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Section IV - Other Items of Interest
The Agency includes a Canada-wide infrastructure consisting of six Regional Offices and a Northern Secretariat, with approximately 275 employees in 16 locations. It recognizes the need to have a strong presence throughout the country connected to provincial and territorial governments, federal departments and agencies, academia, voluntary organizations and citizens.
The Agency's Regional Offices promote integrated action on public health throughout Canada. Working in partnerships that cross sectors and jurisdictions, these offices facilitate collaboration on national priorities, contribute evidence and build on resources at the regional, provincial and district levels by:
- Engaging and mobilizing citizens, provincial and territorial governments, and local partners (community groups, academia, non-governmental organization sector);
- Enhancing capacity at the provincial/territorial, regional and local levels;
- Contributing regional intelligence and policy input to influence national programs and policy development;
- Promoting intersectoral action on public health throughout the country;
- Implementing, managing and monitoring the regional component of national programs and initiatives;
- Linking to and collaborating with expertise that is primarily focused in a particular region; and
- Enhancing the capacity of public health professionals by supporting continuous professional development.
During the three-year planning period, the Agency's Regional Offices will continue to contribute to the development, implementation and effectiveness of the Agency's priorities and programs.
Management Initiatives and Agency Capacity Development
The Agency continues to exist under Orders-in-Council; its proposed enabling legislation died on the Order Paper at the dissolution of Parliament in November 2005. Over the three-year planning period, the Agency will assess the need for legislation to establish federal legal frameworks for public health. The Agency is participating in the current Health Protection Legislative Renewal Initiative that spans the entire Health Portfolio, and is exploring options to respond to recommendations from the National Advisory Committee on SARS and Public Health for specific legislation to deal with public health emergencies.
To further commitments made in the Agency's first Report on Plans and Priorities (2005-2006), the Agency will also continue to develop its National Capital Region and Winnipeg headquarters, its laboratory capacity and its regional operations over the planning period.
The risks associated with failing to address critical capacity needs are high, particularly in light of the looming threat of an influenza pandemic. In this context, in 2006-2007, the Agency plans to complete the development of a corporate risk profile and put in place an integrated risk management framework that will include risk mitigation and risk management strategies.
Planning and governance systems are also key tools for the Agency's success. In 2006-2007, the Agency plans to review its existing Program Activity Architecture to ensure it reflects how the Agency delivers its programs and services. The new PAA will reflect structural changes required following the Agency's creation as a separate government entity. As the Agency emerged from operating as Health Canada's Population and Public Health Branch ,it put into place a structure consisting of four branches:
- Infectious Disease and Emergency Preparedness Branch;
- Health Promotion and Chronic Disease Prevention Branch;
- Public Health Practice and Regional Operations Branch; and
- Strategic Policy, Communications and Corporate Services Branch.
The new PAA will also reflect the Agency's enhanced mission. Although the Agency commenced operating under a single Strategic Outcome (Healthier Population by Promoting Health and Preventing Disease and Injury) and a single Program Activity (Population and Public Health), within the new PAA it may establish several Strategic Outcomes and Program Activities. These PAA changes will be reflected in the RPP for 2007-2008, where a crosswalk will be provided between the current and the new PAAs.
Also during 2006-2007, the Agency will develop additional components of an effective Management Results and Reporting Structure (MRRS), including a performance measurement strategy. This process will include an assessment of the Agency's conformity with Treasury Board Secretariat's Management Accountability Framework for departments and agencies.
During 2006-2007, in response to increasing requirements for transparency, the Agency plans to embark on a strategic and business planning process to better communicate its priorities and directions. In its first business plan, during 2006-2007, the Agency's program and support areas will identify their objectives, challenges, strategies and plans. The process will address human resource planning based on an analysis of the current workforce, forecasts of future needs, gap analysis, and assessment of the Agency's capacity to deliver on its plans and priorities.
Health Canada is providing the Agency with audit services during a transition period under a Shared Corporate Services Memorandum of Understanding (MOU). Under this vehicle, for 2006-2007, Health Canada is leading the preparation of a Risk-Based Audit Plan for the Agency. This MOU is currently being reviewed to integrate the requirements of the new TBS Internal Audit Policy effective April 1, 2006, and will provide the means to meet the Agency's current audit requirements.
In accordance with Treasury Board policies related to the management of public funds, the Agency provides programs with strategic direction on performance measurement, evaluation, monitoring and risk management. The Agency works with other federal departments to share best practices in the overall management of transfer payments and to provide effective managerial oversight. The Agency uses this extensive knowledge base to manage resources, develop departmental standards, and promote integrated risk management strategies related to transfer payment governance.
The Agency is developing a Centre for Excellence in Evaluation and Program Design to ensure that it has evidence-based and strategically focused information on the performance of its policies, programs and initiatives. During 2006-2007, the Agency will establish a senior level evaluation committee, implement a risk-based evaluation plan and introduce a structured reporting and approval process.
The Agency is continually involved in an evolving framework of partnerships and collaborations at many levels. The list below highlights but a few examples. Please note that this list is far from exhaustive and space limitations prevent us from listing all of the partners.
Federal Departments/Agencies
Health Canada
Canadian Institutes of Health Research
Canadian Food Inspection Agency
Public Safety and Emergency Preparedness Canada
Agriculture and Agri-Food Canada
Canada Border Services Agency
Transport Canada
Canadian International Development Agency
Citizenship and Immigration Canada
Statistics Canada
International
World Health Organization (WHO)
Pan-American Health Organization (PAHO)
The European Commission
Centers for Disease Control and Prevention (U.S.)
In addition the Agency also works in collaboration with the Provinces and Territories, Voluntary Organizations, Professional Associations, Academic Groups, Non-Governmental Organizations, and Industry.
Horizontal Initiative: The Federal Initiative to Address HIV/AIDS in Canada |
Lead Department: Public Health Agency of Canada |
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| Start Date: January 13, 2005 |
End Date: Ongoing |
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Total Funding Allocated: (in millions)
|
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Description: The Federal Initiative to Address HIV/AIDS in Canada is the Government of Canada's response to HIV/AIDS in Canada. The initiative will strengthen domestic action on HIV/AIDS, build a co-ordinated Government of Canada approach, and support global health responses to HIV/AIDS. It will focus on prevention and access to diagnosis, care, treatment and support for those populations most affected by the HIV/AIDS epidemic in Canada - people living with HIV/AIDS, gay men, Aboriginal people, people who use injection drugs, inmates, youth, women, and people from countries where HIV is endemic. The Federal Initiative will also support new and strengthened multisectoral partnerships to address the determinants of health and co-infections which increase the susceptibility to acquiring HIV (for example, other sexually transmitted infections), and infectious diseases (for example, hepatitis C and tuberculosis) which increase disease progression and morbidity in people living with HIV/AIDS. Gender-based analysis and human rights are fundamental to the approach. People living with and vulnerable to HIV/AIDS will be active partners in shaping policies and practices affecting their lives. |
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Shared Outcomes: Immediate Outcomes:
Intermediate Outcomes:
Long Term Outcomes:
|
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Governance Structures: The Public Health Agency of Canada (http://www.phac-aspc.gc.ca/new-eng.html) is the federal lead for issues related to HIV/AIDS in Canada. The Public Health Agency is responsible for overall coordination, communications, national/regional programs, policy development, surveillance and laboratory science. Health Canada (http://www.hc-sc.gc.ca/english/index.html) supports community-based HIV/AIDS education, capacity-building, and prevention for First Nations on-reserve and Inuit communities; provides leadership on international health policy and program issues; and assistance and guidance on evaluation. As the Government of Canada's agency for health research, the Canadian Institutes of Health Research (http://www.cihr-irsc.gc.ca/e/193.html) sets priorities for and administers the extramural research program. Correctional Service Canada, (http://www.csc-scc.gc.ca/text/home_e.shtml) which is an agency of the Ministry of Public Safety and Emergency Preparedness Canada (http://www.psepc.gc.ca/about/related_links-eng.asp), provides health services, including services related to the prevention, care and treatment of HIV/AIDS, to offenders sentenced to imprisonment for two years or more. An interdepartmental coordinating committee will be established by the Public Health Agency to promote policy and program coherence among the participating departments and agencies, and to maximize the use of available resources. Health Canada's International Affairs Directorate coordinates global engagement activities and provides the secretariat for the Consultative Group on Global HIV/AIDS and the Interdepartmental Forum on Global HIV/AIDS Issues. The Consultative Group on Global HIV/AIDS Issues acts as a forum for dialogue between government and civil society on Canada's response to the global epidemic, and includes the provision of advice on the global HIV/AIDS epidemic; and of guidance and suggestions regarding collaboration and policy coherence to ensure a more effective response. The Interdepartmental Forum on Global HIV/AIDS Issues meets quarterly to discuss on-going issues and to provide overall coordination and coherence in the federal government's approach. Participating departments and agencies include PHAC, Health Canada, CIDA, Foreign Affairs Canada, and the Canadian Institutes of Health Research. Other government departments are invited to attend on an as-needed basis. The Ministerial Council on HIV/AIDS (http://www.phac-aspc.gc.ca/aids-sida/hiv_aids/ federal_initiative/ministerial/index.html) provides independent advice to the Minister of Health on pan-Canadian aspects of HIV/AIDS. The Federal/ Provincial/ Territorial Advisory Committee on AIDS (http://www.phac-aspc.gc.ca/ aids-sida/hiv_aids/fpt_advis_comm_aids.html) serves as a forum to promote a coordinated governmental response to the HIV/AIDS epidemic. The National Aboriginal Council on HIV/AIDS (http://www.phac-aspc.gc.ca/aids-sida/hiv_aids/federal_initiative/aboriginal/communique.html) provides advice to the Public Health Agency of Canada and Health Canada on issues relating to HIV/AIDS and Aboriginal populations. The Federal/Provincial/Territorial (FPT) Heads of Corrections Working Group on Health is a sub-committee of the FPT Heads of Corrections. The Working Group on Health promotes policy and program development that is informed and sensitive to the complex issues surrounding the health of inmates, and provides advice to the FPT Heads of Corrections on trends and best practices as they relate to health in a correctional setting. |
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| Other federal departments have mandates to address broader social determinants that affect people living with HIV/AIDS or their vulnerability to acquiring the infection, as well as to address the global epidemic. A new Government of Canada Assistant Deputy Ministers' Committee on HIV/AIDS has been struck to establish appropriate links and assist with the development of a broader Government of Canada approach to HIV/AIDS. | ||||
Federal Partners Involved In each program |
Names of Programs |
Total Allocation |
Planned Spending for 2006-2007 (millions of dollars) |
Expected Results for 2006-2007 |
| Public Health Agency of Canada | Infectious Disease Prevention and Control | Ongoing (incremental increases to 2008) | 27.1 |
- Enhanced knowledge of the HIV/AIDS epidemic in Canada and the factors that contribute to its spread through: - augmented risk behaviour surveillance - targeted epidemiologic studies (e.g., expansion of I-TRACK and M-TRACK) and development of programs in other at-risk populations - maintained and improved quality of HIV testing in Canada - enhanced ability to monitor the performance of testing kits and algorithms used in provincial public laboratories - enhanced HIV reference services - improved knowledge and characterization of the transmission of drugresistant HIV in Canada - Increased general awareness of HIV/AIDS through the development of an Agency-led social marketing campaign - Strengthened Canadian response to HIV/AIDS through: - the development of a population specific framework, with approaches for gay men, women, and people from countries where HIV/AIDS is endemic completed in 2006-07; and significant progress on approaches for Aboriginal people, people who use injection drugs, street youth, prison inmates and people living with HIV/AIDS - Government of Canada readiness to support the development and distribution of vaccines through the implementation of the vaccine plan - enhanced coordination through the review and re-design of committees and advisory bodies - improved reporting on progress through the development and implementation of the Federal Initiative's performance monitoring system - Improved access to more effective prevention, care, treatment and support through: - increased availability of evidencebased HIV interventions which address the determinants of health - increased availability of evidencebased HIV interventions which address co-infections which increase the susceptibility to acquiring HIV (eg. other sexually transmitted infections [STIs]) and infectious diseases which increase disease progression and morbidity in people living with HIV/AIDS (eg. hepatitis C, STIs, tuberculosis) |
| Regional HIV/AIDS Program | Ongoing | 12.3 |
- Improved access to more effective prevention, care, treatment and support through strengthened population-specific funding programs delivered through regional community based organizations. | |
| Health Canada | First Nations On-Reserve | Ongoing | 2.7 |
- Improved access to more effective prevention, and awareness through: - increased support for on-reserve First Nations in their efforts to develop and deliver targeted prevention, education and awareness programs - provision of HIV/AIDS and hepatitis C guidelines for nurses working on reserve - training on HIV/AIDS and hepatitis C for nurses working on reserve |
| International Health | Ongoing | 1.6 |
- Increased coherence of federal response through: - coordinated federal contribution to 2006 International AIDS Conference in Toronto ensuring strong Government of Canada presence and Canadian impact - increased policy coherence across the federal government's global HIV/AIDS activities - Strengthened Canadian response to HIV/AIDS through support for projects that engage Canadian organizations in the global response to HIV/AIDS. |
|
| Program Evaluation | Ongoing | 0.1 |
- Enhanced capacity to monitor the HIV/AIDS epidemic in Canada through the provision of strategic performance measurement and evaluation support. | |
| Canadian Institutes of Health Research | HIV/AIDS Research Projects and Personnel Support | Ongoing | 17.0 |
- Increased understanding of the epidemic, factors contributing to the spread of HIV and effective responses (including treatment and prevention interventions) through: - funding of socio-behavioural research and an enhanced Community-based research program - funding of biomedical and clinical research in key areas such as development of prevention interventions and new therapies - providing new research funding opportunities for scientists in strategic areas of HIV/AIDS research. - Increased capacity for HIV/AIDS research through funding for research trainees and strategic capacity-building initiatives - Increased number of trials relevant to vulnerable populations and improved treatments for HIV/AIDS through enhancements to the Canadian HIV Trials Network |
| Correctional Service Canada | Health Services | Ongoing | 2.4 |
- Improved access to more effective prevention, care, treatment and support through, for example, safer tattooing and discharge planning programs for prisoners |
| Total | $84.4 million in 2008- 2009 | 63.2 |
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Results to be achieved by Non-Federal Partners: Major non-governmental stakeholders are considered full partners in the Federal Initiative to Address HIV/AIDS in Canada. Their role is to engage and collaborate with all levels of government, communities, other non-governmental organizations, professional groups, institutions and the private sector to enhance the Federal Initiative to Address HIV/AIDS in Canada's progress on all outcomes identified above. |
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Contact: Marsha Hay Snyder |
Approved by: Bersabel Ephrem |
Date Approved: | ||
Table 14: Details on Transfer Payment Programs (TPPs)
| 1. Name of Transfer Payment Program Aboriginal Head Start (AHS) Initiative and Early Childhood Development (ECD) Program |
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| 2. Start Date: 1995 - 1996 |
3. End Date: Ongoing |
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| 4. Description: Contributions to incorporated, local or regional non-profit Aboriginal organizations and institutions for the purpose of developing early intervention programs for Aboriginal pre-school children and their families. |
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| 5. Strategic Outcomes Healthier population by promoting health and preventing disease and injury. |
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| 6. Expected Results To increase overall enrolment in the program and to increase the number of parental involvement workers, the number of special workers, and training offered to project staff in areas such as services to special-needs children and parental involvement. To facilitate collaboration on the relevant health issues among stakeholders (communities, government levels). To complete Aboriginal off-reserve environmental scan (i.e. Atlantic) and AHS Network/training. |
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(in millions of dollars) 11. Population and Public Health |
7. Porecast Spending 2005-2006 |
8. Planned Spending 2006-2007 |
9. Planned Spending 2007-2008 |
10. Planned Spending 2008-2009 |
29.0 |
28.9 |
29.0 |
29.0 |
|
13. Planned Audits and Evaluations To conduct annual process evaluations and to re-assess the impact and the effectiveness of the projects/services delivered to intended population. |
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| 1. Name of Transfer Payment Program The Community Action Program for Children (CAPC) |
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| 2. Start Date: 1998- 1999 |
3. End Date: Ongoing |
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| 4. Description: Contributions to non-profit community organization to support, on a long term basis, the development and provision of preventive and early intervention services aimed at addressing the health and development problems experienced by young children at risk in Canada. |
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| 5. Strategic Outcomes Healthier population by promoting health and preventing disease and injury. |
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| 6. Expected Results To enhance community capacity and to respond to the health and development needs of young children and their families who are facing conditions of risk, through a population health approach. To contribute and to improve health and social outcomes for young children and parents/caregivers facing conditions of risk, and to continue partnership with multi-sectors in the community. |
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(in millions of dollars) 11. Population and Public Health |
7. Forecast Spending 2005-2006 |
8. Planned Spending 2006-2007 |
9. Planned Spending 2007-2008 |
10. Planned Spending 2008-2009 |
56.4 |
56.4 |
56.4 |
56.4 |
|
13. Planned Audits and Evaluations Continue to monitor, assess and evaluate on the outcomes of CAPC, projects based on a Results-Based Management and Accountability Framework (RBMAF). The lessons learned will be used to guide future evaluation and planning of CAPC. |
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| 1. Name of Transfer Payment Program The Canada Prenatal Nutrition Program (CPNP) |
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| 2. Start Date: 1998- 1999 |
3. End Date: Ongoing |
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| 4. Description: Contributions to non profit community organization to support on a long term basis, the development and provision of preventive and early intervention services at addressing the health and development problems experienced by young children at risk in Canada. |
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| 5. Strategic Outcomes Healthier population by promoting health and preventing disease and injury. |
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| 6. Expected Results To reach the intended audience; e.g. women living in challenging circumstance such as poverty, poor nutrition, teenage pregnancy, social and geographical isolation, recent arrival in Canada, alcohol or substance use and/or family violence. To raise awareness and knowledge among allied professionals to help them to cope with those affected by FASD in their sectors. To develop an integrated federal strategy on FASD and to build evidence base for policies, programs and practices. |
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(in millions of dollars) 11. Population and Public Health |
7. Forecast Spending 2005-2006 |
8. Planned Spending 2006-2007 |
9. Planned Spending 2007-2008 |
10. Planned Spending 2008-2009 |
27.8 |
27.9 |
27.9 |
27.9 |
|
13. Planned Audits and Evaluations Evaluation will be made to measure the reach and retention, relevance and impact of the programs to the targeted group. |
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| 1. Name of Transfer Payment Program Promotion of Population Health (PPH) |
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| 2. Start Date: 1999- 2000 |
3. End Date: Ongoing |
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| 4. Description: Contributions to persons and agencies to support health promotion projects in the areas of community health, resource development, training/skill development and research. |
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| 5. Strategic Outcomes Healthier population by promoting health and preventing disease and injury. |
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| 6. Expected Results The PPH logic model identifies outputs flowing from three activities: delivery management, management of environment, and program leadership. Outputs derived from these activities are: completed projects that build community knowledge, build community models and increase community partnerships; program knowledge products for the promotion of population health. These outputs result in three immediate outcomes: increase in use of community-generated knowledge for program and policy development on the determinants of health; increased application of community-based models to act on the determinants of health; and supportive environments for collaboration on the determinants of health. Immediate outcomes lead to to two intermediate outcomes: improved practices for program development and enhanced policy influence to support the population health approach. The final outcome is positive changes to community capacity to take action on the determinants of health for the population. |
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(in millions of dollars) 11. Population and Public Health |
7. Forecast Spending 2005-2006 |
8. Planned Spending 2006-2007 |
9. Planned Spending 2007-2008 |
10. Planned Spending 2008-2009 |
9.5 |
9.5 |
9.5 |
9.5 |
|
13. Planned Audits and Evaluations The first PPH evaluation reviewed projects completed both nationally and regionally between 1997/98 and September 2002. A second evaluation project is currently underway for completion in March 2006. It includes PHF projects completed both nationally and regionally between October 2002 and March 31st 2005 and is based on the three spheres of influence outlined in the Population Health Fund Logic Model (community capacity building, intersectoral collaboration, and leadership and policy development). A subsequent national evaluation will be completed on projects sponsored between 2005/06 and 2008/09. Each region also evaluates their respective programs at regular intervals. |
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| 1. Name of Transfer Payment Program The Federal Initiative to Address HIV/AIDS in Canada (Grants and Contributions) |
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| 2. Start Date: 1998 - 1999 |
3. End Date: Ongoing |
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| 4. Description: In January 2005, the launch of the Federal Initiative to Address HIV/AIDS in Canada signaled a renewed and strengthened federal role in the Canadian response to the disease. |
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| 5. Strategic Outcomes Healthier population by promoting health and preventing disease and injury. |
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| 6. Expected Results Projects funded at the national and regional levels will result in improved knowledge and awareness of the epidemic among Canadians; strengthened community, public health and individual capacity to respond to the epidemic through efforts directed at prevention, and access to diagnosis, care, treatment and support; enhanced multi-sectoral engagement and alignment; and increased coherence of the federal response. By the end of 2006-07, a population-specific approach will be in place to address the shared and unique needs of gay men, women and people from countries where HIV/AIDS is epidemic. |
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(in millions of dollars) 11. Population and Public Health |
7. Forecast Spending 2005-2006 |
8. Planned Spending 2006-2007 |
9. Planned Spending 2007-2008 |
10. Planned Spending 2008-2009 |
8.0 11.8 |
8.0 13.4 |
8.0 15.0 |
8.0 18.6 |
|
| Total - G&C | 19.8 |
21.4 |
23.0 |
26.6 |
14. Planned Audits and Evaluations |
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| 1. Name of Transfer Payment Program Development & Implementation of an Integrated Health Infostructure in Canada |
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| 2. Start Date: 2002 - 2003 |
3. End Date: Ongoing |
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| 4. Description: As a key health information service, the Canadian Health Network (CHN) and its network of networks supports the Agency's work in helping to build healthy communities. It is a health promotion program with the mission to promote healthy choices and it does so by communicating trustworthy information on health promotion and disease and injury prevention through a network of expert organization. |
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| 5. Strategic Outcomes Healthier population by promoting health and preventing disease and injury. |
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| 6. Expected Results The CHN is a key health information and promotion tool for PHAC. By providing valuable information to Canadians, the CHN helps to promote healthy choices; address risk factors (i.e. physical inactivity and nutrition) and to cover the four chronic diseases (Cancer, Diabetes, Respiratory Disease, Cardiovascular Disease) that cause premature death and poor quality of life. Through the CHN, Canadians are able to (1) access and learn from critical information about chronic disease prevention and intervention (2) improve quality of life and (3) reduce incidence of chronic disease and injury by making a healthy choice. |
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(in millions of dollars) 11. Population and Public Health |
7. Forecast Spending 2005-2006 |
8. Planned Spending 2006-2007 |
9. Planned Spending 2007-2008 |
10. Planned Spending 2008-2009 |
5.6 |
5.6 |
7.2 |
7.2 |
|
13. Planned Audits and Evaluations The CHN is currently undergoing an evaluation as required by Treasury Board. This will be submitted in early 2006. Initial findings from public opinion research (which feeds into the evaluation) indicate that the CHN has been steadily growing in usage since its 1999 launch, with an average monthly unique visitors for 2005 at 185,439 (an increase from 123,593 visitors or 50% from 2004). |
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| 1. Name of Transfer Payment Program National Collaborating Centres Contribution Program |
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| 2. Start Date: 2004 - 2005 |
3. End Date: Ongoing |
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| 4. Description: Contributions to persons and agencies to support health promotion projects in the area of community health, resource development training and skill development and research. The National Collaborating Centres (NCCs) focus to develop, strengthen public health capacity and to transfer health knowledge to effectively prevent, manage and control infectious disease in Canada through joint collaboration at federal, provincial/territorial level but also with local governments, academia, public health practitioners and non-governmental organizations. |
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| 5. Strategic Outcomes Healthier population by promoting health and preventing disease and injury. |
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| 6. Expected Results The expected results of the National Collaborating Centres program include: (1) an increase in the availability of knowledge for evidence-based decision making by public health practitioners; (2) an increase use of evidence to translate knowledge and develop public health programs, policies and practices; (3) partnerships that are developed with external organizations and (4) mechanisms and processes are in place to access public health knowledge from regional, national and international expertises. |
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(in millions of dollars) 11. Population and Public Health |
7. Forecast Spending 2005-2006 |
8. Planned Spending 2006-2007 |
9. Planned Spending 2007-2008 |
10. Planned Spending 2008-2009 |
9.2 |
9.2 |
9.2 |
9.2 |
|
13. Planned Audits and Evaluations Under the Results-Based Management and Accountability Framework (RBMAF) with Risk Assessment (RA), a program evaluation on immediate outcomes is planned for 2008-09 and will inform renewal of the terms and conditions. A summative evaluation is planned five years after program start up. The National Collaborating Centres (NCC) program will use the terms and conditions for Promotion of Population Health Contributions. |
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| 1. Name of Transfer Payment Program Healthy Living Fund (Healthy Living and Chronic Disease Strategy) |
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| 2. Start Date: 2005/06 |
3. End Date: Ongoing |
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| 4. Description: Contribution funding to support and engage the voluntary sector and to build partnerships and collaborative action between governments, non-governmental organizations and other agencies. It supports healthy living actions with community, regional, national and international impact. |
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| 5. Strategic Outcomes Healthier population by promoting health and preventing disease and injury. |
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| 6. Expected Results Funding through the Healthy Living Fund will build public health capacity. By developing evidence on Canadian initiatives, projects will help to strengthen the evidence-base and contribute to the knowledge development and exchange component of the Strategy and will inform health promotion activities. In 2006-07, funding will be provided through contribution agreements to support and engage the voluntary sector, and to build partnerships and collaborative action among governments, non-governmental organizations and other agencies. |
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(in millions of dollars) 11. Population and Public Health |
7. Forecast Spending 2005-2006 |
8. Planned Spending 2006-2007 |
9. Planned Spending 2007-2008 |
10. Planned Spending 2008-2009 |
0.0 |
0.0 |
5.6 |
5.6 |
|
13. Planned Audits and Evaluations Evaluation plan is currently in its planning phase. The monitoring and evaluation plan for each component of the strategy is based on the RMAF and Risk Assessment. Ongoing monitoring will be focused on key performance information (i.e. reach to targeted population). Implementation review examines the implementation progress during the first few years of the strategy. The functional component evaluation will focus on progress towards individual and societal level outcomes (i.e. relevance, cost effectiveness, alternatives) and outcome evaluation will provide a summary of evaluative information for the programs. |
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| 1. Name of Transfer Payment Program Canadian Diabetes Strategy (non-Aboriginal) - Healthy Living and Chronic Disease Strategy |
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| 2. Start Date: 2005 - 2006 |
3. End Date: Ongoing |
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| 4. Description: The Agency provides leadership on the non-Aboriginal elements of the Canadian Diabetes Strategy, which has been in effect since 1999. Under the Agency's Healthy Living and Chronic Disease Strategy, the Diabetes Strategy will undergo a change of directions, targeting information to Canadians who are at higher risk, especially those who are overweight, obese or pre-diabetic (i.e. family history, high blood pressure, high cholesterol in blood). |
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| 5. Strategic Outcomes Healthier population by promoting health and preventing disease and injury. |
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| 6. Expected Results National Diabetes Surveillance (NDSS) is expected to lead the maintenance and enhancement of the NDSS development and projects in collaboration with federal provincial and territorial partners. To provide funding to provinces and terrotories to build their capacity to provide information and analysis for incorporation to NDSS. The Diabetes Knowledge Development and Exchange (DKDE) element for diabetes will help practioners, policy makers and researchers to understand the causes of diabetes, its prevention and cost-effective management and to inform policy and program decision making. To fund community-based health promotion and prevention programs that enable and reinforce individual change by providing awareness, access, availability, knowledge and skills in the lifestyle choices. To lead the in the development and implementation of Public Information activities in collaboration with program experts at the national and regional levels. To support and promote national coordination and to facilitate a concerted, collaborative effort among all stakeholders in order to maximize effectivenss of diabetes prevention and intervention strategies. |
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(in millions of dollars) 11. Population and Public Health |
7. Forecast Spending 2005-2006 |
8. Planned Spending 2006-2007 |
9. Planned Spending 2007-2008 |
10. Planned Spending 2008-2009 |
0.0 |
0.0 |
5.8 |
6.2 |
|
13. Planned Audits and Evaluations |
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Program Activity: Population and Public Health |
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| Total Grants (G) | 17.5 |
17.5 |
17.5 |
17.5 |
| Total Contributions (C) | 139.8 |
141.4 |
156.1 |
160.0 |
| Total G&Cs - Population and Public Health | 157.3 |
158.9 |
173.6 |
177.5 |
