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2009-10
Report on Plans and Priorities
Public Health Agency of Canada
Supplementary Information (Tables)
Table of Contents
- Details on Transfer Payments Programs
- Up-Front Multi-Year Funding
- Green Procurement
- Sustainable Development Strategy
- Horizontal Initiatives
- Internal Audits
- Evaluations
- Sources of Respendable and Non-respendable Revenue
- Summary of Capital Spending by Program Activity
Table 1: Details of Transfer Payment Programs (TPP)
| 2009-10 ($ millions) |
2010-11 ($ millions) |
2011-12 ($ millions) |
||
|---|---|---|---|---|
| 1. | Aboriginal Head Start Initiative | 32.1 | 29.1 | 29.1 |
| 2. | Community Action Program for Children | 53.4 | 53.4 | 53.4 |
| 3. | Canada Prenatal Nutrition Program | 27.2 | 27.2 | 27.2 |
| 4. | Population Health Fund | 11.5 | 11.3 | 10.9 |
| 5. | Federal Initiative to Address HIV/AIDS in Canada | 22.7 | 22.7 | 22.7 |
| 6. | National Collaborating Centres for Public Health | 8.3 | 8.3 | 8.3 |
| 7. | Healthy Living Fund | 5.2 | 5.2 | 5.2 |
| 8. | Canadian Diabetes Strategy (non-Aboriginal elements) | 6.3 | 6.3 | 6.3 |
| 9. | Canadian HIV Vaccine Initiative | 9.3 | 9.3 | 1.0 |
| 10. | Hepatitis C - Undertaking | 49.7 | 0.0 | 0.0 |
Program activity: Health Promotion
Name of transfer payment program: Aboriginal Head Start Initiative
Start date: 1995-1996
End date: Ongoing
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.
Expected results: To provide Aboriginal pre-school children in urban and northern settings with positive self-esteem, a desire for learning, and the opportunities to develop successfully as young people. The program helps to reduce health disparities experienced by vulnerable children and their families living in conditions of risk through increased community capacity, and by helping participants make healthy choices as well as by promoting multi-sectoral partnerships.
| (in $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total contributions | 32.1 | 32.1* | 29.1 | 29.1 |
| Total transfer payments | 32.1 | 32.1 | 29.1 | 29.1 |
* The reduction of $3M between the planned spending for 2009-10 and 2010-11 is due to the sunset of funding for the Aboriginal Health transition Fund.
Planned evaluations: A national impact evaluation was completed in 2006. The next national impact evaluation is due for completion in 2011.
Program activity: Health Promotion
Name of transfer payment program: Community Action Program for Children (CAPC)
Start date: 1993-1994
End date: Ongoing
Description: CAPC provides funding to community-based groups and coalitions to develop and deliver comprehensive, culturally appropriate prevention and early intervention programs to promote the health and social development of children (0-6 years) and their families facing conditions of risk.
Expected results: To enhance community capacity through a population health approach and to respond to the health and development needs of young children and their families who are facing conditions of risk. To contribute to and improve health and social outcomes for young children and parents/caregivers facing conditions of risk, and to continue partnering with multiple sectors in the community.
| (in $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total contributions | 53.4 | 53.4 | 53.4 | 53.4 |
| Total transfer payments | 53.4 | 53.4 | 53.4 | 53.4 |
Planned evaluations: A formative evaluation of CAPC was completed in April 2008. A summative evaluation is expected to be completed by March 31, 2010.
Program activity: Health Promotion
Name of transfer payment program: Canada Prenatal Nutrition Program (CPNP)
Start date: 1994-1995
End date: Ongoing
Description: CPNP provides funding to community-based groups and coalitions to develop and deliver comprehensive, culturally appropriate prevention and early intervention programs to promote the health and social development of pregnant women, infants and their families facing conditions of risk.
Expected results: To enhance community capacity through a population health approach and to respond to the health and development needs for prenatal women and their infants who are facing conditions of risk. To contribute to and improve health outcomes for pregnant women, infants and their families and to continue partnering with multiple sectors in the community.
| (in $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total contributions | 27.2 | 27.2 | 27.2 | 27.2 |
| Total transfer payments | 27.2 | 27.2 | 27.2 | 27.2 |
Planned evaluations: A CPNP Summative evaluation is underway and will be completed by March 31, 2010.
Program activity: Health Promotion
Name of transfer payment program: Population Health Fund
Start date: 1999-2000
End date: Ongoing
Description: The Population Health Fund is a federal grants and contribution initiative designed to coordinate action on the key factors that affect the health of Canadians. Within the context of the PHF, the objective is to provide support for the development, implementation, and evaluation of innovative interventions and initiatives to reduce health disparities. It will focus on priority areas where there are unmet needs and gaps on how to act effectively to benefit the health of Canadians. An important component will be the exchange and application of practical information on what works to address the underlying causes of health disparities and effective ways to deal with public health issues of a complex nature. Potential recipients include non-governmental organizations and networks, public health stakeholders at the national, provincial and community levels, and other organizations that have the capacity to develop, implement and evaluate innovative policies and activities.
Expected results: The Population Health Fund’s expected result is to increase effective action to reduce health disparities and their underlying causes. The goal is realized by the following objectives: 1) designing and implementing new promising approaches/interventions that improve benefits to Canadians; 2) assessing existing promising/best practices; 3) gathering and exchange of new knowledge of effective interventions to take action/ on priority heath issues; and 4) increase partnerships and develop intersectoral collaboration to address specific determinants of health or combinations of determinants in a cost-efficient manner.
| (in $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total grants | 8.6 | 7.8 | 7.6 | 7.4 |
| Total contributions | 4.3 | 3.7 | 3.7 | 3.5 |
| Total transfer payments | 12.9 | 11.5 | 11.3 | 10.9 |
Planned evaluations: A summative evaluation for the PHF covering 2004 to 2009 is underway and will be completed by March 31, 2009.
Program activity: Infectious Disease Prevention and Control
Name of transfer payment program: Federal Initiative to Address HIV/AIDS in Canada
Start date: January 2005
End date: Ongoing
Description: Contributions towards the Federal Initiative to Address HIV/AIDS in Canada.
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.
| (in $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total grants | 6.0 | 6.0 | 6.0 | 6.0 |
| Total contributions | 16.7 | 16.7 | 16.7 | 16.7 |
| Total transfer payments | 22.7 | 22.7 | 22.7 | 22.7 |
Planned evaluations: A formative evaluation will be conducted in 2008-09; and a summative evaluation by 2011.
Program activity: Strengthen Public Health Capacity
Name of transfer payment program: National Collaborating Centres for Public Health (NCCPH)
Start date: 2004-2005
End date: Ongoing
Description: Contribution 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 on improving the use of scientific and other knowledge to enhance the effectiveness and strengthen the capacity of Canada’s public health system. The NCCs make useful research available to and foster linkages among public health practitioners, researchers, and others within the public health community. They promote the sharing of knowledge across this network to strengthen public health practice across Canada.
Expected results: The expected results include: (1) increased opportunities for collaboration with health portfolio and NCCs; (2) knowledge translation: exchange synthesis and application of scan and research findings disseminated among researchers and knowledge users; (3) knowledge gap identification: gaps are identified and act as catalysts for applied or new research; (4) networking: increased collaboration with NCCs occurs among and across public health at all levels; (5) increased availability of knowledge for evidence-based decision making in public health; (6) increased use of evidence to inform public health programs, policies and practices; (7) partnerships developed with external organizations; (8) mechanisms and processes in place to access knowledge; and (9) improved public health programs and policies.
| (in $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total contributions | 8.3 | 8.3 | 8.3 | 8.3 |
| Total transfer payments | 8.3 | 8.3 | 8.3 | 8.3 |
Planned evaluations: Formative evaluation underway in 2008-09. A summative evaluation will be completed by 2010-11.
Program activity: Health Promotion
Name of transfer payment program: Healthy Living Fund (national and regional streams)
Start date: June 2005
End date: Ongoing
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. The Fund supports healthy living actions with community, regional, national and international impact.
Expected results: Funding through the Healthy Living Fund will build public health capacity and develop supportive environments for physical activity and healthy eating. 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 $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total contributions | 5.2 | 5.2 | 5.2 | 5.2 |
| Total transfer payments | 5.2 | 5.2 | 5.2 | 5.2 |
Planned evaluations: Formative evaluation underway in 2008-09. A summative evaluation will be completed by 2010-11.
Program activity: Chronic Disease Prevention and Control
Name of transfer payment program: Canadian Diabetes Strategy (non-Aboriginal elements)
Start date: 2005-2006
End date: Ongoing
Description: The Canadian Diabetes Strategy is the Agency’s diabetes program. Since its renewal within the Agency’s Healthy Living and Chronic Disease initiative in 2005, the CDS targets information to Canadians who are at higher risk (e.g., family history, high blood pressure, high cholesterol in blood, certain ethnic groups) especially those who are overweight, obese or pre-diabetic; and the prevention of complications among those with diabetes.
Expected results:
- Improved capacity to apply best practices and clinical practices guidelines to better, screen, educate and counsel
- Healthier public policies in organizations across sectors and jurisdictions addressing high risk populations, early detection and management of diabetes
- Increased organizational capacity for policy, program, services and research development
- Increased awareness of diabetes risks, complications and prevention strategies for high risk populations
- Increased knowledge among high-risk populations of skills and behaviours necessary to prevent diabetes and its complications
| (in $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total grants | 1.2 | 1.2 | 1.2 | 1.2 |
| Total contributions | 5.7 | 5.1 | 5.1 | 5.1 |
| Total transfer payments | 6.9 | 6.3 | 6.3 | 6.3 |
Planned evaluations: The last evaluation was completed in 2006. An evaluation is underway as part of the Integrated Strategy on Healthy Living and Chronic Disease and will be completed by March 2009.
Program activity: Infectious Disease Prevention and Control
Name of transfer payment program: Canadian HIV Vaccine Initiative
Start date: 2007-2008
End date: 2012-2013
Description: The Canadian HIV Vaccine Initiative (CHVI) is a collaborative undertaking between the Government of Canada and the Bill & Melinda Gates Foundation to contribute to the global effort to develop a safe, effective, affordable and globally accessible HIV vaccine. This collaboration builds on the Government of Canada’s commitment to a comprehensive, long-term approach to address prevention technologies. Participating federal departments and agencies are the Canadian International Development Agency, the Public Health Agency of Canada, Industry Canada, the Canadian Institutes of Health Research, and Health Canada. The CHVI’s overall objectives are to: strengthen HIV vaccine discovery and social research capacity; strengthen clinical trial capacity and networks, particularly in low and middle income countries (LMICs); increase pilot scale manufacturing capacity for HIV vaccine clinical trial lots; strengthen policy and regulatory approaches for HIV vaccines and promote the community and social aspects of HIV vaccine research and delivery; and ensure horizontal collaboration within the CHVI and with domestic and international stakeholders.
Expected results:
- Increased readiness and capacity in Canada and LMICs
- Increased and improved collaboration and networking
- Pilot Scale vaccines clinical trial lot manufacturing facility is fully operational and globally accessible
- Strengthened contribution to global efforts to accelerate the development of safe effective, affordable and globally accessible HIV vaccines
| (in $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total contributions | 0.0 | 9.3 | 9.3 | 1.0 |
| Total transfer payments | 0.0 | 9.3 | 9.3 | 1.0 |
Planned evaluations: Mid-term evaluation is planned for 2009-2010 and Summative evaluation for 2012.
Program activity: Infectious Disease Prevention and Control
Name of transfer payment program: Hepatitis C Undertaking
Start date: April 2000
End date: March 31, 2019
Description: Payments to Provinces and Territories to improve access to health care and treatment services to persons infected with Hepatitis C through the blood system.
Expected results: Improved access to current emerging antiviral drug therapies, other relevant drug therapies, immunization and health care services for the treatment of Hepatitis C infection and related medical conditions.
| (in $ millions) | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Total other types of transfer payments | 0.0 | 49.7 | 0.0 | 0.0 |
| Total transfer payments | 0.0 | 49.7 | 0.0 | 0.0 |
Planned evaluations: An evaluation was completed in 2006-2007. The next evaluation is scheduled for 2010-2011.
Table 2: Up-Front Multi-Year Funding
Canada Health Infoway Inc. (Infoway) is an independent not-for-profit corporation with a mandate to foster and accelerate the development and adoption of electronic health information systems with compatible standards and communications technologies across Canada. Infoway is also a collaborative mechanism in which the federal, provincial and territorial governments participate as equals, toward a common goal of modernizing Canada’s health information systems. See Health Canada’s RPP for the reporting on this Foundation Initiative.
Table 3: Green Procurement
| How is your department planning to meet the objectives of the Policy on Green Procurement? The Agency has set Objective 2.1 in its Sustainable Development Strategy: Maximize use of green procurement. |
|
| Target | Benefit |
| Provide procurement training to 75% of material managers and integrate green procurement into training for acquisition cards by December 31, 2009. | Increase in volume of green goods/commodities purchased. |
| Meet the Government of Canada standards for purchase and by March 31, 2010, meet the guidelines for operations of office equipment. | Energy savings, green recycling process for disposed equipment, use of more environmentally friendly equipment. |
| Develop an effective, efficient and affordable green tracking system by December 31, 2009. | Baseline of the Agency’s green procurement patterns established and options for tracking options identified. |
| Increase awareness of “green travel” options to 50% of all the Agency employees by December 31, 2009. | Increased awareness leads to increased use of green travel options, including use of alternative modes of transportation. |
Table 4: Sustainable Development Strategy
In its Sustainable Development Strategy (SDS), the Agency has committed to the goals of incorporating sustainable development considerations into the planning and implementation of its activities, ensuring that the Agency conducts its operations in a sustainable manner, and building capacity to implement the Strategy. The commitments made in the SDS will advance the Agency’s strategic outcome of healthier Canadians, reduced health disparities, and a stronger public health capacity. These commitments also support federal SD goals, such as sustainable communities, SD and use of resources, reducing greenhouse gas emissions, targets of the Office of Greening Government Operations (GGO), and strengthening federal governance and decision-making to support SD. The Agency SDS can be found at: http://www.phac-aspc.gc.ca/publicat/sds-sdd/sds-sdd2-a-eng.php
| Federal SD goal, including GGO goals (if applicable) | Performance measurement from current SDS | Expected results for 2009-10 |
|---|---|---|
| Sustainable communities – communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations | % of solicitations that address SD issues % of eligible employees that received SD training % of funding that involves SD criteria # of solicitations where SD is mentioned |
Include SD considerations in all Population Health Fund solicitation documents by December 2009. |
| # of funded projects with SD elements # of families and/or individuals reached through projects either directly or indirectly |
By March 31, 2010, review outcomes of Population Health Fund projects funded by the Quebec Region to determine project SD contributions. | |
| # of community-based groups receiving funding # of community-based groups receiving strategic guidance on programming # of children and families receiving program benefits |
Contribute to the sustainability of communities by administering community-based programs directed at women, children and families living in conditions of risk, through the Community Action Program for Children, the Canada Prenatal Nutrition Program and Aboriginal Head Start in Urban and Northern Communities. | |
| % Canadians reporting participation in physical activity % Canadians reporting healthy eating % Canadians reporting healthy weight |
By March 2010, evaluate progress toward the federal provincial healthy living target for input to evaluation of the pan-Canadian Healthy Living Strategy. | |
| # of teaching positions funded # of workshops conducted, joint activities # of continuing education strategies established # of community-oriented applied public health research programs established |
Strengthened the public health system. Each participating university establish, by 2009, a continuing education strategy aimed at local public health workers and a community-oriented applied public health research program. |
|
| Sustainable development and use of natural resources | Availability of rapid molecular typing system Availability of phage therapy for E coli 0157:H7 in food animals Reporting on results of research activities at the Laboratory for Foodborne Zoonoses Reporting on activities undertaken at the high-performance disease modeling and Health Geographic Information Systems (GIS) Laboratory |
Contribute to reducing the risks to human health from foodborne and waterborne diseases arising from animals and the agro-environment. Increase knowledge generation, knowledge synthesis and evidence-based interventions. |
| Reduce greenhouse gas emissions | # of programs that consider the health implications of a changing climate # of policies that consider the health implications of a changing climate # of cross-jurisdictional consideration of climate change in its relation to activities associated with human health Development of a Agency approach to the human health implications of a changing climate # of files receiving input from Climate Change Committee # of presentations to senior management, interdepartmental fora, meetings, conferences, etc |
Enabling policy and communication strategy in place informing agency staff of expertise and availability of expert group by September 2009. Program policy areas informed on health implications of changes in climate by December 2009. |
| # of tools developed # of collaborations # of presentations delivered # of articles published # of educational/training sessions delivered # of fingerprinted strains of antimicrobial-resistant community- or-hospital acquired organisms |
Support the development of microbial risk assessments for public health issues arising from interactions between human, animals and the environment by December 31, 2009. Genetically fingerprint anti-microbial resistant strains to describe patterns in human antimicrobial use and antimicrobial resistance by December 31, 2009. |
|
| SDS Agency Goal 2: Ensure that the Agency conducts its operations in a sustainable manner | ||
| Sustainable development and use of natural resources | % of Material managers trained # of training courses offered # of participants in training courses % of acquisition card holders that have received green procurement training |
Provide procurement training to 75% of material managers and integrate green procurement into training for acquisition cards by December 31, 2009. |
| % of inventory that is ENERGY STAR-compliant % LCD monitors vs. CRT monitors % Network printers vs. regular printers % Printers with duplex capacity % Stand alone printers replaced with group printers % Group printers moved to well-ventilated areas |
By March 31, 2010 meet the guidelines for operations of office equipment. By March 31, 2010, all desk-top equipment meets the Energy Star standard. |
|
| Baseline of the Agency’s procurement patterns established Reports on tracking options |
Develop an effective, efficient and affordable green tracking system by December 31, 2009. | |
| Awareness level of green travel options among Agency employees # of people attending information sessions on green travel options % of employees using green travel options % of employees using alternative modes of transportation % Employees using telephone, video and web conferencing services |
Increase awareness of green travel options to 50% of all PHAC employees by December 31, 2009. | |
| # of tools developed for effective hazardous waste monitoring and reporting | Effective hazardous waste monitoring and reporting in place by March 31, 2010. | |
| Reduce greenhouse gas emissions | % reduction in water and energy consumption | Improved energy efficiency and reduce water consumption in Agency-owned laboratory buildings under normal operating conditions. |
| % of offices that meet the 8 ft. x 8 ft. (2.3m x 2.3m ) standard cubicle size # of hotelling workstations # of employees who telework % change in energy use in tenant buildings |
Reduce energy use in rented or leased building. | |
| SDS Agency Goal 3: Build capacity to implement Goals 1 and 2 | ||
| Strengthen federal governance and decision-making to support sustainable development | Strategic Environmental Assessments (SEAS) conducted for new policies, plans and programs % of policy, plan and program proposals entered in the system that have completed SEAS, on an annual basis |
Track Strategic Environmental Assessments (SEAs) of policy, plan and program proposals on an ongoing basis. |
| % of Agency employees who understand how SD applies to their work | Develop and implement a Sustainable Development Policy by March 31, 2010. | |
| # of Provinces where the GIS services are available to public health professionals | Provide a sustained and accessible GIS infrastructure for public health and SD practice | |
| # of progress reports submitted per year # of SD discussions in Management Committee meetings |
SD listed as a standing item on Management Committee meeting agenda. | |
| # of strategic, human resources and planning documents in which SD considerations are integrated | Integrate SDS commitments into the Agency’s key planning and reporting processes by March 31, 2010. | |
| # of budget review processes that consider SD principles | Consider SD principles in all budget review processes undertaken within the Agency by March 31, 2010. | |
| # of awareness-building activities % of Agency employees who understand their responsibilities in relation to SD |
75% of Agency employees understand how SD applies to their work by October 1, 2010. | |
Table 5: Horizontal Initiatives
Over the next three years, the Public Health Agency of Canada will participate in the following horizontal initiatives:
- Federal Initiative to Address HIV/AIDS in Canada
- Preparedness for Avian and Pandemic Influenza
- Canadian HIV Vaccine Initiative
Name of lead department: Public Health Agency of Canada (the Agency)
Lead department program activities: Infectious Disease Prevention and Control
Start date: January 13, 2005
End date: Ongoing
Total federal funding allocation (start to end date): $84.4 M (ongoing)
The original federal funding allocation of $84.4 M in 2009-2010 is on-going and has been reduced to $72.6 M due to the following: reallocation to the Canadian HIV Vaccine Initiative (-$5.2M), reductions to grants and contributions (-$2.4M) and reductions to operating (-$4.2M).
Description of the horizontal initiative (including funding agreement): The Federal Initiative to Address HIV/AIDS in Canada is the Government of Canada's response to HIV/AIDS in Canada. The initiative strengthens domestic action on HIV/AIDS, builds a coordinated Government of Canada approach, and supports the global health response to HIV/AIDS. It focuses 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 also supports and strengthens existing multi-sectoral 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 (for example, hepatitis C and tuberculosis) from the perspective of disease progression and morbidity in people living with HIV/AIDS. Gender-based analysis and human rights analysis are fundamental to the approach. People living with and vulnerable to HIV/AIDS are active partners in shaping policies and practices affecting their lives.
Shared Outcomes:
Immediate Outcomes:
- Increased knowledge and awareness
- Enhanced multi-sectoral engagement and alignment
- Increased individual and organizational capacity
- Increased coherence of federal response
Intermediate Outcomes:
- Reduced HIV/AIDS stigma, discrimination and other barriers to better health outcomes.
- Improved access to effective HIV/AIDS prevention, diagnosis, care treatment and support; and
- Strengthened pan-Canadian response to HIV/AIDS.
Long-Term Outcomes:
Federal Initiative to Address HIV/AIDS in Canada contributes to the:
- Prevention of the transmission of new infections;
- Reduction of the progression of the disease and improve the quality of life for persons living with or HIV;
- Reduction of social and economic costs of HIV/AIDS to Canadians; and
- Global effort to reduce the spread of HIV/AIDS and mitigate its impact.
Governance Structure:
The Responsibility Centre Committee (RCC) is the governance body for the Federal Initiative to Address HIV/AIDS in Canada (FI). It comprises representatives of the 10 responsibility centres which receive funding through the FI. Led by the Public Health 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/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/AIDS education, capacity-building, and prevention for First Nations on-reserve and some Inuit communities; 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.
Public Safety Canada, provides health services, including services related to the prevention, diagnosis, care and treatment of HIV/AIDS, to offenders sentenced to imprisonment for two years or more.
| Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2009-10 |
Expected Results for 2009-10 |
|---|---|---|---|---|---|
| Agency | Infectious Disease Prevention and Control | HIV/AIDS | Ongoing | $28.0M |
Increased knowledge and awareness of:
Enhanced multi-sectoral engagement and alignment. Increased individual and organizational capacity to:
|
| AIDS Community Action Program (ACAP) | Ongoing | $14.4M |
Increased knowledge and awareness of specific strategies to reach priority populations. Issues of co-infection with Hepatitis C, TB and STIs explored. Increased individual and organizational capacity. Increased awareness of the social and economic factors that create barriers for people at risk and those living with HIV/AIDS. |
||
| HC | First Nations Inuit Health Branch (FNIHB) | First Nations in-reserve and Inuit Community Health | Ongoing | $4.0M |
Increased community-based research and surveillance. Increased awareness of the need for HIV testing. Increased access to prevention education, care and support networks, and supportive environments. Cooperation among communities and FNIHB regional health care providers. Contribution to the global response to HIV among indigenous people. Increased access to evidence-based HIV interventions. |
| International Affairs Directorate | Global Engagement | Ongoing | $1.4M |
Increased participation in multilateral and international bodies. Strengthened support to developing country health sector responses to HIV by global partners. Policy coherence across the federal government’s global activities. |
|
| CIHR | Institute of Infection and Immunity | HIV/AIDS Research Projects and Personnel Support | Ongoing | $20.6M |
Funding HIV/AIDS socio-behavioural, biomedical, clinical, clinical trials infrastructure and community-based research. Development of a knowledge translation and partnership strategy. Responsive funding mechanisms. Funding of and participating in HIV/AIDS conferences and workshops. New research funding opportunities for scientists in strategic areas of HIV/AIDS research. Increased capacity building initiatives for researchers. Implementation of CIHR HIV/AIDS Research Initiative Strategic Plan 2008-2013. |
| CSC | Health Services | a. Institutional Health Services | Ongoing | $4.2M |
Augmented surveillance and data collection. Analysis of the inmate survey on risk behaviours. Expanded health promotion and education initiatives. Increased information sharing on best practices within the F/P/T/ Heads of Corrections Working Group on Health. Increased co-ordination of discharge planning for federal offenders with ongoing infectious disease needs. Increased support and learning for correctional health care professionals. Enhanced harm reduction programs and measures. Implementation of an infectious disease strategy for women offenders. Development of culturally appropriate health programs and services for Aboriginal offenders in federal correctional institutions. |
| Total | $72.6M | ||||
| 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. |
Contact Information: Dr. Howard Njoo 130 Colonnade Road Ottawa ON K1A 0K9 Tel: 613-948-6799 howard_njoo@phac-aspc.gc.ca |
||||
Name of lead department: Public Health Agency of Canada (the Agency)
Lead department program activities:
- Infectious Disease Prevention and Control
- Emergency Preparedness and Response
Start date: late 2006
End date: ongoing
Total federal funding allocation (start to end date): $422M for Health Portfolio and $195M for CFIA
Description of the horizontal initiative (including funding agreement): Canada is facing two major, inter-related animal and public health threats: the potential spread of avian influenza virus (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 required.
In 2006 the Health Portfolio received $422M over five years to improve preparedness for avian and pandemic influenza. The bulk of the initiatives are ongoing. Initiatives are being 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. Efforts will also be undertaken to fill gaps in on-reserve planning and preparedness and enhance federal capacity to deal with an on-reserve pandemic.
Under the umbrella of “Preparing for Emergencies”, in 2006 CFIA obtained $195M to be spent over five years to enhance Canada’s state of Avian Influenza (AI) preparedness. Canada’s Avian Influenza Working Group was established in 2006 to update policies, protocols, operating procedures, and systems to enhance Canada’s state of preparedness—through collaborations and partnership— in five pillars of strategies and processes for prevention and early warning, emergency preparedness, emergency response, recovery, and communications.
Shared outcomes: These initiatives will allow the federal government to strengthen Canada’s capacity to prevent and respond to immediate animal health and economic impacts of avian influenza while increasing preparedness for a potential pandemic.
Greater Protection for Canadians will come about with improved vaccines and antivirals, improved emergency preparedness, and increased surge capacity to better address peak periods, as well as through critical science and regulation processes in the area. There will be enhanced on-reserve planning and preparedness and improved federal capacity to deal with an on-reserve pandemic.
Response Speed and Understanding will be enhanced through prevention and early warning measures, risk communication and inter-jurisdictional collaboration.
Governance structure: In January 2008, the Agency, the Health Canada (HC) 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 stemming from the $1B for avian and pandemic influenza preparedness emanating from Budget 2006. Ministerial accountability is not altered by this agreement and departments/agencies maintain their responsibility to manage their mandated areas and the funds entrusted to them.
The Agreement is supported by a structure that falls within the auspices of the Deputy Minister's Committee on Avian and Pandemic Influenza Planning (CAPIP). The implementation of the Agreement is led by the Avian and Pandemic Influenza Assistant Deputy Ministers Governance (API ADM Governance) Committee focussing on the implementation of the initiatives funded through Budget 2006.
The API ADM Governance Committee provides strategic direction and oversight monitoring. It authorizes and facilitates overview reporting to the TBS. Members of this committee ensure support for the pursued initiatives in their departments/agencies. The API ADM Governance Committee keeps the Committee of ADMs under the CAPIP process informed of its activities through cross membership.
An Avian and Pandemic Influenza Operations Directors General (APIO DG) Committee supports the API ADM Governance Committee, makes recommendations to it and oversees the coordination of the exercise. The APIO DG committee keeps the DG Steering Committee under the CAPIP process informed of its activities through cross membership. The APIO DG Committee is chaired by PHAC and CFIA and its members include director general level representatives from HC and CIHR and chairs of established working groups.
Working groups are established for areas that cross departmental/agency activity. Working groups report to the API ADM Governance Committee through the APIO DG Committee.
The Agency provides Secretariat support for the API ADM Governance and APIO DG Committees.
| Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2009-10 |
Expected Results for 2009-10 |
|---|---|---|---|---|---|
| Agency | Infectious Disease Prevention and Control | a. Vaccine readiness and clinical trials | Ongoing | $15.9M |
Clinical trials of a pre-pandemic vaccine undertaken and the relevance of individual trials to Canada’s needs assessed. Pandemic capacity for vaccine adverse event surveillance and effectiveness monitoring improved. |
| b. Rapid vaccine development and testing | Ongoing | $1.7M | Progress on the development of different clinical grade commercial H5N1 influenza vaccines. | ||
| c. Contribution to National Antiviral Stockpile | Ongoing | $7.4M |
Reduced gap between the outbreak of a pandemic and the availability of a pandemic vaccine. Plans established to replace the antiviral stocks as they reach the end of their shelf-life. |
||
| d. Capacity for pandemic preparedness | Ongoing | $4.8M |
Minister and senior administrators informed on range of avian and pandemic influenza issues. Improved capacity from increase use of the regional communication systems established over the past 3 years. |
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| e. Surveillance | Ongoing | $8.2M | Improved capacity and timeliness to identify and report on human cases of avian flu and pandemic health care incidents of potential interest. | ||
| f. Emergency human resources | Ongoing | $0.4M | Updated Human Resources Emergency Response Plan. | ||
| g. Winnipeg lab and space optimization | Ongoing | $7.2M |
Design for the renovations of the new lab completed. Planned renovations of the JC Wilt Laboratory completed. Canada's laboratory research and response capacity increased. |
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| h. Strengthening the public health lab network | Ongoing | $1.2M |
Federal laboratory liaison technicians in provinces and territories trained, equipped and in place and communications between provinces and territories labs and NML improved, strengthening the national lab capacity. Components of CPIP Annex C in operation. |
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| i. Influenza research network | Ongoing | $2.2M |
A Research agenda responds to the needs of avian and pandemic influenza preparedness. Research resources granted under the avian and pandemic influenza preparedness TB decision optimally allocated. |
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| j. Pandemic influenza risk assessment and modelling | Ongoing | $0.8M |
Predictive and assessment models used for pandemic preparedness developed and established. More potential learners in university and college settings train as mathematical modellers in order to expand the ranks of the profession. |
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| k. Performance and evaluation | Ongoing | $0.6M |
Evaluation Plan for avian and pandemic influenza preparedness implemented. Components of the performance measurement framework in place at the responsibility centre level. Data collection facilitated using a web-based system. Performance monitoring and measurement data and evidence used for management and reporting. |
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| l. Pandemic influenza risk communications strategy | Ongoing | $1.8M |
Contributed to the strategy for a three-year pan-Canadian social marketing campaign on influenza and infection prevention to launch in fall 2009. Communications Operational Plan developed to support the Annex K (Communications) of the Canadian Pandemic Influenza Plan. |
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| m. Skilled national public health workforce | Ongoing | $6.0M |
Completion of MOUs with selected placement sites across the country that will host Public Health Officers. More Public Health Officers in place. More CPHS Regional Coordinators in place across Canada. Training modules developed and delivered to those in the field. Competency profiles for Public Health Officers developed. More of public health students recruited for project placements in public health organizations. |
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| Emergency Preparedness and Response | a. Emergency preparedness | Ongoing | $6.6M |
A variety of components capable of responding to an avian or pandemic influenza outbreak in place. Laboratories capable of working with influenza strains certified. Further integrated quarantine stations with traditional services at the 3 major Canadian maritime ports. NESS and the Emergency Operations Centre maintained in state of readiness. Plans in place with provincial, territorial departments and NGOs who will be responding to outbreaks. Increased efficiency and effectiveness of regional resources placed to facilitate the flow of information between the federal and provincial/territorial levels. |
|
| HC | Access to safe and effective health products and food and information for healthy choices | a. Regulatory activities related to pandemic influenza vaccine | Ongoing | $1.5M | Establish WHO lab requirements for release of vaccine lots for international markets. |
| b. Resources for review and approval of antiviral drug submissions for treatment of pandemic influenza | Ongoing | $0.3M | Establish review procedures for antivirals submissions, before and during pandemic occurrence. | ||
| c. Establishment of a crisis risk management unit for monitoring and post market assessment of therapeutic products | Ongoing | $0.4M | Establish post-market risk management and communication of safety issues related to the use of antivirals and vaccines. | ||
| Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians | a. FN/I surge capacity | $1.48M (2007-08 to 2009-10) |
$0.4M | Implement pandemic and infection control education and training initiatives. | |
| b. Strengthening federal public health capacity | Ongoing | $0.7M |
Collaborate with PHAC, PSC, and INAC for planning and response. Work on surveillance needs with PHAC. Enhance support for FN communities. Develop/maintain links with EPR program staff nationally/regionally and with provinces and territories. |
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| c. First Nations and Inuit emergency preparedness, planning, training and integration | Ongoing | $0.4M | Continued support for testing and revision of community pandemic plans. | ||
| Reduced health and environmental risks from products and substances, and healthy sustainable and working environments. | a. Public health emergency preparedness and response on conveyances | Ongoing | $0.3M |
Enhance training in quarantine/EPR as per training needs assessment. Develop and test surge capacity for response capacity. Program evaluation and third party audit of EPR Conveyances Program. Continue ongoing program delivery and adjust to address findings. |
|
| CIHR | Pandemic Preparedness Research Strategic Initiative | a. Influenza research priorities | $38.2M (2006-07 to 2010-11) | $10.7M |
Peer review and fund research projects. Develop and launch requests for research applications, as needed. Review progress on funded projects and research outcomes. Facilitate uptake of research results and consult on future research needs through reporting and meetings of researchers, stakeholders and decision makers. Chair Research Working Group of Avian and Pandemic Influenza Operations Directors General (APIO DG) Committee. |
| CFIA | Disease Prevention and Control | a. Enhanced enforcement measures | Ongoing | $1.5M | Increased capacity to support enhanced screening procedures for live birds or poultry products at Canada's ports of entry with a view to mitigating the risk of future avian influenza outbreaks in Canada. |
| b. Avian biosecurity on farms | Ongoing | $2.7M | Implementation of the National Standards for Avian Biosecurity, continuation of public education, communications and outreach programs and development of a governance framework surrounding the standards. | ||
| c. Real property requirements | $4.0M (2006-07 to 2007-08) |
$ 0 | No planned expenditures as investments realized in previous fiscal years. | ||
| d. Domestic and wildlife surveillance | Ongoing | $3.1M | Enhanced/integrated Canadian surveillance system, supported by a robust systems platform and the analysis and interpretation of the data collected to allow more timely identification of potential outbreaks, and more timely response to avian influenza situations. | ||
| e. Strengthened economic and regulatory framework | Ongoing | $0.9M | Strengthened capacity for increased regulatory review including analysis of current legislative/regulatory framework. | ||
| f. Performance evaluation | Ongoing | $1.1M | Management and evaluation of CFIA's AI activities, including ongoing performance measurement to monitor results and a formative evaluation. The evaluation will assess the AI Initiative's design, delivery, and management. In addition, it will assess the likelihood of it achieving its objectives, as well as the adequacy of its performance measurement and reporting strategy. | ||
| g. Risk communications | Ongoing | $1.6M | National on-farm biosecurity information sessions and maintenance of “Bird Health Basics” outreach campaign. Continued implementation of the “Be Aware and Declare” international border biosecurity outreach campaign. Ongoing media monitoring and training and risk communications related to AI prevention, preparedness and response activities. | ||
| Emergency Preparedness and Response | a. Field training | Ongoing | $1.1M |
Continued training that will contribute to a skilled and experienced workforce ready to respond to an AI outbreak. Continued development of training materials (instructor-led and e-learning) in support of emergency response procedures and plans and of trainers in support of end-user training. |
|
| b. AI enhanced management capacity | Ongoing | $1.0M | Updated electronic capture of the field level efforts of outbreak management and reporting for AI and other foreign animal diseases. | ||
| c. Updated emergency response plans | Ongoing | $2.0M | Continued development and updating of emergency response procedures and plans. | ||
| d. Risk assessment and modelling | Ongoing | $2.1M | Continued development of avian influenza disease modelling to better understand the spread of AI and the effectiveness of disease control measures. | ||
| e. AI Research | Ongoing | $1.5M |
Investment in an improved federal capacity for mathematical modelling, statistical analysis, and operations research on avian influenza issues will allow a better understanding of the spread of influenza and the effectiveness of disease control measures. These investments will allow more timely and evidence-based decision making on avian influenza responses, thus
helping to reducing the risk of transmission to humans and mitigating economic and production losses. Identification of the research gaps related to AI and development, with partners, of effective tools and knowledge to facilitate decision making and policy development. Research projects in the areas of humane euthanasia and effective disposal methodologies to support the need for mass depopulation and disposal. |
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| f. International collaboration | Ongoing | $1.6M | Participation in international fora as opportunities are identified to contribute to the global effort related to avian and pandemic influenza. | ||
| g. Animal vaccine bank | $1.0M (2006-07 to 2007-08) |
$ 0 | No planned expenditures as investments realized in previous fiscal years. | ||
| h. Access to antivirals | Ongoing | $0.1M | Maintenance of access protocols and bank of antivirals to provide appropriate protection to federal employees, ensuring a more timely and effective response to an avian influenza situation and better protection of Canadians. | ||
| i. Specialized equipment | $20.8M (2006-07 to 2008-09) |
$ 0 | No planned expenditures as investments realized in previous fiscal years. | ||
| j. Laboratory surge capacity and capability | Ongoing | $3.8M | Increased coordination capacity with the creation of an integrated lab network across the country (federal, provincial and university labs). This network will allow for rapid testing, detection and reporting of AI. | ||
| k. Field surge capacity | Ongoing | $1.0M | Refinement and enhancement of a viable response plan, including HR capacity and equipment. | ||
| l. National veterinary reserve | Ongoing | $0.9M | Continued training of a reserve of professional veterinarians to enhance surge capacity, expertise and rapid response capability for animal disease control efforts. | ||
| Total | $105.5M | ||||
| Results to be achieved by non-federal partners (if applicable): |
Contact information: Dr. Arlene King 130 Colonnade Road Ottawa ON K1A 0K9 613-948-7929 Email: Arlene_King@phac-aspc.gc.ca |
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Name of Lead Department: Public Health Agency of Canada (The Agency)
Lead Department Program Activity: Infectious Disease Prevention and Control
Start Date: February 20, 2007
End Date: March 2013
Total Federal Funding Allocated (start to end date): $111M
Description of the Horizontal Initiative (including funding agreement):
The CHVI, Canada’s contribution to the Global HIV Vaccine Enterprise, is a collaborative undertaking between the Government of Canada and the Bill & Melinda Gates Foundation to contribute to the global effort to develop a safe, effective, affordable and globally accessible HIV vaccine. This collaboration builds on the Government of Canada’s commitment to a comprehensive, long-term approach to address prevention technologies. Participating federal departments and agencies are the Canadian International Development Agency (CIDA), the Agency, Industry Canada (IC), Canadian Institutes of Health Research (CIHR), and Health Canada (HC). The CHVI’s overall objectives are to: strengthen HIV vaccine discovery and social research capacity; strengthen clinical trial capacity and networks, particularly in low and middle income countries (LMICs); increase pilot scale manufacturing capacity for HIV vaccine clinical trial lots; strengthen policy and regulatory approaches for HIV vaccines and promote the community and social aspects of HIV vaccine research and delivery; and ensure horizontal collaboration within the CHVI and with domestic and international stakeholders.
Shared Outcome(s):
Immediate (Short-Term 1 - 3 years) Outcomes:
- Increased and improved collaboration and networking
- Enhanced knowledge base
- Increased readiness and capacity in Canada and LMICs
Intermediate Outcomes:
- Pilot scale HIV vaccine manufacturing facility for clinical trial lots is fully operational and globally accessible
- Strengthened contribution to global efforts to accelerate the development of safe effective, affordable, and globally accessible HIV vaccines
Long -Term Outcomes:
- The Canadian HIV Vaccine Initiative 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, will be the lead Minister for the CHVI for the purposes of overall coordination. Communications for the CHVI will be handled jointly.
In support of the Ministers, coordination for the Government of Canada is provided by an Interdepartmental Steering Committee consisting of representatives from the participating federal departments and agencies. The Interdepartmental Steering Committee is responsible for providing strategic directions and priorities and reviewing progress.
Multi-stakeholder advisory committees and working groups, involving governments, the private sector, international stakeholders, people living with HIV/AIDS, researchers and NGOs and other relevant stakeholders, have been, and will continue to be established to inform the CHVI. The role of participating departments and agencies involved in the CHVI are:
- The Agency contributes its public health scientific, policy and program expertise and provides secretariat support for the CHVI.
- HC applies its wider range of expertise, including vaccine related policy, regulations and protocols; facilitates collaborative networks of specialists with a particular focus on the community and social dimensions of vaccine research, development and delivery; and enhances international collaborations.
- CIHR provides scientific leadership and strategic guidance through its linkages to the Canadian research community, as well as brings critical expertise in peer review mechanisms and related professional support services to identify and fund eligible HIV vaccines projects.
- IC applies its industry specific knowledge and experience to provide linkages to the Canadian and International vaccine industry, as well as assist with industry-related issues, including the appropriate engagement of potential private sector collaborators.
- CIDA provides effective linkages to international development efforts and ensures consistency with Canada’s international commitments. Moreover, CIDA will provide strategic guidance to ensure that the goals of the CHVI promote the development and delivery of HIV vaccines that benefit the needs of the highly endemic HIV/AIDS countries in the developing world.
| Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2009-10 |
Expected Results for 2009-10 |
|---|---|---|---|---|---|
| Agency | Infectious Disease Prevention and Control | Public Health Contributions Program | $27M (2007-08 to 2012-13) | $10.7M |
Completed open and transparent selection process for a Not for Profit Corporation (NPC) to build and operate a pilot scale clinical trial lots manufacturing facility. Negotiation and finalization of a contribution agreement with the successful NPC. New Community Initiatives Fund implemented (in partnership with HC). Evaluation completed. |
| HC | International Health Affairs | Grants to eligible non-profit international organizations in support of their projects or programs on health | $1M | $0.2M | New Community Initiatives Fund implemented (in partnership with the Agency). |
| IC | Industry Sector- Science and Technology and Innovation | N/A | $13M | $3.2M |
Support provided to (Agency-led) open and transparent selection process for a NPC to build and operate a pilot scale clinical trial lots manufacturing facility. Support provided on the negotiation and finalization of a contribution agreement with the successful NPC. |
| CIDA | Institutions - Enhanced capacity and effectiveness of Multilateral institutions and Canadian/ International organizations in achieving development goals | International Development Assistance Program | $60M | $6.2M |
Under the discovery and social research component, and in collaboration with CIHR, successfully completed the Letter of Intent and development grant stages of the Team Grant program to support collaborative teams of Canadian and LMIC researchers. Establishment of a program to support teams of Canadian and LMICs researchers and research institutions to strengthen their capacity to conduct high-quality clinical trials of HIV vaccine and other related prevention technologies. Activities supported to improve regulatory capacity in LMICs, especially those where clinical trials are planned or ongoing. Support provided to (Agency-led) open and transparent selection process for a NPC to build and operate a pilot scale clinical trial lots manufacturing facility. Support provided on the negotiation and finalization of a contribution agreement with the successful NPC. |
| CIHR | HIV/AIDS Research Initiative -- Program Activity Architecture Code: 12300 | HIV/AIDS Research Initiative |
$10M | $1.3M |
Canadian researchers, working either independently or in small teams, supported through operating grant and Catalyst grant programs. Under the discovery and social research component, and in collaboration with CIDA, successfully completed the Letter of Intent and development grant stages of the Team Grant program to support collaborative teams of Canadian and LMIC researchers. |
| Total | $111M | $21.6M | |||
| Results to be achieved by Non-Federal Partners: 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 CHVI objectives and to a significant Canadian contribution towards the Global HIV Vaccine Enterprise. |
Contact Information: Steven Sternthal 130 Colonnade Road Ottawa ON K1A 0K9 Tel: 613-952-5120 Steven_Strenthal@phac-aspc.gc.ca |
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Table 6: Upcoming Internal Audits
| Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
|---|---|---|---|
| Infectious Disease and Prevention and Control Program | Performance Audit | In progress | June 2009 |
| Information Technology Assets Management (Life Cycle) | Continuous Auditing and Monitoring | Planned | June 2009 |
| Security of Labs/Scientific and Related Inventories | Continuous Auditing and Monitoring | Planned | June 2009 |
| Financial Statement Readiness Assessment | Continuous Auditing and Monitoring | Planned | September 2009 |
| Chronic Disease and Injury Prevention and Control Program | Performance Audit | Planned | December 2009 |
Table 7: Upcoming Evaluations
| Name of Evaluation | Program Type | Status | Expected Completion Date |
|---|---|---|---|
| Canadian Prenatal Nutrition Program | Transfer payment | In progress | March 31, 2010 |
| Community Action Program for Children | Transfer payment | In progress | March 31, 2010 |
| Integrated Strategy on Healthy Living and Chronic Disease | Transfer payment | Planned | March 31, 2011 |
| Canadian HIV Vaccine Initiative (Formative) | Transfer payment | Planned | March 31, 2010 |
| Canadian HIV Vaccine Initiative (Summative) | Transfer payment | Planned | March 31, 2012 |
| Federal Initiative to Address HIV/AIDS in Canada | Transfer payment | Planned | March 31, 2011 |
| Avian/Pandemic Influenza Preparedness including Mock Vaccine and Regulatory Capacity | Transfer payment | Planned | December , 2011 |
| National Immunization Strategy | Transfer payment | In progress | March 31, 2010 |
| Hepatitis C Prevention, Support & Research Program (Formative) | Transfer payment | Planned | March 31, 2011 |
| Hepatitis C Prevention, Support & Research Program (Summative) | Transfer payment | Planned | March 31, 2013 |
| Public Health Scholarship and Capacity Building Program | Transfer payment | In progress | March 31, 2010 |
| National Collaborating Centres for Public Health | Transfer payment | Planned | March 31, 2011 |
| Promotion of Population Health Grants and Contributions | Transfer payment | In progress | March 31, 2010 |
Evaluation Plan 2008-2009 to 2012-2013
Table 8: Sources of Respendable and Non-Respendable Revenue
| Description | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Emergency Preparedness and 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 |
| Total Respendable Revenue | 0.1 | 0.1 | 0.1 | 0.1 |
Table 9: Summary of Capital Spending by Program Activity
| Description | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
|---|---|---|---|---|
| Infectious Disease Prevention and Control | 8.6 | 13.3 | 20.5 | |
| Emergency Preparedness and Response | 1.0 | 0.5 | 0.5 | |
| Total | 9.6 | 13.8 | 21.0 |
*For 2008-09, the Agency did not have a capital vote.
Effective in 2009-10, the Public Health Agency of Canada requires a new vote for capital as expenditures are in excess of the $5 million threshold for a separate vote.
The above amounts include planned spending for the Effective Project Approval related to the acquisition and retrofit of the Logan Lab, and additional capital requirements for its other facilities to acquire machinery and equipment.