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2011-12
Report on Plans and Priorities



Health Canada






Supplementary Information (Tables)






Table of Contents




Details of Transfer Payment Programs (TPP)


Contributions for Bigstone Non-Insured Health Benefits Pilot Project (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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.

Contributions for Bigstone Non-Insured Health Benefits Pilot Project (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 9.1 - - -
Total other types of transfer payments        
Total Transfer payments 9.1 - - -

Link to 3 year Transfer Payment Program Plan



Contributions for First Nations and Inuit Community Programs (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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

Contributions for First Nations and Inuit Community Programs (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 244.7 - - -
Total other types of transfer payments        
Total Transfer payments 244.7 - - -

Link to 3 year Transfer Payment Program Plan



Contributions for First Nations and Inuit Health Benefits (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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

Contributions for First Nations and Inuit Health Benefits (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 168.7 - - -
Total other types of transfer payments        
Total Transfer payments 168.7 - - -

Link to 3 year Transfer Payment Program Plan



Contributions for First Nations and Inuit Health Facilities and Capital Program (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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

Contributions for First Nations and Inuit Health Facilities and Capital Program (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 112.9 - - -
Total other types of transfer payments        
Total Transfer payments 112.9 - - -

Link to 3 year Transfer Payment Program Plan



Contributions for First Nations and Inuit Health Governance and Infrastructure Support (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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

Contributions for First Nations and Inuit Health Governance and Infrastructure Support (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 183.7 - - -
Total other types of transfer payments        
Total Transfer payments 183.7 - - -

Link to 3 year Transfer Payment Program Plan



Contributions for First Nations and Inuit Health Protection (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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.

Contributions for First Nations and Inuit Health Protection (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 18.0 - - -
Total other types of transfer payments        
Total Transfer payments 18.0 - - -

Link to 3 year Transfer Payment Program Plan



Contributions for First Nations and Inuit Primary Health Care (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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.

Contributions for First Nations and Inuit Primary Health Care (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 136.2 - - -
Total other types of transfer payments        
Total Transfer payments 136.2 - - -

Link to 3 year Transfer Payment Program Plan



Contribution to the Organization for the Advancement of Aboriginal People's Health (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

Name of Transfer Payment Program: Contribution 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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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

Contribution to the Organization for the Advancement of Aboriginal People's Health (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 5.0 - - -
Total other types of transfer payments        
Total Transfer payments 5.0 - - -

Link to 3 year Transfer Payment Program Plan



First Nations and Inuit Health Services Transfer (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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

First Nations and Inuit Health Services Transfer (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 256.1 - - -
Total other types of transfer payments        
Total Transfer payments 256.1 - - -

Link to 3 year Transfer Payment Program Plan



Contributions for the Indian Residential Schools Resolution Health Support Program

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

Name of Transfer Payment Program: Contributions 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.  Effective April 1, 2011, this Transfer Payment Program is one of ten First Nations and Inuit programs that have been streamlined into three:  Contributions for First Nations and Inuit Health Infrastructure Support; Contributions for First Nations and Inuit Primary Health Care; and Contribution for First Nations and Inuit Supplementary Health Benefits Nations and Inuit Health Branch, which have now been consolidated from ten classes into three.

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.

Contributions for the Indian Residential Schools Resolution Health Support Program
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions 32.3 - - -
Total other types of transfer payments        
Total Transfer payments 32.3 - - -

Link to 3 year Transfer Payment Program Plan



Contributions for First Nations and Inuit Health Infrastructure Support (Voted)

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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

Start date: April 1, 2011

End date: Ongoing

Description: The Health Infrastructure Support Authority underpins the long-term vision of an integrated health system with greater First Nations and Inuit control by enhancing their capacity to design, manage, deliver and evaluate quality health programs and services.  It provides the foundation to support the delivery of programs and services in First Nations communities and for individuals, and to promote innovation and partnerships in health care delivery to better meet the unique health needs of First Nations and Inuit. 

Expected results:

Health Planning and Quality Management (11 expected results)

  1. Health Consultation and Liaison  Activities/Collaborative processes
  2. Documents (policies, standards, frameworks, papers, reports) and   Collaborative processes
  3. Health research coordination, data collection, analyses, reports
  4. Health Planning and Management
  5. Recipient Reporting
  6. Sustained liaison and collaboration with partners and stakeholders
  7. Enhanced First Nations and Inuit opportunity to participate in and influence design and development of programs and policies
  8. Evidence-based information to support program and policy decisions
  9. Supporting sustained harmonized and collaborative policy approaches
  10. Improved quality and delivery of programs and services
  11. Improved First Nations and Inuit capacity to influence and /or control (design, deliver and manage) health systems

Health Human Resources (7 expected results)

  1. Increased awareness of health career opportunities
  2. Decreased financial barriers for students and Community Based Workers (CBW)
  3. Increased number of qualified Aboriginal health professionals and allied health workers
  4. Increased Post Secondary Education (PSE) support to Aboriginal health career students
  5. Cultural competent PSE curriculum
  6. Increased collaboration with internal and external partners
  7. Greater awareness of policies, standards, guidelines and best practices in health human resources planning and activities

Health Facilities (13 expected results)

  1. Skills development in Integrated Real Property Management and Planning
  2. Provision of expert matter advice related to Health Infrastructure construction and /or renovation and /or operations and maintenance
  3. Integrated Facility Audit (Assurance Framework)
  4. Roll-up of the National Long Term Capital Plan
  5. Development and maintenance of a First Nations Health Facilities Management Information System
  6. Update of guidelines for First Nations related to Health infrastructure Design and Maintenance
  7. Strengthen First Nations control of their health infrastructure system by empowering them in the field of Health Infrastructure investment and management
  8. Improved risk management
  9. Improved efficiency, productivity and functionality of  facilities
  10. Improved planning and financial analysis
  11. Increased availability of evidence-based data to support efficient facility life-cycle planning
  12. Safe health facilities that support health program delivery
  13. Improved FN/I capacity to influence and /or control (design, deliver and manage) quality health programs and services

System Integration (11 expected results)

  1. Lessons learned under AHTF are communicated to stakeholders
  2. Capacity of Aboriginal organization partners to engage in health services/systems integration policy development is supported
  3. Key stakeholders in Aboriginal health are engaged in the integration of health services
  4. Partners have capacity for integrated health services planning
  5. Lessons learned under AHTF are reflected in the health services/systems integration plans submitted by RACs
  6. Implementation of broad scope health services/systems integration projects
  7. Movement towards broader and more advanced level of integration of health programs and services
  8. Increased collaborative planning for and integration of aboriginal health services
  9. Increase in sustained integrated health services arrangements
  10. Improved access to quality health programs and services by Aboriginal peoples
  11. Improved health programs and services for Aboriginal peoples

E-health Infostructure (7 expected results)

  1. Improved ongoing integrated planning and implementation of complex e-Health systems
  2. Increased First Nation management of e-Health Infostructure
  3. Improved access to e-Health Infostructure services
  4. A workforce that is increasingly comfortable with using ICTs as part of service delivery
  5. Increased First Nations awareness of e-Health Infostructure
  6. Greater use of policies, standards and guidelines for ICT implementation and use
  7. Increased use of evidence-based information to inform e-Health Planning and implementation; increasingly integrated information for continuous improvement in e-Health Infostructure

Nursing Innovation (5 expected results)

  1. Increased stakeholder/provider engagement & collaboration
  2. Increased capacity to monitor and report on primary care education
  3. Increased access to primary care nursing education for remote and isolated practice
  4. Increased #  of collaborative primary care teams providing services
  5. Improved First Nations access to quality primary care services

 

Contribution for the First Nations and Inuit Health Infrastructure Support (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions   227.8 244.2 228.5
Total other types of transfer payments        
Total Transfer payments   227.8 244.2 228.5

Link to 3 year Transfer Payment Program Plan



Contributions for First Nations and Inuit Primary Health Care (Voted).

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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

Start date: April 1, 2011

End date: Ongoing

Description: The Primary Health Care Authority funds a suite of programs, services and strategies provided primarily to First Nations and Inuit individuals, families, and communities living on-reserve or in Inuit communities.  It encompasses health promotion and disease prevention programs to improve health outcomes and reduce health risks; public health protection, including surveillance, to prevent and /or mitigate human health risks associated with communicable diseases and exposure to environmental hazards; and primary care where individuals are provided diagnostic, curative, rehabilitative, supportive, palliative/end-of-life care, and referral services. 

Expected results: 

Healthy Child Development (8 expected results)

  1. Sustained access to healthy child development programs/services
  2. Increased workforce skills, knowledge and /or expertise in healthy child development
  3. a. Supportive environments for healthy behaviours, including increased public awareness and knowledge
    b. Community and stakeholder engagement and collaboration in policy/program development and service delivery
  4. Increased ability to collect and provide information for policy or program development that is relevant to First Nations and Inuit community contexts
  5. Increased availability and use of evidence-based information, including community and traditional knowledge, for program improvement
  6. Improved coordination and integration of healthy child development programs and services
  7. Improved quality of healthy child development programs and services
  8. Increased practice of healthy behaviours related to healthy child development by First Nations and Inuit individuals, families and communities

Mental Wellness (9 expected results)

  1. Sustained access to mental wellness programs/services
  2. Increased workforce skills, knowledge and /or expertise in mental wellness
  3. Supportive environments for healthy behaviours, including increased public awareness and knowledge
  4. Community and stakeholder engagement and collaboration in policy/program development and service delivery
  5. Increased ability to collect and provide information for policy or program development that is relevant to First Nations and Inuit community contexts
  6. Increased availability and use of evidence-based information, including community and traditional knowledge, for program improvement
  7. Improved coordination and integration of mental wellness programs and services
  8. Improved quality of mental wellness programs and services
  9. Increased practice of healthy behaviours related to mental wellness by First Nations and Inuit individuals, families and communities

Healthy Living (9 expected results)

  1. Sustained access to healthy living programs/services
  2. Increased workforce skills, knowledge and /or expertise in healthy living
  3. Supportive environments for healthy behaviours, including increased public awareness and knowledge
  4. Community and stakeholder engagement and collaboration in policy/program development and service delivery
  5. Increased ability to collect and provide information for policy or program development that is relevant to First Nations and Inuit community contexts
  6. Increased availability and use of evidence-based information, including community and traditional knowledge, for program improvement
  7. Improved coordination and integration of healthy living programs and services
  8. Improved quality of healthy living programs and services
  9. Increased practice of healthy behaviours related to healthy living by First Nations and Inuit individuals, families and communities

Communicable Disease Control and Management (11 expected results)

  1. Improved access to communicable disease control and management programs/activities.
  2. Improved risk identification and mitigation
  3. Improved workforce skills, knowledge and /or expertise in communicable disease control and management
  4. Improved public awareness and knowledge of communicable disease risks 
  5. Improved community and stakeholder engagement and collaboration in policy/program development and service delivery
  6. Improved base of evidence of communicable disease risks, impacts and needs in First Nations communities
  7. Service delivery increasingly informed by relevant policies, standards, guidelines/frameworks
  8. Improved prevention of, response to, and mitigation of, communicable disease risks.
  9. A more evidence-based, coordinated and culturally appropriate approach to communicable disease control policy development and programming
  10. Increased community capacity to manage and administer communicable disease control and management programs
  11. Knowledge transfer products

Environmental Health (12 expected results)

  1. Improved access to environmental public health programs
  2. Improved environmental public health risk identification and mitigation
  3. Improved workforce and community skills, knowledge and /or expertise in environmental health 
  4. Improved public awareness and knowledge of environmental health risks
  5. Improved community skills, knowledge and /or expertise in environmental health research
  6. Improved community and stakeholder engagement and collaboration in policy/program development and service delivery
  7. Improved evidence base on environmental health risks, impacts and needs in First Nations and Inuit communities
  8. Increased body of culturally relevant, community and participatory research on environmental health in First Nations and Inuit communities
  9. Improved knowledge transfer of research findings and program guidance tools by and with communities and stakeholders
  10. Increased program and community capacity to address and mitigate environmental public health risks
  11. A more evidence-based, coordinated and culturally appropriate approach to environmental public health programming and policy development
  12. Improved community capacity to manage and administer environmental public health  programs and environmental health research activities

Clinical and Client Care (7 expected results)

  1. Improved access to clinical and client care (CCC)  services
  2. Increasingly appropriate CCC services based on need
  3. Increasing capacity of clinical and client care workforce
  4. Increased First Nations and Inuit management of clinical and client services
  5. Timely collaboration with internal and external primary care providers 
  6. Greater use of policies, standards, guidelines and best practices in service delivery
  7. Increased use of evidence-based information to inform quality program delivery

Home and Community Care (6 expected results)

  1. Improved access to home and community care (HCC) services
  2. Increasingly appropriate HCC services based on assessed need
  3. Increasing capacity of HCC workforce
  4. Increased collaboration with internal and external primary care providers 
  5. Greater use of policies, standards, guidelines and best practices in service delivery
  6. Increased use of evidence-based information to inform quality program delivery
Contribution for the First Nations and Inuit Primary Health Care (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions   684.5 665.1 673.3
Total other types of transfer payments        
Total Transfer payments   684.5 665.1 673.3

Link to 3 year Transfer Payment Program Plan



Contributions for First Nations and Inuit Supplementary Health Benefits (Voted).

Strategic Outcome: First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status

Program Activity: First Nations and Inuit Primary Health Care

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

Start date: April 1, 2011

End date: Ongoing

Description: The Supplementary Health Benefits Program is a national program that provides, to registered First Nations and recognized Inuit in Canada regardless of residency, a limited range of medically necessary health-related goods and services not provided through other private or provincial/ territorial programs. 

Expected results:

  1. Non-Insured Health Benefits provided in a manner that contribute to improved health status of First Nations and Inuit.
  2. NIHB Program managed in a cost-effective and sustainable manner
  3. Access by eligible clients to nationally consistently, portable NIHB
  4. Evidence-based benefit policy and program development (consistent with best practices of health service delivery)
  5. Claims for NIHB processed efficiently (regional and centralized)
  6. a. Client and Provider Compliance with Program requirements
    b. Collaborative relations with stakeholders and service providers to facilitate service delivery.
Contribution for theFirst Nations and Inuit Supplementary Health Benefits (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants        
Total contributions   159.5 165.6 170.4
Total other types of transfer payments        
Total Transfer payments   159.5 165.6 170.4

Link to 3 year Transfer Payment Program Plan



Grant for Territorial Health System Sustainability Initiative (THSSI).

Strategic Outcome: A health system responsive to the needs of Canadians

Program Activity: Canadian Health System

Name of Transfer Payment Program: Grant for Territorial Health System Sustainability Initiative (THSSI)

Start date: April 1, 2010

End date: March 31, 2012

Description: The THSSI is divided into the following three funds:

  • The Territorial Health Access Fund intended to: reduce reliance over time on the health care system; strengthen community level services; and build self-reliant capacity to provide services in-territory.  Territorial governments each receive $8.6 million, over two years, to support the implementation of these activities.
  • The Operational Secretariat Fund which: supports the functioning of the Federal / Territorial Assistant Deputy Minister's Working Group (F/T ADM Working Group) which oversees the implementation of the THSSI; provides capacity support to territorial governments to administer THSSI; and , supports pan-territorial initiatives that address common territorial health priorities. Territorial governments share $4 million, over two years, to support these activities.
  • The Medical Travel Fund which offset the costs of medical transportation in each territory.  Nunavut is allotted $20.4 million, NWT $6.4 million and Yukon $3.2 million over the two years of the initiative.

Expected results:

The overriding goal of the two-year extended THSSI is to assist the three territories to consolidate progress made under the THSSI in reducing the reliance on outside health care systems and medical travel. For territories, consolidating projects that have achieved their goals and integrating projects with an ongoing mandate into territorial core business

Grant for the Territorial Health System Sustainability Initiative (THSSI)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants 30.0 30.0 0.0 0.0
Total contributions        
Total other types of transfer payments        
Total Transfer payments 30.0 30.0 0.0 0.0

Link to 3 year Transfer Payment Program Plan



Contribution in Support of the Federal Tobacco Control Strategy (Voted)

Strategic Outcome: Canadians are informed of and protected from health risks associated with food products, substances and environments, and are informed of the benefits of healthy eating.

Program Activity: Substance Use and Abuse

Name of Transfer Payment Program: 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

Contribution in Support of the Federal Tobacco Control Strategy (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants
Total contributions 15.8 15.8 15.8 15.8
Total other types of transfer payments
Total Transfer payments 15.8 15.8 15.8 15.8

Link to 3 year Transfer Payment Program Plan



Drug Treatment Funding Program (Voted)

Strategic Outcome: Canadians are informed of and protected from health risks associated with food products, substances and environments, and are informed of the benefits of healthy eating.

Program Activity: Substance use and abuse

Name of Transfer Payment Program: 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 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.

Drug Treatment Funding Program (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants
Total contributions 28.0 29.9 25.7 11.3
Total other types of transfer payments
Total Transfer payments 28.0 29.9 25.7 11.3

Link to 3 year Transfer Payment Program Plan



Drug Strategy Community Initiatives Fund (Voted)

Strategic Outcome: Canadians are informed of and protected from health risks associated with food products, substances and environments, and are informed of the benefits of healthy eating.

Program Activity: Substance use and abuse

Name of Transfer Payment Program: 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 focusing 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.

Drug Strategy Community Initiatives Fund (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants
Total contributions 14.5 11.5 11.5 11.5
Total other types of transfer payments
Total Transfer payments 14.5 11.5 11.5 11.5

Link to 3 year Transfer Payment Program Plan



Official Languages Health Contribution Program (Voted)

Strategic Outcome: A health system responsive to the health needs of Canadians

Program Activity: Official Language Minority Community Development

Name of Transfer Payment Program: Official Languages Health Contribution Program (Voted)

Start Date: April 2009

End Date: March 2013

Description: 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

7. 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.
Official Languages Health Contribution Program (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants
Total contributions 36.8 38.0 38.3 23.0
Total other types of transfer payments
Total Transfer payments 36.8 38.0 38.3 23.0

Link to 3 year Transfer Payment Program Plan



Assessed Contribution to the Pan American Health Organization (PAHO)

Strategic Outcome: A health system responsive to the health needs of Canadians

Program Activity: Canadian Health System

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.

Assessed Contribution to the Pan American Health Organization (PAHO)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants
Total contributions 12.5 12.5 12.5 12.5
Total other types of transfer payments
Total Transfer payments 12.5 12.5 12.5 12.5

Link to 3 year Transfer Payment Program Plan



Grant to the Canadian Blood Services: Blood Safety and Effectiveness and Research Development (Voted)

Strategic Outcome: Canadians are informed of and protected from health risks associated with food products, substances and environments, and are informed of the benefits of healthy eating.

Program Activity: Health Products

Name of Transfer Payment Program: Grant to the Canadian Blood Services: Blood Safety and Effectiveness and Research Development (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

Grant to the Canadian Blood Services: Blood Safety and Effectiveness and Research Development (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants 5.0 5.0 5.0 5.0
Total contributions
Total other types of transfer payments
Total Transfer payments 5.0 5.0 5.0 5.0

Link to 3 year Transfer Payment Program Plan



Grant to the Canadian Agency for Drugs and Technologies in Health (Voted)

Strategic Outcome: A Health System Responsive to the Needs of Canadians

Program Activity: Canadian Health System

Name of Transfer Payment Program: Grant to the Canadian Agency for Drugs and Technologies 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.

Grant to the Canadian Agency for Drugs and Technologies in Health (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants 17.9 18.9 16.9 16.9
Total contributions
Total other types of transfer payments
Total Transfer payments 17.9 18.9 16.9 16.9

Link to 3 year Transfer Payment Program Plan



Health Care Policy Contribution (Voted)

Strategic Outcome: A Health System Responsive to the Needs of Canadians

Program Activity: Canadian Health System

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

Start Date: September 2002

End Date: March 31, 2013

Description: The Health Care Policy Contribution Program fosters strategic and evidence based decision-making for quality health care, and promotes innovation through pilot projects, evaluation, policy research and analysis, and policy development on current and emerging priorities. Currently, the Program funds projects in priority health care policy areas such as access to health care; chronic and continuing care (including home and community care); health human resources, including assessment and integration of internationally educated health professionals; patient safety; and palliative/end-of-life care.

Expected Results: Program outputs include: research and evaluation reports; educational models, tools and resources for health providers, health system managers and decision makers; innovative models, case studies and best practices; and development and promotion of collaborative relationships. Program outcomes include: increased awareness and understanding of knowledge tools/products, approaches, models, innovations and health system reform issues; broader adoption of knowledge or innovations resulting in changes to policy, practice and/or organizational structure; and expansion or enhancement of existing practices or models.

Health Care Policy Contribution (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants
Total contributions 32.7 33.5 33.5 33.6
Total other types of transfer payments
Total Transfer payments 32.7 33.5 33.5 33.6

Link to 3 year Transfer Payment Program Plan



Grant to the Canadian Partnership Against Cancer (Voted)

Strategic Outcome: A Health System Responsive to the Needs of Canadians

Program Activity: Canadian Health System

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

Start Date: April 1, 2007

End Date: March 31, 2012

Description: The Canadian 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.

Grant to the Canadian Partnership Against Cancer (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants 55.0 50.0 50.0 50.0
Total contributions
Total other types of transfer payments
Total Transfer payments 55.0 50.0 50.0 50.0

Link to 3 year Transfer Payment Program Plan



Grant to the Canadian Patient Safety Institute (Voted)

Strategic Outcome: A Health System Responsive to the Needs of Canadians

Program Activity: Canadian Health System

Name of Transfer Payment Program: 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.

Grant to the Canadian Patient Safety Institute (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants 8.0 8.0 8.0 8.0
Total contributions
Total other types of transfer payments
Total Transfer payments 8.0 8.0 8.0 8.0

Link to 3 year Transfer Payment Program Plan



Grant to the Health Council of Canada (Voted)

Strategic Outcome: A Health System Responsive to the Needs of Canadians

Program Activity: Canadian Health System

Name of Transfer Payment Program: 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 care system reform.

Grant to the Health Council of Canada (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants 10.0 10.0 10.0 10.0
Total contributions
Total other types of transfer payments
Total Transfer payments 10.0 10.0 10.0 10.0

Link to 3 year Transfer Payment Program Plan



Grant to Support the Mental Health Commission of Canada (Voted)

Strategic Outcome: A Health System Responsive to the 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.

Grant to Support the Mental Health Commission of Canada (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants 15.0 15.0 15.0 15.0
Total contributions
Total other types of transfer payments
Total Transfer payments 15.0 15.0 15.0 15.0

Link to 3 year Transfer Payment Program Plan



Grant to the Canadian Institute for Health Information (CIHI)

Strategic Outcome: A Health System Responsive to the Needs of Canadians

Program Activity: Canadian Health System

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

From 1999 to 2007, the federal government provided approximately $313 million to CIHI through a series of grants, known as the Roadmap Initiative. This allowed CIHI to provide quality, timely health information. More recently CIHI's funding has been consolidated through the Health Information Initiative.

Beginning in 2007-08, the Health Information Initiative provides conditional grant funding to CIHI. This funding allows CIHI to continue important work initiated under the Roadmap Initiative and to further enhance the coverage of health data systems to improve the information available to Canadians on their health care system, including information on wait times, and comparable health indicators. The funding also enables 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 2011-12 Operational Plan and Budget is to be provided to Health Canada by the end of January 2011. At the March 2011 CIHI Board Meeting, the document will be brought forward for review and approval and then subsequently submitted to the Minister of Health. In CIHI's 2009-2010 Annual Report they indicated that they will remain focused on their strategic priorities as follows:

More and Better Data

  • Increase jurisdictional uptake of select reporting systems, with a continued focus on home and continuing care, pharmaceuticals, medication incidents and ambulatory care/emergency visits;
  • Continue to develop and implement our Primary Health Care Information program;
  • Work to address data gaps in the areas of Aboriginal health and community mental health;
  • Increase the quality and comprehensiveness of our patient-specific cost data;
  • 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 our first-ever pan-Canadian hospital reports;
  • Release a series of analytical products on cross-cutting themes focused on cancer, seniors, Aboriginal health, mental health and patient safety/quality of care;
  • Develop and implement a rolling multi-year analytical plan and release reports and special studies focused on access to care/wait times, patient outcomes, H1N1, continuity of care, cost/productivity and primary health care;
  • Implement methodologies and infrastructures to link data in a privacy-sensitive manner; and
  • Continue to implement the Canadian Population Health Initiative Action Plan, with a particular focus on the themes of place and health and reducing gaps.

Understanding and Use of Our Data

  • Expand the depth and breadth of our eReporting applications, including CIHI Portal;
  • Launch our new and improved website;
  • Share expertise and enhance overall responsiveness by implementing a more strategic approach to marketing products and developing a customer strategy and educational offerings;
  • Develop new data sharing agreements, as appropriate;
  • Enhance our data security and privacy programs by conducting privacy audits on select internal data holdings and external data recipients;
  • Host national conferences and workshops to promote increased understanding and use of our data and information products; and
  • Develop and deliver education products to support improvement and use of our products and services (such as data quality, national reporting system, indicators and data standards).

2010-2011 is the third year of CIHI's four year strategic plan.

Grant to the Canadian Institute for Health Information (CIHI) (Voted)
Program Activity
(millions of dollars)
Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Total grants 81.7 81.7 81.7 81.7
Total contributions
Total other types of transfer payments
Total Transfer payments 81.7 81.7 81.7 81.7

Link to 3 year Transfer Payment Program Plan



Up-Front Multi-Year Funding


Strategic outcome: A Health System Responsive to the Needs of Canadians

Program activity: Canadian Health System

Name of recipient: Canada Health Infoway

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 four active funding agreements, signed in: March 2003 (encompasses 2001 and 2003 allocations), March 2004, March 2007, and March 2010. The first three allocations (totalling $1.2B) were provided as lump sums, whereas the 2007 allocation ($400M) and 2010 allocation ($500M) are subject to specific conditions, with funds flowing to Infoway on an as-needed basis (Infoway makes individual cash flow requests specific to those funding agreements).

End date: March 31, 2015**

**As per the 2010 funding agreement, the duration of the agreement is until the later of: the date upon which all Up-Front Multi-Year Funding provided has been expended; or March 31, 2015. The duration of the 2007 funding agreement is until the later of: the date upon which all Grant Funding provided has been expended; or March 31, 2012.

Description:


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

Since 2001, the federal government has committed the following funding allocations: $500 million in 2001 in support of the September 2000 First Ministers' Action Plan for Health System Renewal to strengthen a Canada-wide health infostructure (with the electronic health record - EHR - as a priority); $600 million in the First Ministers' Health Accord of February 2003, to accelerate implementation of the EHR and Telehealth; $100 million as part of Budget 2004 to support development of a pan-Canadian health surveillance system; and $400 million as part of Budget 2007 to support continued work on EHRs and wait times reductions. Also, as part of the Economic Action Plan, and as indicated in Budget 2009, the Government of Canada announced an additional investment of $500 million in Infoway, to support continued implementation of EHRs, implementation of electronic medical records in physicians' offices, and integration of points of service with the EHR system. Following a due diligence process, Budget 2010 announced the government's intention to move forward with the transfer of the funds. In March 2010, Health Canada and Infoway signed a related funding agreement, which includes enhanced accountability provisions.

It is anticipated that Infoway's approach, where federal, provincial and territorial (F/P/T) governments participate as equals, toward a goal of modernizing the health information system, will reduce costs and improve the quality of health care and patient safety through coordination of effort and avoidance of duplication.

($ millions)
Total Funding Prior Years' Funding Planned Funding
2011-12
Planned Funding
2012-13
Planned Funding
2013-14
$2,100.00 To be determined*** To be determined*** To be determined*** To be determined***

***As per both the 2007 and 2010 funding agreements, funds are to be disbursed according to the annual cash flow requirements identified by Infoway. These requirements are to be submitted to the Department no later than March 30, in advance of the upcoming fiscal year to which that cash flow statement applies. Also, Infoway can submit additional cash flow requests within a fiscal year, should the need for additional funding arise. Infoway has not provided an advance estimate of its 2011-12 to 2013-14 requirements.

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 2010-11 Corporate Business Plan, Unlocking the Clinical Value of Health Information Systems, Infoway indicated the following action areas which will continue into 2011-12 and build upon Infoway's existing business strategies:

  • Accelerating activities, programs and projects that will help deliver on the December 31, 2010 goal of having an EHR available for 50% of Canadians: Infoway will continue to work closely with each jurisdiction to focus on activities to help achieve the 2010 goal.
  • Expanding the interoperability of EHR solutions, especially at the points of service (e.g., physicians' offices, hospital, community pharmacies): Infoway will continue to work with jurisdictions and vendors to accelerate EHR interoperability, and to support and maintain pan-Canadian standards and their correct and consistent use.
  • Increasing adoption and use of the EHR: Infoway will continue to facilitate clinical leadership, advance best practices in the clinical adoption of solutions, and support benefit measurement and realization.
  • Connecting with the public and patients to inform and educate them about EHRs and their benefits: This will include implementing a comprehensive corporate communications program to keep stakeholders abreast of developments and inform the public about Infoway's activities and programs.
  • Positioning for the future, including implementation of strategies for new programs related to the $500M in federal funding allocated to Infoway in Budget 2010: This will include updating and revising, as necessary, the investment strategies for EMRs, clinical systems integration and consumer health solutions, and completing the strategies and implementation plans to support the evolution of Infoway's 2015 vision.

URL of recipient site: www.infoway.ca


Up-Front Multi-Year Funding


Strategic outcome: A Health System Responsive to the Needs of Canadians

Program activity: Canadian Health System

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

Start date: 1996-97

End date: N/A

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.

(Denomination)
Total Funding Prior Years' Funding Planned Funding
2011-12
Planned Funding
2012-13
Planned Funding
2013-14
151.5 1996 - 66.5
1999 - 60
2003 - 25
N/A N/A N/A

Summary of annual plans of recipient: (Because CHSRF's 2011 program of work and budget will be submitted for approval to its Board of Trustees on 2 December 2010, the following information is subject to any final direction approved by trustees on that date.)

CHSRF's total 2011 operating budget is $16.4 million for the ongoing implementation of its 2009 2013 strategic plan. The program of work for 2011 provides for the following under its three strategic priorities and its communications and evaluation activities:

Strategic Priority #1: Engaging and Supporting Citizens. The programming for this priority is organized around two key program areas (Patient Engagement and Supporting Citizens on Boards) that have planned a variety of initiatives for 2011 that will be targeted at key decision makers and policy makers. These initiatives include: dialogue events; funded research (e.g. research reports, intervention projects); the generation of web-based tools; the development of partnerships; and numerous training events. The two programs are intended to support decision makers through the development of evidence of innovative practices for citizen engagement in the healthcare system and accompanying capacity development initiatives.

Strategic Priority #2: Accelerating Evidence-Informed Change. Through its programs, this priority will support training, activities, programs and initiatives that are designed to boost evidence-informed leadership, organizational performance and improve health services. Programs include Executive Training for Research Application (EXTRA), Capacity for Applied and Developmental Research and Evaluation (CADRE) in Health Services and Nursing, the annual CEO Forum, the annual Leaders Survey, Picking up the Pace conference (post 2010 conference activities, and planning for 2012 conference), Network of Centre Directors in Health Services and Policy Research, and Northwest Territories Health System Transformation Project. These programs are designed to provide researchers, policy makers and healthcare managers with a clearer understanding of change and learning processes within dynamic and innovative Canadian healthcare organizations. They are also intended to support learning opportunities and initiatives that bring organizations together to address problems related to managing change within Canadian health systems.

Strategic Priority #3: Promoting Policy Dialogue. Through its programs, this priority will inform policy making to improve healthcare and the health of Canadians by developing evidence-informed options for health system financing, quality and performance and by facilitating dialogue among policy and decision makers, researchers and the public to stimulate ideas and action. Under its "healthcare financing and transformation" programming, CHSRF will synthesize the findings of its commissioned research to identify key issues, and dialogue with federal, provincial, territorial, and regional stakeholders, researchers and the public to develop tangible policy options on health system reform. Dissemination plans will also be implemented for the research papers and resulting policy options papers. Other activities will include the development of 1-2 policy briefs addressing health system financing and transformation, funding of a special issue of the Journal of Health Politics, Policy & Law featuring papers on international health reform; and funding of a special issue of the Journal of Health Politics, Policy and Law featuring papers on international health reform.

Activities under "Primary Healthcare" and "Planning for the Aging Population" programming will include developing a policy framework for primary healthcare improvement, developing 1-2 policy briefs, establishing a website to promote dissemination and exchange of evidence, research, promising practices (innovations) and evaluation, disseminating the 2010 national and regional (aging) roundtable reports and final consultation report summarizing results from all roundtables, identifying and disseminating policy innovations arising from the roundtables, and the commissioning of research projects to address aging knowledge gaps and priorities identified through the aging roundtables.

Policy collaboration activities will include CHSRF's participation in the planning of external activities and events, e.g., Taming of the Queue (Canadian Medical Association), 2011 Canadian Association of Health Services and Policy Research Conference, University of British Columbia-Canadian Health Services Policy Research Annual Conference, and The Canadian Partnership Against Cancer collaboration.

In addition, CHSRF will also focus on producing a variety of timely and accessible policy exchange tools and supports, especially Mythbusters, Evidence Boost and Researcher on Call. CHSRF will continue to recognize and reward achievements in connecting research to policy, through the Mythbusters Award (for students), the Health Services Research Advancement Award (for researchers) and the Canadian Harkness Associate Award (for mid-level career researchers, policy or decision makers, journalists and others).

Strategic Evaluation
Programming is planned around five central responsibilities: ensuring corporate accountability; providing strategic evaluative evidence and recommendations; developing & managing CHSRF's foundation-level evaluation activities and reporting; playing a leadership role in the continuous education of the program leads in the area of evaluative thinking and performance management; and producing a number of CHSRF's corporate reports.

Communications and Public Affairs
Internal programming will include the creation of a communications framework to ensure that individual communications initiatives are focused, timely, strategic and mutually reinforcing; and the provision of high quality communications support services (planning, dissemination, writing, editing, translation, etc.). External programming will focus on communicating evidence that contributes to the achievement of CHSRF's vision; raising the overall profile and relevance of CHSRF with its target audiences and demonstrating the value of its work; creating awareness of CHSRF with media; and making CHSRF a recognized source of credible information on health services and systems innovation. The Information Services component will focus on ensuring that information is available in both print and electronic formats at all staff members' desktops via the corporate intranet; providing provide proactive and on-demand information services (research services, training sessions, document delivery, media and literature monitoring, and cataloguing); ensuring ongoing usability of the corporate intranet; and creating and sustaining intersections between the intranet and key information resources for staff.

URL of recipient site: http://ww.chsrf.ca and http://www.fcrss.ca


Up-Front Multi-Year Funding


Strategic outcome: A Health System Responsive to the Needs of Canadians

Program activity: Canadian Health System

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

Start date: April 2008

End date: March 2013

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.
(Denomination)
Total Funding Prior Years' Funding Planned Funding
2011-12
Planned Funding
2012-13
Planned Funding
2013-14
$110M $110M 0 0 Not applicable

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 2010/11 -2014/15 Business Plan.

As indicated in the 2009-2010 MHCC Annual Report, the At Home /Chez Soi (French)/Niapin (Cree) project was successfully launched on November 23, 2009, in the five participating cities of Vancouver, Winnipeg, Toronto, Montreal, and Moncton. A total of 2,285 homeless people living with a mental illness will participate in the study, with each project focussing 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. Work continues to advance on this initiative, with evaluations planned for 2011/12.

URL of recipient site: www.mentalhealthcommission.ca


Up-Front Multi-Year Funding

Conditional Grant to the Rick Hansen Man in Motion Foundation


Strategic outcome: A Health System Responsive to the Needs of Canadians

Program activity: Canadian Health System

Name of recipient: Rick Hansen Man in Motion Foundation

Start date: April 1, 2007

End date: March 31, 2012

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.

(Denomination)
Total Funding Prior Years' Funding Planned Funding
2011-12
Planned Funding
2012-13
Planned Funding
2013-14
30,000,000 30,000,000 0 Not applicable Not applicable

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.

URL of recipient site: www.rickhansen.com




Greening Government Operations (GGO)

Overview

The GGO supplementary table applies to departments and agencies bound by the Federal Sustainable Development Act, the Policy on Green Procurement, or the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.

Please note:

  • RPP refers to Reports on Plans and Priorities and represents planned / expected results.
  • DPR refers to Departmental Performance Reports and represents actual results.

Green Building Targets


8.1 As of April 1, 2012, and pursuant to departmental strategic frameworks, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance1.
Performance Measure RPP DPR
Target Status  
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) N/A  
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) N/A  
Existence of strategic framework. (Optional in RPP 2011-12) Completed (2011-12)  

Strategies / Comments

  1. The strategic framework for the greening of Health Canada's buildings will detail how the department intends to meet the green buildings target, 8.1.


8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m2 will be assessed for environmental performance using an industry-recognized assessment tool2.
Performance Measure RPP DPR
Target Status  
Number of buildings over 1000m2, as per departmental strategic framework. (Optional in FY 2011-12) N/A  
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. (Optional in FY 2011-12) N/A  
Existence of strategic framework. (Optional in RPP 2011-12) Completed (2011-12)  

Strategies / Comments

  1. The strategic framework for the greening of Health Canada's buildings will detail how the department intends to meet the green buildings target, 8.2.


8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m2, where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool3.
Performance Measure RPP DPR
Target Status  
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) N/A  
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) N/A  
Existence of strategic framework. (Optional in RPP 2011-12) Completed (2011-12)  

Strategies / Comments

  1. The strategic framework for the greening of Health Canada's buildings will detail how the department intends to meet the green buildings target, 8.3.


8.4 As of April 1, 2012, and pursuant to departmental strategic frameworks, fit-up and refit projects will achieve an industry-recognized level of high environmental performance4.
Performance Measure RPP DPR
Target Status  
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) N/A  
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) N/A  
Existence of strategic framework. (Optional in RPP 2011-12) Completed (2011-12)  

Strategies / Comments

  1. The strategic framework for the greening of Health Canada's buildings will detail how the department intends to meet the green buildings target, 8.4.

Greenhouse Gas Emissions Target


8.5 The federal government will take action now to reduce levels of greenhouse gas emissions from its operations to match the national target of 17% below 2005 by 2020.
Performance Measure RPP DPR
Target Status  
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-21, relative to fiscal year 2005-06. 10%  
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent. 3.06  
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. FY 2011-12 3.03  
FY 2012-13 3.00  
FY 2013-14 2.97  
FY 2014-15 2.94  
FY 2015-16 2.91  
FY 2016-17 2.88  
FY 2017-18 2.85  
FY 2018-19 2.82  
FY 2019-20 2.79  
FY 2020-21 2.76  
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. FY 2011-12 -1%  
FY 2012-13 -1%  
FY 2013-14 -1%  
FY 2014-15 -1%  
FY 2015-16 -1%  
FY 2016-17 -1%  
FY 2017-18 -1%  
FY 2018-19 -1%  
FY 2019-20 -1%  
FY 2020-21 -1%  

Strategies / Comments

  1. Interim target: The department's annual interim target is 1% absolute reduction in GHG emissions annually (until 2020-21), relative to baseline fiscal year of 2005-06. This represents 30% of the department's overall GHG reduction target by 2014. Therefore, by the end of the first Departmental SDS under the FSDS, the department should have achieved a 3% reduction of GHG emissions.
  2. Scope: only on-road Fleet operations are included within this target, no incremental funding is being made available.
  3. Roles and Responsibilities: DG of Materiel and Asset Management Directorate (MAMD) is overseeing this target, with input and support from the Fleet Managers and Cost Centre Managers in Health Canada.
  4. Key Activities: Replacement of old vehicles, policy adherence, awareness and communications.
  5. Reporting Requirements: Annual GHG emissions will be assessed with the Federal Greenhouse Gas Tracking Protocol - A Common Standard for Federal Operations, which is provided by PWGSC. HC uses the ARI data base to monitor and manage fleet operations.
  6. Tools and Resources: Federal Greenhouse Gas Tracking Protocol - A Common Standard for Federal Operations, ARI database which manages fleet operations and an in-house MS Access data to run reports.
  7. An action plan will be developed to encourage conformity to HC's fleet standards, which includes "greening" the fleet.
  8. HC will also:
    • Provide stronger direction, guidance and a challenge function to fleet operators.
    • Utilize best practices already established from the more successful Regions/Programs.
    • Investigate practices from other Departments with similar fleet challenges.
    • Ramp up communications (Goods News, BC News, NAMMC meetings, etc.)
  9. HC will investigate the installation of after-market devices to reduce fuel consumption or track vehicle use statistics (e.g., anti-idling devices, heat recovery systems, or global positioning system devices); Review public/alternative transportation options (urban and remote); and will communicate a greater reliance on tele/video conferencing vs. travel and the use of rental vehicles, where applicable.

Surplus Electronic and Electrical Equipment Target


8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.
Performance Measure RPP DPR
Target Status  
Existence of implementation plan for the disposal of all departmentally-generated EEE. (Optional in RPP 2011-12) Completed  
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year. FY 2011-12 12.5%  
FY 2012-13 N/A  
FY 2013-14 100%  

Strategies / Comments

  1. By the end of the fiscal year 2011-2012, Health Canada will have a fully developed implementation plan to ensure the reuse or recycling of all its surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.
  2. Furthermore, Health Canada will fully implement its plan in the National Capital Region (NCR) by the end of fiscal year 2011-2012. While representing only one region (out of eight), the NRC region is, by virtue of its employee population, responsible for the majority of EEE waste generated by the department.
  3. The department is defining location as a region, of which there are eight (8); NCR, Atlantic, Quebec, Ontario, Manitoba-Saskatchewan, Alberta, British Colombia and the Northern region. By March 31, 2014 all regions will be included in this program.

Printing Unit Reduction Target


8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.
Performance Measure RPP DPR
Target Status  
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configuration allow. (Optional) N/A  
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow. FY 2011-12 N/A  
FY 2012-13 N/A  
FY 2013-14 8:1  

Strategies / Comments

  1. Health Canada is defining printing units as all desktop printers, networked printers and multi-functional devices.
  2. Health Canada will be including all employees, not only office employees. However, the following employees will be excluded: employees who frequently deal with confidential or secret documents, those working in a space with a maximum of 15 employees or less, and employees requiring personal printers due to a disability.
  3. The number of network printing units will be determined utilizing OpenView; a network discovery service. Personal printing units will be accounted for through a method of floor walk-through and analysis of asset management databases and tools.
  4. Health Canada will use a combination of Human Resources statistics and the TBS Population Affiliation Report for determining the number of employees.

Paper Consumption Target


8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.
Performance Measure RPP DPR
Target Status  
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. (Optional in RPP 2011-12) TBD  
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011-12) FY 2011-12    
FY 2012-13    
FY 2013-14    

Strategies / Comments

  1. Health Canada will use 2011-2012 fiscal year as the baseline year to measure internal paper consumption per office employee. Leading up to the baseline year, Health Canada will establish a concrete strategy to meet the 20% target.

Green Meetings Target


8.9 By March 31, 2012, each department will adopt a guide for greening meetings.
Performance Measure RPP DPR
Target Status  
Presence of a green meeting guide. (Optional in RPP 2011-12) Completed (2010-11)  

Strategies / Comments

  1. Health Canada is committed to adopting a guide for green meetings by end of FY 2011-2012 and adopting it by March 31, 2012.
  2. Adoption of this guide is defined as obtaining approval from senior management, making the guide available to all Health Canada employees and ensuring effective communication of the guide's principles through awareness campaigns.

Green Procurement Targets

8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.5


8.10 Target 1: By March 31, 2014, 60% of IT hardware purchases will be identified as environmentally preferred models up from 29% in 2009-10.
Performance Measure RPP DPR
Target Status  
Increase percentage of IT hardware purchases identified as environmentally friendly from baseline of 29% in 2009-10. 48%  
Percentage of IT hardware purchases that meet the target relative to total of all purchases for IT hardware in the given year. 29%  

Strategies / Comments

  1. i. Scope: N7010 ADP equipment
    N7020 ADP CPU
    N7021 ADP CPU
    N7022 ADP CPU
    N7025 ADP Input-Output
    N7035 ADP support equipment
    N7042 Mini and micro computer control devices
  2. Exclusions: laboratory or field equipment and purchases using acquisition cards
  3. Departmental policy mandates use of PWGSC standing offers (which include IT hardware purchases).
  4. IT hardware purchases represent approximately 50% of assets
  5. Other: Volume/percentage of "unknown" responses from the baseline year (34.7%)
  6. Other: HC will utilize its green procurement field in SAP to assess the environmental friendliness of IT Hardware. To decrease confusion on what is "green", SAP users have been given six specific options to choose from and extensive documentation on each:
    • Unknown (Included to increase data reliability and assess the level of user awareness)
    • Environmental Attributes of Supplier
    • Uncertified Environmental Attribute
    • Certified Environmental Attribute(s)
    • Recycled Content
    • No Environmental Attribute
  7. A communication strategy will be developed to encourage procurement officers and/or Cost-Centre Managers to comply in purchasing "green" IT hardware and utilize the SAP system to identify the greenness of procured items.
  8. Investigate whether IT Hardware providers (standing offers) can be limited to offering environmental preferred products only.


8.10 Target 2: By March 31, 2014, 60% of specified purchases of office supplies will be identified as having environmental features up from 30% in 2009/10.
Performance Measure RPP DPR
Target Status  
Increase percentage of office supply purchases identified as environmentally friendly from baseline of 30% in 2009-10. 50%  
Progress against measure in the given fiscal year. 10%  

Strategies / Comments

  1. Scope: N7045 ADP supplies
    N7510 Office supplies
    N7520 Office devices and accessories
    N7530 Stationary
    N7540 Standard forms
    N7035 ADP support equipment
    N7042 Mini and micro computer control devices
    Exclusions: purchases using acquisition cards
  2. Other: HC will utilize its green procurement field in SAP to identify "office supplies" with environmental features. To decrease confusion on what is "green", SAP users have been given six specific options to choose from and extensive documentation on each:
    • Unknown (Included to increase data reliability and assess the level of user awareness)
    • Environmental Attributes of Supplier
    • Uncertified Environmental Attribute
    • Certified Environmental Attribute(s)
    • Recycled Content
    • No Environmental Attribute
  3. A communication strategy will be developed to encourage procurement officers and/or Cost-Centre Managers to comply with purchasing "green" office supplies and utilize the SAP system to identify the greenness of procured items.
  4. Investigate whether office supply providers (standing offers) can be limited to offering environmental preferred products only.


8.10 Target 3: By March 31, 2014, 90% of vehicles purchased annually are right sized for operational needs and are the most fuel efficient vehicle in its class, as per HC Fleet Standards and/or are an alternative fuel vehicle.
Performance Measure RPP DPR
Target Status  
Number/percentage of vehicles purchased in a given year that conform to the directives of HC Fleet Standard versus number of vehicles purchased that did not comply to HC's Fleet standard. TBD  
Progress against measure in the given fiscal year. N/A  

Strategies / Comments

  1. Semi annual reports will be obtained through SAP and/or ARI to identify new fleet acquisitions. These will be individually assessed against the existing fleet standard matrices to determine compliance.
  2. The current HC standard was developed in 2008 and is to be updated annually.
  3. A communication strategy is being developed to encourage compliance to the standard.
  4. Investigate centralized fleet management and fleet procurement options.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.


8.11 Target 1: Training for Select Employees

As of March 31, 2014, 100% of materiel management staff (including Director/manager and staff levels identified as having procurement functions and responsibilities in their respective work plans), will receive green procurement training through CSPS course C215 or in-house equivalent.
Performance Measure RPP DPR
Target Status  
Number/percentage of procurement and materiel management staff with formal green procurement training relative to total number of procurement and materiel management staff identified with such responsibilities in any given year. 60  
Progress against measure in the given fiscal year. (82%)  

Strategies / Comments

  1. Green Procurement policy supports all designated employees (PG group) to take green procurement training.
  2. An annual Human Resources report identifying PG group employees will be compared to MAMD's listing of participants having taken the green procurement training through CSPS course C215 or in-house equivalent.
  3. Total number of PG positions at HC = 60
  4. iv. PGs that have not taken the course(s) will be followed up accordingly to encourage compliance.


8.11 Target 2: As of March 31, 2014, 100% of managers and functional heads of procurement and materiel management will have greening of government operations included in their Employee performance evaluations
Phase 1a: As of April 1, 2011, employee performance evaluations for PG Group Directors and Managers as it relates to greening of government operations (including adherence to greening initiatives /directions / frameworks and standards by subordinates) will be incorporated into their Employee performance evaluations
Phase 1b: As of April 1, 2012 employee performance evaluations related to greening of government operations will be included as part of the Corporate Commitments for Executives.
Phase 2: By April 1 2013, employee performance evaluations for Program and Regional Managers with procurement responsibilities/authorities related to greening of government operations (including adherence to greening initiatives/directions/frameworks and standards by subordinates) will be included as part of their performance evaluations.
Performance Measure RPP DPR
Target Status  
Phase 1a:
Number of performance evaluations of identified positions of managers and functional heads of procurement and materiel management within MAMD that have environmental consideration clauses relative to the total of identified positions.
Exclusions may include positions that are vacant.

Phase 1b:
Number/percent of performance evaluations of identified EX positions that have environmental consideration clauses relative to the total of identified EX positions.
Exclusions may include positions that are vacant.

Phase 2:
Number/percent of performance evaluations of identified positions (Regional Directors and PG Program Managers) that have environmental consideration clauses relative to the total of identified positions.
Exclusions may include positions that are vacant.
2/11






TBD







TBD
 
Phase 1a: Progress against measure in the given fiscal year.
Phase 1b: Acceptance/Inclusion of "greening of government operations" as part of the Corporate Commitments for Executives and specific identification of positions and applicable clauses.
Phase 2: Specific identification of positions and applicable clauses
18 %



TBD


TBD
 

Strategies / Comments

  1. Phase 1a - By April 1, 2011 all HC Materiel and Asset Management Managers and functional Heads within the Materiel and Assets Management Directorate (1 DG, 3 PG-6 Directors and 7 PG-5 Managers) will have Greening of Government Operations clauses embedded into their Employee Performance Evaluations.
  2. Phase 1b - By April 1, 2012 HC will develop strategies to have Greening of Government Operations embedded into the Corporate Commitments for Executives; including identifying applicable EX positions and matching them to appropriate clauses.
  3. Phase 2 - HC will develop the extent of the scope of Program and Regional Managers with procurement responsibilities/authorities related to greening of government operations during 2011-2012 and develop and implement strategies to incorporate environmental clauses into their employee performance evaluations


8.11 Target 3: Management processes and controls

By 2014, HC will ensure that 100% of management processes and controls accommodate green procurement, as appropriate.
Performance Measure RPP DPR
Target Status  
Number of Procurement related tools with a "greening" process vs. number of Procurement tools still requiring a "greening" process" TBD  
Progress against measure in the given fiscal year. N/A  

Strategies / Comments

  1. 2011-12 will be spent analysing department's decision-making processes and controls to determine baseline and to indicate those that should include environmental considerations.
  2. Communicate to stakeholders.


Notes:

  • 1 This would be demonstrated by achieving LEED NC Silver, Green Globes Design 3 Globes, or equivalent.

  • 2 Assessment tools include: BOMA BESt, Green Globes or equivalent.

  • 3 Assessment tools include: BOMA BESt, an appropriately tailored BOMA International Green Lease Standard, or equivalent.

  • 4 This would be demonstrated by achieving LEED CI Silver, Green Globes Fit-Up 3 Globes, or equivalent.

  • 5 Alternatively, departments and agencies bound by the Policy on Green Procurement but not the Federal Sustainable Development Act (FSDA) can follow the approach required of FSDA departments for green procurement by setting and reporting on green procurement targets as specified in the "Green Procurement Targets" section in the above table.



Horizontal Initiatives 1


1. Name of Horizontal Initiative: Federal Tobacco Control Initiative (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: *

5. End date of the Horizontal Initiative: *

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

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

8. Shared outcome(s):

9. Governance structure(s):

10. Planning Highlights:

11. Federal Partner: * Funding for the initiative is ongoing but the current policy approval ends March 31, 2011. Further information is not available at this time.
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
       
     
     
Total    

16. Expected results by program as per (13):

11. Federal Partner: (Denomination)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
       
     
     
Total    

16. Expected results by program as per (13):


Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2011-12
   

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

18. Contact information:

Cathy A. Sabiston
Director General, Controlled Substances and Tobacco Directorate
(613) 941-1977
cathy.a.sabiston@hc-sc.gc.ca

Horizontal Initiatives 2


1. Name of Horizontal Initiative: Defence of Canada Against Third-Party Claims in Tobacco Litigation

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

3. Lead department program activity: Substance Use and Abuse

4. Start date of the Horizontal Initiative: 2010-2011

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

6. Total federal funding allocation (start to end date): $45,738,000

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

The purpose of this horizontal initiative is to defend Canada against third party claims in tobacco litigation. The source of funding for this initiative is:

  • $34,878,000 over three fiscal years from the fiscal framework in Budget 2010;
  • Up to $9,000,000 from Health Canada's existing reference levels ($3,000,000 in 2010-11, $3,000,000 in 2012-12, and $3,000,000 in 2012-13); and
  • Up to $1,860,000 from Agriculture and Agri-Food Canada's existing reference levels ($1,100,000 in 2010-11, $380,000 in 2011-12, and $380,000 in 2012-13).

8. Shared outcome(s):

Canada is defended against third-party claims in tobacco litigation.

9. Governance structure(s):

The Interdepartmental Assistant Deputy Minister Steering Committee on Tobacco Litigation co-ordinates the defence efforts. The committee is co-chaired by Health Canada, Agriculture and Agri-Food Canada and Justice Canada. The responsibilities of the Steering Committee include:

  • Ensuring a clear and consistent understanding of the collective and individual obligations of departments and agencies in all aspects of the defence;
  • Providing high-level strategic instruction and policy advice as to significant aspects of the litigation or its financial administration;
  • Monitoring expenditures;
  • Monitoring the evolution of the defence and related resource allocations and needs; and
  • Identifying and sharing lessons learned for any future large-scale document production or litigation actions.

10. Planning Highlights:

In 2011-12, with guidance and support from Justice Canada, Health Canada and Agriculture Canada will continue to prepare for and defend Canada against third-party claims in tobacco litigation as required.

11. Federal Partner: Health Canada
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2011-12
PA 2.5 Substance Use and Abuse Defence of Canada Against Third-Party Claims in Tobacco Litigation $29,742,000 new funding

$9,000,000 existing reference levels
$10,787,000 new funding

$3,000,000 existing reference levels
Total $38,742,000 $13,787,000

Expected results by program:

  • Canada is defended against third-party claims in tobacco litigation.
Federal Partner: Agriculture and Agri-Food Canada
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2011-12
Internal Services Defence of Canada Against Third-Party Claims in Tobacco Litigation $5,136,000 new funding

$1,860,000 existing reference levels
$1,922,000 new funding

$380,000 existing reference levels
Total $6,996,000 $2,302,000

Expected results by program:

  • Canada is defended against third-party claims in tobacco litigation.

12. Contact information:

Louis Proulx
A/Director, Health Canada Litigation Support Office
123 Slater Street
Ottawa, Ontario K1A 0K9
613-954-5851
louis.proulx@hc-sc.gc.ca

Horizontal Initiatives 3


1. Name of Horizontal Initiative: Action plan to Protect Human Health from Environmental Contaminants

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

3. Lead department program activity: 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. The Guide, Hazardcheck, was published March 1, 2010.

$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. Data for First Nations' peoples on reserve will be captured under the First Nations Biomonitoring Initiative.

$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

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 to inform them of what they can do to reduce their exposure to these risks such as carbon monoxide, household chemicals, second-hand smoke, and lead). Background research is also underway for a Guide focusing on senior's health.

A marketing campaign was launched in March 2010 to promote the new Environmental Health guide and to raise awareness of the link between health and the environment. A marketing campaign for 2010-11 will focus primarily on social media including: outreach to Mommy blogger communities and a viral quiz. To compliment the on-line tactics, public engagement events will be hosted at 150 retail locations over 3 consecutive weekends in March 2011 thereby educating Canadians on the environmental issues that could impact their health through face-to-face discussions. A First Nations and Inuit campaign is also underway to support tailored Guides. This includes a general Home Guide, Outdoor Guides with a seasonal focus (fall/winter and spring/summer) and another for First nations and Inuit Youth Guide.

Background research is underway for fact sheets designed for health care providers and teachers/students which will be developed in 2011-12.

2011-12 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 Environmental Health Guide-Your Health at Home, What you can do is now complete and is available on the Health Canada Website and has been mailed out to First Nations communities across Canada. The text for the First Nations youth Guide and Spring/ Summer outdoor guides have been developed and are being reviewed by Aboriginal stakeholders. Activity booklets for First Nations youth are also in development. The text for the Inuit Home Guide has been developed and review is underway by Aboriginal stakeholders. For 2011-12, all First Nations Guides should be completed and distributed to First Nations communities across Canada. The Inuit Youth Guide and outdoor Guides should be developed and reviewed by Aboriginal partners during 2011-2012.

Over the next two years, the First Nations Biomonitoring Initiative will be in the implementation phase. This fiscal year, a pilot project in two First Nations' communities is being carried out to assess the logistical and operational requirements of conducting a health survey in a remote versus non-remote First Nation community. In 2011/12, a full-scale health survey will be conducted in First Nations' communities across Canada.

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.

Enhanced Congenital Anomalies Surveillance

In 2011-2012 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 9th Annual Scientific Meeting for the Network.

Surveillance of Developmental Disorders

In 2011-2012 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 establishing the surveillance methodology, including indicators, data sources, and sampling approach if indicated. This work will be done collaboratively with experts in the field, other levels of government and other stakeholders.

Canadian Health Measures Survey

In 2011-12 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 2011-12 with the release of all Cycle 1 data to the public domain. The CHMS biobank will be available for access by researchers according to published protocols.

CHMS Cycle 2 data collection, which began in August 2009, will continue during FY 2011-12. The CHMS cycle 2 data collection will continue through fall 2011 and data collection response rates will be monitored regularly to ensure adequate representation of the Canadian population by age group and sex.

CHMS Cycle 3 content planning has started in FY 2009-10. During FY 2011-12 specifications for data collection and processing applications, operations manuals, and lab and clinic manuals will be developed. Pilot testing and feasibility studies will be conducted to determine appropriate operational processes and to ensure high response rates and quality data.

11. Federal Partner: Health Canada
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2011-12
PA 3.1 Sustainable Environmental Health Environmental Health Guide for Canadians $13.1M HECS: $0.385M
FNIHB: $0.490M

PACCB: $0. 925M
PA 4.1 First Nations and Inuit Health Programming and Services First Nations Biomonitoring Initiative $5.6M FNIHB: $1.7M
Total 18.7M 3.5M

Expected results by program:

  • Distribution of The Environmental Health Guides
  • Increased online discussion of the link between health and home environments
  • Fact sheets designed for health care providers and teachers/students will be developed.
  • Tailored Guide for Inuit Youth and Outdoor activities are developed and distributed for review with Aboriginal partners.
  • Tailored Guides for First Nations Fall/Winter Outdoor activities are developed and distributed to aboriginal communities.
  • Continuation of the Environmental Health marketing campaign (mainstream and First Nations components).
Statistics Canada
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2011-12
PA 2 Social Statistics Canadian Health Measures Survey $54.5M $14M

Expected results by program:

  • CHMS Cycle 1: All data from Cycle 1 will be in the public domain and the CHMS biobank will be available for access by researchers according to published protocols. Access to the data by users and researchers, use of the data files in the Research Data Centres, publications in journals, media and other channels will be tracked and monitored.
  • CHMS Cycle 2: Data collection response rates are monitored regularly to ensure adequate representation of the Canadian population by age group and sex. Ongoing data quality control and data quality assurance activities, including observation of the data collection procedures by health experts, are performed to ensure a high data quality level.
  • CHMS Cycle 3: Specifications for data collection and processing applications, operations manuals and lab and clinic manuals will be developed in collaboration with health experts, through working groups and advisory committees, and federal partners through the tripartite governance structure between Health Canada, the Public Health Agency of Canada and Statistics Canada. Pilot testing and feasibility studies will determine appropriate operational processes to ensure high response rates and quality data while ensuring adherence to planned resources.
Public Health Agency of Canada
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2011-12
PA 1.2 Surveillance and Population Health Assessment Enhanced Congenital Anomalies Surveillance 5.9M $1.6M
Surveillance of Developmental Disorders $5.5M $1.5M
Total $11.4M $3.1M

Expected results by program:

  1. Enhanced Congenital Anomalies Surveillance:
    • increased capacity in the provinces and territories for surveillance of congenital anomalies in their jurisdictions and
    • strengthened networks across Canada for surveillance and research into prevention of congenital anomalies.
  2. Surveillance of Developmental Disorders:
    • a network for surveillance of autism in Canada and
    • increased public health scientific capacity on autism within the federal government.

12. Contact information:

Suzanne Leppinen
Director, Horizontal and International Programs
Safe Environments Directorate, Healthy Environments and Consumer Product Safety Branch, Health Canada
613-941-8071
Suzanne.Leppinen@hc-sc.gc.ca

Horizontal Initiatives 4


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 Primary Health Care

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:

In collaboration with partners and stakeholders, federal departments will continue to build on evidence to inform programming and capacity building efforts, and to enhance linkages and integrate services to better support Aboriginal children and their families. These activities will be measured through performance reports and evaluations of program relevance and effectiveness. Coordination of training efforts across programs will be a key area of focus for 2011-12.

The First Nations and Inuit Child Care Initiative (FNICCI) will continue to provide access to quality child care services for First Nations and Inuit children whose parents are starting a new job or participating in a training program under the new Aboriginal Skills and Employment Training Strategy (ASETS). ASETS is the successor program to the Aboriginal Human Resources Development Strategy (AHRDS), which expired on March 31, 2010. Better collaboration/synergies among FNICCI and Aboriginal Head Start on Reserve (AHSOR) centers will be a priority over the coming years. Risks: infrastructure limitations, size and remoteness of communities running these initiatives.

11. Federal Partners #1: Health Canada (HC):
Electronic Link: http://www.hc-sc.gc.ca/fniah-spnia/famil/develop/ahsor-papa_intro-eng.php
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation
(from Start to End Date)
15. Planned Spending for
2011-12
First Nations and Inuit Health Primary Health Care a. Aboriginal Head Start on Reserve (AHSOR) $107.595 (2002-03 through to 2006-07;
$21.519/year).
$21.519/year ongoing.
Committed in 2002.

ELCC
$24.000 (2005-06 through to 2007-08,
$7.500 in 2005-06, $8.300 in 2006-07;
$8.200 in 2007-08).
$7.500 in 2008-09 and ongoing

Committed in 2005.
$21.519




$7.500
  b. Fetal Alcohol Spectrum Disorder - First Nations and Inuit Component (FASD-FNIC) $70.000 (2002-03 through to 2006-07;
$10.000 in 2002-03 and $15.000 thereafter). $15.000/ year ongoing.

Committed in 2002.
$15.000
  c. Capacity Building $5.075
(2002-03 through to 2006-07; $1.015/year). $1.015/ year ongoing.

Committed in 2002.
$1.015
Total From start to 2009-10

ECD: $295.272

ELCC: $39.000
ECD: $37.534

ELCC: $7.500

16. Expected results by program as per (13):

Aboriginal Head Start on Reserve (AHSOR):

  • Ongoing program support and enhancement
  • Increase integration, coordination, access, and quality of programming (i.e., identify core competencies of workers/staff)

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

  • Program enhancement (e.g., develop strategies to implement an FASD Community Coordinators evidence-based project framework stemming from the pilot project evaluation, and to enhance linkages and integrate services to support First Nations and Inuit women with addictions)

Capacity Building:

  • Increase capacity of National Aboriginal Organizations
  • Enhance capacity of community Early Childhood Education practitioners
11. Federal Partners #2: Public Health Agency of Canada (PHAC):
Electronic Link: http://www.phac-aspc.gc.ca/hp-ps/dca-dea/index-eng.php
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
Health Promotion a. Aboriginal Head Start in Urban and Northern Communities (AHSUNC) $62.880 (2002-03 through to 2006-07;
$12.576/ year and ongoing.

Committed in 2002.
$12.576
  b. Capacity Building $2.500 (2002-03 through to 2006-07;
$0.500/year) and ongoing

Committed in 2002
$0.500
Total $104.608 $13.076

16. Expected results by program as per (13):

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

  • Continue to support program expansion by serving 1000 children on an ongoing basis. The program is enhanced also on an ongoing basis through an increased number of special needs and parental outreach workers and special needs training

Capacity Building:

  • Horizontal coordination, engagement and development of tools and resources.
11. Federal Partners #3: Human Resources and Skills Development Canada (HRSDC):
Electronic Links:
http://www.hrsdc.gc.ca/eng/employment/aboriginal_employment/childcare/index.shtml
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation
(from Start to End Date)
15. Planned Spending for
2011-12
Skills and Employment (*) a. First Nations and Inuit child Care Initiative (FNICCI) $45.700 (2002-03 through to 2006-07;
$9.140/year) and ongoing.

Committed in 2002

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

Committed in 2005
$9.14 M





$6.5 M
Social Development (*) b. Research and Knowledge $21.200
(2002-03 through to 2006-07); $4.240/year and ongoing.

Committed in 2002
$2.3 M
Total ECD: $107.040

ELCC: $34.000
$11.44M

$6.5M
(*) Based on current HRSDC Program Activity Architecture

16. Expected results by program as per (13):

First Nations and Inuit child Care Initiative (FNICCI):

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

Research and Knowledge:

  • Information on the well-being of Aboriginal children.
  • Align collection of Aboriginal children information with Federal strategy on Aboriginal data.
11. Federal Partners #4: Indian and Northern Affairs Canada (INAC):
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation
(from Start to End Date)
15. Planned Spending for
2011-12
The people- social development a. Capacity Building $5.050 (total for 2002-03 through to 2006-07;
1.010/year) 2007-2008 and ongoing.

Committed in 2002.
$1.010
Total $8,080 $1.010

16. Expected results by program as per (13):

Capacity Building:

  • Partnerships with other government departments and First Nations to support increased coordination/integration of ECD programs and services.
Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2011-12
ECD (2002-03 to 2006-07): $320.000

($60.000 in 2002-03 and $65.000/year hereafter); $65.000/year ongoing.

Total from start to 2009-10: $515.000

ELCC (2005-06 to 2007-08): $45.000

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

Total from start to 2009-10: $73.000


ECD: $63.060



ELCC: $14.000





Total: $77.060

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

Horizontal Initiatives 5


1. Name of Horizontal Initiative: Food and Consumer Safety Action Plan (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 Safety, Pesticide Safety and Food Safety and Nutrition;
  • CFIA: Food Safety Program;
  • PHAC: Health Promotion, Chronic Disease Prevention and Control, and Infectious Disease Prevention and Control;
  • CIHR: Health and Health Services Advances.

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

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

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

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

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

The federal government is responsible for promoting the health and safety of Canadians. A key part of this role is ensuring that the 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 Action Plan is a horizontal initiative aimed at modernizing and strengthening Canada's safety system for food, health and consumer products. A number of 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 helps to ensure 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 areas of action: 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) provide 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: Health Canada
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
Health Products Active Prevention 57.6 11.5
Targeted Oversight 34.6 10.22
Rapid Response Existing resources Existing resources
Consumer Products Safety Active Prevention 41.0 12.5
Targeted Oversight 15.7 4.3
Rapid Response 17.9 4.6
Pesticide Safety Active Prevention 6.9 1.6
Rapid Response 8.0 2.1
Food Safety and Nutrition Active Prevention 29.6 7.1
Rapid Response 1.3 0.3
Total 212.6 54.2

16. Expected results by program as per (13):

Active Prevention

The Health Products program will initiate regulatory change to include regulatory oversight of the manufacturing of active pharmaceutical ingredients to improve the safety, quality and efficacy of health products. To increase awareness and compliance with regulatory requirements, Health Canada continues to engage in pre-submission meetings with industry, including the ability to better document, track, and monitor and evaluate the exchange of information. These meetings provide an opportunity for the drug submission sponsor to obtain feedback regarding areas of concern prior to filing a submission. In addition, as part of the lifecycle approach, and in the absence of enabling legislation, Health Canada continues to implement an interim strategy for development and review of Pharmacovigilance Plans (PvP) and Risk Management Plans (RMP) with the aim of generating better and new information concerning health products during the pre or post-market phases. A PvP, which can be requested by Health Canada or submitted voluntarily by the manufacturer, identifies and characterizes known or potential safety concerns. RMP, which include a PvP component plus additional risk minimization activities, provide proposals on how to mitigate any identified or potential safety risk by providing additional assurance that the manufacturer has measures in place to react and act quickly if new information concerning the product emerges once on the market. The Active Pharmaceutical Ingredient (API) Inspection Program is dependant on the new API legislation; therefore, API inspections are not possible at this time and targets cannot be set. Preparatory work on inspection training, compliance and promotion work continue while these regulations are pending.

Expected Results: Enhance knowledge of post-market health products safety risks and oversight of risk management and mitigation strategies to inform decisions and to increase ability to monitor and identify safety concerns before or as they arise.

Performance Indicator: Year over year increase in PvP/RMP submitted by industry. Number of pre-submission meetings per year.

The Consumer Products Safety program will provide information to consumers and work closely with industry to promote awareness, provide regulatory guidance, help identify and systematically assess safety risks at early and ongoing stages of product development, develop standards and share best practices.
Expected results: Increased consumer/industry awareness of health risks and regulatory requirements related to consumer products.

Performance indicators: % by target population aware of information related to consumer product safety and related to exposure to consumer products by: level of consumer awareness; type of target group and # reached; planned industry outreach activities completed by level of establishment; and product category.

Pest Management Regulatory Agency (PMRA) encourages and facilitates industry development and adoption of quality assurance and stewardship programs for the safe manufacture and subsequent selection and use of pesticides and other consumer products containing pesticides. Retailers of pest control products often rely on their distributors for validation of access to products with lapsed registrations, or which have never been registered. Work under this strategy fosters an increased knowledge of the requirements of the Pest Controls Products Act (PCPA) and an awareness of the tools available to validate the status of the pest control products and their label information. These initiatives are critical in promoting the safe and proper use of pesticides and ensuring risk reduction practices are established along the entire supply chain. In addition, stakeholders are engaged in order to test assumptions about the ability and will to comply with product recall or phase-out requirements. This includes such considerations as whether users can follow through with specific requirements when the financial implications are significant.

Expected results: Increased awareness and understanding of product safety obligations, standards and regulatory requirements by industry.

Performance indicators: % of the target population aware/engaged/confident regarding risks and regulatory activities; # of complaints and/or incidents; # of industry situations noted and self corrected; # violations where absence of knowledge of requirements is the cause; and # of stakeholder partnerships formed.

The Food Safety and Nutrition program activity will continue to support the Government as it develops and seeks Parliamentary approval for amendments to the Food and Drugs Act (FDA) to strengthen and modernize food safety provisions. The program will continue to conduct risk mapping exercises, engage industry to address food safety risks, develop strategic partnerships for work sharing opportunities in standard setting with international food regulators, consult with consumers and industry on updated food standards and will update its health risk assessment standard operating procedures to respond to new service standards.

Expected Results: Increased industry and public understanding/engagement in food safety risks and mitigation processes, improved international collaboration in establishing global standards and establishment of the appropriate instrument or mix of instruments, including regulatory and non-regulatory measures (policies, standards, etc), to address immediate areas of concern.

Performance Indicators: # of engagement opportunities with industry, international collaborations; # of guidance/educational tools developed; # of standards, frameworks and policies developed or modified; and # of consultations/engagement activities with Canadians and target populations.

Targeted Oversight

The Health Products program's ability to make and support admissibility decisions at the border as they relate to health products will be strengthened through the establishment of a national border integrity program, which will include among other initiatives: a national standardized process for the handling of health products at the border; establishment of service standards between Canada Border Services Agency (CBSA) and Health Canada; and, undertaking public education activities to inform Canadians of risk associated with the importation of non-compliant health products. In addition, Health Canada will continue to enhance the post-market surveillance elements of the program through increased efforts focused on review of Periodic Safety Update Reports (PSURs) - documents that summarize the worldwide safety experience of a health product at pre-established post-authorization times. The Department will continue to work with its partners to increase reporting of adverse drug reactions through the Hospital-Based Mandatory Reporting project for Adverse Drug Reactions. Implementation of mandatory reporting is however dependent upon passing of relevant enabling legislation. If new legislation is not passed, Health Canada will continue requesting the reports from the hospitals on a voluntary basis, and will continue to coordinate efforts with provincial and territorial agencies to promote voluntary reporting.

In partnership with the Canadian Institutes of Health Research (CIHR), Health Canada has established the Drug Safety and Effectiveness Network (DSEN) (a pan-Canadian network of centres of excellence in post-market pharmaceutical research) in order to fund studies that will inform pharmaceutical decision-making across the health care system. Please refer to Federal Partner #4 CIHR for DSEN's Expected Results and Performance Indicators.

To improve and augment patient and consumer participation in Health Product and Food Branch (HPFB) consultations, a Patient and Consumer Pool will be launched. Efforts in 2011-12 will focus on the establishment of a governance body, the implementation of a recruitment strategy, and the development and delivery of training material.

Expected Results: The TB submission anticipated annual doubling of PSUR volumes (baseline was 125/year in 2007-08), presuming that relevant legislation would be passed in 2010-11. Given that Adverse Reactions are not predictable, it is not possible to set targets related to the volume of reports expected in any given year. Since the Border Integrity Program is reactive, there are no set targets; however, admissibility decisions are tracked and reported quarterly.

Performance Indicators: Year over year increase in PSUR submitted by industry and year over year increase in AR Reports submitted by Institutions. Also tracked are # of patients/consumers recruited; # of patients/consumers trained, # of patients/consumers who have taken part in consultations, patient/consumer satisfaction; and client (HPFB) satisfaction.

Through targeted oversight actions, the Consumer Product Safety program activity works to detect safety problems as early as possible and at all stages in a product's life cycle. Under the Canada new Consumer Product Safety Act, Consumer Products Safety program will have improved authorities to ensure investigative actions are being taken to determine the safety profile of products and to verify that preventative measures are being implemented.

Expected Results: Improved Information and reporting of consumer product safety related incidents (by industry and consumers).

Performance Indicators: # of health-related consumer product incidents reported including type of injury/illness and product category examined (i.e., Consumer Products, Cosmetics) that cause illness/risk; # complaints received; # advisories and warnings issued; and # product recalls issued/recall monitoring/recall effectiveness.

The Food Safety & Nutrition program activity has no targeted oversight funding under this initiative.

Rapid Response

The Government is equipped to respond rapidly to remove unsafe consumer products from shelves, preventing them from reaching consumers. While the Department continues to operate with a step-wise approach to compliance and enforcement by working with industry to voluntarily take corrective actions the Canada Consumer Product Safety Act (CCPSA) offers new measures to protect Canadians from unsafe consumer products. This includes a general prohibition against products that pose an unreasonable danger, the authority to order industry to recall* and/or take other corrective measures and in the case of industry's failure to act in a timely manner, Health Canada's ability to initiate a recall and/or corrective measures to ensure the health and safety of Canadians.

*Recall is a process by which the responsible establishment in Canada notifies consumers of the danger associated with a product and this notice should be accompanied by all of the following steps:

  • Stopping distribution of product by upper levels of trade;
  • Stopping sale of product by lower levels of trade;
  • Determining accounts/producing distribution lists and gathering necessary information pertaining to the recall;
  • Notifying accounts of the recall, with instructions to take specified measures (correct, return product/accept returns of products, disposal);
  • Removing product throughout supply chain; and,
  • Completing recall effectiveness form(s) and reporting on any reconciled product from accounts.

(The recall may also include other corrective measures in a separate order.)

Expected results: Improved industry compliance with product safety obligations.

Performance Indicators: % and # of inspected registrants/firms/users that are compliant** ('C') / non-compliant ('NC') with standards/acts/regulations /guidelines including Consumer Product Safety Regulations and cyclical enforcement (Product Category).

**Compliance is measured by a monitoring approach. Compliance results are determined by monitoring activities following initial inspection. Due to the non-license (post-market) nature of the consumer products industry, compliance verification is limited to primary level establishments and targeted to the highest levels of trade.

PMRA enhances compliance targeting and enforcement capacity in support of expanded regulatory authority under the PCPA, and maintains public confidence in pesticide product safety. In conjunction with other federal and provincial regulators, Health Canada continues the development and implementation of an evidence and risk-based approach to identify and act on situations of higher risk associated with non-compliance. Activities continue to include the enhancement of current information/intelligence networks, analysis and an updated targeting strategy to verify the presence of compliance and the reasons that non-compliance was found to exist. Activities also include an updated strategy to address the importation of unregistered consumer pesticides where the safety would be unknown.

Expected results: Improved risk-based monitoring of products.

Performance Indicators: # monitoring reports; #, % of targeted inspections on products/industries/sector of high risk to health; # follow-up inspections; and # and/or % pest management products monitored.

Under the rapid response pillar the Food Safety and Nutrition program activity will continue its participation in the Partnership for Consumer Food Safety Education with the goal of promoting the "Be Food Safe" campaign and will continue to develop new education materials for consumers to promote food safety in an effort to reduce foodborne disease outbreaks in Canada. In addition, it will develop a strategy for addressing the findings of a Public Opinion Research in February 2010 that measured the percentage of population aware of and engaged in food safety risks, alert systems and safety systems.

Expected Results: Increased public understanding of food safety risks, alerts systems and safety systems.

Performance Indicators: % of targeted population aware, engaged in food safety risks, alert systems and safety systems; and # of web hits of consumer oriented web pages.

11. Federal Partner #2: Canadian Food Inspection Agency
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
Food Safety Program

Internal Service
Active Prevention 114.2 26.6
Targeted Oversight 77.0 18.6
Rapid Response 32.2 7.2
Total 223.4 52.4

16. Expected results by program as per (13):

Active Prevention

The Canadian Food Inspection Agency's (CFIA) food safety initiatives aimed at ensuring active prevention include measures to enable government to better understand and identify food safety risks and to work with industry to implement effective food safety risk mitigation strategies. The CFIA, along with its federal partners, will strive to strengthen food safety standards and regulations and will engage Canadians in making decisions with respect to food safety.

In 2011-12, the CFIA will continue to work with Health Canada on data collection and risk mapping towards identification and characterization of areas of concern, including imported food ingredients, produce, mycotoxins in cereals and undeclared allergens. Risk maps will identify gaps in standard-setting and policy development and will assist in focusing operational efforts on areas of greatest risk.

A proposed regulatory scheme intended to minimize the risk of unsafe products entering the Canadian marketplace will be introduced. The proposed scheme would enable identification of importers bringing food products and ingredients into Canada and verification of industry's compliance with minimum food safety requirements.

The CFIA will publish guidance for industry on preventative food safety systems and will promote the implementation of these systems in high-risk areas.
Compliance activities and marketplace monitoring for the correct application of the revised "Product of Canada/Made in Canada" policy will continue.
Discussions with key trading partners on approaches to managing high-risk source countries will be ongoing, as well as collaboration with specific high-risk countries on managing food safety risks.

Expected results: Better understanding of high-risk sectors and better identification of potential food safety hazards for the development of effective preventative risk mitigation strategies; reduction in food safety hazards/risks; improved industry compliance; industry implementation of preventative food safety systems; establishment of standards, regulations, and policies that contribute to the prevention of food safety issues through the product lifecycle.

Performance indicators: Performance indicators for the food portion of the Action Plan are presently under review and will be reported on in the following performance report.

Targeted Oversight

Targeted oversight initiatives include enhanced inspection of identified high-risk food sectors and targeted import control measures such as border blitzes to intercept non-compliant food products before they are distributed, thus preventing contaminated products from reaching consumers. The CFIA will continue to adapt its food safety inspection practices for high-risk sectors. The bulk of inspection capacity will be dedicated to evaluation and verification of industry's control systems in both the domestic and imported food sectors. Method development and testing in targeted areas will continue, and front-line capacity will continue to increase. Border blitz plans will be reviewed and revised in light of the experience gained from the first three years of the Action Plan, and IM/IT business solutions for supporting enhanced tracking of imported food products will be further developed.

Expected results: Improved industry compliance with food safety standards; modern tools and new risk-based approaches contribute to improved safety of imported foods.

Performance indicators: Performance indicators for CFIA's activities under the food portion of the Action Plan are presently under review and will be reported on in the following performance report.

Rapid Response

Towards ensuring rapid response to food safety issues and emergencies, enhanced recall capacity will enable the Government of Canada to effectively respond to and conduct investigations for an anticipated increased number of food recalls resulting from targeted oversight activities. Targeted consumer risk communication activities and products will also improve Canadian's awareness of food safety issues and recalls and will help consumers better protect their health.

In 2011-12, the CFIA will continue to increase human resource capacity to address identified food safety issues. Enhancements to food safety recall and investigation methodology will continue.

Expected results: Timely and efficient recall capacity in the face of increased identification of potential risks through targeted testing and other information; better public understanding of food safety risks; increased consumer use of various food safety alert systems; and increased public trust and confidence in the food safety system.

Performance indicators: Performance indicators for CFIA activities under the food portion of the Action Plan are presently under review and will be reported on in the following performance report.

11. Federal Partner #3: Public Health Agency of Canada
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
Health Promotion Targeted Oversight 4.5 1.3
Chronic Disease Prevention and Control Targeted Oversight 3.5 1
Disease and Injury Prevention and Mitigation Active Prevention 18.3 4.1
Total 26.3 6.4

16. Expected results by program as per (13):

Active Prevention

The Public Health Agency of Canada (PHAC) will modernize and strengthen Canada's food safety systems by use of molecular typing, by expanding the Canadian Integrated Program for Antimicrobial Resistance Surveillance (CIPARS) integrated surveillance systems and C-EnterNet surveillance infrastructure, and use of decision making models in priority areas.

Expected results: Increased understanding of food safety risks by HC, PHAC and CFIA.

Performance Indicators: % of reports tracked, # of peer-reviewed publications, # of issue papers provided to departmental colleagues and stakeholders.

Targeted Oversight

Through ongoing and expanded data collection, analysis and reporting on the rates, patterns and circumstances of unintentional injury of Canadians, focusing on children and seniors, PHAC will contribute to the evidence base for policies, practices and programs for injury prevention and control.

Expected results: More and better data on accidents, injuries, illnesses and deaths due to consumer products. Engagement of risk assessment stakeholders

Performance Indicators: # and type of databases created/improved against plan; # of cases of product- related injuries; risk assessments of consumer-related injuries; and # and type of data/reports from key stakeholders.

11. Federal Partner #4: Canadian Institutes of Health Research
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
Health and Health Services Advances Targeted Oversight 27.1 8.9
Total 27.1 8.9

16. Expected results by program as per (13):

Targeted Oversight

The Canadian Institutes of Health Research will make investments and focus efforts in advancing the Drug Safety and Effectiveness Network to increase the available evidence on drug safety and effectiveness to regulators, policy-makers, health care providers and patients and to increase capacity within Canada to undertake high-quality post-market research in this area.

Work will continue on engaging interested parties during the development of the Network, delivering on peer reviewed funding opportunities for the initiative and responding to strategic direction received from the DSEN Steering Committee.

Expected results: Increased knowledge of post-market drug safety and effectiveness to inform decisions and increased capacity in Canada to address priority research on post-market drug safety and effectiveness.

Performance Indicators: Evidence of the dissemination of research knowledge to the target audience.

Total Allocation For All Federal Partners (from Start to End Date):
($ millions)
Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2011-12
Health Canada 54.2
Canadian Food and Inspection Agency 52.4
Public Health Agency of Canada 6.4
Canadian Institutes of Heath Research 8.9
Total 121.9

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.




Upcoming Internal Audits and Evaluations over the next three fiscal years

All upcoming Internal Audits over the next three fiscal years


Name of Evaluation Internal Audit Type Status Expected Completion Date
Audit of Non-Insured Health Benefits-Pharmacy Program In progress 2011 -12
Audit of Business Cases for Major Investments Governance In progress 2011 -12
Audit of Contributions to Improve Access to Health Services for Official Language Minority Communities Transfer Payment Planned 2011 - 12
Audit of Grants and Contributions: Program Monitoring Transfer Payment Planned 2011 - 12
Audit of Grants for the Canadian Partnership Against Cancer Corporation Transfer Payment Planned 2011 - 12
Audit of Grant to Support the Mental Health Commission of Canada Transfer Payment Planned 2011 - 12
Audit of Business Planning Risk-Based Controls Planned 2011 - 12
Audit of Governance (Phase II) Risk-Based Controls Planned 2011 - 12
Audit of Key Financial Controls Risk-Based Controls Planned 2011 - 12
Audit of Purchasing, Payables & Payment Cycles Risk-Based Controls Planned 2011 - 12
Audit of IT Client Service Support IT Planned 2011 - 12
Audit of SAP General Computer Controls IT Planned 2011 - 12
Audit of HC's Science Plan Risk-Based Controls Planned 2011 - 12
Audit of Horizontal Initiatives: Public Service Renewal Horizontal Planned 2011 - 12

Electronic Link to Internal Audit Plan: N/A

All upcoming Evaluations over the next three fiscal years


Name of Evaluation Program Activity Status Expected Completion Date
Fiscal Year 2011 - 2012
Preparedness for avian and pandemic influenza - Impact Evaluation (PHAC Lead) 1.2.2. Emergency Management
2.1.2 Biologics & Radiopharmaceuticals
Ongoing March 2012
Human Drugs Program - Cluster Evaluation 2.1.1 Pharmaceutical Drugs Planned March 2012
Augmenting Health Canada's Response to Bovine Spongiform Encephalopathy (BSE) - BSE I, Phase II of Health Canada's and the Public Health Agency of Canada's response to BSE in the Areas of Risk Assessment and Targeted Research - BSE II - Impact Evaluation 2.1.1 Pharmaceutical Drugs
2.1.2 Biologics & Radiopharmaceuticals
2.1.4 Natural Health Products
2.2.1 Food Safety
Ongoing March 2012
Veterinary Drugs Program - Cluster Evaluation 2.1.1 Pharmaceutical Drugs
2.2.1 Food Safety
Planned March 2012
Nutrition Promotion Program - Cluster Evaluation 2.2.2 Nutrition and Healthy Eating Ongoing June 2011
Food and Consumer Safety Action Plan (FCSAP) - Component Evaluation of the Consumer Products 2.4 Consumer Products Safety Planned March 2012
Federal Tobacco Control Strategy - Impact Evaluation 2.5.1 Tobacco Ongoing June 2011
National Anti-Drug Strategy - Horizontal Impact Evaluation (Justice Canada Lead) 2.5.2 Controlled Substances Ongoing March 2012
Food and Consumer Safety Action Plan (FCSAP) - Component Evaluation of the Pesticide Products 2.7 Pesticide Safety Planned March 2012
Mental Health and Addictions (Cluster) - Cluster Evaluation 3.1.1.2 First Nations and Inuit Mental Wellness Ongoing September 2011
Environmental Health and Research (Cluster) - Cluster Evaluation 3.1.2.2 First Nations and Inuit Environmental Health Ongoing June 2011
Health Planning and Quality Management - Cluster Evaluation 3.3.1.1 First Nations and Inuit Health Planning and Quality Management Ongoing March 2012
e-Health Infrastructure - Cluster Evaluation 3.3.2.2 First Nations and Inuit e-Health Infostructure Ongoing March 2012
Fiscal Year 2012 - 2013
Health Care Policy Contribution Program - Impact Evaluation 1.1  Canadian Health System Planned September 2012
Health Information Program - Evaluation 1.1.1 Health System Priorities Planned March 2013
International Health Grants Program including the contribution to the Pan-American Health Organization - Impact Evaluation 1.1.4 International Health Partnerships Planned December 2012
Official Languages Health Contribution Program - Impact Evaluation 1.3 Official Language Minority Community Development Planned September 2012
Roadmap for Canada's Linguistic Duality 2008-13:  Acting for the Future - Horizontal Impact Evaluation (Heritage lead) 1.3 Official Language Minority Community Development Planned March 2013
Community of Federal Regulators (CFR) Program - Horizontal Impact Evaluation (HC lead) 2.1 Health Products
2.2 Food Safety and Nutrition
2.3 Environmental Risks to Health
2.4 Consumer Products Safety
2.5 Substance Use and Abuse
2.6 Radiation Protection
2.7 Pesticide Safety
Planned June 2012
Food and Consumer Safety Action Plan (FCSAP) - Horizontal Impact Evaluation (HC Lead) 1.1 Canada Health System
2.1 Health Products
2.2 Food Safety and Nutrition
2.4 Consumer Products Safety
2.6 Radiation Protection
2.7 Pesticide Safety
Planned March 2013
Biologics Program - Cluster Evaluation 2.1.2 Biologics & Radiopharmaceuticals Planned March 2013
Organ and Tissue Donation and Transplantation Program - Impact Evaluation 2.1.2 Biologics & Radiopharmaceuticals Planned December 2012
Medical Devices Program - Cluster Evaluation 2.1.3 Medical Devices Planned March 2013
Environmental Health Guide - Component Evaluation 2.3 1 Climate Change
2.3.2 Air Quality
2.3.4 Health Impacts of Chemicals
3.1.2.2 First Nations and Inuit Environmental Health
Planned March 2013
Drug Treatment Funding Program of the National Anti-Drug Strategy - Impact Evaluation 2.5.2 Controlled Substances Planned March 2013
Clinical and Client Care - Cluster Evaluation 3.1.3.1 First Nations and Inuit Clinical and Client Care Planned March 2013
Home and Community Care - Cluster Evaluation 3.1.3.2 First Nations and Inuit Home and Community Care Planned March 2013
Health Human Resources - Cluster Evaluation 3.3.1.2 First Nations and Inuit Health Human Resources Planned March 2013
Nursing Innovation - Cluster Evaluation 3.3.2.3 First Nations and Inuit Nursing Innovation Planned March 2013
Fiscal Year 2013 - 2014
Sex and Gender-Based Analysis Policy - Horizontal Evaluation (HC lead) 1.1.1 Health System Priorities Planned February 2014
Women's Health Contribution Program - Impact Evaluation 1.1.1 Health System Priorities Planned December 2013
Strategy for Managing BSE in Canada - Impact Evaluation (CFIA lead) 2.1.1 Pharmaceutical Drugs
2.1.2 Biologics & Radiopharmaceuticals
2.1.4 Natural Health Products
2.2.1 Food Safety
Planned March 2014
Implementation of an action plan to protect human health from environmental contaminants - Horizontal Impact Evaluation (Health Canada lead) 2.3 1 Climate Change
2.3.2 Air Quality
2.3.4 Health Impacts of Chemicals
3.1.2.2 First Nations and Inuit Environmental Health
Planned December 2013
Water Quality Program - Impact Evaluation 2.3.3 Water Quality Planned March 2014
Radiation Evaluation to also include Nuclear Emergency Preparedness and Dosimetry Services - Impact Evaluation 2.6 Radiation Protection Planned March 2014
Healthy Child Development - Cluster Evaluation 3.1.1.1 First Nations and Inuit Healthy Child Development Planned March 2014
Mental Wellness - Cluster Evaluation 3.1.1.2 First Nations and Inuit Mental Wellness Planned March 2014
Healthy Living - Cluster Evaluation 3.1.1.3 First Nations and Inuit Healthy Living Planned March 2014
Independent/Third Party Evaluations
Name of Evaluation Program Activity Status Expected Completion Date
Fiscal Year 2011 - 2012
Grant to Canadian Blood Services - Blood Safety and Effectiveness 2.1.2 Biologics & Radiopharmaceuticals Planned March 2012
Fiscal Year 2012 - 2013
Conditional Grant to the Rick Hansen Man in Motion Foundation, specifically to support the activities of the Spinal Cord Injury Transnational Research Network 1.1.1 Health System Priorities Planned March 2013
Named Grant to the Canadian Agency for Drugs and Technologies in Health 1.1.1 Health System Priorities Planned March 2013
Named Grant to the Canadian Patient Safety Institute Grant 1.1.1 Health System Priorities Planned March 2013
Named Grant for the Mental Health Commission of Canada 1.1.1 Health System Priorities Planned March 2013
Fiscal Year 2013 - 2014
       

Electronic link to evaluation plan: N/A



Sources of Respendable and Non-Respendable Revenue


Respendable Revenue
($ millions)
Program Activity Forecast
Revenue
2010-11
Planned
Revenue
2011-12
Planned
Revenue
2012-13
Planned
Revenue
2013-14
Specialized Health Services 0.0 8.3 8.3 8.3
Health Products 40.7 100.8 102.8 104.8
Environmental Risks to Health 1.4 1.2 1.2 1.2
Consumer Products Safety 0.5 0.5 0.5 0.5
Radiation Protection 0.0 6.0 6.0 6.0
Pesticides Safety 7.0 7.0 7.0 7.0
First Nations and Inuit Primary Health Care 0.0 5.5 5.5 5.5
Internal Services 0.7 0.0 0.0 0.0
Workplace Health 14.0 0.0 0.0 0.0
First Nations and Inuit Health Programming and Services 5.5 0.0 0.0 0.0
Total Respendable Revenue 69.6 129.2 131.2 133.2

 

Non-Respendable Revenue
($ millions)
Program Activity Forecast
Revenue
2010-11
Planned
Revenue
2011-12
Planned
Revenue
2012-13
Planned
Revenue
2013-14
Specialized Health Services 0.0 0.9 0.9 0.9
Health Products 3.9 10.5 10.8 11.1
Environmental Risks to Health 0.1 0.1 0.1 0.1
Consumer Products Safety 0.1 0.1 0.1 0.1
Radiation Protection 0.0 0.6 0.6 0.6
Pesticides Safety 1.0 1.0 1.0 1.0
First Nations and Inuit Primary Health Care 0.0 2.3 2.3 2.3
Internal Services 0.0 0.0 0.0 0.0
Workplace Health 1.5 0.0 0.0 0.0
First Nations and Inuit Health Programming and Services 2.3 0.0 0.0 0.0
Total Non-respendable Revenue 8.9 15.5 15.8 16.1
Total Respendable and Non-respendable Revenue 78.5 144.7 147.0 149.3



Summary of Capital Spending by Program Activity


($ millions)
Program Activity Forecast
Spending
2010-11
Planned
Spending
2011-12
Planned
Spending
2012-13
Planned
Spending
2013-14
Food Safety and Nutrition 4.2 4.0 4.0 3.1
Environmental Risks to Health 4.4 1.4 1.4 1.4
Consumer Products Safety 0.0 0.2 0.2 0.2
Substance Use and Abuse 0.1 0.1 0.2 0.2
Radiation Protection 0.0 1.0 1.0 1.0
Pesticides Safety 0.2 0.2 0.2 0.2
First Nations and Inuit Primary Health Care 0.0 2.4 2.4 2.4
Health Infrastructure Support for First Nations and Inuit 0.0 1.6 1.7 1.8
Internal Services 25.8 19.1 19.1 17.1
Workplace Health 0.5 0.0 0.0 0.0
First Nations and Inuit Health Programming and Services 4.9 0.0 0.0 0.0
Total 40.1 30.0 30.2 27.4



User Fees


User Fees
Name of User Fee Fee Type Fee-setting Authority Reason for Planned Introduction of or Amendment to Fee Effective Date of Planned Change Consultation and Review Process Planned
Authority to Sell Drugs Fees - AMENDED Regulatory Service (R) Financial Administration Act (FAA) Existing fees have not been revised since originally implemented in 1995-2000, while the cost of doing business and the number and scope of regulatory activities has increased.

Updated fees will provide stable and sustainable resourcing of these regulatory programs. It will allow Health Canada to meets its internationally-recognized performance standards.
2011-2012 Having completed stakeholder consultations and two Independent Advisory Panels (to address complaints under the User Fees Act), the Parliamentary tabling of a User Fee Proposal to update Human Drug and Medical Device Fees took place in April 2010. It was officially approved by Parliament in May 2010, and the publication of revised fee regulations in the Canada Gazette is anticipated to take place in late 2010.

Additional information on consultation activities is available on the HPFB Cost Recovery Initiative website: www.healthcanada.gc.ca/ hpfb_costrecovery
Drug Establishment Licensing Fees - AMENDED R FAA
Drug Submission Evaluation Fees - AMENDED R FAA
Medical Device License Application Fees - AMENDED R FAA
Authority to Sell Medical Device Fees - AMENDED R FAA
Medical Device Establishment Licensing Fees - AMENDED R FAA