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2012-13
Report on Plans and Priorities



Public Health Agency of Canada






Supplementary Information (Tables)






Table of Contents




Details on Transfer Payment Programs


This section provides details for each Transfer Payment Program (TPP).

Transfer Payment Program Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2014–15
Aboriginal Head Start in Urban and Northern Communities 32.1 32.1 32.1 32.1
Canada Prenatal Nutrition Program 27.2 27.2 27.2 27.2
Canadian Diabetes Strategy (non-Aboriginal elements)  6.2  6.3  6.3  6.3
Community Action Program for Children 53.4 53.4 53.4 53.4
Federal Initiative to Address HIV/AIDS in Canada 22.3 24.2 24.2 24.2
Healthy Living Fund  5.0  5.2  5.0  5.0
Innovation Strategy 11.1 11.1 11.1 11.1
National Collaborating Centres for Public Health  8.3  8.3  8.3  8.3
Disclosure of TPPs under $5 Million


Aboriginal Head Start in Urban and Northern Communities


Name of Transfer Payment Program: Aboriginal Head Start in Urban and Northern Communities (AHSUNC). This transfer payment is a voted program.

Start Date: 1995–96

End Date: Ongoing

Fiscal Year for Terms & Conditions: 2009–10

Strategic Outcome: Canada is able to promote health, reduce health inequalities, and prevent and mitigate disease and injury

Program Activity: Health Promotion

Description: This program builds capacity by providing funding to Aboriginal community organizations to deliver comprehensive, culturally appropriate, early childhood development programs for Aboriginal preschool children and their families living off-reserve and in urban and northern communities across Canada. It engages stakeholders and supports knowledge development and exchange on promising public health practices for Aboriginal preschoolers through training, meetings and workshops. The primary goal of the program is to mitigate inequities in health and developmental outcomes for Aboriginal children in urban and northern settings by supporting early intervention strategies that cultivate a positive sense of self, a desire for learning, and opportunities to develop successfully as young people. Funded projects offer programming focused on health promotion, nutrition, culture and language, parent and family involvement, social support and educational activities. The program responds to a gap in culturally appropriate programming for Aboriginal children and families living in urban and northern communities. Research confirms that early childhood development programs can provide long-term benefits such as lower costs for remedial and special education, increased levels of high school completion and better employment outcomes. The contribution is not repayable.

Expected Results: Community based organizations funded by AHSUNC promote supportive environments for Aboriginal children and families living in urban and northern communities Performance Indicators include

  • # of children and families participating in AHSUNC-funded projects
  • # of children and families participating in AHSUNC-funded projects relative to eligible children on waiting lists for AHSUNC
  • Proportion of children and families participating in AHSUNC funded projects relative to their representation in the general population
($ M)
  Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2014–15
Total Contributions 32.1 32.1 32.1 32.1
Total Transfer Payments 32.1 32.1 32.1 32.1

Fiscal Year of Last Completed Evaluation: A national impact evaluation was completed in 2006.

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: An evaluation is scheduled to be completed in 2011–12.

General Targeted Recipient Group: Aboriginal community-based organizations serving First Nations, Métis and Inuit children and their families living in urban and northern communities across Canada.

Initiatives to Engage Applicants and Recipients: Recipients are engaged through targeted solicitations. Funded recipients deliver comprehensive, culturally appropriate, locally controlled and designed early childhood development programs for Aboriginal pre-school children and their families living in urban and northern communities across Canada. They also support knowledge development and exchange at the community, provincial/territorial and national levels through training, meeting and exchange opportunities.



Canada Prenatal Nutrition Program


Name of Transfer Payment Program: Canada Prenatal Nutrition Program (CPNP). This transfer payment is a voted program.

Start Date: 1994–95

End Date: Ongoing

Fiscal year for Terms & Conditions: 2009–10

Strategic Outcome: Canada is able to promote health, reduce health inequalities, and prevent and mitigate disease and injury

Program Activity: Health Promotion

Description: This program builds capacity by providing funding to community organizations to deliver and enable access to programs that promote the health of vulnerable pregnant women and their infants. The program also supports knowledge development and exchange on promising public health practices related to maternal-infant health for vulnerable families, community-based organizations and practitioners. The goal of the program is to mitigate inequities in health for pregnant women and infants who face challenging life circumstances such as low socioeconomic status, lack of food security, social and geographic isolation. Evidence shows that maternal nutrition, social and emotional support can affect both prenatal and infant health, as well as longer-term physical, cognitive and emotional functioning in adulthood. This program raises stakeholder awareness of and support a coherent, evidence-based response to the needs of vulnerable children and families on a local and national scale. Programming delivered across the country includes nutrition counselling, prenatal vitamins, food and food coupons, parenting classes, education on prenatal health, infant care, child development, healthy living and social supports. The contribution is not repayable.

Expected Results: Community-based organizations funded by CPNP promote supportive environments for pregnant women, infants, and families living in conditions of risk.

Performance measures include:

  • # of women participating in CPNP funded projects
  • Proportion of women participating in CPNP funded projects living in conditions of risk relative to their representation in the general population, including: low income, pregnant, less than 20 years of age, single parent, Aboriginal.
($ M)
  Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2014–15
Total Contributions 27.2 27.2 27.2 27.2
Total Transfer Payments 27.2 27.2 27.2 27.2

Fiscal Year of last Completed Evaluation: The Summative Evaluation of the Canada Prenatal Nutrition Program 2004-2009 was completed in January 2010.

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: The program will undergo its next evaluation in 2016–17.

General Targeted Recipient Group: Community-based organizations serving vulnerable pregnant women and infants.

Initiatives to Engage Applicants and Recipients: Knowledge development and exchange, and engagement in strategic projects on emerging issues via CAPC/CPNP National Projects Fund. Partnerships and training opportunities.



Canadian Diabetes Strategy (non-Aboriginal elements)


Name of Transfer Payment Program: Canadian Diabetes Strategy (non-Aboriginal elements) (CDS). This transfer payment is a voted program.

Start Date: 2005–06

End Date: Ongoing

Fiscal Year for Terms and Conditions: 2009–10

Strategic Outcome: Canada is able to promote health, reduce health inequalities, and prevent and mitigate disease and injury

Program Activity: Disease and Injury Prevention and Mitigation

Description: The Diabetes Program supports the prevention, early detection and management of diabetes among at risk and underserved populations by providing stakeholders with relevant, evidence-based tools and resources, generated through funding agreements with community-based and non-profit organizations. Dissemination of the learnings from these projects enables stakeholders to incorporate evidence-based knowledge into the design and implementation of public health policies and programs. Through leadership, the program facilitates partnerships of government and non-government organizations, as well as private industry to ensure that resources are deployed to maximum effect. It responds to the rising incidence of diabetes due to an increasingly inactive and overweight Canadian population and is based on evidence demonstrating that late diagnosis and poor self-management of diabetes can lead to serious complications such as kidney and heart disease. The program is geared toward intermediaries who support those most at risk of the disease including Aboriginal peoples living off-reserve, some ethno-cultural communities and low-income Canadians. The goal is to reduce the severity and burden of diabetes and its complications by increasing access to evidence-based knowledge and interventions that enable intermediaries to support the prevention, early detection and management of diabetes among at risk and underserved populations through improved screening and multi-disciplinary support. This contribution is not repayable.

Expected Results:

  • Community-based and non-profit organizations have access to credible evidence-based information in support of at risk and underserved populations
  • PHAC evidence-based information is of a high quality, objective, and meets the needs of diabetes-related key stakeholders who design chronic disease policy initiatives and programs that support at risk and underserved populations.

Performance measures include:

  • % of community-based and non-profit organizations who access diabetes knowledge products / interventions
  • Level of usage1 of diabetes knowledge products / interventions.
($ M)
  Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2014–15
Total Grants  1.2  1.2  1.2  1.2
Total Contributions  5.0  5.1  5.1  5.1
Total Transfer Payments  6.2  6.3  6.3  6.3

Fiscal Year of last Completed Evaluation: An evaluation on the CDS for the period 2004–09 was completed in February 2010 as part of the Promotion of Population Health Grant and Contribution Programs: Summary of Program Evaluations, 2004-2009.

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: Evaluations of the grants and contributions components of Chronic Diseases Prevention and Mitigation (including the Integrated Strategy on Healthy Living and Chronic Disease) are planned for 2014–15.

General Targeted Recipient Group: Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; and organizations and institutions supported by provincial and territorial governments.

Initiatives to Engage Applicants and Recipients: Open G&C solicitations posted on PHAC Web site, targeted G&C solicitations amongst regional or national networks, recipient in person or teleconference meetings to promote collaboration, evaluation and knowledge synthesis, development of case studies to share learnings from funded projects.



Community Action Program for Children


Name of Transfer Payment Program: Community Action Program for Children (CAPC). This transfer payment is a voted program.

Start Date: 1993–94

End Date: Ongoing

Fiscal Year for Terms & Conditions: 2009–10

Strategic Outcome: Canada is able to promote health, reduce health inequalities, and prevent and mitigate disease and injury

Program Activity: Health Promotion

Description: This program builds capacity by providing funding to community organizations to deliver and enable access to programming that promotes the healthy development of vulnerable children (0–6 years) and their families. The program also supports knowledge development and exchange on promising public health practices for vulnerable families, community-based organizations and practitioners. The goal of the program is to mitigate inequities in health for vulnerable children and families facing challenging life circumstances such as low socio-economic status, and social and geographic isolation. Compelling evidence shows that risk factors affecting the health and development of children can be mitigated over the life-course by investing in early intervention services that address the needs of the whole family. This program raises stakeholder awareness and supports a coherent, evidence-based response to the needs of vulnerable children and families on a local and national scale. Programming across the country may include education on health, nutrition, early childhood development, parenting, healthy living and social supports. The contribution is not repayable.

Expected Results: Community-based organizations funded by CAPC promote supportive environments for children and families living in conditions of risk.

Performance Indicators include:

  • # of children and families participating in CAPC funded projects
  • Proportion of families participating in CAPC funded projects living in conditions of risk relative to their representation in the general population, including: low income, low education, single parent, recent immigrant, special needs child, Aboriginal.
($ M)
  Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2014–15
Total Contributions 53.4 53.4 53.4 53.4
Total Transfer Payments 53.4 53.4 53.4 53.4

Fiscal Year of last Completed Evaluation: The Summative Evaluation of the Community Action Program for Children: 2004-2009 was completed in January 2010.

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: The program will undergo its next evaluation in 2016–17.

General Targeted Recipient Group: Community based organizations serving vulnerable children (0–6) and their families.

Initiatives to Engage Applicants and Recipients: Knowledge development and exchange and engagement in national strategic projects on emerging issues via CAPC/CPNP National Projects Fund. Partnerships and training opportunities.



Federal Initiative to Address HIV/AIDS in Canada


Name of Transfer Payment Program: Federal Initiative to Address HIV/AIDS in Canada (FI). The transfer payment is a voted program.

Start Date: January 2005

End Date: Ongoing

Fiscal Year for Terms and Conditions: 2009–10

Strategic Outcome: Canada is able to promote health, reduce health inequalities, and prevent and mitigate disease and injury

Program Activity: Disease and Injury Prevention and Mitigation

Description: Contributions towards the Federal Initiative to Address HIV/AIDS in Canada. The contribution is not repayable.

Expected Results: Projects funded at the national and regional levels will result in:

  • increased knowledge and awareness of the nature of HIV and AIDS and ways to address the disease;
  • increased individual and organizational capacity to address HIV and AIDS; and
  • enhanced engagement and collaboration on approaches to address HIV and AIDS.
($ M)
  Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2014–15
Total Grants  5.5  7.4  7.4  7.4
Total Contributions 16.8 16.8 16.8 16.8
Total Transfer Payments 22.3 24.2 24.2 24.2

Fiscal Year of last Completed Evaluation: In 2009–10 the Federal Initiative to Address HIV/AIDS in Canada Implementation Evaluation Report (2004–07) was approved.

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: The next evaluation of the FI to Address HIV/AIDS in Canada is planned for completion by 2013–14.

General Targeted Recipient Group: Canadian not-for-profit voluntary organizations and corporations; unincorporated groups, societies and coalitions; provincial territorial regional and local governments and agencies; organizations and institutions supported by provincial and territorial governments.

Initiatives to Engage Applicants and Recipients: Applicants and recipients are engaged through performance measurement and evaluation processes, and periodic meetings with stakeholders involved in the prevention and control of communicable diseases.



Healthy Living Fund


Name of Transfer Payment Program: Healthy Living Fund (HLF). The transfer payment is a voted program.

Start date: June 2005

End date: Ongoing

Fiscal Year for Terms and Conditions: 2009–10

Strategic Outcome: Canada is able to promote health, reduce health inequalities, and prevent and mitigate disease and injury.

Program Activity: Health Promotion

Description: The HLF supports healthy living activities with community, regional, national and international impacts by funding and engaging the voluntary sector, and by building partnerships between and collaborating with governments, non-governmental organizations and other agencies. The contribution is not repayable.

Expected results: Funds will be used to build public health capacity and develop supportive environments for physical activity and healthy eating. Projects will help to strengthen the evidence base, contribute to knowledge development and exchange and help in the formation of health promotion activities.

Performance measures include:

  • % of Canadians who are physically active
  • % of Canadians who engage in healthy eating (fruit and vegetable consumption)
($M)
  Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2014–15
Total Contributions  5.0  5.2  5.0  5.0
Total Transfer Payments  5.0  5.2  5.0  5.0

Fiscal Year of last Completed Evaluation: A formative evaluation was completed in March 2009–10.

Decision following the Results of Last Evaluation: The Healthy Living Program is relevant, necessary and generally well formulated.

Fiscal Year of Planned Completion of Next Evaluation: An evaluation is scheduled to be completed in 2014–15.

General Targeted Recipient Group: Canadian not-for-profit voluntary organizations and corporations; unincorporated groups, societies and coalitions; provincial, territorial, regional, and municipal governments and agencies; organizations and institutions supported by provincial and territorial governments (regional health authorities, schools, post secondary institutions, etc.); and individuals deemed capable of conducting population health activities.

Initiatives to Engage Applicants and Recipients: Recipients are engaged through open, targeted and directed solicitations. Funded recipients engage at the community, provincial/territorial and national levels through training, meeting and exchange opportunities.



Innovation Strategy


Name of Transfer Payment Program: Innovation Strategy (IS). This transfer payment is a voted program.

Start Date: 2009–10

End Date: Ongoing

Fiscal Year for Terms and Conditions: 2009–10

Strategic Outcome: Canada is able to promote health, reduce health inequalities, and prevent and mitigate disease and injury

Program Activity: Health Promotion

Description: This program enables the development, implementation and evaluation of innovative public health interventions to reduce health inequalities and their underlying factors by providing project funding support to external organizations in a variety of sectors such as health and education. It focuses on priority public health issues such as mental health promotion and achieving healthier weights. The program fills a need by stakeholders such as public health practitioners, decision makers, researchers and policy makers for evidence on innovative public health interventions which directly benefit Canadians and their families, particularly those at greater risk of poor health outcomes (e.g., northern, remote and rural populations). Evidence is developed, synthesized and shared with stakeholders in public health and other related sectors at the community, provincial/territorial and national levels in order to influence the development and design of policies and programs. This program is necessary because it enables stakeholders to implement evidence-based and innovative public health interventions that fit local needs. The goals of the program are to stimulate action in priority areas and equip policy makers and practitioners to apply best practices. The contribution is non repayable.

Expected Results:

  • Targeted stakeholders are aware of innovative interventions to promote health and reduce health inequalities in priority areas
  • Targeted stakeholders have access to innovative and promising interventions to consider in policy development and program design
  • Targeted stakeholders have opportunities for intersectoral collaboration
($ M)
  Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2014–15
Total Grants  7.3  7.3  7.3  7.3
Total Contributions  3.8  3.8  3.8  3.8
Total Transfer Payments 11.1 11.1 11.1 11.1

Fiscal Year of last Completed Evaluation: The Population Health Fund Evaluation 2008 covering the period of 2005–08 was completed in 2009.

Decision following the Results of Last Evaluation: Continuation as Innovation Strategy

Fiscal Year of Planned Completion of Next Evaluation: The next evaluation is planned for completion by 2014–15

General Targeted Recipient Group: Canadian not-for-profit voluntary organizations and corporations; unincorporated groups, societies and coalitions; provincial, territorial, regional and municipal governments and agencies; organizations and institutions supported by provincial and territorial governments; and individuals deemed capable of conducting population health activities.

Initiatives to Engage Applicants and Recipients: Open and targeted calls for proposals are utilized to solicit proposals from potential applicants. Various approaches are used to engage applicants and optimize the quality of submitted proposals, including information events and tools and resources. The Innovation Strategy places a high priority on and supports the systematic collection of learnings and the sharing of this information between funded recipients, PHAC and other partners to influence future program and policy design.



National Collaborating Centres for Public Health


Name of Transfer Payment Program: National Collaborating Centres for Public Health (NCCPH). The transfer payment is a voted program.

Start Date: 2004–05

End Date: Ongoing

Fiscal year for Terms and Conditions: 2009–10

Strategic Outcome: Canada is able to promote health, reduce health inequalities, and prevent and mitigate disease and injury.

Program Activity: Public Health Preparedness and Capacity

Description: Contributions to persons and agencies to support health promotion projects in community health resource development, training/skill development and research. The focus of the NCCPH program is to strengthen public health capacity, translate health knowledge and research, and promote and support the use of knowledge and evidence by public health practitioners in Canada through collaboration with provincial/territorial and local governments, academia, public health practitioners and non-governmental organizations. The contributions are not repayable.

Expected Results: Improved public health decision-making stemming from:

  • Increased knowledge translation activities (including knowledge synthesis, translation, dissemination, exchange and mobilization) and the application of environmental scans and research findings by researchers and knowledge users;
  • Methods and tools available to support practitioners and decision makers to apply new knowledge in their respective environments;
  • Increased availability of applicable knowledge for evidence-based decision making in public health with consequent increased use of evidence to inform public health programs, policies and practices;
  • Knowledge gap identification, acting as catalysts for new research; and
  • Increased opportunities for collaboration and networking between health portfolio partners, NCCs, public health practitioners, and other external organizations.
($ M)
  Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2014–15
Total Contributions  8.3  8.3  8.3  8.3
Total Transfer Payments  8.3  8.3  8.3  8.3

Fiscal Year of last Completed Evaluation: The Formative Evaluation of the National Collaborating Centres for Public Health Program (NCCPH) was completed in 2008–09.

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: An evaluation of Public Health Tools, including the National Collaborating Centres for Public Health, is planned for completion by 2013–14.

General Targeted Recipient Group: Six Centres focusing on thematic areas and priorities of public health located within host organizations in non-profit, academic and provincial government settings.

Initiatives to Engage Applicants and Recipients: Program does not anticipate issuing further solicitations. Six Contribution Agreements are in place to 2014–15.

Disclosure of Transfer Payment Programs (TPP) under $5 Million


Main Objective End Date of TPP, if applicable Type of TP Forecast
Spending
for
2012–13
($M)
Fiscal Year of Last completed Evaluation General Targeted Recipient Group
Name of TPP: Active and Safe Injury Prevention Initiative
The Active and Safe injury prevention initiative is aimed at decreasing the number of sport and recreation injuries in children and youth ages 0 to 19. March 31, 2013 Contribution  4.0 N/A Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Blood Safety
Support provincial and territorial transfusion and/or transplantation adverse event surveillance activities. Ongoing Contribution  2.2 2009–10 Provincial and territorial governments; transfusion and/or transplantation centres and agencies and/or groups designated by provincial and territorial Ministries of Health; and Canadian not-for-profit organizations who support transfusion adverse event surveillance activities.
Name of TPP: Canadian Breast Cancer Initiative
Support networks of community organizations to share best practices in breast cancer and women's health to ensure that information and supports are available to communities. Ongoing Grant and Contribution  0.6 2008–09 Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Canadian HIV Vaccine Initiative
Contribute to the global effort to develop a safe, effective, affordable and globally accessible HIV vaccine. March 31, 2017 Contribution  1.3 2010–11 Canadian not-for-profit voluntary organizations and corporations; provincial, territorial and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Fetal Alcohol Spectrum Disorder (FASD) National Strategic Projects Fund
Assist organizations that have the capacity to enhance and build on already existing FASD activities across the country, and to create new capacity where no previous capacity exists. Ongoing Contribution  1.5 2008–09 Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Hepatitis C Prevention, Support and Research Program
Projects funded at the national and regional levels will: contribute to prevention of HCV in Canada and around the world; support persons infected with, affected by, at risk of and/or vulnerable to HCV; provide a stronger evidence base for policy and programming decisions; and strengthen partners' capacity to address HCV in Canada. Ongoing Grant and Contribution  3.5 2006–07 Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Integrated Strategy for Healthy Living and Chronic Disease – Cancer
Contribute to cancer prevention, particularly among vulnerable and underserved populations. By testing innovative models for increasing cancer prevention, projects identify best practices that can be replicated across the country. Ongoing Grant and Contribution  4.3 2009–10 Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Integrated Strategy for Healthy Living and Chronic Disease – Cardiovascular Disease Program
Contribute to the reduction of the severity and burden of CVD by increasing access to information and knowledge for health professionals and the public about CVD prevention. Ongoing Grant and Contribution  1.4 2009–10 Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Integrated Strategy for Healthy Living and Chronic Disease – Enhanced Surveillance for Chronic Disease
Enhance capacity for public health chronic disease surveillance activities to expand data sources for chronic disease surveillance. Ongoing Grant and Contribution  2.4 2009–10 Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Integrated Strategy for Healthy Living and Chronic Disease – Healthy Living Fund Knowledge Development
Healthy Living Knowledge Development and Exchange is a central health promotion function that creates a platform for evidence-based action on healthy living. It focuses on informing policy and program decision-making through knowledge capacity development, new knowledge development, knowledge synthesis, and ongoing national and international dissemination and exchange. Ongoing Contribution  0.7 2009–10 Canadian not-for-profit voluntary organizations and corporations; unincorporated groups, societies and coalitions; provincial, territorial, regional, and municipal governments and agencies; organizations and institutions supported by provincial and territorial governments (regional health authorities, schools, post secondary institutions, etc.); and individuals deemed capable of conducting population health activities.
Name of TPP: Integrated Strategy for Healthy Living and Chronic Disease – Joint Consortium for School Health
Strengthen federal leadership efforts to promote health and prevent chronic disease among school-aged children, and to better align policy and program contributions, both within the federal health portfolio (Health Canada PHAC, CIHR and related agencies) and throughout the Government of Canada. Ongoing Grant  0.3 N/A Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Integrated Strategy for Healthy Living and Chronic Disease – Observatory of Best Practices
Build collaborative linkages, nationally and internationally, between researchers, policymakers and practitioners for the purpose of increasing the adoption of effective practices. Ongoing Grant and Contribution  0.2 2009–10 Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: National Projects Fund: CAPC-CPNP
Supports time-limited national initiatives that support vulnerable children, pregnant women and families through public health knowledge development, translation and exchange, and by supporting collective community action on public health issues. Ongoing Contribution  1.9 2009–10 Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Neurological Diseases
Improve current knowledge about the incidence, prevalence, co-morbidities, risk factors and the impacts on the use of health services and the economy of neurological conditions in Canada. March 31,2014 Contribution  3.4 N/A Canadian not-for-profit voluntary organizations and corporations; unincorporated groups; societies and coalitions; provincial, territorial, and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Preparedness for Avian and Pandemic Influenza – Capacity for Pandemic Preparedness
Increase public health workforce capacity by fostering excellence in public health professional development. Stimulate knowledge development and transfer. Build infrastructure capacity. Sustain and strengthen emergency preparedness and response capacity. Strengthen public health collaboration. Ongoing Grant and Contribution  0.2 2010–11 Canadian not-for-profit voluntary organizations and corporations; provincial, territorial and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Preparedness for Avian and Pandemic Influenza – Influenza Research Network
Develop and test methodologies/ methods related to the evaluation of influenza vaccines as they pertain to safety, immunogenicity and effectiveness, and program implementation and evaluation. Ongoing Grant  1.5 2010–11 Canadian not-for-profit voluntary organizations and corporations; provincial, territorial and local governments and agencies; organizations and institutions supported by provincial and territorial governments.
Name of TPP: Public Health Scholarship and Capacity Building Initiative

To increase the number and skills of public health professionals;

To enhance relationships between university programs in public health and public health organizations; and,

To develop public health training products and tools.

Ongoing Grant and Contribution  3.3 2010–11 Grants for Scholarships and Fellowships will be made available to eligible Canadian citizens and landed immigrants who are resident in Canada or abroad. Grants for public health faculty positions (Chairs) and community medicine resident slots will be made to Canadian post-secondary institutions. Contribution funds will be available for approved proposals that contribute to enhancing public health workforce development and strengthening the capacity and knowledge of the public health sector to deal with public health issues. The class of recipients includes: Canadian not-for-profit voluntary organizations and corporations; provincial, territorial and local governments and agencies; organizations and institutions supported by provincial and territorial governments (regional health authorities or districts, post-secondary institutions, etc.); and individuals, deemed capable of conducting public health activities.
Name of TPP: Skilled National Public Health Workforce
Enhance the capacity of the public health system by increasing capacity in systems and tools. Ongoing Grant  0.2 2010–11 Canadian not-for-profit voluntary organizations and corporations; provincial, territorial and local governments and agencies; organizations and institutions supported by provincial and territorial governments.


Notes:

  • 1 A standard definition for "usage" for the Agency is not currently available, and in relation to this Expected Result, it was intentionally left broad in order to allow flexibility in the development of a measurement tool. This tool could build on some existing work (Skinner 2007) looking at measuring knowledge exchange outcomes, which view a similar concept of Uptake as "reflecting behavioural efforts to use the materials." This is consistent with the PHAC Strategic Plan, 2007–2012, which notes: "The information that the Agency is collecting and managing must be translated into useful knowledge and shared for the benefit of decision-makers and stakeholders... Furthermore, the information that is gathered through PHAC's programs must be translated into useful knowledge that can be used by other programs and our partners and stakeholders across the country" (page 16). The target/tolerance of high / medium / low will be interpreted as an index of stakeholder ratings of several key aspects of 'usage' through a survey tool to be developed at a later date.



Greening Government Operations


The Greening Government Operations (GGO) 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. RPP refers to Report on Plans and Priorities and DPR refers to Departmental Performance Report.

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 performance.1
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 1
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 1
Existence of strategic framework Yes

Strategies / Comments

  1. The Agency established its Green Building Strategic Framework in January, 2012, that outlines the conditions for buildings being assessed against this target as of April 1, 2012, and is posted on the Sustainable Development intranet Web site.
  2. The Agency currently has one Crown-owned building under major construction, which will be ready for occupancy in February 2013. The JC Wilt Infectious Diseases Research Centre Project will be targeting LEED-NC Silver certification on an approximate floor area of 5,360m2.
  3. Types of buildings included: All new construction, build-to-lease and major renovation projects for heated offices and laboratories where a benchmark is available.
  4. Exclusion: All mobile laboratories, hospitals and airport quarantine services.
  5. Physical locations: Urban and non-urban centres where certification is deemed feasible.
  6. Conditions for inclusion: Floor space greater than 1,000m2.
  7. Minimum industry-recognized environmental certification: 3 Green Globes for project dollar value between $1M and $10M; and Leadership in Energy and Environmental Design (LEED) Silver (Core and Shell Development or New Construction) for project dollar value over $10M.
  8. Minimum environmental performance programs: Labs21 for laboratories only. Where applicable, the Agency will adhere to its Green Move methodologies and will "reduce, reuse and recycle" laboratory and office materials and infrastructure.
  9. Adjustments to the tool: PHAC rural locations and unknown building types will seek Green Globes, with the initial emphasis placed on reducing greenhouse gas (GHG) emissions, increasing durability and reducing water consumption.
  10. Rationale for adjustments: Security, feasibility, applicability and cost.
  11. Timeline: Effective April 1, 2012, the Agency will obtain a minimum of 3 Green Globes or LEED Silver on new construction, build-to-lease and major renovation projects.


8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing Crown buildings over 1,000m2 will be assessed for environmental performance using an industry-recognized assessment tool.2
Performance Measure RPP DPR
Target Status
Number of buildings over 1,000m2, as per departmental strategic framework 3
Percentage of buildings over 1,000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework FY 2011–12 0
FY 2012–13 3
FY 2013–14 3
Existence of strategic framework Yes

Strategies / Comments

  1. The Agency established its Green Building Strategic Framework in January, 2012, that outlines the conditions for buildings being assessed against this target as of April 1, 2012 and is posted on the Sustainable Development intranet Web site.
  2. The Agency's current footprint includes two Crown laboratory buildings: the Laboratory for Foodborne Zoonoses and the Canadian Science Centre for Human and Animal Health in addition to JC Wilt, the Crown-owned building under major construction, which will be ready for occupancy in February 2013.
  3. Types of buildings included: All existing heated facilities owned by PHAC, where there is full access and control over utilities monitoring and usage.
  4. Exclusion: All mobile laboratories, hospitals, and airport quarantine services.
  5. Physical locations: Urban and non-urban centres where certification is deemed feasible.
  6. Conditions for inclusion: Buildings with floor space greater than 1,000m2.
  7. Minimum industry-recognized environmental certification: BOMA BESt Level 1 certification for laboratories and BOMA BESt Level 2 certification for office facilities.
  8. Minimum environmental performance program: Labs21 for laboratories only. Where applicable, the Agency will adhere to its Green Move methodologies and will "reduce, reuse and recycle" laboratory and office materials and infrastructure.
  9. Adjustments to the tool: PHAC rural locations and unknown building types will seek Green Globes. An emphasis will be placed on reducing GHG emissions, increasing durability and reducing water consumption.
  10. Rationale for adjustments: Security, feasibility, applicability and cost.
  11. Timeline: Effective April 1, 2012, the Agency will begin processes necessary to obtain a minimum of BOMA BESt Level 1 or equivalent certification for existing crown laboratories and BOMA BESt Level 2 or equivalent certification for existing Crown office buildings.


8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1,000m2, where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool.3
Performance Measure RPP DPR
Target Status
Number of completed lease and lease renewal projects over 1,000m2 in the given fiscal year, as per departmental strategic framework Not Applicable
Number of completed lease and lease renewal projects over 1,000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework Not Applicable
Existence of strategic framework Yes

Strategies / Comments

  1. The Agency established its Green Building Strategic Framework in January, 2012, that outlines the conditions for buildings being assessed against this target as of April 1, 2012 and is posted on the Sustainable Development intranet Web site.
  2. This target will be achieved as a joint responsibility between PWGSC and Health Canada at lease acquisition or renewal. The current PHAC leased space portfolio was acquired by PWGSC, who negotiates 19 of the 20 leases on behalf of PHAC and Health Canada negotiates the remainder.
  3. As the client, PHAC will support efforts made by PWGSC and Health Canada to achieve this target.


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 performance.4
Performance Measure RPP DPR
Target Status
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework 0
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 0
Existence of strategic framework Yes

Strategies / Comments

  1. The Agency established its Green Building Strategic Framework in January, 2012, that outlines the conditions for buildings being assessed against this target as of April 1, 2012 and is posted on the Sustainable Development intranet Web site.
  2. Types of buildings included: All heated facilities where PHAC has full access and control over utilities monitoring and usage.
  3. Exclusion: All mobile laboratories, hospitals, and airport quarantine services, given their function and operations.
  4. Physical Locations: Urban and non-urban centres where certification is deemed feasible.
  5. Conditions for inclusion: Fit-up and refit projects over $1M.
  6. Minimum industry-recognized environmental certification: 3 Green Globes for project dollar value between $1M and $10M and LEED Silver for project dollar value over $10M.
  7. Minimum environmental performance program: Labs21 for laboratories only. Where applicable, the Agency will adhere to its Green Move methodologies and will "reduce, reuse and recycle" laboratory and office materials and infrastructure.
  8. Adjustments to the tool: PHAC rural locations and unknown building types will seek Green Globes. An emphasis will be placed on reducing GHG emissions, increasing durability and reducing water consumption.
  9. Rationale for adjustments: Security, feasibility, applicability and cost.
  10. Timeline: Effective April 1, 2012, the Agency will obtain a minimum of 3 Green Globes or LEED Silver on new fit-up and refit projects.

Greenhouse Gas Emissions Target


This table is not applicable as PHAC is not included in Annex 4 of the Federal Sustainable Development Strategy Guideline for Target 8.5.

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 No
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 23%
FY 2012–13 60%
FY 2013–14 100%

Strategies / Comments

  1. Definition of Location: Any building that is occupied by at least one PHAC employee and one PHAC EEE asset. It excludes facilities such as warehouses, airports, quarantine services and mobile laboratories. The Agency has 39 locations.
  2. EEE Implementation Plan: The Agency will develop Implementation Plans for the disposal of the Agency's surplus EEE. The Plan will include an annual interim target of 23% for 2012–13, with the goal of having all PHAC facilities with an EEE implementation plan fully implemented by March 31, 2014. The EEE implementation plan will include all of the required elements, as per the mandatory implementation strategies listed in Theme IV of the Federal Sustainable Development Strategy. The Agency's EEE Implementation Plan will be hosted on PHAC's Sustainable Development intranet Web site.
  3. Roles and Responsibilities: The Assets and Materiel Management (AMM) Division is the Office of Primary Interest with collaboration from the Sustainable Development Office (SDO), Information Technology (IT), and Physical Security and Facilities.
  4. Key Activities of the EEE Disposal Process: PHAC, in collaboration with Health Canada, will enhance its system to track and report on EEE disposal based on key equipment types disposed of through all designated streams at all locations that have an EEE implementation plan fully implemented.
  5. Reporting Requirements: The financial system and Asset Centre databases will be used to establish, monitor, and report on metrics for measuring activity-level performance of this target.
  6. Mechanisms to Evaluate Progress: PHAC will prepare an annual EEE disposal report for senior management, which will be led by AMM, with input from Information Technology.
  7. Relationship between Agency Asset Management System and EEE Implementation Plan: The Agency's asset management systems will be modified to enable tracking and reporting on compliance with implementation plans.
  8. Security Concerns or Sub-Processes: PHAC will ensure all security considerations will be taken before disposal of electronic equipment occurs.

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 1.8:15
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 4:1
FY 2012–13 8:1
FY 2013–14 12:1

Strategies / Comments

  1. Printing Unit Definition: A printing unit is defined as all desktop printers, networked printers, facsimile machines, photocopiers and multi-functional devices (MFDs).
  2. Ratio Scope: The Agency will exceed the Federal target of 8:1 to obtain an overall minimum average of 12:1 throughout the organization, allocated as follows:
    • 12 workstations for one black and white printing device (12:1); and
    • 50 workstations for one colour printing device (50:1).
  3. Target exclusions and exemptions:
    • Specialty devices such as label makers, plotters, scanners, etc.;
    • Select employees as a result of approved Duty to Accommodate and teleworking agreements;
    • Floors/buildings with fewer than 12 and/or 50 workstations;
    • Floors/buildings where space configuration does not allow for an 12:1 or 50:1 ratio to be achieved; and
    • Security considerations under specific conditions (emergencies and business continuity planning).
  4. Method Used for Determining Number of Organizational Printing Units: Printing unit allocations were determined on a floor-by-floor basis by using the total number of workstations on each floor, divided by a ratio of 12. In order to account for regional buildings that have less than 12 or 50 workstations and remain within the minimum ratio, only whole numbers were used in the allocation of printing units. Where feasible, a floor requires a minimum of 12 workstations for a black and white printer and 50 workstations for a colour printer. Floors that have fewer than 12 workstations are granted an exemption for one colour unit only and floors that have fewer than 50 workstations are allocated a colour printer from the black and white allocation. For example, if there are 57 workstations on a floor, that floor will be entitled to four printers; three black and white and one colour. However, if there are four workstations on a floor, that floor will be entitled to one colour printer only.
  5. Method for Determining Number of Office Employees: The PHAC Accommodations' floor plans were used to assess the total number of workstations by floor. Using the number of workstations instead of employees is a stronger method as it is a more static and consistent variable.
  6. Number of office employees subject to the target: 100% of workstations/employees that have not been granted a formal exemption.
  7. Opportunities for continuous improvement: The Agency will be addressing its Printer Reduction Initiative through a phased approach: Phase I – National Capital Region; Phase II – the National Microbiology Laboratory; and Phase III – Regions. Through a phased approach, PHAC will address the lessons learned in Phase I and apply it to the remaining Phases to demonstrate continuous improvement. Additionally, as Crown asset printers reach the end of their lifecycle, the Agency will obtain new devices through a minimum of a three-year leasing agreement, unless a specific exemption is granted to purchase as an asset. This will not only demonstrate immediate financial savings, but will also allow the Agency to operate a more efficient printing environment for the management, repair and disposal of its fleet.
  8. Reporting requirements to track the indicator: In 2011–12, the SDO developed a document of current printer baselines and required adjustments for every PHAC building by floor in the National Capital Region and most regional locations. Over a phased approach, this document will be updated to include all PHAC building, by floor, to ensure adjustments are established. Through the Agency's Printer Reduction Initiative, adjustment allocations will become the newly adjusted baseline values for the Agency to be able to track the ratios and report on the results.

    Through several processes, printing units will be audited on an annual basis to ensure that organizations are remaining within their allocation. Through the Asset Inventory process, AMM will provide the SDO with a list of crown-owned printers currently deployed in the Agency, which will be monitored to ensure compliance to the allocation. Random internal and informal audits will be conducted by Finance to identify printers being purchased on credit cards, with the results being reported to the SDO for action. Additionally, no purchased or leased printing units will be brought into the Agency without the written approval by the SDO or purchased printers will be removed by the SDO and leasing requests will be rejected through the Contract and Requisition Review System (CRRS).
  9. Roles and responsibilities: Internal service organizations implicated in printing device procurement, installation, maintenance and/or disposal have agreed upon roles and responsibilities for AMM, Communications, Finance, IT Desktop Support, IT Security and SDO through internal documents.
  10. Plans/strategies for departmental engagement and communication to ensure target is met: An informal working group was created with representatives from all internal services organizations implicated in printing device procurement, installation, maintenance and/or disposal to develop plans and strategies for engagement, communications and implementation. A detailed Communications Plan with six integrated communications products was released to all Agency employees to ensure targets are met and adhered to. In order to gain Agency buy-in and engagement, the SDO held meetings and provided a presentation to every executive affected by Phase I, in addition to implementing the strategies approved through the Departmental Sustainable Development Strategy.

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 2005–06 and 2011–12, 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 5900 sheets per full-time employee6
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected FY 2011–12 0%
FY 2012–13 -10%
FY 2013–14 -20%

Strategies / Comments

  1. Scope of this target: 100% of employees that are not required by law to maintain paper records.
  2. Method used for determining paper consumption: In 2011–12 PHAC assessed standing offer data and internet protocol (IP) address data and determined that the latter provides the highest accuracy. A total of 287 IP addresses were investigated, with printer usage sheets being available for 238 network printers (83%). A baseline was established through a detailed statistical analysis to provide an average annual consumption of paper based on data from 2005 to 2011, with key assumptions that were made in order to establish the baseline:
    1. In April 2005, there were approximately 50 standalone printers in operation, within the National Capital Region, when the Agency was established;
    2. Starting in 2007–08, there was a ramping up towards 390 standalone printers;
    3. As of December 2011, there were 390 standalone printers in operation, within the National Capital Region;
    4. Between 2005 and 2011, there was an average of 200 standalone printers.
    5. Using 200 standalone printers over the average 6 ¾ year period from April 2000 to January 2012 is 1,352 person years (PY) (6.76 x 200) of standalone printer use. Network printer (established at 7 months into the FY) is 9,460 (10,812 PY-1,352), which includes 5% for temporary help services;
    6. Data was adjusted for like makes and models of printers for the period of operation where 49 (17%) IP addresses did not have usage sheets available;
    7. Employees with a standalone printer would print as much on that device as an average employee would on a network printer; and
    8. Employees with a standalone printer would not be using the network printers.
  3. Method used for determining number of office employees: As employee numbers change on a daily basis, PHAC is using the number of workstations available within the Agency, minus the employees who are required by law to maintain paper files.
  4. Number of office employees subject to the target: 100% of employees that are not required by law to maintain paper files.
  5. Processes / reporting requirements to track the reduction of paper consumption: A data and tracking spreadsheet was developed to include all IP addresses in the National Capital Region, paper usage by black and white and colour categories, along with simplex and duplex functions. This information will be updated on an annual basis in order for an analysis to be conducted and reporting requirements to be met on PHAC's progress towards the target. By using this spreadsheet, the SDO will be able to track and monitor printer usage and counter sheets based on IP addresses on an ongoing basis.
  6. Roles and responsibilities: The SDO will be the Office of Primary Interest and will be responsible for data collection, tracking, reporting and monitoring. This function will be supported by IT through maintaining and providing a list of IP addresses so required processes can be completed.
  7. Opportunities for continuous improvement: Through the Printer Reduction Initiative, new requirements (secure print with black and white with double-sided defaults) will be implemented in the Agency, which are expected to demonstrate paper reduction trends immediately. After one year, an analysis will be undertaken and strategies developed to address the reduction gap, if required.
  8. Estimated environmental benefits incurred from reducing paper consumption: By reducing paper consumption, the environmental benefits will be witnessed throughout the lifecycle process of paper. For example, decreased paper usage will result in reduced transportation needs in addition to less recycling and disposition of paper products.
  9. Additional information: The Agency is piloting different electronic platforms in order to support an electronic working environment, which will immediately impact paper consumption. For example, over the course of a six month period, PHAC's two major executive committees saved over 75,000 sheets of paper by using electronic platforms in lieu of committee hardcopy binders.

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 Yes

Strategies / Comments

  1. Definition of "adoption": PHAC adopted a Green Meeting Guide (GMG) through senior executive endorsement and approval of the guide, along with it being posted to the PHAC Sustainable Development intranet Web site for employee use.
  2. Evidence that the green meeting guide has been adopted: Green Meeting Guide 2011.
  3. Scope of the green meeting guide: PHAC's GMG can be applied to all Agency meetings where participants are located outside of the host building from small half-day meetings to large international conferences.
  4. Reporting requirements to track the use of the green meeting guide: Using Google Analytics, information will be reported on the employee usage of the GMG.
  5. Roles and responsibilities: PHAC's GMG assists all employees in considering environmental impacts with economic considerations at every stage of organizing a meeting, including: planning, communications, selecting event venues, accommodations, hospitality, procurement, and travel. By doing so, Agency staff can minimize their meeting's waste, water, energy consumption, and air emissions; maximize economic and social benefits; and help to achieve PHAC's vision of Healthy Canadians and Communities in a Healthier World.
  6. Plans/strategies for departmental engagement / communication of the guide: Through Agency-wide consultation in the drafting of the document, feedback was obtained from employees across the Agency, in varying roles and classifications, to ensure PHAC's GMG was dynamic in nature to meet varying and unique requirements. The GMG is posted to the PHAC Sustainable Development intranet Web site and an article was released in PHAC's internal corporate newsletter.
  7. Estimated environmental benefits incurred from the use of the green meeting guide: Decreasing the amount of travel and associated greenhouse gas emissions for face-to-face meeting by encouraging electronic platforms such as: teleconference; videoconference; webinars; and Sametime Instant Meetings.

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.

8.10.1 As of April 1, 2011, office computers will have a minimum average of a four-year life in the Department.
Performance Measure RPP DPR
Target Status
Average life of office computers in the Department in fiscal year 2010–11 4 years
Progress against measure in the given fiscal year 4 years

Strategies / Comments

  1. This target complies with Environment Canada's SMART criteria.
    • Specific: This target is understandable and communicates a clear and well defined requirement for all office computers in the Agency.
    • Measurable: This target requires asset management data to track the procurement date and age of computer at the point of disposition to report against the average lifecycle.
    • Achievable: This target requires asset management oversight and monitoring to ensure office computers are being redeployed or repaired wherever possible, to meet a minimum average of a four-year life. Successful integration of this target in Agency operations requires the collaboration of multiple stakeholders, such as information technology authorities, procurement authorities and asset managers, which is currently in place.
    • Relevant: Considering the expenditure cost and purchase volume of office computers, these reductions are a best practice in green procurement and should be considered before any other targets.
    • Timebound: This target is in force as of April 1, 2011.


8.10.2 As of April 1, 2011, at least 90% of new purchases and leases of printers and multi-functional devices will have environmental features.
Performance Measure RPP DPR
Target Status
Percentage of newly purchased and leased printers and multi-functional devices with environmental features in the 2010–11 fiscal year 100%
Progress against measure in the given fiscal year 90%7

Strategies / Comments

  1. This target complies with Environment Canada's SMART criteria.
    • Specific: This target is understandable and communicates a clear and well defined requirement for new purchases and leases of printers and multi-functional devices.
    • Measurable: As all requests for printing devices must go through the SDO for approval, this office will track all requests and maintain a spreadsheet to report on the compliance with this target.
    • Achievable: As all requests for printing devices must go through the SDO for approval, this office will review the makes and models being requested to ensure all have environmental features such as Energy Star or sleep mode. Through several processes, printing units will be audited on an annual basis to ensure that organizations are remaining within their allocation. Through the Asset Inventory process, AMM will provide the SDO with a list of crown-owned printers currently deployed in the Agency, which will be monitored to ensure compliance to the allocation. Random internal and informal audits will be conducted by Finance to identify printers being purchased on credit cards, with the results being reported to the SDO for action. Additionally, no purchased or leased printing units will be brought into the Agency without the written approval by the SDO or purchased printers will be removed by the SDO and leasing requests will be rejected through the Contract and Requisition Review System (CRRS).
    • Relevant: Through the Printer Reduction Initiative, the Agency will have the ability to refine its printing fleet to ensure the most efficient and high-performing devices remain within the organization. Printing devices that have exceeded their use or no longer perform to quality standards will be removed.
    • Timebound: This target is in force as of April 1, 2011.


8.10.3 By March 31, 2017, the Agency will remove all standalone facsimile machines from its facilities through the integration into multi-functional devices.
Performance Measure RPP DPR
Target Status
Baseline in 2012–13:
Percentage of integrated facsimile machines into multi-functional devices across the Agency
to be established by December 31, 2012
Progress against measure in the given fiscal year 100%8

Strategies / Comments

  1. This target complies with Environment Canada's SMART criteria.
    • Specific: The target is clear, well-defined, and understandable. The context is explained and there is no ambiguity in direction to reduce the number of standalone devices by increasing the use of multi-functional devices.
    • Measurable: This target is measured through an inventory count of the number of standalone fax machines in the Agency in addition to monitoring the number of multi-functional devices being brought into the Agency with built-in facsimile machines.
    • Achievable: As the Agency's printing devices reach the end of their lifecycle or leasing arrangement, the Agency will obtain new devices through a minimum of a three-year leasing agreement, unless a specific exemption is granted to purchase as an asset. As leases expire over the next five years, the devices will only be approved to remain within the building
    • Relevant: This will not only demonstrate immediate financial savings, but will also allow the Agency to operate a more efficient printing environment for the management, repair and disposal of its fleet.
    • Timebound: This target requires a five year implementation period to account for all current printers on lease. In order to avoid contract cancellation penalties, as devices come to the end of their lease, leases will be cancelled for machines that are not multi-functional, including facsimile capability, and the machine will be removed and replaced with an upgraded device.


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.

Training for Select Employees

8.11.1 As of April 1, 2011, a minimum of 80% of materiel managers, procurement personnel and acquisition cardholders will have taken an Agency recognized training course on green procurement.
Performance Measure RPP DPR
Target Status
Baselines established in 2009–10:
% of Asset and Materiel Management employees with Canadian School of Public Service (CSPS) C215 certification 73%
% of Asset and Materiel Management contracting specialists with CSPS C215 certification 83%
% of Acquisition Card Holders with PHAC Mandatory Procurement Training 83%
Progress against measure in the given fiscal year:
% of Asset and Materiel Management employees with Canadian School of Public Service (CSPS) C215 certification 80%9
% of Asset and Materiel Management contracting specialists with CSPS C215 certification 80%9
% of Acquisition Card Holders with PHAC Mandatory Procurement Training 100%

Strategies / Comments

  1. This target complies with Environment Canada's SMART criteria.
    • Specific: An Agency recognized training course on green procurement includes: The Canada School of Public Service C215 certification and the mandatory procurement training for PHAC acquisition cardholders. For the purpose of this target, identified materiel managers and procurement personnel include all PHAC employees designated with a Procurement Group (PG) classification.
    • Measurable: As the CSPS cannot release data on employees who take the C215 course, data is maintained by AMM related to their employees who have taken C215 and Agency employees who have taken the mandatory procurement training for PHAC acquisition cardholders
    • Achievable: AMM employees and contracting specialists are required to obtain specific training before obtaining a position as a procurement specialist. Additionally, acquisition cards are not issued to any employee until after they have taken the mandatory procurement course, ensuring this target is achievable.
    • Relevant: The mandatory training is applicable to a specific set of employees based on their functions and responsibilities for contracting and procurement.
    • Timebound: This target is in force as of April 1, 2011.


Employee performance evaluations for managers and functional heads of procurement and materiel management

8.11.2 As of April 1, 2011, 100% of all identified managers and functional heads of procurement will have environmental considerations clauses incorporated into their performance evaluations.
Performance Measure RPP DPR
Target Status
Baselines established in 2009–10: % of all managers and function heads (three employees) of procurement and materials with environmental consideration clauses incorporated into their performance evaluations 100%
Progress against measure in the given fiscal year 100%

Strategies / Comments

  1. This target complies with Environment Canada's SMART criteria.
    • Specific: The target is clear, well-defined, and understandable. The context is explained and there is no ambiguity in direction to maintain 100% compliance with this target.
    • Measurable: This target will be reported against by AMM, as the three required employees are within this organization.
    • Achievable: Through the PDP/PLP process, this requirement will be met on an annual basis, with internal reporting requirements associated with it.
    • Relevant: This target is applicable to three identified employees who have responsibility for 100% of departmental purchases over $10,000.
    • Timebound: This target is in force as of April 1, 2011.


Management processes and controls

8.11.3 By March 31, 2014, decrease the quantity of "unknown attributes" associated with the financial system's Green Procurement field in contracts by at least 10% below 2009–10 baseline levels.
Performance Measure RPP DPR
Target Status
% of contracts and services with 'unknown attributes' 3,171 of 4,853 contracts = 65%
Progress against measure in the given fiscal year FY 2010–11 -2% + 29%
FY 2011–12 -2%
FY 2012–13 -3%
FY 2013–14 -3%

Strategies / Comments

  1. This target complies with Environment Canada's SMART criteria.
    • Specific: The target is clear, well-defined, and understandable. The context is explained and there is no ambiguity in direction to reduce the number of "unknown attribute" responses against the Green Procurement field.
    • Measurable: Through the Agency's financial system, reports will be generated to measure the number of unknown attributes to assess if the number has been reduced by 10% below 2009–10 baselines levels.
    • Achievable: Through training and awareness sessions, emphasis is being placed on employees conducting additional research into the products they are purchasing to avoid using the "unknown attributes" drop-down option.
    • Relevant: This target is applicable to all contracting requirements throughout the Agency in order to demonstrate trends for green procurement practices over time.
    • Timebound: This target is to be completed by March 31, 2014.

Reporting on the Purchases of Offset Credits


Mandatory reporting on the purchase of greenhouse gas emissions offset credits, as per the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events, should be reported here.
Performance Measure RPP DPR
Target Status
Quantity of emissions offset in the given fiscal year (Optional for all RPPs) Not Applicable

Strategies / Comments

  1. The Agency is not seeking to purchase greenhouse gas emissions offset credits in 2012–13.

Voluntary Reporting on PHAC's Departmental Sustainable Development Strategy


As of April 1, 2011, a Sustainable Development Advocate will be appointed to promote and be a leader for sustainable development and Strategic Environmental Assessments (SEA) in the Agency
Performance Measure RPP DPR
Progress against measure in the given fiscal year
Sustainable Development Advocate is appointed Yes

Strategies / Comments

  1. The Sustainable Development Advocate for the Agency is the Director General of the Corporate Administration and Services Directorate.
  2. The Advocate's leadership is vital in moving PHAC towards the integration of sustainable development principles and Departmental Sustainable Development Strategy commitments into the policies, programs and activities of the Agency.
  3. Advancing initiatives that touch on the three pillars of sustainable development is an opportunity to influence holistic, long-term positive health outcomes for Canadians, specifically through undertaking Strategic Environmental Assessments. The Sustainable Development Advocate commits to ensuring all SEA requirements are accomplished in accordance with the Cabinet Directive on Environmental Assessment of Policy, Plan and Program Proposals.


As of April 1, 2011, the Agency will implement management elements to increase compliance rates to a minimum of 90% through compliance with SEA Preliminary Scans for Memoranda to Cabinet and Treasury Board Submissions
Performance Measure RPP DPR
Target Status
Baselines established in 2009–10:
% of annual departmental compliance with the Cabinet Directive for SEA Preliminary Scan for Memoranda to Cabinet 0%
% of annual departmental compliance with the Cabinet Directive for SEA Detailed Assessment for Memoranda to Cabinet Not Applicable
% of annual departmental compliance with the Cabinet Directive for SEA Preliminary Scan for Treasury Board Submissions 19%
% of annual departmental compliance with the Cabinet Directive for SEA Detailed Assessment for Treasury Board Submissions Not Applicable
Progress against measure in the given fiscal year:
% of annual departmental compliance with the Cabinet Directive for SEA Preliminary Scan for Memoranda to Cabinet 90%
% of annual departmental compliance with the Cabinet Directive for SEA Detailed Assessment for Memoranda to Cabinet Not Applicable
% of annual departmental compliance with the Cabinet Directive for SEA Preliminary Scan for Treasury Board Submissions 90%
% of annual departmental compliance with the Cabinet Directive for SEA Detailed Assessment for Treasury Board Submissions Not Applicable

Strategies / Comments

  1. At PHAC, a SEA is the process of determining important environmental impacts as an outcome of policy, plan and program proposals. As a process, the Agency considers Preliminary Scans as a mandatory requirement for all policy, plan and program proposals in order to determine if a Detailed Assessment is required based on important environmental impacts. However, due to the scope of its mandate PHAC has to date only completed Preliminary Scans as it does not develop policy, plan or program proposals that result in important environmental impacts. The Preliminary Scan is the instrument that allows the Agency to identify requirements for Detailed Assessments.
  2. The Agency has yet to complete a Detailed Assessment since its inception and is unlikely to be required to complete one in the future based on its mandate and business activities. Should one be required, reporting will occur. Until that point in time, baselines and progress are not applicable.


By March 31, 2014, the Agency will expand its National Dead Battery Recycling Program to all 13 major PHAC buildings from Vancouver to Halifax
Performance Measure RPP DPR
Target Status
# of major PHAC buildings 13
# of major PHAC buildings with a fully-implemented Dead Battery FY 2011–12 9
FY 2012–13 9
FY 2013–14 13

Strategies / Comments

  1. Batteries including lead-acid, lithium, nickel-cadmium, silver oxide and mercury batteries pose a higher threat to human and environmental health as they contain heavy metals, many of which are toxic substances scheduled under the Canadian Environmental Protection Act, 1999. Improper disposal of large numbers of batteries also pose a safety risk, since batteries are prone to react and overheat.
  2. PHAC is actively participating in sustainable development activities such as the controlled disposal of dead batteries through its recycling program, which will be expanded to all major PHAC buildings.


By March 31, 2014, the Agency will reduce its CO2 levels from phantom energy use by 100% and verify its success through its 5th and 6th National Energy Reduction Initiatives
Performance Measure RPP DPR
Target Status
Baselines established in 2010–11 # of avoidable CO2 tonnes per year by PHAC 866.95 tonnes/year
Progress against measure in the given fiscal year:
# of reduced avoidable CO2 tonnes per year by PHAC
FY 2011–12 -700.95 tonnes/year
FY 2012–13 -800.00 tonnes/year
FY 2013–14 -866.95 tonnes/year

Strategies / Comments

  1. It would take 13,476,639 trees to offset the amount of CO2 released into the atmosphere by Canadian public servants each year because of electrical equipment being left on at night and over weekends.
  2. Volunteers from PHAC and Health Canada conducted PHAC's First National Energy Reduction Initiative in May 2008, the Second PHAC NERI in November 2008, and the Third PHAC National Energy Reduction Initiative in June 2010.
  3. The Second National Energy Reduction Initiative showed phantom energy use had been reduced by 42% per person. When extrapolated to all employees, an estimated 870,435 kilowatt hours were being needlessly wasted each year at PHAC and could be saved with no more effort than it takes to turn off a switch. If employees work together, they can help PHAC save up to $90,000 a year. Although it is impossible to fully eliminate all phantom energy, the Second Energy Initiative demonstrated that more than $29,000 could be saved through the efforts of volunteers.


As of March 31, 2012, all Agency workstations will be controlled and operated by a SmartBar device
Performance Measure RPP DPR
Target Status
% of workstations controlled and operated by a SmartBar 100%
% of SmartBars installed in the Agency FY 2011–12 100%
FY 2012–13 100%
FY 2013–14 100%

Strategies / Comments

  1. The Agency procured 3,500 SmartBars or environmentally-friendly electrical power bars in 2011–12 to stop phantom energy (wasteful power consumed by appliances during off-hours) in workstations.
  2. Through PHAC's completed 4th National Energy Reduction Initiative, the effectiveness of the SmartBars will be validated through a data synthesis process.
  3. As the annual energy savings gained through the installation of SmartBars amounts to approximately $45 per unit installed, PHAC is expecting to see annual savings of about $135,000, within a year. This means that the initiative will not only have paid for itself, but PHAC will acquire additional savings each year the SmartBars are in operation.

Notes:

  • 1 This will be demonstrated by achieving Leadership in Energy and Environmental Design (LEED) New Construction (NC) Silver, Green Globes Design 3 Globes, or equivalent.

  • 2 Assessment tools include: Building Owners and Managers Association (BOMA) BESt (Building Environmental Standards), Green Globes or equivalent.

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

  • 4 This will be demonstrated by achieving LEED Commercial Interior Silver, Green Globes Fit-Up 3 Globes, or equivalent.

  • 5 Ratio determined through an audit of the PHAC Print Optimization studies, which include select PHAC locations. This ratio will be updated as additional figures from across Canada are determined.

  • 6 Baseline includes data from the National Capital Region (NCR) only. Once regional information is obtained, the baseline will be adjusted. On average, NCR accounts for approximately 62% of the Agency's population.

  • 7 For this target, progress against measure in the given fiscal year may be lower than the established baseline to allow for surge capacity exceptions during security and emergency management events under specific conditions (i.e., H1N1, SARS)

  • 8 The target is established at 100% for leases expiring in 2012–13 and new leases issued where standalone fax machines are present. Full compliance (100%) with the overall target cannot occur until 2017, in order for all current leases to expire and be replaced.

  • 9 For these targets, progress against measure in the given fiscal year may be lower than the established baseline to allow for security and emergency management considerations under specific conditions.



Horizontal Initiatives




Federal Initiative to Address HIV/AIDS in Canada


Name of Horizontal Initiative: Federal Initiative to Address HIV/AIDS in Canada (FI)

Name of Lead Department(s): Public Health Agency of Canada (the Agency)

Lead Department Program Activity: Disease and Injury Prevention and Mitigation

Start Date of the Horizontal Initiative: January 13, 2005

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (Start to End Date): Ongoing

Description of the Horizontal Initiative (Including Funding Agreement): The FI strengthens domestic action on HIV and AIDS, builds a coordinated Government of Canada approach, and supports global health responses to HIV and AIDS. It focuses on prevention and access to diagnosis, care, treatment and support for those populations most affected by HIV and AIDS in Canada—people living with HIV and AIDS, men who have sex with men, Aboriginal people, people who use injection drugs, federal inmates, youth, women, and people from countries where HIV is endemic. The FI also supports and strengthens multi-sector partnerships to address the determinants of health. It supports collaborative efforts to address factors which can increase the transmission and acquisition of HIV including sexually transmitted infections (STI) and also addresses co-infection issues with other infectious diseases (e.g., hepatitis C and tuberculosis) from the perspective of disease progression and morbidity in people living with HIV and AIDS. People living with and vulnerable to HIV and AIDS are active partners in Federal Initiative policies and programs.

Shared Outcome(s):

First level outcomes

  • Increased knowledge and awareness of the nature of HIV and AIDS and ways to address the disease;
  • Increased individual and organizational capacity;
  • Increased Canadian engagement and leadership in the global context; and
  • Enhanced engagement and collaboration on approaches to address HIV and AIDS.

Second level outcomes

  • Reduced stigma, discrimination, and other barriers;
  • Improved access to more effective prevention, care, treatment and support;
  • Internationally informed federal response; and
  • Increased coherence of the federal response.

Ultimate outcomes

  • Prevent the acquisition and transmission of new infections;
  • Improved quality of life for those at risk and living with HIV and AIDS;
  • Contribute to the global effort to reduce the spread of HIV and AIDS and mitigate its impact; and
  • Contribute to the strategic outcomes of partner departments.

Governance Structure(s):

The Responsibility Centre Committee (RCC) is the governance body for the FI. It is comprised of directors from the nine Responsibility Centres which receive funding through the FI. Led by the Agency, the RCC promotes policy and program coherence among the participating departments and agencies, and ensures that evaluation and reporting requirements are met.

The Agency is the federal lead for issues related to HIV and AIDS in Canada responsible for overall coordination, communications, social marketing, reporting, evaluation, national and regional programs, policy development, surveillance and laboratory science.

Health Canada (HC) supports community-based HIV and AIDS education, capacity-building, and prevention for First Nations on-reserve and Inuit communities south of the 60th degree parallel and provides leadership on international health policy and program issues.

As the Government of Canada's agency for health research, the Canadian Institutes of Health Research (CIHR) sets priorities for and administers the extramural research program.

Correctional Service Canada (CSC), an agency of the Public Safety Portfolio, provides health services (including services related to the prevention, diagnosis, care and treatment of HIV and AIDS) to offenders sentenced to two years or more.

Planning Highlights: In 2012–13, together with stakeholders, federal partners will strengthen their response on HIV and AIDS and other infectious diseases with new agreements to coordinate and deliver programs, research and services to prevent and control HIV and AIDS, other STBBI, and TB among First Nations, Inuit and Métis and other key priority populations. Content and related support for AIDS 2012 (Washington) and other key forums, and engagement with civil society and other stakeholders will advance policy priorities and technical responses to communicable diseases and broader public health issues. The coherence of national action to prevent and control HIV and AIDS and related communicable diseases will be increased through the 2012–2014 National HIV/AIDS Voluntary Sector Response Fund and other community based programming.

Federal Partner: The Agency
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Science and Technology for Public Health HIV/AIDS Reference Testing and Quality Assurance Ongoing  3.1 ER 1.1
ER 1.2
Surveillance and Population Health Assessment Surveillance of Infectious Disease Ongoing  4.9 ER 2.1
ER 2.2
Disease and Injury Prevention and Mitigation Infectious Disease Prevention and Control and Community Associated Infections Ongoing 37.4 ER 3.1
ER 3.2
ER 3.3
Total Agency 45.4

Expected Results for 2012–13:

ER 1.1: Public health decisions and interventions are supported by timely, reliable and accredited reference service testing that accurately captures all the circulating HIV strains in Canada and directs attention to new outbreaks of HIV. This ensures effective identification and testing for emerging strains of HIV; enhance quality, reliability and comparability of HIV testing.

ER 1.2: Use of laboratory-generated knowledge is increased to: develop diagnostic, prognostic and drug resistance testing standards; provide quality assurance and performance standardization services for regional laboratories; determine changes in the patterns of HIV transmission; and reduce transmission of HIV from mothers to their infants through the identification of optimal and affordable antiviral therapies.

ER 2.1: Increased knowledge and awareness of risk behaviours to inform and guide the development of policies, prevention and care programs for key priority populations including populations in the North by pursuing the implementation of behavioural surveillance of Aboriginal populations (e.g. Yukon).

ER 2.2: Enhance national public health surveillance to address HIV and AIDS among specific ethno-cultural populations (people from countries where HIV is endemic) to contribute to existing surveillance prevention and other programmatic efforts for diseases related to migration by initiating work with federal and provincial partners on the surveillance of people from HIV endemic countries.

ER 3.1: Expanded evidence base, knowledge and awareness of the nature and methods to address HIV and AIDS in key priority populations, to inform ongoing research, policy initiatives and priorities; facilitate knowledge translation and exchange on the evidence linking communicable diseases and the determinants of health; and help identify promising and innovative community-based practices. Timely, reliable, and evidence-informed clinical recommendations for health care providers and public health professionals guide individual and population-based approaches for the detection and management of HIV infection and other related sexually transmitted infections (STIs). This includes upstream scientific evidence with respect to emerging HIV prevention technologies, HIV acquisition and transmission risk, and risks associated with co-infection, as well as primary care information and capacity for the screening, testing, treatment, and management of STIs.

ER 3.2: Enhanced engagement and collaboration on approaches to address HIV and AIDS with respect to Government of Canada policy and program development (domestic and international), and common communicable diseases prevention and control goals of First Nations, Inuit and Métis.

ER 3.3: Increased individual and organizational capacity to address HIV and AIDS.

  • Renew community funding programs to address the linkages between HIV, AIDS, hepatitis C and other related communicable disease.
  • Ensure stakeholders have the tools and training required to use community-based social marketing to engage target communities and promote changes which affect access to diagnosis, treatment and care, and increase support for and adoption of safer practices.
  • Identify the number of individuals who report intention to adopt practices that may reduce the transmission of HIV.
Federal Partner: Health Canada
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Internal Services Governance and Management Support Services Ongoing  1.1 ER 4.1
First Nations and
Inuit Primary Health
Care
Bloodborne Diseases and Sexually Transmitted Infections — HIV/AIDS Ongoing  4.5 ER 5.1
ER 5.2
Total HC  5.6

Expected Results for 2012–13:

ER 4.1: Increased Canadian engagement and leadership in the global context through exchanging best practices with global partners. This will inform global and domestic policy discussion on HIV and AIDS in three global fora and promote policy coherence across the federal government's global activities on HIV and AIDS.

ER 5.1: Increased knowledge and awareness among First Nations, Inuit and/or Métis youth on the nature of HIV and AIDS and ways to address the disease. Determine effective evaluation approaches for sexual health promotion tools, evaluate the pilot Youth Messaging Initiative, and identify best practices related to wellness-type service delivery models in the provision of more holistic and comprehensive health services (HIV and other communicable diseases as well as mental health and substance abuse) to those at greatest risk.

ER 5.2: Enhanced engagement and collaboration on approaches to address HIV/AIDS through ongoing support to the International Indigenous Working Group on HIV/AIDS.

Federal Partner: Canadian Institutes of Health Research
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Health and Health Services Advances HIV and AIDS Research Initiative Ongoing 21.0 ER 6.1
ER 6.2
ER 6.3
Total CIHR 21.0

Expected Results for 2012–13:

ER 6.1: Increased knowledge and awareness of the nature of HIV and ways to address the disease through the development and administration of diverse HIV research funding programs. The funding programs will support biomedical, clinical and social science contributing to the development and evaluation of drugs, programs and services for people living with and at risk for HIV/AIDS. In 2012–13, new funding and funding programs will focus on the eradication of HIV, strengthening Canada's network of clinical investigators and addressing co-morbidities for people living with HIV in Canada.

ER 6.2: A strong and diverse HIV research community with the capacity to advance HIV research from biomedical science to community-based projects through support for training and salary award programs as well as multidisciplinary research networks.

ER 6.3: Enhanced coordination and strategic alignment of HIV research with national and international health research priorities and initiatives through the leadership and involvement of CIHR and Canadian researchers. Better coordination and strengthened partnerships will enhance resources for priority topics and help ensure effective application of new knowledge.

Federal Partner: Correctional Services Canada
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Custody Institutional Health Services Public Health Services Ongoing  4.2 ER 7.1
ER 7.2
Total CSC  4.2

Expected Results for 2012–13:

ER 7.1: Increased knowledge and awareness of the nature of HIV and AIDS and ways to address the disease, as achieved through: research and surveillance studies undertaken; tools and knowledge products developed and disseminated through publications, presentations and workshops; and as indicated by the percentage of federal offenders completing HIV and AIDS awareness programming.

ER 7.2: Enhanced engagement and collaboration on approaches to address HIV and AIDS and sexually transmitted and bloodborne infections through the Federal/Provincial/Territorial Heads of Corrections Working Group on Health and CSC's Community Consultation Committee on Public Health. The emphasis will be on developing and strengthening partnerships with: provincial and territorial governments; federal departments at national and regional levels; the Council of Chief Medical Officers of Health, and community partners.

Results to be Achieved by Non-Federal Partners (if Applicable): N/A

Contact Information:

Geneviève Tremblay
100 Eglantine Drive
Ottawa, ON K1A 0K9
613-952-7199
genevieve.tremblay@phac-aspc.gc.ca



Preparedness for Avian and Pandemic Influenza


Name of Horizontal Initiative: Preparedness for Avian and Pandemic Influenza Initiative

Name of Lead Department(s): Public Health Agency of Canada (the Agency)

Lead Department Program Activities:

  • Public Health Preparedness and Capacity
  • Surveillance and Population Health Assessment
  • Science and Technology for Public Health
  • Regulatory Enforcement and Emergency Response

Start Date of the Horizontal Initiative: June 21, 2006

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (Start to End Date): Ongoing

Description of the Horizontal Initiative (Including Funding Agreement): This initiative is directed at mitigating Canada's risk from two major, inter-related animal and public health threats: the potential spread of avian influenza (AI) virus (i.e., H5N1) to wild birds and domestic fowl in Canada; and, the potential for a human-adapted strain to arise resulting in human-to-human transmission potentially triggering a human influenza pandemic. A coordinated and comprehensive plan to address both avian and pandemic influenza is maintained.

The bulk of the initiative is ongoing. Activities have been launched in the areas of vaccines and antivirals, surge capacity, prevention and early warning, emergency preparedness, critical science and regulation, risk communication, and inter-jurisdictional collaboration. To enhance the federal capacity to address an on-reserve pandemic, efforts have been made to increase surveillance and risk assessment capacity to fill gaps in planning and preparedness.

Shared Outcome(s):

Immediate Outcomes

  • Strengthened Canadian capacity to prevent and respond to pandemics; and
  • Increased internal and external awareness, knowledge and engagement with stakeholders.

Intermediate Outcomes

  • Increased prevention, preparedness and control of challenges and emergencies related to AI/PI; and
  • Strengthened public health capacity.

Long-Term and Strategic Outcomes

  • Increased/reinforced public confidence in Canada's public health system; and
  • Minimization of serious illness, overall deaths, and societal disruption as a result of an influenza pandemic.

Governance Structure(s):

In January 2008, the Agency, the Canadian Food Inspection Agency and Health Canada finalized the Avian and Pandemic Influenza Preparedness Interdepartmental/Agency Governance Agreement. The primary scope of the Agreement is the management of specific horizontal issues and/or initiatives relating to avian and pandemic influenza preparedness.

The Agreement is supported by a structure that falls within the auspices of the Deputy Minister's Committee on Avian and Pandemic Influenza Planning. Implementation of the Agreement is led by the Avian and Pandemic Influenza Assistant Deputy Ministers (API ADM) Governance Committee focusing on implementation of the initiatives. The API ADM Governance Committee provides strategic direction and oversight monitoring.

An Avian and Pandemic Influenza Operations Directors General Committee supports the API ADM Governance Committee, makes recommendations to it and oversees the coordination of deliverables.

Planning Highlights: In 2012–13 the collaborative efforts of the Agency, Health Canada and the Canadian Food Inspection Agency, will continue to clarify, communicate and test federal emergency management roles, responsibilities and mechanisms, with particular attention to the sustainability of response capacity and decision-making roles. These efforts will also improve the health portfolio's ability to communicate science to various audiences. Planned activities and expected results reflect lessons learned from the H1N1 pandemic, notably the Management Response and Action Plan (MRAP) following the Senate study.

Federal Partner: The Agency
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Science and Technology for Public Health Rapid vaccine development and testing Ongoing  1.0 ER 1.1
Winnipeg lab and space optimization Ongoing 13.2 ER 1.2
Surveillance and Population Health Assessment Surveillance Ongoing  8.7 ER 2.1
ER 2.2
Public Health Preparedness and Capacity Vaccine readiness and clinical trials Ongoing  3.6 ER 3.1
Capacity and Emergency Preparedness Ongoing 12.2 ER 4.1
ER 4.2
ER 4.3
Laboratory network and communications capacity Ongoing  3.0 ER 5.1
Influenza research
network
Ongoing  5.8 ER 6.1
Pandemic influenza risk assessment and modelling Ongoing  0.8 ER 7.1
Skilled national public health workforce Ongoing  5.9 ER 8.1
Regulatory Enforcement and Emergency Response Contribution to National Antiviral Stockpile Ongoing  0.1 ER 9.1
Total Agency 54.3

Expected Results for 2012–13:

ER 1.1: Canada conducts relevant research to better understand influenza pathogenesis (how the virus produces disease), further interrogate the virus (antiviral susceptibility, vaccine effectiveness), develop possible vaccine candidates, and epidemiology (how the virus spreads) to mitigate impact and improve capacity against future pandemic influenza viruses.

ER 1.2: Construction of the 5,300-m2 new laboratory is completed; increased high importance research capacity.

ER 2.1: Respiratory and vaccine preventable diseases and vaccine safety are monitored and reported in a timely manner.

ER 2.2: Canada is able to identify, mitigate and control of disease transmission at the initial outbreak stage in order to reduce the potential impact of influenza epidemics and pandemics.

ER 3.1: Canada has access to a supply of pandemic influenza vaccine.

ER 4.1: Canada has access to a supply of antivirals.

ER 4.2: Canada is able to prepare for and anticipate risks associated with novel influenza strains.

ER 4.3: Canada has the capacity to carry out public health interventions including emergency response and a maintained state of readiness of the Health Portfolio's Emergency Operations Centre.

ER 5.1: Canada has the public health capacity (including infrastructure, technical expertise, training and stakeholder communications strategies) to prepare and respond to pandemic influenza.

ER 6.1: Canada has access to a rapid response research mechanism for pandemic influenza research questions.

ER 7.1: Predictive and assessment models used for pandemic preparedness are developed and established.

ER 8.1: The work of Public Health Officers at placement sites improves their skills and increases local and regional public health organizations' capacity to respond to health emergencies, while enhancing collaborative working relationships between stakeholders and PHAC.

ER 9.1: The National Antiviral Stockpile is maintained and plans are established for the replacement of antiviral stocks as they reach the end of their shelf-life.

Federal Partner: Health Canada
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Health Products Regulatory activities related to pandemic influenza vaccine Ongoing  1.2 ER 10.1
Resources for review and approval of antiviral drug submissions for treatment of pandemic influenza Ongoing  0.2 ER 11.1
Establishment of a crisis risk management unit for monitoring and post-market assessment of therapeutic products Ongoing  0.3 ER 12.1
Health Infrastructure Support for First Nations and Inuit Strengthen federal public health capacity through Governance and Infrastructure Support to FN/I Health System Ongoing  0.7 ER 13.1
FN/I emergency preparedness, planning, training and integration Ongoing  0.3 ER 14.1
Specialized Health Services Public health emergency preparedness and response (EPR) on conveyances Ongoing  0.2 ER 15.1
Total HC  3.0

Note: Totals may not add due to rounding

Expected Results for 2012–13:

ER 10.1: Policies, guidance and protocols are relevant for pandemic influenza; coordinated communications among jurisdictions with stakeholders and the public.

ER 11.1: Provision of timely, appropriate choice anti-virals and vaccines that meet the highest standards of safety, quality and efficacy.

ER 12.1: Timely and effective post-market monitoring and assessment of health products.

ER 13.1: Enhanced collaboration with Aboriginal Affairs, Northern Development Canada and the Public Health Agency of Canada as well as provincial/territorial partners on joint emergency preparedness and response (EPR) activities (including strengthening, testing and revising on-reserve First Nation pandemic plans). Strengthened links with key stakeholders to facilitate the integration of pandemic plans into all-hazards EPR plans.

ER 14.1: Continue to support the testing and revision of community pandemic plans based on H1N1 lessons learned.

ER 15.1: Coordination of policy and programs (including the emergency call system) for emergency preparedness and response related to pandemic influenza, quarantineable events and public health emergencies of international concern for conveyances, goods, cargo, and ancillary services.

Federal Partner: Canadian Food Inspection Agency
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Animal Health and Zoonotics Program / Internal Services Ongoing 20.3 ER 16.1
ER 16.2
ER 16.3
ER 16.4
ER 16.5
ER 16.6
ER 16.7
ER 16.8
ER 16.9
Total CFIA 20.3

Expected Results for 2012–13:

ER 16.1: Increased human resource capacity to support risk mitigation procedures (such as enhanced screening of live birds or poultry products) at Canada's ports of entry.

ER 16.2: Enhanced stakeholder and the general public knowledge and awareness of the poultry industry service sector.

ER 16.3: Enhanced/integrated Canadian surveillance system to ensure timely identification of potential outbreaks and response to avian influenza situations. Targeted wild bird surveillance plan for 2012 is currently being reviewed.

ER 16.4: During inter-pandemic periods, strengthen regulatory capacity, utilize performance measurement tools to identify areas for improvement, and continue proactive and coordinated risk communications related to biosecurity and disease prevention.

ER 16.5: A trained, skilled and equipped workforce ready to respond to potential avian influenza and animal disease outbreaks.

ER 16.6: Improve, through investment in research, federal capacity for the control, risk assessment, diagnostics, modelling, and vaccine component of avian influenza issues to enhance evidence-based decision-making on avian influenza responses and the effectiveness of disease control measures to help mitigate risks to human health and economic loss.

ER 16.7: Continue to provide assistance to the World Organisation for Animal Health (OIE) Central Bureau in the Communications Department in an effort to promote the development and implementation of science based standards. CFIA continues to support the OIE's mandate and efforts to assist member countries in the control and eradication of animal diseases, including zoonotics, through its annual contribution to the OIE. In addition, the CFIA continues to support the development of capacity to address emergence of risk at the animal level through the Canadian chapter of Veterinarians Without Borders. Work continues to harmonize diagnostic approaches, response and market access related issues associated with AI.

ER 16.8: Maintaining, coordinating and managing the Canadian Animal Health Surveillance Network, an integrated network of federal, provincial and university labs. This network allows for rapid testing, detection and reporting of AI.

ER 16.9: Continued development of a viable response plan for avian influenza and animal disease outbreaks, including HR capacity, and data management tools.

Results to be Achieved by Non-Federal Partners (if Applicable): N/A

Contact Information:

Dr. John Spika
130 Colonnade Road
Ottawa ON K1A 0K9
613-948-7929
john.spika@phac-aspc.gc.ca



Canadian HIV Vaccine Initiative


Name of Horizontal Initiative: Canadian HIV Vaccine Initiative

Name of Lead Department(s): Public Health Agency of Canada (the Agency)

Lead Department Program Activity: Disease and Injury Prevention and Mitigation

Start Date of the Horizontal Initiative: February 20, 2007

End Date of the Horizontal Initiative: March 31, 2017

Total Federal Funding Allocation (Start to End Date): $111 M

Description of the Horizontal Initiative (Including Funding Agreement): The Canadian HIV Vaccine Initiative (CHVI) is a collaborative undertaking between the Government of Canada (GoC) and the Bill & Melinda Gates Foundation (BMGF) to contribute to the global effort to develop a safe, effective, affordable and globally accessible HIV vaccine. This collaboration, formalized by a Memorandum of Understanding signed by both parties in August 2006 and renewed in July 2010, builds on the Government of Canada's commitment to a comprehensive, long-term approach to address HIV/AIDS. Participating federal departments and agencies are the Agency, Health Canada, Industry Canada, the Canadian International Development Agency, and the Canadian Institutes of Health Research.

The CHVI's overall goals are to: advance the basic science of HIV vaccine discovery and social research in Canada and low-and-middle-income countries (LMICs); support the translation of basic science discoveries into clinical research, with a focus on accelerating clinical trials in humans; address the enabling conditions to facilitate regulatory approval and community preparedness; improve the efficacy and effectiveness of HIV Prevention of Mother-to-Child (PMTCT) services in LMICs by determining innovative strategies and programmatic solutions related to enhancing the accessibility, quality, and uptake; and ensure horizontal collaboration within the CHVI and with domestic and international stakeholders.

Shared Outcome(s):

Immediate (1–3 years) Outcomes

  • Increased and improved collaboration and networking among researchers working in HIV vaccine discovery and social research in Canada and in LMICs;
  • Greater capacity for vaccines research in Canada;
  • Enhanced knowledge base;
  • Increased readiness and capacity in Canada and LMICs; and
  • An Alliance Coordinating Office established.

Intermediate Outcomes

  • Strengthened contribution to global efforts to accelerate the development of safe effective, affordable, and globally accessible HIV vaccines;
  • An increase in the number of women receiving a complete course of anti-retroviral prophylaxis to reduce the risk of mother to child transmission of HIV; and
  • A CHVI Research and Development Alliance established.

Long-Term Outcomes

  • The CHVI contributes to the global efforts to reduce the spread of HIV/AIDS particularly in LMICs.

Governance Structure(s):

The Minister of Health, in consultation with the Minister of Industry and the Minister of International Cooperation, is the lead Minister for the CHVI. An Advisory Board will be established and be responsible for making recommendations to responsible Ministers regarding projects to be funded and will oversee the implementation of the Memorandum of Understanding between the GoC and the BMGF. The CHVI Secretariat, housed in PHAC will continue to provide a coordinating role to the GoC and the BMGF.

Planning Highlights: CHVI-participating Departments and Agencies will further initiatives commenced in 2011–12. For example, improved domestic and international research projects, as well as the Alliance Coordinating Office will continue to be supported. Plans for 2012–13 include the completion of the development stage of the Discovery and Social Research Large Team Grants Funding Opportunity. The Government of Canada and the Bill & Melinda Gates Foundation will continue to work together to define areas of investment to accelerate the development of a safe, effective, affordable and accessible HIV vaccine as one of the key priorities.

Federal Partner: the Agency
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Disease and Injury Prevention and Mitigation Infectious Disease Prevention and Control 18.0  2.1 ER 1.1
ER 2.1
ER 3.1
ER 3.2
Total PHAC 18.0  2.1

Expected Results for 2012–13:

ER 1.1: Continue to support domestic and international efforts related to the research and development of an HIV vaccine.

ER 2.1: Develop an approach to access the HIV Vaccine Translational Support Fund to provide researchers with financial and project management support for translating HIV vaccine candidates from pre-clinical development research to small scale human clinical trials.

ER 3.1: Support the continued work of the Alliance Coordinating Office (ACO) to establish a strong and vibrant network of HIV vaccine researchers and other vaccine researchers both in Canada and internationally.

ER 3.2: Ensure effective communications, strategic planning, coordination, reporting and evaluation within the Government of Canada.

Federal Partner: Health Canada
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Internal Services Governance and Management Support Services  1.0  0.1 ER 4.1
Health Products Regulatory Capacity Building Program for HIV Vaccines  4.0  0.8 ER 5.1
Total HC  5.0  0.9

Expected Results for 2012–13:

ER 4.1: Increased regulatory convergence and exchange of domestic and international best practices, policies and protocols related to the regulation of vaccines, with a focus on HIV/AIDS vaccines.

ER 5.1: Increased regulatory readiness and strengthened capacity of regulatory authorities in LMICs in to the area of vaccine products and clinical trials through training and the establishment of a mentorship program.

Federal Partner: Industry Canada
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Commercialization and Research and Development Capacity in Targeted Canadian Industries Industrial Research Assistance Program's Canadian HIV Technology Development Component 13.0  2.5 ER 6.1
Total IC 13.0  2.5

Expected Results for 2012–13:

ER 6.1: New and innovative technologies for the prevention, treatment and diagnosis of HIV in pre-commercial development are advanced at small and medium-sized enterprises operating in Canada.

Federal Partner: Canadian International Development Agency
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Global Engagement and Strategic Policy International Development Assistance Program 60.0 13.3  ER 7.1
 ER 8.1
 ER 9.1
ER 10.1
Total CIDA 60.0 13.3

Expected Results for 2012–13:

ER 7.1: Increased capacity to conduct high-quality clinical trials of HIV vaccine and other related prevention technologies in LMICs through new teams of Canadian and LMIC's researchers and research institutions.

ER 8.1: In collaboration with CIHR, increased capacity and greater involvement and collaboration amongst researchers working in HIV vaccine discovery and social research in Canada and in LMICs through the successful completion of the development stage of the Team Grant program to support collaborative teams of Canadian and LMIC researchers.

ER 9.1: Increased number of women accessing high quality PMTCT services.

ER 10.1: Increased capacity of regulatory authorities in LMICs, especially those where clinical trials are planned or ongoing, through training and networking initiatives.

Federal Partner: Canadian Institutes of Health Research
($ M)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for 2012–13 Expected Results for 2012–13
Health and Health Services Advances Institute Strategic Advances – HIV/AIDS 15.0  2.9 ER 11.1
ER 11.2
ER 11.3
ER 11.4
Total CIHR 15.0  2.9

Expected Results for 2012–13:

ER 11.1: In collaboration with CIDA, increased research outcomes in discovery and social research in HIV vaccines through the successful implementation of CHVI Large Teams of Canadian and LMIC researchers.

ER 11.2: Greater support for new ideas, concepts, approaches and technologies in HIV by developing and launching funding opportunities in basic vaccine research.

ER 11.3: Increased cadre of young Canadian and LMIC vaccine researchers, through the development and launch of funding opportunities in vaccine research and ongoing support to funded CHVI large teams.

ER 11.4: Enhanced linkages and efficiencies amongst researchers funded within this initiative by promotion of mechanisms for networking and information sharing (such as data sharing platforms and global intellectual property access mechanisms) to support the production of new knowledge and the translation of research findings into improvements in health and the health care system.

Results to be Achieved by Non-Federal Partners (if Applicable): Non-governmental stakeholders (including research institutions and not-for-profit community organizations) are integral to the success of the CHVI. Their role is to engage and collaborate with participating departments and agencies, the Bill & Melinda Gates Foundation and other funders to contribute to the CHVI goals and to Canada's contribution towards the Global HIV Vaccine Enterprise.

Contact Information:

Marsha Hay-Snyder
200 Eglantine Driveway
Ottawa, Ontario K1A 0K9
613-957-1345
marsha.hay-snyder@phac-aspc.gc.ca



Sources of Respendable and Non-Respendable Revenue


Respendable Revenue


($ M)
Program Activity Forecast
Revenue
2011–12
Planned Revenue
2012–13 2013–14 2014–15

1.6 Regulatory Enforcement and Emergency Response

Sale to federal and provincial territorial departments and agencies, airports and other federally regulated organizations of first aid kits to be used in disaster and emergency situations ($50,000)

 0.1  0.1  0.1  0.1
Subtotal  0.1  0.1  0.1  0.1
Total Respendable Revenue  0.1  0.1  0.1  0.1


Summary of Capital Spending by Program Activity


($ M)
Program Activity Forecast
Spending
2011–12
Planned Spending
2012–13 2013–14 2015–16
1.1 Science and Technology for Public Health 21.2 14.9  5.0  4.5
1.6 Regulatory Enforcement and Emergency Response  2.2  2.2  2.2  0.5
Total 23.4 17.1  7.2  5.0

Note: All figures are rounded.



Upcoming Internal Audits and Evaluations for the Next Three Fiscal Years


A. Upcoming Internal Audits Over the Next Three Fiscal Years


The following audits were included in the Risk Based Audit Plan 2011-2014 approved in June 2011. The plan is reviewed annually. The annual review and update on planned audits may result in modification to audits conducted.

Name of Internal Audit Internal Audit Type Status Expected Completion Date
Audit of Immunization Program Program In Progress June 2012
Audit of Values and Ethics and Conflict of Interest Internal Services Planned September 2012
OCG Horizontal Audit on Compliance to the Policy on Management, Resources and Results Structures Internal Services Planned December 2012
Audit of Financial Resources Allocation Process Internal Services Planned December 2012
Audit of Observatory of Best
Practices
Program Planned March 2013
Audit of Coordination of Surveillance
Activities
Program Planned June 2013
Audit of Business Continuity Planning Internal Services Planned September 2013
Audit of Risk Management
Framework
Internal Services Planned December 2013
Audit of Regional Operations Program Planned December 2013
Audit of Talent Management in Public
Health
Program Planned March 2014
Audit of Surveillance Systems Program Planned March 2014

Electronic Link to Internal Audit Plan: N/A

B. All Upcoming Evaluations Over the Next Three Fiscal Years


Name of Evaluation Program Activity Status Expected Completion Date
Evaluation of Public Health Surveillance 1.2.1 – Public Health Surveillance In Progress March 2013
Evaluation of Community Associated Infections Program 1.5.3.3 – Community Associated Infections Planned March 2013
Evaluation of Mental Health Promotion Program 1.4.1.3 – Mental Health Promotion Planned March 2013
Evaluation of Injury Prevention and Mitigation Program 1.5.2 – Injury Prevention and Mitigation Planned March 2013
Evaluation of Canadian Public Health Service 1.3.1 – Public Health Capacity Planned March 2013
Evaluation of Travel and Migration Health Program 1.3 – Public Health Preparedness and Capacity
1.6 – Regulatory Enforcement and Emergency Response
Planned March 2014
Evaluation of Antimicrobial Resistance 1.5 – Disease and Injury Prevention and Mitigation Planned March 2014
Evaluation of the Fetal Alcohol Spectrum Disorder Program 1.4.3.4 – Fetal Alcohol Spectrum Disorder Planned March 2014
Evaluation of Public Health Tools Program 1.3.1.2 – Public Health Tools Planned March 2014
Evaluation of the Federal Initiative on HIV/AIDS 1.2 – Surveillance and Population Health Assessment
1.3 – Public Health Preparedness and Capacity
1.5 – Disease and Injury Prevention and Mitigation
Planned March 2014
Evaluation of Immunization and Respiratory Infections 1.5.3.1 – Immunization
1.5.3.2 – Respiratory Infections
Planned March 2014
Evaluation of the Pathogens and Toxins Program 1.6.1.3 – Pathogens and Toxins Planned March 2014
Evaluation of the Population Health Assessment Program 1.2.2 – Population Health Assessment Planned March 2015
Evaluation of the Integrated Strategy for Healthy Living and Chronic Disease Programs 1.5.1 – Chronic Disease Prevention and Mitigation
1.4.1.1 – Health Living
Planned March 2015
Evaluation of Emerging Priorities in Chronic Disease Prevention and Mitigation Program 1.5.1.5 – Emerging Priorities in Chronic Disease Prevention and Mitigation Planned March 2015
Evaluation of Innovative Interventions 1.4.2.2 – Innovative Interventions Planned March 2015
Evaluation of Stakeholder Engagement 1.3.3 – Public Health Networks Includes additional funding areas Planned March 2015
Evaluation of the Field Services Program 1.2.1.3 – Surveillance of Infectious Disease
1.3.1 – Public Health Capacity
1.3.2.2 – Emergency Preparedness
1.5.3.1 – Immunization
1.6.1.1 – Quarantine
1.6.2.3 – Mobile Laboratories
Planned March 2015

Electronic Link to Evaluation Plan: N/A