ARCHIVED - Health Canada

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

Program Activity: First Nations and Inuit Health Programming and Services

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

Start Date: April, 2005

End Date: March 2011

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

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

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

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

Start Date: April 1, 2005

End Date: March 2011

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

Expected Results: Increased participation of First Nations and Inuit individuals, families, and communities in programs and supports and improved continuum of programs and services in First Nation and Inuit communities

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

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

Start Date: April, 2005

End Date: March 2011

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

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

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

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

Start Date: April 2005

End Date: March 2011

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

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

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

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

Start Date: April 2005

End Date: March 2011

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

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

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

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

Start Date: April 2005

End Date: March 2011

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

Expected Results: Environmental health risk management contributes to improve the health status of First Nations and Inuit individuals, families and communities, as well as, improve access to quality, well-coordinated communicable disease prevention and control programs for First Nations and Inuit individuals, families, and communities

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

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

Start Date: April 2005

End Date: March 2011

Description: Primary Health Care services include emergency and acute care health services, and 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

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

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

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

Start Date: April 2005

End Date: March 2011

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

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

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

Name of Transfer Payment Program: Grant for the Territorial Health Access Fund and Operational Secretariat (Voted)

Start Date: September 2005

End Date: March 2011

Description: Grant for the territorial Health Access Fund and Operational Secretariat

Expected Results: 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 tele-health 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

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

Name of Transfer Payment Program: Grant for the Territorial Medical Travel Fund (Voted)

Start Date: April 2005

End Date: March 2011

Description: To support the medical travel fund

Expected Results: Address the significant and immediate pressures facing the Yukon, Northwest Territories and Nunavut (the territories) 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

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

Name of Transfer Payment Program: First Nations and Inuit Health Services Transfer (Voted)

Start Date: April 2007

End Date: March 2012

Description: To increase responsibility and control by First Nation and Inuit of their own health programs and services and to effect improvement in the health conditions of First Nations and Inuit

Expected Results: Increased control or accountability by First Nations and Inuit communities of health care services

Link to 3 year Transfer Payment Program Plan

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

Program Activity: First Nations and Inuit Health Programming and Services

Name of Transfer Payment Program: Contribution for the Indian Residential Schools Resolution Health Program

Start Date: November 2006

End Date: March 2013

Description: to support the mental wellness of former IRS 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

Expected Results: providing services which are sensitive to cultural and traditional Aboriginal practices, ultimately improving emotional and mental wellness of former IRS students as well as reducing the risk of crises and preventable death

Link to 3 year Transfer Payment Program Plan

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

Program Activity: Substance Use and Abuse

Name of Transfer Payment Program: Grant/Contribution in Support of the Federal Tobacco Control Strategy (Voted)

Start Date: April 1, 2001

End Date: March 31, 2012

Description: A transfer payment program in support of the Federal Tobacco Control Strategy designed to develop and test tobacco cessation and prevention techniques and approaches and to transfer this knowledge to stakeholders with the intention of changing behaviour. Contributions are provided to support the provinces and territories as well as key national and regional non-governmental organizations and others in order to help build a strong knowledge base and ongoing capacity for developing effective tobacco prevention and cessation interventions. The grant portion of the program is designed to support international tobacco control efforts.

Expected Results: Supporting the attainment of a smoking prevalence rate in Canada of 12% by 2011 by: contributing to a reduction in smoking uptake among Canadian youth; contributing to the number of Canadians who quit smoking; contributing to the reduction in the number of Canadians exposed to second-hand smoke; increasing capacity in research and regulations; and contributing to the global implementation of the World Health Organization's Framework Convention on Tobacco Control

Link to 3 year Transfer Payment Program Plan

Strategic Outcome (NADS): Reduced demand for illicit drugs in targeted populations and areas and reduced impacts of illicit drug use through prevention and treatment efforts.

Program Activity: Substance use and abuse

Name of Transfer Payment Program: Contribution to the Drug Treatment Funding Program (Voted)

Start Date: October 2007 - Services component; April 2008 - Systems component

End Date: 2011-2012 (services component); 2012-2013 (systems component)

Description: The aim of the Drug Treatment Funding Program (DTFP) will be to provide the incentive (seed funding) for provinces, territories and key stakeholders to initiate projects that will lay the foundation for systemic change (reoriented ADTR funds) leading to sustainable improvement in the quality and organization of substance abuse treatment systems. At the same time that provincial and territorial governments are working to achieve these system-level efficiencies, five-year time limited funding (new funds) will be available for the delivery of treatment services to meet the critical illicit drug treatment needs of at-risk youth in high needs areas.

Expected Results: DTFP plans to increase availability of and access to effective treatment services and programs for at-risk youth in areas of need. The Program's success and progress will be measured by the type/nature of treatment services and supports that have been made available by end of FY and will be measured by the program/service utilization trends associated with their populations and areas of need.
DTFP will also seek to improve treatment systems, programs and services to address illicit drug dependency of affected Canadians. The Program's success and progress in this plan will be measured by the extent to which treatment system improvements have been made; perceptions of stakeholders; and, the extent to which uptake/integration of evidence-informed practices has occurred.

Link to 3 year Transfer Payment Program Plan

Strategic Outcome (NADS): Reduced demand for illicit drugs in targeted populations and areas and reduced impacts of illicit drug use through prevention and treatment efforts.

Program Activity: Substance use and abuse

Name of Transfer Payment Program: Contributions for the Drug Strategy Community Initiatives Fund (Voted)

Start Date: April, 2004

End Date: ongoing

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 and the Northern region.

Expected Results: DSCIF plans to enhance the capacity of targeted populations to make informed decisions about illicit drug use. The program's success and progress will be measured by the level/nature of acquired or improved knowledge/skills to avoid illicit drug use within the targeted population, and will be measured by evidence that capacity changes are influencing decision-making and behaviours around illicit drug use and associated consequences in targeted populations.

DSCIF also plans to strengthen community responses to illicit drug issues in targeted areas, and will measure their progress based on the type/nature of ways that community responses have been strengthened in targeted areas. For example, the adoption/integration evidence-informed/best practices within the targeted areas will indicate the program's contribution to this outcome.

Link to 3 year Transfer Payment Program Plan

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

Program Activity: Canadian Health System

Name of Transfer Payment Program: Contribution Program to Improve Access to Health Services for Official Language Minority Communities (Voted)

Start Date: April 2009

End Date: March 2013

Description: The Official Languages Health Contribution Program builds on initiatives established under the previous Contribution Program to Improve Access to Health Services for Official Language Minority Communities (2003-2004 to 2008-2009). The Program is managed by the Official Language Community Development Bureau.

The Program was approved for a five year period (2008-2009 to 2012-2013) with a total budget of $174.3 million, to support three mutually reinforcing components: 1) Health Networking ($22M); 2) Training and Retention of Health Professionals ($114.5M); and 3) Official Language Minority Community Health Projects ($33.5M); and to strengthen Health Canada's capacity to administer the Program ($4.3M).

The Health Networking component aims to: (i) maintain and enhance official language minority community health networks in line with provincial/territorial priorities; (ii) develop strategies to increase and improve OLMC health services; and (iii) provide leadership and coordination of activities that span all three components of the Official Languages Health Contribution Program.

The Training and Retention component is designed to: (i) provide post-secondary training of francophone health professionals in official language minority communities located outside Quebec to respond to the health care provider needs of those communities; (ii) promote the recruitment of qualified students into francophone post-secondary health training programs and their re-integration into official language minority communities upon graduation; (iii) provide training and retention initiatives in Quebec 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 official language minority communities;  (iv) in communities outside Quebec, provide cultural and French-language training to bilingual health professionals to improve their ability to provide health services to Francophone minority language communities; and (v) promote research and information-sharing on approaches to reducing barriers to health care access for official language minority communities.

The Official Language Minority Community Health Projects component of the Program provides short and medium term support for projects in six activity areas in response to community and provincial, territorial, or regional health priorities:  (i) strategies to develop, retain and mobilize health human resources within French official language minority communities;  (ii) development of sustained health information products and tools to facilitate access to health services within networks; (iii) provision of improved front-line health service expertise in the minority official language; (iv) 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; (v) development of volunteer health and social support services for official language minority communities within local networks, institutions and health organizations; and  (vi) evidence-based assessment and dissemination of the effectiveness of initiatives to improve access to health services in the minority language.

Expected Results: The two main objectives of the Program are to improve access to health services in the minority official language and to increase the use of both official languages in the provision of health services. To achieve these objectives the Program has identified five expected outcomes:

1. increased number of health professionals to provide health services in official language minority communities;
2. increased coordination and integration of health services for official language minority communities within institutions and communities;
3. increased partnership/interaction of networks in provincial and territorial health systems;
4. increased awareness among stakeholders that networks are a focal point for addressing the health concerns of official language minority communities; and
5. increased dissemination and adoption of knowledge, strategies or best practices to address the health concerns of official language minority communities.

Link to 3 year Transfer Payment Program Plan

Strategic Outcome: Accessible and Sustainable Health Systems Responsive to the Health Needs of the Canadian Population

Program Activity: International Health Affairs

Name of Transfer Payment Program: Assessed Contribution to the Pan American Health Organization

Start Date: July 2008

End Date: March 2013

Description: Payment of Canada's annual membership fees to the Pan American Health Organization (PAHO).

Expected Results: Canada's participation in PAHO promotes results aimed at improving and protecting the health of Canadians, enhancing global health security, and supporting global health efforts through the exchange of best practices, lessons learned and the provision of technical expertise in strengthening health systems and in building capacity. PAHO has an effective disease surveillance system at the country level which is used extensively to provide an early warning system for Canadian tourists and businesses in Latin America and the Caribbean. This infrastructure is essential to Canada's interests in being better prepared to respond to emerging and re-emerging infectious diseases.

Canada's influence and interests in the Americas region with respect to good governance, transparency and accountability are also advanced through our membership in PAHO, which provides a forum for the wider dissemination of Canadian-based values related to health and the provision of health-care, amongst others. Canada's membership in this multilateral organization also aligns with the Government of Canada's foreign policy objectives for the Americas which seek to strengthen our bilateral and multilateral relations in the region.

Link to 3 year Transfer Payment Program Plan

Strategic Outcome: Access to Safe and Effective Health Products and Food and Information for Healthy Choices

Program Activity: Health Products

Name of Transfer Payment Program: Grant to the Canadian Blood Services (Voted)

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

Expected Results: Improved blood safety and blood system governance

Link to 3 year Transfer Payment Program Plan

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

Program Activity: Canadian Health System

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

Start Date: April 1, 2008

End Date: March 31, 2013

Description: The Canadian Agency for Drugs and Technologies in Health (CADTH) is an independent, not-for-profit agency funded by Canadian 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.

Expected Results: The purpose of the Named Grant 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).  Expected results are:  creation and dissemination of evidence-based information that supports informed decisions on the adoption and appropriate utilization of drugs and non-drug technologies, in terms of both effectiveness and cost.

Link to 3 year Transfer Payment Program Plan

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

Program Activity: Canadian Health System

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

Start Date: September 2002

End Date: March 31, 2013

Description: To support the federal government's interests in achieving an accessible, high quality, sustainable and accountable health system adaptable to the needs of Canadians. The contribution program will support efforts to stimulate and facilitate health care policy analysis and development to advance strategic thinking and policy options in priority areas. Current priorities include, but are not limited to: health human resources, integration of internationally educated health professionals and patient safety. A summative evaluation will be completed no later than March 2012 to assess the success of and continuing need for the Program.

Expected Results: reports, consultations, research and evaluation; educational models/tools and resources for health providers, health system managers and decision makers; innovative models for funding and delivery; innovative collaborations and/or coalitions; case studies and best practices; policy research documents; environmental scans, system and technology assessments; and increased evidence and knowledge base for decision-making in health care

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

Program Activity: Canadian Health System

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

Start Date: April 1, 2007

End Date: March 31, 2012

Description: The Canadian Strategy for Cancer Control (CSCC) is 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. Health Canada is the federal liaison with the Canadian Partnership against Cancer, the not-for-profit organization responsible for the implementation of the CSCC, and is responsible for managing the five-year $250 million grant agreement with the corporation.

Expected Results: the Partnership will become a leader in cancer control through knowledge management and the coordination of efforts among the provinces and territories, cancer experts, stakeholder groups, and Aboriginal organizations to champion change, improve health outcomes related to cancer, and leverage existing investments.  A coordinated, knowledge-centered approach to cancer control is expected to significantly reduce the economic burden of cancer, alleviate current pressures on the health care system, and bring together information for all Canadians, no matter where they live.

Link to 3 year Transfer Payment Program Plan

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

Program Activity: Canadian Health System

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

Start Date: September 2002

End Date: March 31, 2013

Description: The Named Grant to the Canadian Patient Safety Institute (CPSI) supports the federal government's interest (in an F/P/T partnership context) in achieving an accessible, high quality, sustainable and accountable health system adaptable to the needs of Canadians. It is designed to improve the quality of health care services by providing a leadership role in building a culture of patient safety and quality improvement in the Canadian health care system through coordination across sectors, promotion of best practices, and advice on effective strategies to improve patient safety The first five-year Funding Agreement with CPSI ended on March 31, 2008, and was renewed for an additional five years, starting April 1, 2008 and ending March 31, 2013. Health Canada has ongoing funding authority of up to $8 million per year for the CPSI Named Grant

Expected Results: CPSI will provide leadership and coordination of efforts to prevent and reduce harm to patients, with an emphasis on four key areas: education, with a focus on developing curriculum and training programs; interventions and programs, with a focus on coordinating and supporting evidence-informed clinical interventions and programs; research, to increase the scope and scale of patient safety research; and tools and resources, with a focus on creating tools and resources that can be applied by healthcare organizations.

Link to 3 year Transfer Payment Program Plan

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

Program Activity: Canadian Health System

Name of Transfer Payment Program: Named Grant to the Health Council of Canada (Voted)

Start Date: April 1, 2004

End Date: ongoing

Description: The Health Council of Canada (the Council) was established out of the 2003 First Ministers' Accord on Health Care Renewal to monitor and report on progress against commitments in the 2003 Accord.  In the 2004 10-Year Plan to Strengthen Health Care, First Ministers expanded the mandate of the Council to include reporting on the health status of Canadians and health outcomes.  The Health Council is governed by its Corporate Members, who are participating F/P/T Ministers of Health (excluding Québec and Alberta).

Expected Results: Through monitoring and annual public reporting on the progress achieved in implementing commitments in the 2003 First Ministers' Accord and the 2004 Health Accord, the Council contributes to enhancing accountability and transparency in health system care reform

Link to 3 year Transfer Payment Program Plan

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

Program Activity: Canadian Health System

Name of Transfer Payment Program: Grant to support the Mental Health Commission of Canada (Voted)

Start Date: April 1, 2007

End Date: March 31, 2017

Description: In Budget 2007, the federal government committed $130M over 10 years to establish the national Mental Health Commission of Canada, an arm's length, not-for profit organization designed to improve health and social outcomes for people and their families living with mental illness.

Expected Results: Over the course of this grant, the Commission is expected to develop a national mental health strategy, a knowledge exchange centre, and undertake anti-stigma public awareness and educational initiatives.

Link to 3 year Transfer Payment Program Plan

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

Program Activity: Canadian Health System

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

Start date: April 1, 2007

End date: March 31, 2012

Description

CIHI is an independent, not-for-profit organization supported by federal, provincial and territorial (F/P/T) 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. A total of approximately $313 million was provided to CIHI over 1999 to 2007 under Roadmap funding.  This allowed CIHI to provide quality and timely health information.  More recently CIHI's funding has been consolidated through the Health Information Initiative.

Beginning as of 2007-08, the Health Information Initiative provides conditional grant funding to CIHI. This funding will allow CIHI to continue important work initiated 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 (2007-08 to 2011-12).

Expected Results: As per CIHI's funding agreement with Health Canada, CIHI's draft 2010-11 Operational Plan and Budget is to be provided to Health Canada by the end of January 2010. At the March 2010 CIHI Board Meeting, the document will be brought forward for review and approval and then subsequently submitted to the Minister of Health.  As of November 2009, the following are CIHI's Management's proposed key priorities for the upcoming 2010-2011 fiscal year:

More and Better Data

• Increase jurisdictional uptake of reporting systems, with a continued focus on home and continuing care, pharmaceuticals, medication incidents, and ambulatory care/emergency visits;
• Continue to develop and implement CIHI's primary health care information program;
• Expand the program of work to address data gaps in the areas of aboriginal health and community mental health;
• Initiate development of a patient-specific cost database;
• Continue efforts to improve the timeliness of data collection and reporting across all data holdings; and
• Collaborate with jurisdictions and Canada Health Infoway to advance health system use of data and the Pan Canadian agenda related to the electronic health and medical records.

More Relevant and Actionable Analysis

• Produce and release CIHI's first ever pan-Canadian hospital report;
• Develop and implement a rolling 2 year analytical plan and release regular reports and special studies for priority themes such as access to care/wait times/patient outcomes, H1N1, continuity of care, cost/productivity, primary health care, and seniors;
• Continue to implement methodologies and infrastructures to link data in a privacy-sensitive manner; and
• Continue implementation of the Canadian Population Health Initiative (CPHI) Action Plan, with a particular focus on the Place and Health and Reducing Gaps themes.

Improved Understanding and Use

• Continue to support the adoption and uptake of the CIHI Portal and enhance/expand client access to e-Reports;
• Continue to enhance CIHI's newly launched website;
• Share experience and enhance overall responsiveness by implementing a more strategic approach to marketing products, developing a client engagement strategy and enhancing educational offerings;
• Enhance CIHI's data security and privacy programs, including conducting privacy audits on select internal data holdings and external data recipients.

In order to support priority initiatives along our three strategic themes, a sound corporate infrastructure is required. As a result, ClHl will continue to focus on enhancing its corporate processes, IT systems applications and electronic tools.

URL of recipient site : http://secure.cihi.ca/cihiweb/splash.html

Link to 3 year Transfer Payment Program Plan

1. Strategic outcome:  Accessible and sustainable health system responsive to the health needs of Canadians.

2. Program activity:   Canadian Health System

3. Name of recipient:  Canada Health Infoway

4. Start date:  March 31, 2003*

* Infoway's original allocation (2001) was governed by a Memorandum of Understanding.  Infoway is presently accountable for the provisions of three active funding agreements, signed in:  March 2003 (encompasses 2001 and 2003 allocations), March 2004, and March 2007.  The first three allocations (totalling $1.2B) were provided as lump sums, whereas the 2007 allocation ($400M) is subject to new conditions; these funds flow to Infoway on an as-needed basis.

5. End date:  March 31, 2012**

**As per the 2007 funding agreement, the duration of the agreement is until the later of:  the date upon which all Grant Funding provided has been expended; or March 31, 2012.

6. Description:

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

Funding has been allocated to Infoway on four occasions: $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 the development of a pan-Canadian health surveillance system; and $400 million as a part of Budget 2007 to support continued work on EHRs and wait times reductions.

It is anticipated that Infoway's collaborative approach, where the federal, provincial and territorial governments participate toward a common goal of modernizing Canada's health information system, will reduce costs through the coordination of effort and avoidance of duplication.  It is further anticipated that eHealth technologies will significantly improve access to health care services, patient safety, quality of care and productivity.

***As per the 2007 funding agreement, funds are to be disbursed according to the annual cash flow requirements identified by Infoway.  These requirements are to be submitted to the Department within thirty days of each new fiscal year.  Infoway has not yet provided an advance estimate of its 2010-11 to 2011-12 requirements.

12. Summary of annual plans of recipient:

Infoway's overarching goal is as follows:

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 professional.

In its 2009-10 Corporate Business Plan, Making Health Information Work Better for Canadians, Infoway indicated the following action areas which will continue into 2010-11 and build upon Infoway's existing business strategies:

• Participation in Healthcare Renewal:  Infoway will continue to support national, jurisdictional and local initiatives to strengthen health care in Canada through a focus on improving various areas, such as access, Aboriginal health care, chronic disease management, and wait time management.  Infoway will also continue to engage with stakeholders on issues such as the Canadian Patient Safety Institute, the Canadian Partnership Against Cancer, the Canadian Mental Health Commission, and the Canadian Institute for Health Information.
• Collaboration with Partners:  Infoway will continue to work with public and private sector partners to implement the pan-Canadian health infostructure.  This will include:  completing strategies to implement its Vision 2015 (for a robust and comprehensive eHealth system); engaging stakeholders to discuss EHR challenges and opportunities and to identify opportunities to collaborate; working with P/Ts to align plans and priorities with Infoway investments; and communicating with vendors.
• Targeting the Investments:  As of March 31, 2009, Infoway had approved $1.58 billion to support 283 projects across the country.  Infoway will continue to support investment in eHealth technologies. 
• Supporting Solution Deployment:  Infoway will continue to provide expertise to support its partners as they implement eHealth technologies and will monitor projects to ensure risk is well-managed.  This will include continued work on:  developing and promoting a common architecture and standards, national solutions (such as pricing agreements), and collaboration with jurisdictions to focus on ensuring the privacy and security of eHealth systems.
• Promoting Solution Adoption and Benefits Realization:  Infoway will implementing its change management services, collaborate with P/Ts and health providers on knowledge dissemination, implement, and continue to evaluate and communicate emerging benefits.

15. Link recipient's site:   www.infoway.ca

1. Strategic outcome: Accessible and sustainable health system responsive to the health needs of Canadians

2. Program activity: Canadian health system

3. Name of recipient: Canadian Health Services Research Foundation (CHSRF)

4. Start date: 1996-97

5. End date: N/A

6. Description: At the time of its establishment (1996-97), CHSRF received a $66.5 million endowment. In addition, it received additional federal grants for the following purposes:

1999: $25 million 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)

1999: $35 million to support the CHSRF's participation in the Canadian Institutes of Health Research (CIHR)

2003: $25 million to develop a program to equip health system managers 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 vision is of timely, appropriate and high-quality services that improve the health of all Canadians. Its 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 gaps in evidence about how to improve the health of Canadians, by funding research; and
• Supporting policymakers 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 health care priorities.

It should be noted that CHSRF's programs receive funding from other sources through various partnerships.

12. Summary of annual plans of recipient:

CHSRF's total 2010 operating budget is $16.7 million for the ongoing implementation of its 2009-2013 strategic plan. The program of work for 2010 provides for the following under its three strategic priorities and its communications and evaluation activities:

Strategic Priority #1:  Engaging and Supporting Citizens

Programming will focus initially on citizens as governors, i.e., citizens who are engaged in health system decision-making as members of governing boards - whether at institutional, regional or provincial levels. This will be done through an education program for board members called Effective Governance for Quality and Patient Safety, working in partnership with the Canadian Patient Safety Institute (CPSI) and other organizations/groups. CHSRF and CPSI will release a report called Effective Governance for Quality and Patient Safety in Canadian Healthcare Organizations. Time will also be devoted to understanding how patients can better engage in healthcare-related decisions.

Strategic Priority #2: Accelerating Evidence-Informed Change

CHSRF will continue to enroll 28 senior fellows annually in the two-year Executive Training for Research Application (EXTRA) training program designed to achieve: knowledge of research evidence; capacity to draw on system thinking; development of collaborative professional relationships; and the ability to introduce and manage evidence-based change. The admission criteria allow up to four additional fellows from government ministries or departments on a self-funded basis, with the organization providing funds to cover the marginal cost of adding these fellows to the cohort. EXTRA aims 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. Further, this program will see the publication (English and French) of the EXTRA book of 'impact' case studies through the McGill-Queen's University Press (MQUP).

The Capacity for Developmental Research and Evaluation in Health Services and Nursing (CADRE) program - established in 1999 in partnership with the Canadian Institutes of Health Research - will continue to build capacity for applied research through several initiatives, including the four Regional Training Centres, the eleven Chair programs, and the Postdoctoral Awards. The Chairs will complete a manuscript describing their experience and the lessons learned. It will serve as an excellent source of evaluative data as well as a legacy piece of interest to future chairs and funders interested in establishing applied research chair awards. The book launch will take place at the Spring 2010 Canadian Health Services and Policy Research Conference.

Also as part of its capacity development activities, CHSRF will work with the regional training centres and EXTRA, to deliver and co-host the Picking up the Pace 2010 conference, which will serve as a comparative learning event for both the EXTRA community of practice as well as the applied health service research and decision / policy making communities.

CHSRF's Change Initiatives work will identify emerging innovations and successful practices in health services and aid in their enhancement and spread within the health system, leading to the implementation of further successful change initiatives. The focus will be on supporting change-ready organizations and identifying successful change initiatives, while uncovering enablers and barriers for the broader uptake of local innovations. Activities in 2010 will include the identification of key players and their work related to enhancing and spreading change within the health system, and the exploration of how CHSRF can both help organizations implement change initiatives and also support the spread of successful initiatives. CHSRF will also identify and spread the lessons learned from CHSRF-funded initiatives that lead to successful changes and encourage their uptake.

Under its Northern Health Initiative, and encouraged by its recent work with the Nunavut Ministry of Health and Social Services, CHSRF will explore the potential for working with the northern regions by undertaking an environmental scan and needs assessment to uncover key players and their work in the North while assessing needs CHSRF might be able to address. If appropriate, CHSRF will design and implement initiatives including a workshop to be held in the North to discuss how to address a priority issue. CHSRF also expects to provide a two-year Linking Evidence to Action on Decisions (LEAD) grant on territorial remote access, and will be a partner in a commissioned research project for a book on aboriginal healthcare for medical courses

Strategic Priority #3: Promoting Policy Dialogue

As part of this priority, CHSRF will develop a suite of activities aimed at encouraging open and informed dialogue among policymakers and the public, informed by health policy researchers. CHSRF will promote research-informed options to improving Canada's health systems, by engaging health system leaders and the public with research and recommendations that can form the basis for sound policy making.

CHSRF will commission research and programming in a number of areas in health policy, including the success and failure of healthcare reform; the changing public/private split in healthcare; and the impact of the aging population.

CHSRF will continue to build on the objectives of the pan-Canadian working group on primary healthcare which it convened in 2008.

CHSRF will deliver a one-day CEO forum titled Metrics for Healthcare Quality: The Leader's Role during the EXTRA February residency session. The forum is a one-day, invitation-only annual event that brings together CEOs, senior leaders, deputy ministers and prominent experts to share their knowledge, perspective and experience on key issues in healthcare policy and management. It is hosted by CHSRF in collaboration with the Canadian Medical Association and the Association of Canadian Academic Healthcare Organizations.

CHSRF will work to advance the technique and support for evidence-informed policy making.

CHSRF will also continue to build on the success of the Mythbuster, Researcher on Call, and Pass it on! series.

Communications and Public Affairs

This program will support the achievement of CHSRF's corporate strategic priorities; ensure appropriate and effective dissemination of the organization's materials/initiatives to target audiences, and enhance recognition of value of CHSRF initiatives and uptake of evidence presented by CHRSF. Activities will include the redesign of its website and update of underlying technology to make it more user-friendly, cost-effective and reflective of new strategic priorities; a monthly e-bulletin that provides information on CHSRF initiatives and demonstrates the scope of CHSRF work and market it to stakeholders and media; and the development and implementation of a media relations strategy to build relationships with key media and establish a reputation for relevance through regular release of useful and informative products.

Strategic Evaluation

This program will focus on both the development and management of corporate-level evaluation activities and reporting, and on the support of program-level performance management and evaluation through the provision of advice, guidance, and training. Along with ongoing corporate performance management and evaluation, the planned corporate-level activities will include the identification and assessment of the extent and quality of evaluative materials assembled over time at CHSRF; the prioritization of future risk-based evaluation needs; and the development of a centralized data collection process

15. Link recipient's site: http://www.chsrf.ca and http://www.fcrss.ca

1. Strategic outcome: Accessible and sustainable health system responsive to the health needs of Canadians

2. Program activity: Canada Health System

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

4. Start date: April 2008

5. End date: March 2013

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

Expected results of this initiative will be:

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

12. Summary of annual plans of recipient:  The principles, objectives, community engagement and design were outlined in the Project Précis and reiterated in the Commission's 2009/10 -2013/14 Business Plan.

Among the important objectives, the initiative, entitled "At Home/Chez Soi (French)/ Niapin (Cree)", 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.

Five urban centres across Canada are participating in the demonstration projects: Vancouver, Winnipeg, Toronto, Montreal and Moncton.  Each project focuses on a distinct group of homeless people living with mental illness such as those who also have a substance abuse problem, Aboriginal Canadians and non-English speaking new immigrants. The Commission is working collaboratively with provincial and municipal levels of government, researchers, local service providers and people with lived experience of mental illness and homelessness. All five projects will be in place by 2009/10, with evaluations planned for 2011/12.  

13. Link recipient's site: www.mentalhealthcommission.ca

Conditional Grant to the Rick Hansen Man in Motion Foundation

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

2. Program Activity: Canadian Health System

3. Name of recipient: Rick Hansen Man in Motion Foundation

4. Start Date: April 1, 2007

5. End Date: March 31, 2012

6. Description: The Rick Hansen Man in Motion Foundation (RHF) is an independent, not-for-profit organization founded by Rick Hansen in 1988 to create solutions to improve the lives of Canadians with spinal cord injury (SCI) and to drive advances in SCI research. Funding is being used to implement the strategy of the Spinal Cord Injuries Solutions Network, namely to: (1) reduce the incidence and severity of permanent paralysis resulting from SCI; (2) increase the recovery of function following SCI; (3) reduce the incidence and severity of secondary complications associated with SCI; (4) increase the level of satisfaction with quality of life among Canadians with SCI; (5) enhance the customized response to the priority unmet needs of Canadians with SCI; and (6) establish a world class Canadian SCI registry and data management platform.

12. Summary of annual plans of recipient:   According to the Foundation's Business Plan 2008/2009-2011/2012, project work is underway in the following strategic areas: (1) developing and validating best practice guidelines for emergency response, treatment and access to primary health care; (2) supporting multi-centre clinical trials in acute care, rehabilitation and community settings; (3) Collecting and analyzing data on SCI in Canada; (4) facilitating the adoption and implementation of validated best practices as identified by translational research with the aim of improving treatment care and support.

1. Name of Horizontal Initiative:  Federal Tobacco Control Strategy (FTCS)

2. Name of lead department(s):  Health Canada

3. Lead department program activity:  Substance use and abuse

4. Start date of the Horizontal Initiative:  April 1, 2007

5. End date of the Horizontal Initiative:  March 31, 2011

6. Total federal funding allocation (start to end date):  $361.0 million

7. 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.

8. Shared outcome(s): ): The goal of the FTCS is to reduce overall smoking prevalence from 19% (2005) to 12% by 2011.

Objectives:

• reduce the prevalence of Canadian youth (15 to17) 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 policy control 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.

9. Governance structure(s):

Health Canada is the lead department in the FTCS and is responsible for the coordination and implementation of the FTCS, including delivering the contribution program component and undertaking activities related to our components and objectives. The role of federal partners will remain to monitor and assess tobacco contraband activities.
The partner departments and agencies are:

• Public Safety Canada - monitors increases in contraband tobacco activity and related crime;
• Office of the Director of Public Prosecutions - monitors federal fines imposed in relation to tobacco and other types of offences in order to enforce and recover outstanding fines;
• The Royal Canadian Mounted Police - works with federal partners to identify criminal activities and to coordinate information on national and international contraband tobacco issues;
• The Canada Revenue Agency - administers the Excise Act 2001, which governs federal taxation of tobacco products and regulates activities involving the manufacture, possession and sale of tobacco products in Canada; and
• The Canada Border Services Agency - increases knowledge of contraband domestically and internationally by liaising with tobacco authorities at all levels and by monitoring and providing regular reports on both national and global contraband tobacco.  The CBSA provides reports, information and guidance to the Department of Finance Canada on matters that will impact the future tax structure of tobacco.

10. Planning Highlights:

Implementation of the 'Cracking Down on Tobacco Marketing Aimed at Youth' Act, including compliance measures to ensure no tobacco advertising appears in magazines or newspapers, and that certain flavoured tobacco products (e.g. little cigars and blunt wraps) are no longer used in Canada.

11. Federal Partner #1:  Health Canada

16. Expected results:

Reduce overall smoking prevalence from 19% (2006) to 12% by 2011

11. Federal Partner #2:  Public Safety Canada (PSC)

16. Expected results:

• Enhanced partnership arrangement with Akwesasne Mohawk Police through the administration of contribution funding for monitoring activities in connection with determining levels of contraband activity.
• Leading the Canadian Delegation in preparation and participation in the World Health Organization Framework Convention on Tobacco Controls negotiations for a Protocol in illicit tobacco.
• Provide policy leadership and development of strategies to support law enforcements efforts to combat organized crime in the trade of contraband tobacco.

11. Federal Partner #3: Royal Canadian Mounted Police (RCMP)

16. Expected results:

• Provide regular reports on the illicit tobacco situation to Finance and Health Canada, including data on seizures, organized crime involvement and trends.  Side bar reports and presentations 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.  Attend regular meetings to brief the Department of Finance on the illicit tobacco market.
• Improve border security through the use of sophisticated technology which permits detection and monitoring of illegal border intrusions, resulting in vital intelligence.
• Co-host the 2011 Joint U.S./Canada Tobacco Diversion Workshop with American and Canadian agencies to be held in spring 2011.  Participate in information sharing sessions with American Law Enforcement partners.  To give presentations at law enforcement courses/workshops in Canada and the U.S. on the subject of contraband tobacco.

11. Federal Partner #4:  Office of the Director of Public Prosecutions (ODPP)

16. Expected results:

• Prioritize recovery for fines ordered under cigarette contraband and tobacco sales to youth convictions.
• Increase the number of fines satisfied by a minimum of 18 percent.
• Continue to prioritize the most effective and least costly recovery methods.
• Prioritize payment of fines over incarceration, but enhance enforcement measures when appropriate.
• Increase registration of outstanding fines in CRA's Set-off program by 20%.
• Recover against estates whenever possible.

11. Federal Partner #5:  Canada Revenue Agency (CRA)

16. Expected results:

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.

• Ensure compliance with legislative requirements imposed on the manufacture, possession and sale of tobacco products in Canada.
• Work with stakeholders to monitor and assess the effectiveness of measures used to reduce contraband tobacco.
• Provide the Department of Finance with advice to assist in the development of policy and the determination of the magnitude and timing of future tax increases.
  Support RCMP/CBSA enforcement activity.

11. Federal Partner #6:  Canada Border Services Agency (CBSA)

*Please note that this figure includes 20% EBP but not the 13% PWGSC Accom. costs.

16. Expected results:

• -Provide advice to Department of Finance on matters that will impact the future tax structure on tobacco.
• -Monitor and report on the contraband tobacco situation in Canada.
• -Expand cooperation with international and national law enforcement partners.

Collection of the tobacco duties imposed on personal importations of returning Canadians.

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

18. Contact information: 
Cathy A. Sabiston, Director General
Controlled Substances and Tobacco Directorate
(613) 941-1977

1. Name of Horizontal Initiative: Chemicals Management Plan

2. Name of lead department(s): Health Canada/Environment Canada

3. Lead department program activity:  Sustainable Environmental Health/Substances and Waste Management

4. Start date of the Horizontal Initiative: 2007-2008

5. End date of the Horizontal Initiative: 2010-2011

6. Total federal funding allocation (start to end date): $299.2 M

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

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

In Health Canada:

•  Health Products and Food Branch:
  • Biologics and Genetic Therapies Directorate
  • Food Directorate
  • Natural Health Products Directorate
  • Office of Science and Risk Management
  • Therapeutics 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
  • Chemical Sectors Directorate
  • Legislative and Regulatory Affairs Directorate
  • Public and Resources Sectors Directorate
  • Energy and Transportation Directorate
  • Environmental Protection Operations Directorate
•  Science and Technology Branch
  • Science and Risk Assessment Directorate
  • Wildlife and Landscape Sciences Directorate
  • Atmospheric Science and Technology Directorate
  • Water Science and Technology Directorate
• Enforcement Branch
• Strategic Policy Branch
  • Economic Analysis Directorate

For more information, see the Government of Canada's Chemical Substances Portal at: http://www.chemicalsubstanceschimiques.gc.ca/

8. Shared outcome(s):

High-level outcomes for managing the CMP include:

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

9. Governance structure(s):

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

10. Planning Highlights:

In 2010-2011, CMP partners will continue to assess and manage the risks from the highest priority substances according to established timelines and begin to implement a program of work for medium priorities.  Leveraging the work of other jurisdictions, the CMP will further reduce threats to Canadians and their environment from harmful substances, and strengthen relations with international and domestic partners.

An assessment strategy for moderate priorities will be developed and screening assessment reports (SARs) and risk management (RM) strategies for high priorities will be completed (Final SARs and RM approaches for Batches 8, 9 & 10; Draft SARs and RM scopes for Batches 10, 11 & 12).  RM measures will continue to be developed, implemented and monitored for Batches 1 through 10 during 2010-2011.  Work on final SARs and RM approaches for Batches 11 and 12 will be undertaken. Screening assessments for some non-challenge substances will also be completed, as well as an update to the Domestic Substances List to inform program decisions and future policy.

While continuing to develop regulations and guidelines to address risks posed by toxic substances in existing consumer products and cosmetics, Health Canada will also be receiving and assessing nomination packages from industry to support the addition of substances in products regulated under the Foods and Drugs Act (F & DA) to the revised In Commerce List (ICL).  A framework for the prioritization of substances on the revised ICL will be developed as well.

HC and EC will continue to maintain research and monitoring programs to address chemicals of emerging concern, risk assessment needs and risk management activities.  The first cycle of biomonitoring results from the Canadian Health Measures Survey (CHMS) are scheduled to be released in July 2010. Collection for the second cycle of the CHMS began in September 2009 and will be in progress in 2010-1011.  Research in support of current CMP themes and priorities will continue and opportunities for synergies and ways and means of improving knowledge transfer will also be addressed.

Environmental Assessment Regulations to address the potential environmental and human health impact of new substances contained in products regulated under the F & DA will be published in Canada Gazette, Part 1 by April 2011.  Work will continue on development of new Best Management Practices, where necessary, to mitigate exposure to the environment of substances/products regulated under the F&DA.

Assessments and risk management strategies on substances that might have food-related uses, or for which a potential route of exposure is food, will continue to be reviewed.  Health Canada is also committed to completing the re-evaluation of all of the 401 older pesticides registered before 1995 - the remaining re-evaluations will be completed in 2010-2011 and the next phase of the re-evaluation program will be rolled out, respecting the Pest Control Products Act commitment to re-evaluate all pesticides on a 15 year cycle.
The CMP team will follow up on the Commissioner of the Environment and Sustainable Development's (CESD) recommendations to periodically assess all risk management strategies and develop innovative approaches to effectively and efficiently manage harmful substances.

CMP partners will continue to promote better integration between EC and HC, including the development of a foundation of a quality management system and ensuring that structures are in place to identify and implement specific integration activities.

11. Federal Partner #1: Health Canada

16. Expected results (HC):

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

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

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

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

11. Federal Partner #2: Environment Canada

16. Expected results (EC):

• 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

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

18. Contact information:

Suzanne Leppinen, Director
Horizontal and International Programs
Safe Environments Directorate
Healthy Environments and Consumer Safety Branch
Health Canada
269 Laurier Avenue West - Room: 5-009
Ottawa, ON K1A 0K9
Ph: (613) 941-8071
suzanne_leppinen@hc-sc.gc.ca

Mark Cuddy, Director
Environmental Stewardship Branch Coordination
Environmental Stewardship Branch
Environment Canada
Place Vincent Massey (PVM) - Room: 2158
351 St Joseph Blvd
Gatineau, Quebec  K1A 0H3
Ph: (819) 994-7467
Mark.Cuddy@ec.gc.ca
 

1. Name of Horizontal Initiative: Early Childhood Development (ECD) Strategy for First Nations and Other Aboriginal Children.

2. Name of lead department(s): Health Canada (HC)

3. Lead department program activity: First Nations and Inuit Health Programming and Services

4. Start date of the Horizontal Initiative:

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

5. End date of the Horizontal Initiative:

ECD component - ongoing.
ELCC component - ongoing

6.  Total federal funding allocation (start to end date):

ECD: $320 million 2002-03 to 2006-07 ($60 million in 2002-03 and $65 million thereafter). Ongoing: $65 million per year.
ELCC: $45 million 2005-06 to 2007-08 ($14.5 million in 2005-06; $15.3 million in 2006-07; $15.2 million in 2007-08). Ongoing: $14 million per year.

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

The ECD Strategy for First Nations and Other Aboriginal Children was announced on October 31, 2002.  The Strategy provides $320 million over five years to: improve and expand existing ECD programs and services for Aboriginal children; expand ECD capacity and networks; introduce new research initiatives to improve understanding of how Aboriginal children are doing; and work towards the development of a "single window" approach to ensure better integration and coordination of federal Aboriginal ECD programming.
In December 2004, as first phase of a "single window", Cabinet approved an additional $45 million over three years (beginning fiscal year 2005-06) and $14 million ongoing to improve integration and coordination of two ECD programs-- Aboriginal Head Start On Reserve (AHSOR) and the First Nations and Inuit Child Care Initiative (FNICCI).
The objectives of these funds are to increase access to and improve the quality of ELCC programming for First Nations children on reserve, and improve integration and coordination between the two programs through joint planning, joint training and co-location.
The Strategy also includes Indian and Northern Affairs Canada (INAC)-funded child/day care programs in Alberta and Ontario.

8.   Shared outcome(s):

The ECD component complements the September 2000 First Ministers F/P/T ECD Agreement.  It seeks to address the gap in life chances between Aboriginal and non-Aboriginal children by improving the developmental opportunities to which Aboriginal children (and their families) are exposed at an early age (0-6 years).
The ELCC component complements funding released to provinces and territories under the March 2003 Multilateral Framework for Early Learning and Childcare (ELCC) to improve access to ELCC programs and services.

9.   Governance structure(s):

• Interdepartmental ECD ADM Steering Committee;
• Interdepartmental ECD Working Group.

10. Planning Highlights:

11. Federal Partner #1:  Health Canada
Electronic Link:  http://www.hc-sc.gc.ca/fnihb-dgspni/fnihb/cp/ahsor/index.htm

16. Expected results:

Aboriginal Head Start on Reserve (AHSOR):

• Program support and enhancement
• Increase integration, coordination,  access, and quality

Fetal Alcohol Spectrum Disorder - First Nations and Inuit Component (FASD-FNIC):

• Program enhancement (e.g. complete evaluation of FASD Community Coordinator pilot projects towards the development of an evidence-based project framework; and continue to develop strategies to support FN/I women with addictions.)

Capacity Building:

• Increase capacity of National Aboriginal Organizations
• Enhance capacity of community Early Childhood Education practitioners

11. Federal Partner #2: PHAC
Electronic Link: http://www.phac-aspc.gc.ca/dca-dea/programs-mes/ahs_main_e.html

16. Expected results:

Aboriginal Head Start in Urban and Northern Communities (AHSUNC):

• Continue to support program delivery to increased number of special needs and parental outreach workers; enhance special needs training

Capacity Building:

• Enhance capacity of existing sites; horizontal coordination, engagement and development of tools and resources to build capacity

11. Federal Partner #3: HRSDC
http://www.hrsdc.gc.ca/eng/employment/aboriginal_employment/childcare/index.shtml
http://www.hrsdc.gc.ca/eng/hip/sd/300_UEYInfo.shtml

16. Expected Results:

First Nations  and Inuit  child Care Initiative (FNICCI):

• Program expansion and enhancement
• Increase program integration, coordination, access and quality

Research and Knowledge:

• Information on the well-being of Aboriginal children through an Aboriginal Children's Survey (ACS) and the Aboriginal component of "Understanding the Early Years" (UEY)
• Align collection of Aboriginal children information with Federal strategy on Aboriginal data

*Please note that effective 2004-05, when the national Understanding the Early Years Initiative was assigned to HRSDC's Income Security and Social Development Branch, the management of the Aboriginal component was also transferred, with an allocation of $700,000 per year on an ongoing basis.  The allocation and planned spending figures in this table reflect an allocation of $800,000.

11. Federal Partner #4 INAC

16. Expected results:

Family Capacity Initiatives:

• Improved partnerships and enhanced coordination with other governmental departments (Health Canada, Human Resources and Skills Development Canada, and Public Health Agency Canada) to improve knowledge and awareness of Federal Early Childhood Development programs

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

18. Contact information:

Cathy Winters, Senior Policy Coordinator,
Children and Youth Division, Community Programs Directorate, First Nations and Inuit Health Branch, Health Canada Postal Locator 1919A Tunney's Pasture, Ottawa
Telephone: (613) 952-5064  Email: Cathy_winters@hc-sc.gc.ca

1. Name of Horizontal Initiative: Food and Consumer Safety Action Plan (the Action Plan)

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

3. Lead department program activity:

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

4. Start date of the Horizontal Initiative: Fiscal Year 2008-2009.

5. End date of the Horizontal Initiative: Fiscal Year 2012-2013 (and ongoing).

6. Total federal funding allocation (start to end date):

$489.5 million over five years ending in Fiscal Year 2012-2013 (and $126.7 million ongoing).

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

The federal government is responsible for promoting the health and safety of Canadians. A key part of this role is ensuring that the food, health and consumer 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, foodborne illness outbreaks, 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 committing to 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 and safety risk assessments, strengthen recall capacity, and increase the efficiency in responding and communicating clearly with consumers and stakeholders.

8. Shared outcome(s):

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

9. Governance structure(s):

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

A Governance Framework has been established and endorsed by all of the partner departments/agencies. To facilitate horizontal coordination, the following Director General (DG)/Executive Director (ED) level Task Forces have been established:

• Legislative and Regulatory Task Force,
• Health Products Task Force,
• Consumer Products Task Force,
• Food Task Force, and the
• Communications Task Force

These 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, the oversight and integration of performance against commitments, and providing advice to senior management. SPB is also the lead for coordinating the implementation of the legislative and regulatory initiatives.

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).
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.
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.

10. Planning Highlights:

The Action Plan reflects the need to modernize and sharpen the focus of Government action to protect Canadians and responds to the new technological and economic realities of the 21st century, such as globalization and the introduction of more complex products. The Action Plan is an integrated, risk-based plan with the streams of initiatives (premised on the three key areas of action) aligned to meet these needs.

11. Federal Partner #1: Health Canada:

* It should be noted that the above Expected Results (Column 16) reflect immediate outcomes that will be implemented over a multi-year period for the Action Plan. As such, preliminary progress on these initiatives is anticipated in FY 2010-11.

11. Federal Partner #2: Canadian Food and Inspection Agency:

* It should be noted that the above Expected Results (Column 16) reflect immediate outcomes that will be implemented over a multi-year period for the Action Plan. As such, preliminary progress on these initiatives is anticipated in FY 2010-11.

11. Federal Partner #3: Public Health Agency of Canada:

* It should be noted that the above Expected Results (Column 16) reflect immediate outcomes that will be implemented over a multi-year period for the Action Plan. As such, preliminary progress on these initiatives is anticipated in FY 2010-11.

11. Federal Partner #4: Canadian Institutes of Health Research:

* It should be noted that the above Expected Results (Column 16) reflect immediate outcomes that will be implemented over a multi-year period for the Action Plan. As such, preliminary progress on these initiatives is anticipated in FY 2010-11.

17. Results to be achieved by non-federal partners (if applicable): Not applicable.

18. Contact information:

Hélène Quesnel, Director General, Legislative and Regulatory Policy Directorate, Strategic Policy Branch, Health Canada, telephone: (613) 952-3484, fax: (613) 946-1430, e-mail: helene_quesnel@hc-sc.gc.ca.

1. Name of Horizontal Initiative: Implementation of an Action Plan to Protect Human Health from Environmental Contaminants

2. Name of lead department(s): Health Canada

3. Lead department program activity: 3.1 Sustainable Environmental Health

4. Start date of the Horizontal Initiative: 2008-2009

5. End date of the Horizontal Initiative: 2012-2013

6. Total federal funding allocation (start to end date): $84.6M

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

Recent surveys show that Canadians are concerned about environmental contaminants. There is a clear need to ensure that Canadians have credible information on the impact of chemicals in the environment and the steps that they should take as a result.

The Government has already taken steps to address environmental contaminants through the Chemicals Management Plan and the Clean Air Agenda, focusing on substances which have known potential for harming human health and the environment. Both industry and stakeholders have been supportive of these initiatives but continue to insist that decisions be made based on scientific evidence. This requires mechanisms such as monitoring, surveillance and research to ensure that the effectiveness of interventions to address known potential risks can be assessed and that emerging risks can be detected.

The Action Plan to Protect Human Health from Environmental Contaminants is designed to further protect the health of Canadians from environmental contaminants while increasing the knowledge-base on contaminant levels and potential impacts on health, in particular:

• to foster awareness and provide information for Canadians to take action;
• to identify and monitor trends in exposures to contaminants and potentials association with health problems such as asthma, congenital anomalies and developmental disorders; and
• to better understand the association between contaminants and illness.

$13.1M has been allocated to Health Canada from 2008-2009 to 2012-2013 to develop an Environmental Health Guide for Canadians, as well as tailored guides for First Nations and Inuit communities. The objective of the guide is to help make Canadians aware of the risks that harmful environmental contaminants may pose to their health along with direct actions that they can take to reduce these risks and improve their health.

$54.5M has been allocated to Statistics Canada from 2008-2009 to 2012-2013 towards conducting the Canadian Health Measures Survey (CHMS) and $5.6M from 2008-2009 to 2012-2013 for Health Canada to conduct the First Nations Biomonitoring Initiative (FNBI).  The CHMS is used to collect information from Canadians about their general health and lifestyles and includes collection of blood and urine specimens to be tested for environmental contaminants among other things. The CHMS will not provide data on First Nations on-reserve or Inuit communities. The FNBI will focus on these communities.

$5.9M has been allocation to the Public Health Agency of Canada from 2008-2009 to 2012-2013 to enhance surveillance of congenital anomalies.

$5.5M has been allocation to the Public Health Agency of Canada from 2008-2009 to 2012-2013 to conduct surveillance of developmental disorders.

8. Shared outcome(s): Reduce health risks to Canadians (particularly vulnerable populations) from environmental contaminants

9. Governance structure(s):

All action plan initiatives take advantage of governance and management structures already established for ongoing government programs such as: the Canadian Population Health Statistics Program, the Chemicals Management Plan, the Healthy Living and Chronic Disease initiative of the Public Health Agency of Canada, as well as components of existing national surveillance systems developed by the Public Health Agency of Canada in partnership with stakeholders.

Each program within Health Canada, the Public Health Agency of Canada and Statistics Canada will be fully responsible for the management of initiatives they are leading within the action plan. Consultations and stakeholder involvement will be governed through consultative structures and interdepartmental committees already established.

A tripartite governance structure between Health Canada, the Public Health Agency of Canada and Statistics Canada will be used to oversee the implementation of the Canadian Health Measures Survey (CHMS). The CHMS will use the existing Canadian Population Health Statistics Program as a governance structure, which includes senior officials from all three federal organizations.

10. Planning Highlights:

Environmental Health Guide for Canadians

Text for the Environmental Health Guide for Canadians has been developed with partners across the Health Portfolio and with the Canadian Mortgage and Housing Corporation to raise awareness of environmental hazards among Canadians and let them know what they can do to reduce their exposure to these risks.  Guidance is also provided on where they can go for more information to address their specific concerns and personal situations. Content for the main guide, including information for parents/caregivers has been developed this year.

Background research is underway for a Guide focusing on senior's health as well as for fact sheets designed for health care providers and teachers/students which will be developed in 2010-11.

Text for tailored guides for First Nations and Inuit have been developed and are being distributed for review by Aboriginal partners. For 2010-11, the tailored guides for First Nations and Inuit for homes and children should be released. Tailored guides for First nations and Inuit for outdoor activities are to be developed and distributed to aboriginal partners for review.

Work on a marketing campaign has been undertaken to coincide with the development of the Environmental Health Guide, and will be launched in early 2010.  The campaign will include advertising, a web site, and various outreach activities.  The purpose of the above-mentioned marketing activities is to raise awareness of the link between health and the environment, and to promote/support the launching of the Environmental Health Guide. A First Nations and Inuit campaign is also being developed to support tailored guides.  This includes a general Home Guide, guides with a seasonal focus (fall/winter and spring/summer), and another for First nations and Inuit youth which will be developed in 2010-2011.

Following up on the launch, 2010-11 activities are currently being planned to build on the momentum generated from the launch of the campaign. Partnerships with various non-Governmental and private sector collaborators are being discussed.  As well, public relations and outreach activities will continue throughout the year.

First Nations Biomonitoring Initiative

The First Nations Biomonitoring Initiative (FNBI) was established to address the need for baseline information on human exposure to environmental chemicals on First Nations reserves, in a way that is complimentary to the Canadian Health Measures Survey.  The survey is being implemented through leadership and partnership with First Nations authorities.  The FNBI is being designed as a parallel survey to the Canadian Health Measures Survey, with a smaller sample size and more limited subset of measurements more tightly focused around environmental chemical exposure.  The methodology and instrument will be adapted for cultural appropriateness and safety.  The first 2 years (ending March 2010) of the program is being spent in consultations with national and regional First Nations organizations to determine priorities and to develop suitable programs.

For 2010-11, for the First Nations Biomonitoring Initiative, First Nation priorities will be determined and suitable biomonitoring parameters, sampling protocol, and parameters for an ethics review are to be developed including mechanisms to ensure appropriate comparability of data with the CHMS are in place. Sampling of selected communities is also expected to commence.

Enhanced Congenital Anomalies Surveillance

In 2010-2011 the Public Health Agency of Canada (PHAC) will continue to work with the provinces and territories on implementation of congenital anomalies surveillance systems in the various jurisdictions.  It will also continue its participation in the International Clearinghouse for Birth Defects Surveillance and Reporting, and PHAC will organize the 8th Annual Scientific Meeting for the Network.

Surveillance of Developmental Disorders

In 2010-2011 the Public Health Agency of Canada (PHAC) will build on previous developmental work for the surveillance of autism, as the target developmental disorder for the initiative.  The focus will be on identifying a committee of multidisciplinary experts to guide the work, establishing the surveillance methodology, and preparing for the funding of sentinel surveillance centres.

Canadian Health Measures Survey

In 2010-11 the CHMS team will be working simultaneously on three cycles of the survey:

CHMS Cycle 1: Data dissemination and data release will continue in FY 2010-11 with the release of the environmental biomarkers planned for July 2010 and the activity monitor data release planned for November 2010.

CHMS Cycle 2 data collection, which began in August 2009, will continue during FY 2010-11. The mobile examination centres will be set up in eight different sites situated in Newfoundland and Labrador, British Columbia, Manitoba, Alberta, Ontario and Nova Scotia. The CHMS cycle 2 data collection will continue through fall 2011.

CHMS Cycle 3 content planning has started in FY 2009-10. During FY 2010-11, the CHMS team will finalize the feasibility studies related to specific content identified by federal partners (HC and PHAC) as well as experts from the health domain. In addition to content specification, the CHMS team will work toward the development of the Privacy Impact Assessment, the Ethics Board submission and other approvals required for the implementation of the survey planned for January 2012.

11. Federal Partner #1: Health Canada

16. Expected results:

• Distribution of The Environmental Health Guides and subsequent development of Guides for specific populations
• A Guide focusing on senior's health as well as for fact sheets designed for health care providers and teachers/students will be developed.
• Tailored guides for First Nations and Inuit for homes and children to be released.
• Tailored guides for First Nations and Inuit for outdoor activities are to be developed and distributed to aboriginal partners for review.
• Continuation of the Environmental Health marketing campaign (mainstream and First Nations components).

First Nation priorities will be determined and suitable biomonitoring parameters, sampling protocol, and parameters for an ethics review are to be developed including mechanisms to ensure appropriate comparability of data with the CHMS are in place. Sampling of selected communities is expected to commence.

11. Federal Partner #2: Public Health Agency of Canada

16. Expected results:

Enhanced Congenital Anomalies Surveillance

• increased capacity in the provinces and territories for surveillance of congenital anomalies in their jurisdictions
• strengthened networks across Canada for surveillance and research into prevention of congenital anomalies

Surveillance of Developmental Disorders

• a network for surveillance of autism in Canada
• increased public health scientific capacity in autism within the federal government

11. Federal Partner #3: Statistics Canada

16. Expected results:

CHMS cycle 1 data release (including tables, fact sheets and research articles) media coverage will be monitored. In addition, access to the website and request for information will be tracked. The CHMS micro-data files will be available to external researchers through Statistics Canada Research Data Centres located in Canadian universities.

CHMS cycle 2 data collection response rate is monitored regularly to ensure adequate representation of the Canadian population by age group and sex. In addition, ongoing data quality control and data quality assurance activities (including health experts' observations of the data collection procedures) are performed to ensure a high data quality level.

CHMS cycle 3 content specifications will be based on extensive consultation with federal partners and health experts through the tripartite governance structure between Health Canada, the Public Health Agency of Canada and Statistics Canada as well as their working committees; and the CHMS advisory committees (Expert, Physician, Laboratory and Quality Assurance and Quality Control). Feasibility studies will be conducted to ensure adherence to existing resources and operations limitations while maintaining a high response rate and quality data.

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

18. Contact information:

Dahlia Stein
Head, Stakeholder Engagement Office
Safe Environments Directorate, Healthy Environments and Consumer Product Safety Branch, Health Canada
613-954-9413
dahlia.stein@hc-sc.gc.ca