CEPA, 1999) took place to collect information for Batches 10, 11 and 12 (the final batches of substances in the Challenge). A Compliance Promotion Plan for information gathering initiatives under the CMP continued and stakeholder information sessions were held in Toronto and through a series of webinars offered in June 2009 and January 2010. These sessions explained the Challenge and provided stakeholders with guidance on how to submit information.

A section 71 notice was also launched for data collection on approximately 500 chemicals as part of the Domestic Substances List (DSL) Inventory Update. The information should complement information collected or generated as part of the DSL categorization process to inform prioritization of these substances and subsequent risk assessment and management activities.

As part of the Challenge, risk management approaches were published for 9 substances in batches 4 to 7 that met section 64* of CEPA, 1999 and risk management scopes were published for 13 substances in batches 6 to 9 that were proposed to meet section 64 of CEPA, 1999. This year, actions taken or proposed for substances assessed under the Challenge included proposed additions to Health Canada's Cosmetic Ingredient Hotlist (published October 23, 2009), proposed amendments to the registration of Naphthalene as an active ingredient in moth ball preparations (published December 15, 2009), and final regulations prohibiting the advertisement, sale or import of polycarbonate baby bottles containing Bisphenol A (BPA) - published March 31, 2010.

For substances where current exposure is not of concern, but where there are concerns that additional exposure could harm human health or the environment, the Significant New Activity (SNAc) regulatory instrument under CEPA, 1999 provides for information gathering and assessment prior to this significant new activity or use being initiated. SNAcs were either proposed or implemented for 42 Challenge substances concluded to either not meet section 64 of CEPA, 1999 or to not be in commerce in Canada. The implementation of SNAcs for approximately 153 non-Challenge high priority substances continued.

The Government of Canada continued to seek advice and input from the CMP Stakeholder Advisory Council (members include non-governmental organizations and industry). HC and EC co-managed three face-to-face meetings where the Council provided advice and input on CMP related activities. The Government also sought advice from the Challenge Advisory Panel on the application of precaution and weight of evidence in assessments under the CMP Challenge (Batches 6 to 9) and for one non-Challenge chemical.

Under the HC CMP Monitoring and Surveillance Fund, 19 multi-year projects are ongoing with 7 initiated in the 2009-10 fiscal year.  A call for proposals for the remaining 2010-2011 funds was launched and resulted in the allocation of the remaining $500K across the existing 19 projects. Preliminary results from the Canadian Health Measures Survey (CHMS) were released, showing a significant decrease in blood lead levels since 1978. Background material for the CHMS Exposure Report is under development. CHMS Cycle 2 was launched in September 2009 with younger children included in the survey.

The Maternal-Infant Research on Environmental Chemicals (MIREC) Study is monitoring environmental chemicals in mothers and newborns. Recruitment for the MIREC study 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.

Environmental monitoring programs have been integrated and augmented under the CMP to provide a truly National program, capable of meeting the government's existing monitoring commitments as well as being responsive to emerging chemicals of concern. These include environmental monitoring and surveillance of chemicals in air, water, sediments, fish and birds, as well as releases form wastewater and landfills.

To better understand the exposure and effects of a variety of chemicals that were identified as priorities under the CMP, an extensive, competitive research program on CMP priorities has continued. The CMP themes and priorities addressed the following areas: effects, exposure, tool/model development, endocrine disrupting compounds, metals, mixtures, perfluorinated alkyl compounds, and the approximately 3000 remaining priority substances. In addition, work continued on a directed research program to address gaps in regulatory knowledge of BPA.

Other CMP activities undertaken in FY 2009-2010 included:

  • The Northern Contaminants Program (NCP), which receives additional funds through the CMP for human health monitoring in the North, released its 3rd NCP Human Health Assessment Report in June 2009. This work was part of on the circumpolar Arctic Monitoring and Assessment Programme's corresponding Human Health Assessment Report.
  • The scope of the environmental health indicators program was re-oriented to serve the needs of users across Canada and a needs assessment was finalized.
  • Strategies to address medium priority substances are being developed. Strategies are being tested through the information collected on 500 substances representing a subset of the 3000 remaining priorities post March 2010. In addition, a plan to address certain azo or benzidine based substance linked to the colourant sector has been prepared.
  • Update of the CMP website was completed. All website information was posted as scheduled.
  • Outreach activities, including the preparation and publication of fact sheets on the CMP and ongoing headquarter and regional activities in support of risk management and risk communication such as workshops for stakeholders, continued on schedule.
  • Preparation continued for the draft lead toxicology review along with a draft risk management approach and recommendations for Blood Lead Guidance Revisions.
  • Working closely with stakeholders, finalization and implementation of 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.
  • A cost benefit analysis was carried out for the regulations prohibiting BPA in baby bottles.
  • The results of three BPA monitoring studies (survey of BPA in bottled water products, survey of BPA in baby foods pre-packaged in glass jars with metal lids, survey of BPA in canned powered infant formula) have been completed and published on HC's website.
  • New risk management strategies for food were explored for CMP high profile chemicals, including examination of regulatory changes such as updating tolerances for contaminants in foods based on current science, delisting food additives in the Food and Drugs Regulations, collaborating with stakeholders to develop industry guidance documents or encouraging industry to develop/use safer alternatives, providing advice to consumers on substances of concern, performing health risk assessments and adding substances of concern to the Total Diet Study
  • A draft guidance document on health risk assessment of foodborne genotoxic carcinogens was completed.
  • Advice was provided to the Canadian Food Inspection Agency on additions of substances to the compliance- based National Chemical Residue Monitoring Program, based on the findings of the CMP, and ways of improving the enforceability of administrative guidelines for environmental contaminants in food were explored.
  • As part of its commitment under 'Developing a Risk Management Strategy for Acrylamide in food', HC implemented an Acrylamide Monitoring Plan.
  • Canadian data on hazards and exposure to foodborne acrylamide was submitted to the Joint FAO/WHO Expert Committee on Food Additives to support the February 2010 international evaluation of acrylamide.
  • Stakeholder calls were held outlining food implications from the substances in batches 6 through 9.
  • Accelerating the re-evaluation of older pesticides, to determine if these pesticides meet today's health and environmental standards. As of March 31, 2010, 360 (90%) of the 401 older pesticides active ingredients have been addressed.
  • In FY 2009-2010, 9 new pesticide active ingredients were registered, one of which was a joint review or work share with other jurisdictions.
  • As a result of CMP funding, Health Canada has established a mandatory health and environmental pesticide incidents reporting program, where trends are assessed and regulatory action is taken when necessary. The evaluations of serious incidents and the first annual report have been published on Health Canada's Website.This year, the incident reports helped identify potential adverse reactions in cats and dogs from the use of flea and tick control products. Health Canada is now taking action to prevent overdosing in small animals and to address improper use or misuse of these pesticides.

* A substance is toxic if it is entering or may enter the environment in a quantity or concentration or under conditions that:

  1. have or may have an immediate or long-term harmful effect on the environment or its biological diversity;
  2. constitute or may constitute a danger to the environment on which life depends; or constitute or may constitute a danger in Canada to human life or health." (Section 64)

Comments on Variances:

  • $2M was transferred from Sustainable Environment Health (Risk Management) to the Food and Nutrition program. These funds were intended to increase capacity to perform food related assessment of CMP priority chemicals.
  • $100K was transferred from Sustainable Environment Health (Program Management) to Health Products to support coordination of input into CMP risk assessments.
  • $400K was transferred from Consumer Products to Sustainable Environmental Health Research. Planned Spending changed to reflect re-profiled resources under Risk Management ($17M vs. $19.3M before re-profile).

Results Achieved by Non-federal Partners:

N/A

Contact Information:

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

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



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 contract 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.

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 any consolidated acquisitions HC develops and implements.

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. In particular, HC implemented a fleet vehicle acquisitions standard, based on standardized national operational requirements and the most environmentally-friendly models available through Standing Offer.

Health Canada 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 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:

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 remained constant at 12 % (compared to 2008-09) of total fuel purchased for the fleet in 2009-10. In 2009-10, 33% of the new vehicle acquisitions were alternative fuel vehicles, resulting in 13% of the HC fleet being eligible to run on alternative fuel.

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

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. 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.

7. Results achieved:

The Department has met the green procurement training commitment set out in the Health Canada Sustainable Development Strategy 2007-2010. As of March 2010, 100% 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 tracking tool 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 (all purchases except those on acquisition cards).

In 2009-2010, Health Canada acquired approximately $200 million in services and goods. Of that total, environmentally friendly attributes were identified for 3.28 % of spending (slightly up from 3% of spend in 2008-09), while the environmental friendliness of 57% of the spend was identified as "unknown".

The Department will continue to work with PWGCS on identifying greening opportunities for procurement. Health Canada will also 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.



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)
2009 Spring Report of the Auditor General of Canada

Chapter 1-Gender-Based Analysis

Summary:
Gender-based analysis (GBA) is an analytical tool that can be used to assess how the impact of policies and programs on women might differ from their impact on men. GBA is intended to allow for gender differences to be integrated in the policy analysis process. The audit looked at seven departments whose responsibilities can impact men and women differently-The Department of Finance Canada, Health Canada, Human Resources and Skills Development Canada, Indian and Northern Affairs Canada, the Department of Justice Canada, Transport Canada, and Veterans Affairs. The audit examined whether the selected departments had established a framework to support GBA and had reported the results of their analyses in Treasury Board submissions and memoranda to Cabinet. It is found that while some of the departments are making efforts to improve their GBA practices, few of those that are performing GBA can provide evidence that demonstrates these analyses are used in designing public policy. The audit listed four recommendations to central agencies and Status of Women Canada. There was no recommendation made directly to Health Canada.

For further information on this audit, please visit:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200905_01_e_32514.html

Chapter 2-Intellectual Property

Summary:
Intellectual property includes rights resulting from intellectual activity in the industrial, scientific, literary, or artistic fields and is a strategic asset that can help the federal government better serve the interests of Canadians. This audit examined whether selected federal entities can demonstrate that they manage Crown intellectual property assets effectively. It was found that nearly twenty years after the federal government decentralized the management of intellectual property to federal entities, the mixture of legislation and policies governing it has resulted in a variety of management practices, some of which are inadequate. The audit listed eight recommendations and six were addressed to Health Canada.

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

For further information on this audit, please visit:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200905_02_e_32515.html

2009 Fall Report of the Auditor General of Canada

Chapter 4-Electronic Health Records

Summary:
Canada Health Infoway Inc. (Infoway) was created in 2001 as a federally funded, not-for-profit corporation to accelerate the development of health information and communication technologies such as electronic health records (EHRs), telehealth and public health surveillance systems on a pan-Canadian basis. Health Canada's role as the federal signatory on the funding agreements with Infoway, is to ensure compliance with the provisions contained in these agreements. The audit examined how Infoway manages funds from the federal government to achieve its goal of making compatible electronic health records available across Canada. In addition, the audit looked at the role of Health Canada, the sponsoring department, in ensuring that Infoway complies with the agreements under which it receives funding from the Department. Overall, the audit found that Infoway has accomplished much in the eight years since its creation and that it is exercising due regard in managing funds from the federal government to achieve its goal related to the implementation of EHRs across Canada. The examination showed that Infoway has set a good foundation for the work it is doing by applying appropriate governance mechanisms to carry out its mandate and objectives. Infoway has set a goal for the EHR initiative, but it could be more clearly defined. Infoway also has implemented appropriate management controls for operational spending, although controls for contracting for goods and services need to be strengthened. The audit listed nine recommendations, one of which applied to Health Canada.

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

For further information on this audit, please visit:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200911_04_e_33205.html

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

Chapter 2-Risks of Toxic Substances

Summary:
Canadians use many types of chemical substances that have become omnipresent in modern society. When released into the air, water, or land, however, some of these substances can threaten human health and ecosystems. The federal government plays an important role in managing chemicals that pose a risk to the environment and human health. The primary regulatory vehicle is the Canadian Environmental Protection Act, 1999, that deals with assessing existing and new substances and managing the risks of substances that could be harmful to human health and the environment. The Minister of the Environment and the Minister of Health jointly administer the task of assessing and managing the risks associated with toxic substances. The objective of this audit was to determine whether Environment Canada and Health Canada have implemented an adequate risk management regime for selected toxic substances. It was found that Environment Canada and Health Canada have implemented a number of control measures to manage the risks posed by lead and mercury and have also developed strategies for managing risks related to consumer products that may contain these substances. However, there is no consolidated risk management strategy for either substance that compiles the federal government's objectives and priorities for managing the risks. Also, Environment Canada and Health Canada are assessing the performance of a number of the control measures that have been implemented for the substances examined, and they are taking steps to keep their knowledge of risks up-to-date. However, the departments lack a systematic process for periodically assessing progress made in managing the risks. The audit listed three recommendations, two of which apply to Health Canada.

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

For further information on this audit, please visit:
http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200911_02_e_33197.html
External Audits (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages)
2009 October - Public Service Commission of Canada

Audit of Health Canada

Summary:
The audit objectives were to determine whether Health Canada has an appropriate framework, systems and practices in place to manage its appointment activities, and whether its appointment processes comply with the Public Service Employment Act, other governing authorities and policies, and the instrument of delegation signed with the Public Service Commission (PSC). The PSC found that Health Canada has in place most of the elements of a framework to manage its appointment activities. The audit listed three recommendations for improvement.

Departmental Response:
Health Canada agrees with the recommendations of the Public Service Commission of Canada.

For further information on this audit, please visit:
http://www.psc-cfp.gc.ca/adt-vrf/rprt/2009/ahc-vsc/ahc-vsc-eng.pdf (PDF Version - 271,5 K)



Internal Audits and Evaluations

Internal Audits (2009-2010)


Name of Internal Audit Audit Type Status Completion Date
Transfer Payments to Canada Health Infoway Inc. Transfer Payment Completed May 22/09
Respendable Revenues (User Fees) Risk-Based Controls Completed May 22/09
Governance and Accountability Risk-Based Controls Completed May 22/09
Data Integrity - HR Advantage IT Audit Completed May 22/09
Dental Benefits Program Completed May 22/09
FNIHB Recipient Audit Function Transfer Payment Completed September 11/09
Financial Forecasting and Year-End Expenditures Risk-Based Controls Completed September 11/09
Management of Contribution Agreements with the Canadian Council for Donation and Transplantation (CCDT) and the Canadian Blood Services (CBS) Transfer Payment Completed September 11/09
Use of the Standards-Based Approach in Regulations Biologics and Genetic Therapies Directorate (BGTD) Program Completed September 11/09
New Substances Assessment and Control Bureau Program Completed September 11/09
Audit of Economic Action Plan (Budget 2009) Expenditure Controls Risk-Based Controls Completed December 4/09
Audit of Capital Asset Management Risk-Based Controls Completed December 4/09
Audit of the Real Property Management Risk-Based Controls Completed December 4/09
Audit of IM/IT Governance Risk-Based Controls Completed December 4/09
Audit of 2010 Olympic Readiness Risk-Based Controls Completed December 4/09
Audit of Laboratory Facilities Program Completed March 16/10
Audit of Primary Health Care Program In Progress October 2010
Audit of Medical Transportation Risk-Based Controls In Progress October 2010
Audit of Capital Contribution Agreements Transfer Payment In Progress October 2010
Audit of Contracting for Services Risk-Based Controls In Progress October 2010
Audit of Information Management Risk-Based Controls In Progress October 2010

Note: additional information on completed audits can be found on an electronic link at http://www.hc-sc.gc.ca.

Evaluations (2009-2010)


Name of Evaluation Program Activity Evaluation Type Status Completion Date
Air Quality Health Index and Forecast program (part of Clean Air Agenda - Adaptation Theme) 3.1.2 Air Quality Component Completed March 2010
National Anti-Drug Strategy 3.4.3 Controlled Substances Implementation Completed March 2010
Continued Implementation of the Labrador Innu Comprehensive Healing Strategy (LICHS) 4.1.1 First Nations and Inuit Community Programs Impact Completed March 2010
Children and Youth (Cluster) (includes G& C) 4.1.1 First Nations and Inuit Community Programs Cluster Completed March 2010
First Nations and Inuit Home and Community Care Program 4.1.3 First Nations and Inuit Primary Care Summative Completed October 2009
Canadian Partnership Against Cancer Corporation 1.1.3 Health System Renewal Evaluation Ongoing July 2010
Patient Wait Times Guarantee Pilot Project Fund 1.1.3 Health System Renewal Impact Ongoing November 2010
Human Drugs 2.1.1 Pharmaceutical Human Drugs Strategic Ongoing March 2012
Natural Health Products 2.1.5 Natural Health Products Strategic Ongoing September 2010
Augmenting Health Canada's Response to Bovine Spongiform Encephalopathy (BSE) 2.2.1 Food Borne Pathogens
2.2.2 Food Borne Chemical Contaminants
Impact Ongoing December 2011
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 March 2011
Nutrition Policy and Promotion 2.2.4 Nutrition Strategic Ongoing March 2010
Heat Alert Response System to Protect the Health of Canadians (part of Clean Air Agenda - Adaptation Theme) 3.1.1 Climate Change Component Ongoing March 2010
Canada's Clean Air Agenda - Adaptation Theme 3.1.1 Climate Change Thematic Ongoing March 2010
Canada's Clean Air Agenda - Indoor Air Quality Theme 3.1.2 Air Quality Thematic Ongoing September 2010
Canada's Clean Air Agenda - Clean Air Regulatory Agenda (CARA) 3.1.2 Air Quality Thematic Ongoing December 2010
Chemical Management Plan 3.1.4 Chemical Management
3.1.5 Contaminated Sites
3.5 Pesticide Regulation
2.2.1 Food Borne Pathogens
2.2.2 Food Borne Chemical Contaminants
Impact Ongoing March 2011
Federal Tobacco Control Strategy 3.4.1 Tobacco Impact Ongoing May 2011
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products 3.5 Pesticide Regulation Summative Ongoing September 2010
Chronic Disease and Injury Prevention 4.1.1 First Nations and Inuit Community Programs Cluster Ongoing March 2010
Mental Health and Addictions 4.1.1 First Nations and Inuit Community Programs Cluster Ongoing March 2011
Communicable Disease Control (Cluster) (includes G& C) 4.1.2 First Nations and Inuit Health Protection and Public Health Cluster Ongoing September 2010
Non-Insured Health Benefits 4.1.2 Non-Insured First Nations and Inuit Health Protection and Public Health Cluster Ongoing September 2010
Environmental Health and Research 4.1.2 Non-Insured First Nations and Inuit Health Protection and Public Health Cluster Ongoing February 2011
Health Facilities and Capital Program 4.1.5 Governance and Infrastructure Support to First Nations and Inuit Health System Cluster Ongoing January 2011

Electronic Link to Reports:
Link to Treasury Board of Canada Secretariat Audit and Evaluation Database: http://www.tbs-sct.gc.ca/rma/database/newdeptview_e.asp?id=41

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