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Minister's Message

As Canada's Minister of Health, I am pleased to present the Public Health Agency of Canada's (PHAC) Departmental Performance Report for fiscal year 2010-11. The Agency's work demonstrates the Government of Canada's strong commitment to protecting and improving the health and safety of all Canadians.

The report highlights progress on important public health initiatives that contribute to the prevention of disease and injury and help promote health and wellness. For example, the Agency spearheaded a strategy to engage youth and stakeholders in discussion and action on healthy weights, beginning with "Our Health Our Future," an innovative Internet engagement approach. Undertaken on behalf of the Public Health Network Council and in collaboration with provincial and territorial governments, this engagement approach formed the foundation for ongoing work in 2011-12 to combat the short- and longer-term health effects of obesity among Canadian children and youth. This supports and aligns with the Declaration on Prevention and Promotion , and Curbing Childhood Obesity: A Federal, Provincial and Territorial Framework on Action for Healthy Weights , which was adopted by federal, provincial and territorial ministers of Health and/or Health Promotion/Healthy Living, and endorsed by ministers responsible for Sport, Physical Activity and Recreation. In the past year PHAC also continued collaborative efforts related to mental health, diabetes, heart disease, and multiple sclerosis (MS). A notable example was a two-million-dollar contribution to the Canadian Institute for Health Information for the development of the Canadian MS Monitoring System to deliver a better understanding of MS disease patterns and the use of treatments across Canada.

As part of its ongoing response to lessons learned from the H1N1 influenza pandemic, the Agency continued to take steps to further strengthen our readiness to respond to urgent public health issues. A new long-term pandemic vaccine contract awarded in March 2011 provides provincial and territorial governments with a broader range of vaccine products. Additionally, a pandemic vaccine contract has been put in place as a backup source for use in the event that Canada's primary supply is disrupted. These contracts support a secure supply of vaccine for Canadians in the event of an influenza pandemic.

On behalf of the Government of Canada, PHAC coordinates the Canadian HIV Vaccine Initiative, funded by the Government of Canada and the Bill & Melinda Gates Foundation. The renewed collaboration brings together leading researchers from the public and private sectors and the international community to develop an HIV vaccine. To address high rates of tuberculosis (TB) in Northern Canada, PHAC supported the pilot Taima TB Research Project to enhance existing preventative activities and inform future northern efforts to diagnose and treat latent TB infections.

The Agency also maintains the National Emergency Stockpile System, which supported the Government's response to the Japan earthquake and several requests for surge supplies and pharmaceuticals from provinces. The Agency also fulfilled its public health role during the G8/G20 summits in Ontario by deploying Microbiological Emergency Response Teams and mobile laboratories to aid in the onsite maintenance of biosafety and biosecurity.

Through this broad scope of important activities and working closely with provinces, territories, public health professionals and scientists, PHAC continues to be a global leader in disease and injury prevention, anticipating and responding to urgent health and safety events, and helping to increase the knowledge and skills of public health practitioners across Canada.

Message from the Chief Public Health Officer

This performance report describes the breadth of work undertaken at the Public Health Agency of Canada (PHAC) to support the health of Canadians. Our employees, working with others, apply their expertise to the pursuit of reducing health inequalities, identifying and preventing disease and injury, and building the capacity of public health practitioners across Canada.

Our accomplishments speak to the PHAC's leadership in working with provinces, territories, public health practitioners and international public health agencies. These partnerships drive real progress in public health. For example, Canada's 2010 Foodborne Illness Outbreak Response Protocol (FIORP) sets out the key guiding principles and operating procedures for the identification of and response to food-borne illness affecting more than one province or territory. It includes the PHAC, provinces and territories, as well as Health Canada and the Canadian Food Inspection Agency. FIORP enables an effective, timely and coordinated response to food-borne illness across Canada, regardless of where it occurs.

Collaboration is also essential to promoting the health, well-being and quality of life of Canadians. PHAC provided funding to support the development and launch of revised physical activity guidelines by the Canadian Society for Exercise Physiology in January 2011 and partnered with the Canadian Institutes of Health Research to fund knowledge syntheses informing future physical activity guideline development. To help keep children and youth safe during activities, the Agency developed the Active and Safe initiative to address sport- and recreation-related injuries. In partnership with the World Health Organization, PHAC played a leading role in creating friendlier, healthier communities for seniors through the Age-Friendly Communities Initiative involving 400 communities in seven provinces across Canada.

Evidence and science are the foundation of the Agency's decision-making, policies and programs. The science undertaken at our world-class laboratories supports the prevention and response to large-scale outbreaks, whether they originate here in Canada or in other countries. In 2010-11, our scientists continued to conduct leading-edge research to identify and combat new and emerging viruses and bacteria. At the Laboratory for Foodborne Zoonoses, scientists developed a methodology to distinguish between different strains of bacteria for faster identification of the source of food-borne illness. Scientists at the National Microbiology Laboratory performed whole genome sequencing of the cholera strains in the 2010 outbreak in Haiti to help determine their origins. To ensure compliance with the Human Pathogens and Toxins Act, the Agency reached out to laboratory researchers and workers who handle, store or use human pathogens and toxins, to help build capacity to respond to the new requirements to handle these potentially risky materials in a safe and secure way.

Building public health capacity remains an important Agency focus. Last year, training was provided to over 3,000 public health practitioners both within and external to PHAC through the Skills Online program. An online pilot epidemiology course aimed at northern and Aboriginal learners provided effective, culturally appropriate training while overcoming obstacles of geographic distance. This pilot increased the capacity of northern and Aboriginal public health practitioners working in their communities. Within our own walls, we continued to build a healthy, vibrant and productive workplace, led by public service renewal efforts and ongoing commitment to our values of respect for democracy, integrity, stewardship and excellence.

This report demonstrates PHAC's ongoing commitment to improving the health of Canadians, in partnership with the provinces and territories, public health stakeholders and organizations. I am very pleased to be a part of this collective public health effort in Canada.

Section I - Organizational Overview

Raison d'être

Responsibilities

The Agency has the responsibility to:

• contribute to the prevention of disease and injury, and to the promotion of health;
• enhance the quality and quantity of surveillance data and expand the knowledge of disease and injury in Canada;
• provide federal leadership and accountability in managing public health emergencies;
• serve as a central point for sharing Canada's expertise with the rest of the world and for applying international research and development to Canada's public health programs; and
• strengthen intergovernmental collaboration on public health and facilitate national approaches to public health policy and planning.

Strategic Outcome and Program Activity Architecture (PAA)

In order to pursue its mandate effectively, the Agency aims to achieve a strategic outcome of the promotion of health, reduced health inequalities, and the prevention and mitigation of disease and injury, supported by its Program Activity Architecture depicted in the following figure.

Click to enlarge

[text version]

Organizational Priorities

Performance Status Legend

Performance Status	Definition
Exceeded	More than 100 per cent of the expected level of performance for the priority identified in the corresponding Report on Plans and Priorities (RPP) was achieved during the fiscal year
Met all	100 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year
Mostly met	80 to 99 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year
Somewhat met	60 to 79 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year
Not met	Less than 60 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year

Organizational Priority	Status
I. Managing Public Health Risks to Canadians	Type: Ongoing
	Program Activities: 1.1, 1.2, 1.3, 1.5, 1.6
Strengthening the Agency's ability to anticipate and respond to both real and potential public health risks will help prevent and mitigate disease.
a) Integrate expertise and information acquired through the management of the federal response to the H1N1 flu pandemic.	Met all The Agency has taken steps to address recommendations from Lessons Learned Review: Public Health Agency of Canada and Health Canada Response to the 2009 H1N1 Pandemic and the Senate Report on Canada's Response to the 2009 H1N1 Influenza Pandemic particularly in the area of leadership and coordination. In accordance with its Management Response Action Plan, the Agency has secured new vaccine contracts to ensure rapid access to a Canadian produced pandemic vaccine.
b) Enhance preparedness to respond to emerging infectious diseases and other public health events (including the development and implementation of a mass-gathering plan).	Met all The Agency enhanced preparedness by initiating a review of the Canadian Pandemic Influenza Plan and the National Emergency Stockpile System, including improvements to the 24 hour/7 days a week capacity of the Emergency Operations Centre. With respect to mass gatherings, the Agency contributed to the successful management of public health risks at the G8/G20 Summits. As planned, the Agency deployed its Microbiological Emergency Response Team to assist in maintaining biological security at the Summits. The Agency also participated in the development of standard operating procedures and pre-summit exercises which facilitated information sharing with public health partners.
c) Strengthen surveillance strategies.	Met all The Agency enhanced a large number of disease- and population-specific surveillance systems across all disease types. The Agency also built capacity in scenario-based assessments of complex public health issues.

Organizational Priority	Status
II. Promoting the Health of Vulnerable Canadians	Type: Ongoing
	Program Activities: 1.2, 1.3, 1.4, 1.5
Improving the health of disadvantaged and vulnerable Canadians by means of more strategic and focused policies and interventions will help reduce health inequalities.
a) Strengthen initiatives to advance the health and well-being of children and youth.	Met all The Agency demonstrated the continuing need for early intervention to advance the health and well-being of children and youth, and developed mechanisms for on-line engagement and outreach to children and youth. For example, this year the Fetal Alcohol Spectrum Disorder National Strategic Fund provided funding for projects contributing to the evidence base on the prevalence and impact of the disorder in Canada.
b) Engage other sectors and government departments to influence and develop healthy public policies and related investments.	Met all Canadians of all ages and backgrounds benefit from employing healthy living strategies. Building on established momentum, the Agency: increased the capacity of northern and Aboriginal public health practitioners working in their communities; engaged other sectors and government departments in a dialogue on obesity to contribute to healthy public policy; and supported the development of revised physical activity guidelines.
c) Support the design, implementation and assessment of innovative policies and interventions. This includes the systematic knowledge sharing for broader benefits to Canadians.	Met all Increased surveillance activities at the Agency enhanced knowledge and understanding of chronic and infectious diseases and contributed to closing knowledge gaps in areas such as neurological diseases and antimicrobial resistance for the broader benefit of Canadians. Some of the innovative policies and interventions supported by the Agency include the Age-Friendly Community Initiative for seniors and "Equipping Canadians - Mental Health Throughout Life".
d) Strengthen evidence base to develop policies and interventions.	Met all The Agency supported the design, implementation and assessment of innovative policies and interventions, particularly in the area of mental health and the reduction of health inequalities.

Organizational Priority	Status
III. Public Health Capacity	Type: Ongoing
	Program Activities: 1.2, 1.3, 1.5, 1.6
Enhancing pan-Canadian and Agency capacity will build a stronger public health system and, in turn, promote health, reduce health inequalities, and prevent and mitigate disease and injury.
a) Strengthen public health field service and response capacity.	Met all The Agency is in process of operationalizing the federal, provincial, and territorial agreement on mutual aid, including mechanisms to coordinate and support the inter-jurisdicational sharing of health professional resources when aid is requested. Additional strengthening of public health field services and response capacity was achieved by: launching and operating the Field Service Training Institute; increasing registration in the Skills Online learning modules; and piloting Aboriginal Public Health EPI-1, designed to effectively reach geographically distributed learners.
b) Strengthen regulatory approach to public health (e.g., develop regulations in support of the Human Pathogens and Toxins Act ).	Met all The Agency strengthened the regulatory approach to public health by enhancing quarantine services, ensuring International Health Regulations compliance, and engaging in extensive collaboration with stakeholders as a first step in the development of the regulatory framework for the implementation of the Human Pathogens and Toxins Act. Early successes include the registration of approximately 1,000 organizations handling human pathogens and toxins.
c) Enhance initiatives related to food safety, including Listeriosis.	Met all The Agency enhanced initiatives related to food safety by addressing, in cooperation with Health Canada and the Canadian Food Inspection Agency, the recommendations of the Agency's Lessons Learned Review of the 2008 Listeriosis Outbreak as well as the Report of the Independent Investigator into the 2008 Listeriosis Outbreak which includes the development of the Public Health Reserve framework in preparation for training and exercise events.

Organizational Priority	Status
IV. Improving Knowledge Dissemination and Use of Best Practices in Public Health	Type: Ongoing
	Program Activities: 1.2, 1.3, 1.4, 1.5, 1.6
Improved use of effective practices in public health based on the development of a more robust foundation of knowledge will promote health, reduce health inequalities, and prevent and mitigate disease and injury.
a) Develop a strategy for enhancing the dissemination of knowledge products on the Agency's Web site.	Somewhat met The Agency has improved Web-based dissemination of knowledge products by developing query and analysis tools for publically available data that allows users to customize tables and charts to their needs and utilizing the Canadian Best Practices Portal to generate and disseminate evidence-based knowledge at the local, provincial/ territorial, national and international levels. Work is continuing to develop a broader strategy to enhance dissemination of knowledge products on the Agency's Web site.
b) Strengthen mechanisms to translate evidence to practice-based guidelines and tools through the Canadian Task Force on Preventive Health Care and collaboration with other organizations focused on moving evidence into action.	Met all The Agency continues to support the Canadian Task Force on Preventive Health Care to lead the development of clinical practice guidelines for primary and preventive care. The Task Force completed a synthesis and full evidence review report and prepared guidelines and auxiliary journal articles on breast cancer screening. In addition, new Task Force-led working groups on diabetes, depression, cervical cancer, obesity in children and adults, and hypertension were established to engage stakeholders in the review and development of the guidelines and associated knowledge translation tools.

Organizational Priority	Status
V. Achieving Business Excellence	Type: Previously committed to
	Program Activity: 2.1
Strengthening the management and administrative infrastructure will enable the Agency to better serve the public health interests and needs of Canadians.
a) Provide strategic and policy support for the Agency's operational goals and for Ministerial priorities, with an emphasis on science-based decision-making.	Mostly met The Agency is currently developing a Science and Research Strategic Plan to align science and research activities with Agency's operational goals and Ministerial priorities. This plan will help ensure that in addition to maintaining the level of excellence when conducting science, the Agency is conducting the right science to provide strategic and policy support.
b) Develop tools for a stable, forward-looking management infrastructure (e.g., Investment Plan).	Somewhat met The Agency stabilized its program activity architecture and continues to review and improve its accompanying performance measurement framework. The Agency has drafted its first Investment Plan, including an investment list for internal consultation, prioritization, and validation. This Investment Plan is expected to be completed in 2011-12. The Agency also developed a Risk Management Policy and its first corporate risk profile identifying key Agency risks, drivers, treatment strategies, and controls. The Agency will carry forward its plans to work on risk management tools and communicate across the Agency risk management requirements contained in the Integrated Risk Management Standard.

Organizational Priority	Status
VI. People Management	Type: New
	Program Activity: 2.1
Influencing the development of a people-oriented workplace culture that values workforce excellence, leadership and employee engagement, supports the needs of the Agency's programs and results in the realization of the strategic outcome.
a) Conduct a review of service delivery and strategic human resource management in support of Agency priorities and mandate, and implement within the three-year planning horizon.	Somewhat met In 2009-10, the Agency conducted a review of service delivery and strategic human resources (HR). An HR Service Delivery model has since been developed and is in the process of being implemented. The work plan for the integrated, revised, HR suite of policies is under development, and HR dashboards are scheduled to be completed in 2011-12.
b) Establish a Human Resource Management Framework (HRMF) over the three-year planning horizon to support Public Service Renewal and the Chief Public Health Officer.	Met all The Agency has developed a People Management Framework (formerly the HRMF) and made good progress in year one of this three-year plan including the: initiation of talent management discussions at the executive level and succession planning tools for key positions; preparation of migration to PeopleSoft to replace outdated HR information system; establishment of a staffing monitoring framework; and development of resourcing and recruitment priorities.
c) Adopt a holistic approach to workplace well-being through a series of initiatives aimed at increasing employee engagement, motivation and wellness.	Met all The Agency developed, implemented and monitored progress of its Workplace Well-being Action Plan. Key activities included: preparing and delivering a presentation for senior management on the key priority areas and related activities; delivering training to over 215 employees across Canada on anti-harassment and respect in the workplace; and launching a "wiki" on workplace well-being which has been visited over 2,700 times.

Risk Analysis

The Public Health Agency of Canada faces a range of challenges as it strives to achieve its Strategic Outcome and deliver on its priorities. These challenges emanate from a changing policy environment, shaped by: continuing economic uncertainty; demographic change; an expanding global food supply chain with food now sourced from many different countries; and increasing rates of international migration, commerce and travel. Working within this environment, there is an increasing appreciation of the need to continue to enhance coordination and collaboration, both externally, among federal, provincial, territorial, regional and local health authorities, and internally, within the Agency and the Health Portfolio, to enable the effective management of the prevention and mitigation of chronic and infectious diseases, including the response to food-borne and infectious disease outbreaks. Within this changing policy environment, PHAC has continued to respond to shifting priorities and to address risks in order to deliver results to Canadians.

Managing and Responding to Infectious Disease

Increased international migration, commerce and travel increase the likelihood of infectious disease outbreaks in Canada and globally. The speed of transmission of such diseases is also increasing, because of the daily movement of millions of people due to international travel, as highlighted during the H1N1 outbreak. During this fiscal year, the Agency has continuously worked on a number of fronts to prepare for such risks. In particular, the Agency continues to work with Health Canada and other partners to identify and integrate the lessons learned and evaluation recommendations from the Lessons Learned Review: Public Health Agency of Canada and Health Canada Response to the 2009 H1N1 Pandemic and the Senate Report on Canada's Response to the 2009 H1N1 Influenza Pandemic The Agency has also taken the first steps to conduct a comprehensive review and revision of the Canadian Pandemic Influenza Plan (CPIP) in collaboration with provinces and territories to facilitate an evergreen document that evolves with new evidence and experience. Furthermore, to ensure readiness to respond to pandemics, a new long-term pandemic vaccine contract awarded in March 2011 provides provincial and territorial governments with a broader range of vaccine products. A pandemic vaccine contract has been put in place as a backup source for use in the event that Canada's primary supply is disrupted. These contracts support a secure supply of vaccine for Canadians in the event of an influenza pandemic. PHAC has also updated its analysis of the national antiviral stockpile size and composition and is currently working on a long-term sustainability strategy.

The management of and response to public health risks depends on the ability of the Agency and its partners to conduct rigorous baseline public health surveillance during emergencies such as the H1N1 outbreak. With this in mind, the Agency has increased its efforts to enhance its surveillance capacity, which includes taking important steps to develop an integrated, "systems" approach to surveillance in Canada, a key priority among federal, provincial and territorial (F/P/T) public health stakeholders. The Agency has also collaborated with Health Canada to make significant advancements in emergency management by developing the Health Portfolio Emergency Response Plan, which is aligned with Canada's Federal Emergency Response Plan.

As well, the Agency led the Pilot Infectious Disease Impact and Response Systems program designed to strengthen Canada's public health infrastructure and address health risks associated with water-borne and vector-borne infectious diseases resulting from climate change. The Agency also recognizes the infectious disease risks inherent in mass gatherings. With this in mind, a mass gathering plan was drafted and provided for operational contingencies in the event of a pandemic during Vancouver 2010 Olympics and the G8/G20 meetings.

Responding to Food-borne Illnesses

The 2008 Listeriosis outbreak made it clear that the way food comes to the tables of Canadians in the 21^st century raises an increased risk of food-borne illnesses. To respond to this risk, the Agency has collaborated with Health Canada and the Canadian Food Inspection Agency to implement measures to address the recommendations made in the Report of the Independent Investigator into the 2008 Listeriosis Outbreak . The implementation of these recommendations will allow the Government of Canada to become more effective in its response to such illnesses, especially when they span more than one jurisdiction. The Agency has also strengthened the national surveillance of Listeriosis by adding Listeria monocytogenes to the National Enteric Surveillance Program, which conducts weekly surveillance on other enteric pathogens.

Responding to this risk requires an intergovernmental and interdepartmental approach. To that end, and following extensive consultations, F/P/T Deputy Ministers of Health and Agriculture, the F/P/T Food Safety Committee and the Council of Chief Medical Officers of Health endorsed a modernized Foodborne Illness Outbreak Response Protocol (FIORP) in June 2010. Furthermore, the Agency also collaborated with Health Canada and the Canadian Food Inspection Agency to develop a Food-borne Illness Emergency Response Plan (FIERP) for food-borne illness outbreaks requiring a response beyond the scope of the FIORP (2010). The FIERP uses a common incident command structure and lays out the principles for Health Portfolio management of a food-borne illness emergency.

Demographic Change

The Agency recognizes that Canada's population is aging and that this creates new demands on the health care system where there is a serious risk of rising costs. The need to address this issue is one of the reasons why the Chief Public Health Officer decided to focus on the senior population in his Annual Report on the State of Public Health in Canada, 2010: Growing Older - Adding Life to Years . The Agency is working to address this risk through a range of concrete initiatives. For example, the Agency has played a leading role in creating friendly environments for seniors through an Age-Friendly Communities Initiative. As well, the Agency and Health Canada have developed the Eat Well and Be Active Educational Toolkit to support health and education intermediaries to teach children and adults, including seniors, about healthy lifestyle choices. Finally, the Agency collaborates with the public health community to monitor trends and risk factors for chronic diseases that are more prevalent in older adults and to support prevention efforts.

Corporate Risk

PHAC continues to improve its approach to risk management through the implementation of its Integrated Risk Management Standard. Key accomplishments for 2010-11 include: the approval of the Agency Risk Management Policy (key to establishing risk management expectations and responsibilities); approval of a new Corporate Risk Profile that identifies risks, risk drivers, risk controls, and risk treatment strategies; and risk management training for staff. The Agency will carry forward its plans to work on risk management tools (such as common criteria for risk impact, probability, controls and tolerance) and to better communicate the risk management requirements contained in the Integrated Risk Management Standard (such as a risk management Intranet site for Agency staff); areas that the Agency did not advance as far as it would have liked.

Summary of Performance

2010-11 Financial Resources ($ M)

Planned Spending	Total Authorities	Actual Spending
664.8	711.9*	618.1**

2010-11 Human Resources (Full-Time Equivalents - FTEs)

Planned	Actual	Difference
2,590	2,606	(16)***

*Total Authorities are higher than Planned Spending by $47.1M mainly due to inclusion of additional authorities for: a special project related to pandemic vaccine availability; the Operating Budget Carry Forward; and the renewal of funding for Aboriginal Head Start in Urban and Northern Communities.

**Actual Spending in 2010-11 was $93.8M lower than Total Authorities primarily due to: postponement of the special project related to pandemic vaccine availability while alternatives are being explored and the short-term postponement of activities under the renewed Canadian HIV Vaccine Initiative; deferment of funding to subsequent fiscal years for the construction of the JC Wilt Laboratory; and modest underspending of budgets for operations and contributions.

***The variance between Planned and Actual FTE Utilization is 16 FTEs, which is mainly due to hiring of skilled professionals for selected program areas.

Summary of Performance Tables

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

Performance Indicators	Targets	2010-11 Performance
Health-adjusted life expectancy (HALE) at birth	Maintain or exceed Canada's 2001 HALE at birth as reported by Statistics Canada.1 Overall - 69.6 Women - 70.8 Men - 68.3	As of 2001, Statistics Canada reports overall HALE at birth in Canada at 69.6 years. Women have a HALE of 70.8 years and men have a HALE of 68.3 years at birth.2
The difference, in years, in HALE at birth between the top-third and the bottom-third income groups in Canada	Maintain or reduce the difference in years. Women - 3.2 Men - 4.7	Canadian men and women in the highest income group have a HALE of 70.5 and 72.3 years as of 2001, respectively. Comparison of HALE across income groups shows that, at birth, women in the highest income group have a HALE that is 3.2 years higher than women in the lowest group. Similarly, men in the highest group have a HALE that is 4.7 years higher than men in the lowest income group.3

How long Canadians live in good health is determined by factors including: personal and family lifestyle risk factors; environmental and genetic factors; technological advances; social determinants; availability and quality of health care; and public health practices and initiatives at the federal, provincial/territorial, and local levels of government. The Agency works with governmental and non-governmental stakeholders to contribute to these public health initiatives. The results of these combined factors and efforts can best be assessed by looking at summary measures of population health.

Health Adjusted Life Expectancy (HALE) is a composite, summary measure of population health. It is more comprehensive than the better-known Life Expectancy measure, as HALE combines length of life and health-related quality of life into a single indicator. HALE is defined as "the number of years in full health that an individual can expect to live given the current morbidity and mortality conditions."⁴

PHAC contributes to increasing HALE in Canada through all the Agency's programs. Undertaken in collaboration with F/P/T health partners, these programs provide federal leadership and support in promoting health, reducing health disparities, enhancing public health capacity, preventing and mitigating injuries and chronic and infectious diseases, providing relevant research support, monitoring health and disease situations and trends, and reducing the risk and consequences of public health emergencies.

($ M)

Program Activity	2009-10 Actual Spending	2010-115				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Science and Technology for Public Health	74.5	85.0	85.0	97.2	81.6	Healthy Canadians
Surveillance and Population Health Assessment	66.1	57.4	58.3	78.0	76.0	Healthy Canadians
Public Health Preparedness and Capacity	329.0	121.1	104.1	106.2	60.7	Healthy Canadians
Health Promotion	177.0	178.7	178.8	183.4	177.4	Healthy Canadians
Disease and Injury Prevention and Mitigation	132.8	114.9	115.7	102.6	86.3	Healthy Canadians
Regulatory Enforcement and Emergency Response	53.3	28.3	29.5	25.0	23.2	A Safe and Secure Canada
Total	832.7	585.4	571.4	592.4	505.2

Program Activity	2009-10 Actual Spending	2010-11
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Internal Services	111.5	92.6	93.4	119.5	112.9

Expenditure Profile

Canada's Economic Action Plan

To support the effective and efficient movement of specimens and goods within the Canadian Science Centre for Human and Animal Health (CSCHAH), an expansion of the CSCHAH was approved by Treasury Board in April 2009 as part of Canada's Economic Action Plan. Forecast spending for the project was $20.6M in 2010-11.

Actual spending was $18.7M in 2010-11 resulting in a surplus of $1.9M. Savings of $1.5M were due to the construction management approach contract which allowed for redesign during the project to create efficiencies.

The project has reached substantial completion and is expected to be finished in October 2011. Forecast spending is $0.4M for 2011-12.

Departmental Spending Trend

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[text version]

Estimates by Vote

For information on our organizational Votes and/or statutory expenditures, please see the 2010-11 Public Accounts of Canada (Volume II) publication. An electronic version of the Public Accounts is available on the Public Works and Government Services Canada Website.⁶

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