Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Public Health Agency of Canada


Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

Table 5: Details of Transfer Payment Programs (TPP)

  1. Aboriginal Head Start Initiative (AHS)
  2. Canada Prenatal Nutrition Program (CPNP)
  3. Community Action Program for Children (CAPC)
  4. Population Health Fund (PHF)
  5. Federal Initiative to Address HIV/AIDS in Canada
  6. National Collaborating Centres for Public Health (NCCPH)
  7. Healthy Living Fund
  8. Canadian Diabetes Strategy (CDS) (non-Aboriginal elements)
  9. Cancer
  10. Canadian HIV Vaccine Initiative (CHVI)

1. Name of Transfer Payment Program: Aboriginal Head Start Initiative (AHS)

2. Start date: 1995-96

3. End date: Ongoing

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.

5. Strategic Outcome: Healthier Canadians, reduced health disparities, and a stronger public health capacity.

6. Results Achieved:  The annual process evaluation for all 128 Aboriginal Head Start in Urban and Northern Communities (AHSUNC) sites in Canada was completed.  These results will be analyzed and contribute to a multi-year comparative analysis of annual process surveys.  During 2008-09 AHSUNC had over 4,900 children enrolled in pre-school programming.  Planning is complete for a parent involvement survey that will be conducted for all sites in May 2009 to identify parent involvement levels, relevant resources, and success models.  Results will inform development of parent involvement tools.

In collaboration with local Aboriginal stakeholders, a new project in Charlottetown received approval and was launched.  In Montreal, the Rising Sun Childcare Centre opened as a result of collaboration between AHSUNC, the Quebec’s Ministère de la Famille et des Aînés, and local partners. Manitoba/Saskatchewan Region has established a new AHS research team of representatives from AHS Manitoba, AHS Saskatchewan, Healthy Child Manitoba and the University of Saskatchewan and is planning a program of study.

Alberta Region designed and implemented a pilot project to conduct a longitudinal study with a sample of AHSUNC participants.  Key highlights include: children demonstrated school readiness, achievement and problem solving.   British Columbia region designed and implemented Rapid Assessment studies with Aboriginal Head Start projects in the province.  The studies inform the examination of present models for possible reconfiguration or enhancement to reach more children in communities.  The completion of a pan-regional environmental scan provides a snapshot of AHSUNC program delivery models across the country.

National and regional offices continue to support learning and program information/networking exchanges for AHSUNC sites through regional and national training workshops.  In September 2008, a National Training Workshop entitled “Caring for the Spirit of the Child” was held in Regina with approximately 260 participants.  In March 2009, Alberta region held their annual training event for approximately 200 participants, which continues to be a best practice for this region. In Saskatchewan, AHS training events were evaluated to assess preliminary reactions and implications for practice.


($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Health Promotion
14. Total Contributions $28.7 $30.6 $26.7 $32.0 $31.3 ($4.6)
15. Total Program Activity $28.7 $30.6 $26.7 $32.0 $31.3 ($4.6)

16. Comment(s) on Variance(s):  Variance is due to:

  • Reallocation of surplus funds from other programs towards AHS, and
  • Reversal of program reductions that were planned for as part of the grants and contributions program reduction exercise in fiscal year2007-08.   It was decided that children’s programs would not be affected by this reductions exercise and as a result the total authorities and actual spending were more than planned.

17.Audit planned:  In October 2006, the PHAC Executive Committee approved the Agency Risk-Based Audit Plan (2006-2009). The plan identified the audit of health promotion programs as an audit projected for 2008-09. The PHAC Audit of Health Promotion Programs administered by the PHAC Health Promotion and Chronic Disease Prevention Branch, including the Healthy Living Fund, began in December 2008.  The audit should be completed by September 2009.

1. Name of Transfer Payment Program: Canada Prenatal Nutrition Program (CPNP)

2. Start date: 1994-95

3. End date: Ongoing

4. 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.

5. Strategic Outcome: Healthier Canadians, reduced health disparities, and a stronger public health capacity.

6. Results Achieved: In 2008-09, 330 CPNP projects reached close to 2,000 communities across Canada.  The program served about 50,000 prenatal and postnatal women.  An estimated 28,000 pregnant women and 1,800 postnatal women enter the CPNP. 

The on-going performance measurement and evaluation of the program found the CPNP continued to successfully reach its intended population. The CPNP Welcome Card collected data on program participants that illustrated how vulnerable populations were being reached.

  • 20% of participants were 19 years of age or under
  • 22% of participants were Aboriginal
  • 32% of participants had lived in Canada less than 10 years
  • 28% of participants had completed 10 years of school or less

A multi-year assessment of CPNP national performance data completed in 2008-09 illustrated how CPNP programs are implementing a population health approach that responds to multiple determinants of health with multiple strategies; applying strategies that are consistent with best practice literature; and reporting high levels of participant satisfaction and positive impacts at the individual and family level. Specific qualitative findings demonstrated that:

  • Reduced isolation, linked with increased social networks and social support, was the most frequently reported outcome (42%)
  • 32% of projects reported outcomes focused on increasing the uptake of breastfeeding
  • 29% reported on improving maternal health
  • 26% reported on participants receiving community support
  • 23% reported on improving infant health
  • 16% reported on improvements in community capacity through partnerships, participant involvement and collaboration
  • 14% reported on increasing the incidence of healthy birth weights

A costing analysis for CPNP was conducted in 2008-09 and findings illustrated that the average cost of the initial hospitalization at birth for a low birth weight baby is $10,607 compared to $952 for an infant born at a normal weight. The weighted average hospitalization cost at birth for CPNP newborns was $89 less than that for all Canadian births. For the 17,689 CPNP participants in this study, this would represent a cost savings of $1.6 million in hospital costs at birth. Findings from all CPNP evaluations, both nationally and regionally conducted, will be triangulated to support a Summative Evaluation of the program, to be submitted to the PHAC Evaluation Committee in January 2010.  This evaluation is a requirement from Treasury Board and will examine the program’s success, continued relevance and cost effectiveness.


($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Health Promotion
14. Total Contributions $26.7 $27.4 $24.9 $27.5 $27.2 ($2.3)
15. Total Program Activity $26.7 $27.4 $24.9 $27.5 $27.2 ($2.3)

16. Comment(s) on Variance(s):  Variance is due to:

  • Reallocation of surplus funds from other programs towards CPNP, and
  • Reversal of program reductions that were planned for as part of the grants and contributions program reduction exercise in fiscal year 2007-08.   It was decided that children’s programs would not be affected by this reductions exercise and as a result the total authorities and actual spending were more than planned.

17.Audit planned:  In October 2006, the PHAC Executive Committee approved the Agency Risk-Based Audit Plan (2006-09). The plan identified the audit of health promotion programs as an audit projected for 2008-09. The PHAC Audit of Health Promotion Programs administered by the PHAC Health Promotion and Chronic Disease Prevention Branch, including the Healthy Living Fund, began in December 2008.  The audit should be completed by September 2009.

1. Name of Transfer Payment Program: Community Action Program for Children (CAPC)

2. Start date: 1993-94

3. End date: Ongoing

4. 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.

5. Strategic Outcome: Healthier Canadians, reduced health disparities, and a stronger public health capacity.

6. Results Achieved:

In 2008-09, 450 CAPC projects were available to serve more than 3,000 communities across the country.

The on-going performance measurement and evaluation of the program found CAPC continued to successfully reach its intended population. Preliminary figures from a one-month Snapshot Census conducted in November 2008 illustrate that CAPC projects across Canada reached 16,500 families and 22,000 individual children. Specific findings on reach indicated that:

  • 21% of participants were born outside of Canada
  • 13% of participants identified as Aboriginal
  • 24% of participants were single parents
  • 23% of participating families earned less than $15,000/annually

A multi-year assessment of CAPC national performance data completed in 2008-09 examined whether there was evidence in CAPC that projects have contributed to healthy child development. The analysis of annual CAPC success stories was organized to reflect how CAPC data provided ample evidence on how projects contributed to improved health and social development of children, increased parental capacity and increased community capacity. Specific findings demonstrated:

  • Parental personal improvement was the most frequently reported project outcome (50%)
  • 48% of CAPC projects reported healthy child development outcomes
  • 42% reported on increasing or improving community capacity as an outcome
  • 37% reported on social networking outcomes
  • 32% reported on improvements to parenting skills 

A costing analysis of CAPC was conducted in 2008-09 that used a cost avoidance model to assess whether the investments in CAPC are associated with significant returns related to child academic performance, avoidance of youth crime, and overall health impacts. Findings from this study indicate that when the results of evaluations of programs similar to CAPC are applied to the Canadian context, there are significant cost savings to the education, health care and judicial systems, as well as government revenue gains.

Findings from all CAPC evaluations, both nationally and regionally conducted, will be triangulated to support a Summative Evaluation of the program, to be submitted to the PHAC Evaluation Committee in January 2010.  This evaluation is a requirement from Treasury Board and will examine the program’s success, continued relevance and cost effectiveness.


($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Health Promotion
14. Total Contributions $55.7 $57.0 $48.8 $56.0 $56.0 ($7.2)
15. Total Program Activity $55.7 $57.0 $48.8 $56.0 $56.0 ($7.2)

16. Comment(s) on Variance(s): Variance is due to:

  • Reallocation of surplus funds from other programs towards CAPC, and
  • Reversal of program reductions that were planned for as part of the grants and contribution program reduction exercise in fiscal year 2007-08.   It was decided that children’s programs would not affected by this reductions exercise and as result the total authorities and actual spending were more than planned.

17. Audit completed or planned:

In October 2006, the PHAC Executive Committee approved the Agency Risk-Based Audit Plan (2006-2009). The plan identified the audit of health promotion programs as an audit projected for 2008-09. The PHAC Audit of Health Promotion Programs administered by the PHAC Health Promotion and Chronic Disease Prevention Branch, including the Healthy Living Fund, began in December 2008.  The audit should be completed by September 2009.

1. Name of Transfer Payment Program: Population Health Fund (PHF)

2. Start date: 1999-2000

3. End date: Ongoing

4. 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. Through the new Innovation Strategy under the PHF, the objective is to enhance support for the development, implementation, and evaluation of innovative interventions and initiatives to reduce health disparities. A key component is 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.

5. Strategic Outcome: Healthier Canadians, reduced health disparities, and a stronger public health capacity.

6. Results Achieved:  The PHF supported projects at the national and regional level to encourage action on the key factors that affect the health of Canadians.  Projects to develop models for applying the population health approach, to increase the knowledge base for program and policy development on population health, and to increase partnerships and collaboration were supported.  Outcome evaluation indicates that the projects have achieved the intended results.  The new Innovation Strategy will build on the population health knowledge base from the PHF, strengthen benefits to Canadians, and improve evaluative data gathering and reporting.


($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Health Promotion
14a. Total Grants $3.4 $0.8 $11.4 $5.3 $0.9 $10.5
14b. Total Contributions $7.0 $5.2 $3.3 $6.5 $6.4 ($3.1)
15. Total Program Activity $10.4 $6.0 $14.7 $11.8 $7.3 $7.4
13. Program Activity: Chronic Disease Prevention and Control
14a. Total Grants - $0.9 - - $0.5 ($0.5)
14b. Total Contributions - $1.1 - - $0.1 ($0.1)
15. Total Program Activity - $2.0 - - $0.6 ($0.6)
15. Total Program Activities $10.4 $8.0 $14.7 $11.8 $7.9 $6.8

16. Comment(s) on Variance(s): Variances are due to delays in releasing funds as a result of the creation of the Innovation Strategy within the context of the PHF, to better align priorities with the PHAC Strategic Plan.

17.Audit planned: The Audit of Public Health Promotion Programs is currently underway.

1. Name of Transfer Payment Program: Federal Initiative to Address HIV/AIDS in Canada

2. Start Date: January 2005

3. End Date: Ongoing

4. Description: Contributions towards the Federal Initiative to Address HIV/AIDS in Canada

5. Strategic Outcome(s): Healthier Canadians, reduced health disparities, and a stronger public health capacity

6. Results Achieved: Through funding provided to community-based organizations, the Agency’s Federal Initiative transfer payments improved access to more effective HIV/AIDS prevention, diagnosis, care, treatment and support for eight key populations most affected by HIV and AIDS in Canada (gay men, people who use injection drugs, Aboriginal peoples, prison inmates, youth at risk, women, people from countries where HIV is endemic, and people living with HIV and AIDS).

In 2008-09, the Agency’s National Transfer Payment Funds supported:

  • 20 projects through the Non-reserve First Nations, Inuit and Métis HIV/AIDS Project Fund to help in the reduction of HIV incidence among Canada’s Aboriginal Peoples and to facilitate access to quality diagnosis, care, treatment and social support for all Aboriginal Peoples living with HIV and AIDS;
  • 7 projects through the National HIV/AIDS Voluntary Sector Response Fund: to increase coordination and action to respond to HIV/AIDS and other related diseases across the voluntary sector; to enhance the capacity of front-line organizations to plan and deliver programs and services to address HIV/AIDS and other related diseases; to increase national level engagement and leadership of people living with HIV and AIDS and key populations in the policies and practices that affect their lives; and to increase the capacity of the voluntary sector to engage in strategic communications to increase Canadians’ awareness of the seriousness of the Canadian HIV/AIDS epidemic;
  • 7 projects through the Specific Populations HIV/AIDS Initiatives Fund to support national policy, program and social marketing initiatives that increased the prevention of HIV infection amongst Canada’s populations most affected by HIV and AIDS and most vulnerable to infection, and improved their access to appropriate diagnosis, care, treatment and support; and
  • 1 project under the National HIV/AIDS Knowledge Exchange Fund. Through this fund, the Canadian AIDS Treatment Information Exchange (CATIE) was established as the knowledge broker for information on HIV/AIDS, spanning the full spectrum from prevention, through access to diagnosis, care, treatment and support. CATIE gathered, synthesized and communicated relevant research, epidemiological data and other evidence-based information, such as best practices, to the front lines to increase their capacity to plan and deliver programs and services in prevention, care, treatment and support. This was accomplished through multiple channels, including regional and national networks, exchanges at national and regional conferences, on-site training, web-based information and interactive learning modules.

Through the AIDS Community Action Program (ACAP), a funding program delivered by the Agency's Regional Offices, supported 46 time-limited and 83 operational projects across Canada. These projects created supportive environments for those living with HIV and AIDS as well as for those vulnerable to the disease. ACAP projects did various activities with the aim to prevent HIV/AIDS in key populations. The projects facilitated health promotion for those living with HIV and AIDS, and strengthened community-based organizations that work with the key populations. Four of these projects were integrated with Hepatitis C funding to prevent the spread of HIV/AIDS and Hepatitis C. Over 60% of projects that responded reported inclusion of target populations in community, organization, and peer groups. Moreover, 63% of responding projects reported that they had expanded the inclusion of target populations.

ACAP projects contributed to knowledge development by providing hundreds of prevention workshops for vulnerable populations, awareness campaigns and events, and support to people affected and/or living with HIV and AIDS. All of the projects tracking changes in knowledge about HIV transmission and risk factors in target populations (75%) reported improvements. All of the projects in Ontario and Quebec tracking changes in intention to adopt practices that may reduce HIV transmission and risk behaviours in target populations (68%) reported improvements.

Projects worked with a variety of partners to enhance access to services and address many of the social determinants of health to improve the quality of life for people living with HIV and AIDS and those vulnerable to the disease. In 2008-09, 49 ACAP projects reported that it was their intention to improve access to health and social services. Among these projects, 60% reported monitoring changes in access through tracking numbers of people using services or through assessment of perceived accessibility.

Projects also worked to enhance their organizational capacity by providing skills building sessions for staff and volunteers; 40% of the projects reported that they had developed organizational or community capacity beyond existing partnerships.

ACAP projects involve thousands of volunteers. Economic analysis of data from 40% of ACAP-funded projects across Canada show that from April-September 2008, ACAP volunteers contributed approximately 25,900 hours of service, which is labour with an approximate market value of $528,300.


($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Infectious Disease Prevention and Control
14a. Total Grants $0.8 $0.9 $6.6 $0.5 $0.4 $6.2
14b. Total Contributions $20.4 $19.5 $16.4 $22.7 $21.3 ($4.9)
15. Total Program Activity $21.2 $20.4 $23.0 $23.2 $21.7 $1.3

16. Comment(s) on Variance(s): Funds planned for grants were reallocated to contributions. Delays in approval and solicitation processes impeded the full use of approved resources.

17. Audit completed or planned: An audit was begun in 2008-09. Results will be available in 2009-10.

1. Name of Transfer Payment Program: National Collaborating Centres for Public Health (NCCPH)

2. Start date: 2004-05

3. End date: Ongoing

4. 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 focus on improving the use of scientific and other knowledge to enhance the effectiveness and strengthen the capacity of Canada’s public health system. They identify knowledge gaps, make useful knowledge/evidence 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.

5. Strategic Outcome: Healthier Canadians, reduced health disparities, and a stronger public health capacity.

6. Results Achieved: All 6 National Collaborating Centres for Public Health were established by the end of 2006. It has established an Agency secretariat to support the monitoring and evaluation requirements for contribution agreements and established an international, expert Advisory Council to provide advice and guidance on the scientific merit of their products and activities. Each Centre has established a diversified, often international, Advisory Board for their own context specific use. All Centres have established numerous connections with existing networks in public health, nationally and internationally, and developed key documentation and tools leveraging existing and new research for wide distribution and dissemination to policy makers and practitioners.  Each Centre has their own context specific website and shares the responsibility for a shared website to post their seminal documentation.  Given the demand for their presence in a variety of sectors, the Centres have established a central scientific lead/secretariat to manage all collaborative documentation, meetings, marketing requirements and networking opportunities.

The Centres jointly with the Agency have held annual Summer Institutes for public health professionals to learn more about knowledge synthesis, translation and exchange. Demands for the Centres to be engaged in a broad spectrum of activities are increasing. Demands include, but are not limited to, linkages to partnerships with Canadian Institute of Health Research, various Canadian Public Health Associations, provinces, territories, national and international partners, Canadian universities and others (WHO, PAHO) - supporting Masters in Public Health programs, Doctor of Philosophy field locums for various thematic expertise, etc. Requests for scientific leadership to sit on national public health professional boards and quotes and notations in national and international journals speak to the influence and value that the National Collaborating Centres for Public Health exert.


($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Strengthen Public Health Capacity
14. Total Contributions $6.8 $8.4 $8.4 $9.0 $8.8 ($0.4)
15. Total Program Activity $6.8 $8.4 $8.4 $9.0 $8.8 ($0.4)

16. Comment(s) on Variance(s): None.

17. Audit completed or planned: A financial review of each Centre was conducted.

1. Name of Transfer Payment Program: Healthy Living Fund

2. Start date: June 2005

3. End date: Ongoing

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. The Fund supports healthy living actions with community, regional, national and international impact.

5. Strategic Outcome: Healthier Canadians, reduced health disparities, and a stronger public health capacity.

6. Results Achieved: Through the Healthy Living Fund, the Agency promotes healthy living practices and supports collaborative action among stakeholders and communities.  The results of funded projects also help build knowledge of best practices on approaches to improve Canadians’ physical activity levels and healthy eating practices. The Agency supported 11 national projects aimed at improving the physical activity levels and healthy eating practices of Canadians.  The Boys and Girls Club of Canada, for example, received funding to provide after-school healthy living programs for at-risk children and youth.  Everybody Gets to Play, an internationally recognized initiative developed by the Canadian Parks and Recreation Association, makes recreation more accessible for low-income children and their families.  The Healthy Living Fund also supports the development of environments that help make healthy choices easier choices.  For example, the innovative School Travel Planning project, delivered by Green Communities Canada, will pilot test new school travel planning models which are aimed at addressing barriers that prevent children from being physically active while on their way to school (e.g., inadequate walking space and poor signage).  Additional resources were allocated to knowledge development and exchange for surveillance of Canadian physical activity levels and updating evidence underlying the physical activity guidelines.

Bilateral agreements were entered into with all of the provinces and territories that will help deliver a pan-Canadian response to the issues of physical inactivity and unhealthy eating and their relationship to healthy weights. Regional projects funded through these bilateral agreements to help improve the physical activity and healthy eating practices of Canadians include 10 jointly funded by the Agency and P/Ts as well as 7 funded solely by the Agency. (Note that 22 additional projects funded solely by the P/Ts form part of the base for the Agency's matched funding.) These projects will take place in a variety of settings including Aboriginal and at-risk communities, formal and community-based institutions, as well as Francophone communities and schools.

The Agency also funded ParticipACTION to promote physical activity to Canadians.


($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Health Promotion
14. Total Contributions - $4.8 $5.2 $9.9 $7.8 ($2.6)
15. Total Program Activity - $4.8 $5.2 $9.9 $7.8 ($2.6)

16. Comment(s) on Variance(s): The total authorities for the Healthy Living Fund increased to 9.9M from 5.2M largely due to a surplus of funds in the regions that carried forward from 2007-08 to 2008-09 and also due to a transfer of 1.5M for a ParticipAction communications initiative. For this reason, actual spending was 2.6M more than planned spending.   The variance between actual spending and total authorities is due to delays in signing Bilateral Agreements with some provinces and territories and internal Agency delays and changes in decision making processes.  As a result, the funds either could not be moved out of PHAC to the projects last fiscal year or recipients could not take the funds with sufficient capacity to spend so late in the fiscal year.

17. Audit completed or planned: A HLF audit is currently underway as part of a larger audit in the PHAC Risk-Based Audit Plan (2006-2009). The plan identified the audit of health promotion programs for 2008-09. This audit of the program administered by PHAC’s Health Promotion and Chronic Disease Prevention Branch, (including the Healthy Living Fund), began in December 2008 and the audit report should be completed by September 2009.

1. Name of Transfer Payment Program: Canadian Diabetes Strategy (CDS) (non-Aboriginal elements)

2. Start date: 2005-06

3. End date: Ongoing

4. Description: The CDS 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.

5. Strategic Outcome: Healthier Canadians, reduced health disparities, and a stronger public health capacity.

6. Results Achieved:  The Agency supported provincial and territorial stakeholder efforts through grants and contributions for:  Community-based programs that target those at high risk, the early detection of type 2 diabetes and the management of type 1 and 2 diabetes. Four Memoranda of Agreement have been put in place with provinces for diabetes risk assessment projects.  A further two Memoranda of Agreement, and three new grants will address innovative screening interventions for type 2 diabetes.

The Diabetes Policy Review Expert Panel was tasked with reviewing the CDS to ensure the annual federal investment of $18 million delivered results for Canadians. The Expert Panel completed its work and provided its link Report on the Strategy to the Minister in June 2008. The Report will help inform government policies, programs and initiatives as we move forward on this important program.


($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Chronic Disease Prevention and Control
14a. Total Grants $6.3 $3.1 $3.5 $1.8 $0.3 $3.2
14b. Total Contributions $0.1 $1.3 $3.5 $4.0 $2.7 $0.8
15. Total Program Activity $6.4 $4.4 $7.0 $5.8 $3.0 $4.0

16. Comment(s) on Variance(s): Variances arose from the suspensions of solicitations for new projects during the Diabetes Policy Review process, and subsequently during the 2008 federal election period.

17. Audit completed or planned: An audit for Diabetes is planned for 2010-11.

1. Name of Transfer Payment Program: Cancer

2. Start date: 2005-06

3. End date: Ongoing

4. Description: Building on other Cancer transfer programs such as the Canadian Breast Cancer Initiative, and the named grant to the National Cancer Institute of Canada, the Agency is working with the Canadian Partnership Against Cancer Corporation (CPACC) to implement the Canadian Strategy on Cancer Control (CSCC). The CPACC is charged with working with stakeholders across the country to foster greater knowledge across the health system and maximize innovation, while respecting provincial jurisdictions and responsibility in health services delivery with the objective of reducing the number of new cases of cancer, improving the quality of life of those living with cancer, and reducing the number of deaths from cancer. The Agency’s Cancer Program is part of the CSCC. It connects existing federal cancer programs to the CSCC so that well-established, effective infrastructure and networks are built on and gaps are filled. Initiatives include:

  • Healthy Living and Chronic Disease – supports cancer surveillance, risk assessment, and community programs in areas of priority (children, seniors and aboriginal peoples);
  • Cancer in Young People in Canada (CYP-C) Program – a multi-stakeholder collaboration that advances the understanding of the impact of cancer on children and the long term effects of childhood cancer treatment; and
  • International cancer collaboration – government to government policy and program development.

5. Strategic Outcome: Healthier Canadians, reduced health disparities, and a stronger public health capacity.

6. Results Achieved: Results include activities in support of the implementation of the CSCC and continued collaboration with CPACC, through the Agency’s representation on most of CPACC’s action groups, and participation on CPACC’s Advisory Council. Collaboration continues with other stakeholders, provinces and territories to enhance the national cancer surveillance system, improve screening and early detection for breast, cervical and colorectal cancers through informed decision making, and the identification of effective community-based models, programs, policies and public health interventions that contribute to cancer prevention and reduce the impact of cancer on Canadians. Under Healthy Living and Chronic Disease, grants were provided to organizations involved in work relating to children and cancer.


($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Chronic Disease Prevention and Control
14a. Total Grants $2.4 $0.4 $3.2 $2.3 $0.6 $2.6
14b. Total Contributions - - $2.5 $0.5 - $2.5
15. Total Program Activity $2.4 $0.4 $5.7 $2.8 $0.6 $5.1

16. Comment(s) on Variance(s): Although a solicitation for new projects was successfully completed in September, 2008, greater time for approval of new projects was required due to an Agency-wide review of grants and contributions approval and solicitation processes.

17. Audit completed or planned: No audits are planned for the Cancer Transfer Payment.

1. Name of Transfer Payment Program: Canadian HIV Vaccine Initiative (CHVI)

2. Start date: 2007-08

3. End date: 2012-13

4. Description: The 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.

5. Strategic Outcome: Healthier Canadians, reduced health disparities, and a stronger public health capacity.

6. Results Achieved:

  • Letters of intent received and reviewed from not-for-profit corporations (NFPs) willing to build and operate a pilot scale facility to manufacture test vaccines in clinical trial lots
  • Applications were received from NFPs, and a review process was initiated.  It could not be completed during the fiscal year as planned, due to the requirement for extensive consultations including web-based consultation with Canadian and international experts (June –August 2008) and face to face consultations during October 2008.
  • International consultations on CHVI Policy Agenda were completed as planned
  • A new HIV Vaccine Community Engagement Funding Program was implemented in partnership with Health Canada.  Applications for funding were received from community-based organizations, and a review process was initiated but was not completed as planned due to the requirement for extensive consultations
  • While development of an evaluation framework was not completed as planned, solicitation of independent evaluation firm to develop such a framework was initiated
     

($ millions) 7. Actual
Spending
2006-07
8. Actual
Spending
2007-08
9. Planned
Spending
2008-09
10. Total
Authorities
2008-09
11. Actual
Spending
2008-09
12. Variance(s)
Between Planned
and Actual Spending
13. Program Activity: Infectious Disease Prevention and Control
14. Total Contributions - - $0.8 $0.8 - $0.8
15. Total Program Activity - - $0.8 $0.8 - $0.8

16. Comment(s) on Variance(s): The CHVI is a new initiative, and extensive consultations were conducted to ensure that the CHVI’s program areas would be responsive to the initiative’s stakeholders and potential program recipients. While applications for funding were received, the selection processes could not be completed during 2008-09.

17. Audit completed or planned: None.