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ARCHIVED - RPP 2007-2008
Public Health Agency of Canada

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Section III - Supplementary Information

Organizational Information

Role of the Public Health Agency of Canada

The role of the Public Health Agency of Canada is:

To be a leader in the prevention of disease and injury and the promotion of health.
To provide a clear focal point for federal leadership and accountability in managing public health emergencies;
To serve as a central point for sharing Canada's expertise with the rest of the world and applying international research and development to Canada's public health programs.
To strengthen intergovernmental collaboration on public health and facilitate national approaches to public health policy and planning.

The Agency participates in health surveillance - the ongoing, systematic use of routinely collected health data to guide public health actions. Surveillance supports disease prevention and enables public health professionals to manage outbreaks and threats. In collaboration with the Canadian Institute for Health Information, the Canadian Public Health Initiative, Statistics Canada and many other organizations, the Agency delivers surveillance programs, including the following:

Pandemic Influenza program;
HIV/AIDS Surveillance program;
National West Nile Virus Surveillance program;
Canadian Integrated Program for Antimicrobial Resistance Surveillance (CIPARS);
Canadian Nosocomial Infection Surveillance Program (CNISP);
National Enteric Surveillance Program (NESP);
National Diabetes Surveillance System (NDSS);
The Canadian Hospitals Injury Reporting and Prevention Program (CHIRPP);
Cancer; and
Exploring areas for possible surveillance activity, such as: mental health, autism, arthritis.

Mandate
In collaboration with our partners, lead federal efforts and mobilize Pan-Canadian action in preventing disease and injury, and promoting and protecting national and international public health through the following:

Anticipate, prepare for, respond to and recover from threats to public health;
Carry out surveillance, monitor, research, investigate and report on diseases, injuries, other preventable health risks and their determinants, and the general state of public health in Canada and internationally;
Use the best available evidence and tools to advise and support public health stakeholders nationally and internationally as they work to enhance the health of their communities;
Provide public health information, advice and leadership to Canadians and stakeholders; and
Build and sustain a public health network with stakeholders.

Operations Across Canada

To maintain sufficient knowledge and skills to develop and deliver the public health advice and tools required by Canadians and public health professionals, the Agency employs approximately 1,800 dedicated staff: public health professionals, scientists, technicians, communicators, administrators, and policy analysts and planners. These employees work across Canada in a wide range of operational, scientific, technical and administrative positions.

The largest concentration of employees is in the National Capital Region. The head office in Winnipeg forms a second pillar of expertise. In times of a national health emergency, the Emergency Operations Centre based in both in Ottawa and Winnipeg can be utilized to manage the crisis.

click on the image to enlarge

The Public Health Agency of Canada recognizes the need to have a strong presence throughout the country to connect with provincial governments, federal departments, academia, voluntary organizations and citizens. Outside of Winnipeg and the National Capital Region, the Agency's Canada-wide infrastructure consists of six Regions and a Northern Secretariat, with approximately 275 employees in 17 locations. The Agency's Regional Offices promote integrated action on public health throughout the country. Working in partnerships that cross sectors and jurisdictions, staff in these offices facilitate collaboration on national priorities, building on resources at the regional, provincial and district levels.

Public Health Agency of Canada Organization Chart
click on the image to enlarge

Dual Role of the Chief Public Health Officer

As Deputy Head of the Agency, the Chief Public Health Officer (CPHO) is accountable to the Minister of Health for the daily operations of the Agency, and advises the Minister on public health matters. The CPHO can engage other federal departments to mobilize the resources of the Agency to meet threats to the health of Canadians.
In addition to his role as Deputy Head, the CPHO is Canada's lead public health professional, with demonstrated expertise and leadership in the field. As such, the CPHO has the legislated authority to communicate directly with Canadians and to prepare and publish reports on any public health issue. He is also required to submit to the Minister of Health an annual report on the state of public health in Canada, to be tabled in Parliament.

Reporting Directly to the Chief Public Health Officer

Deputy Chief Public Health Officer, Infectious Disease and Emergency Preparedness (IDEP) Branch

Enables the prevention and control of infectious diseases and improvement in the health of those infected. Branch staff is prepared for and ready to respond to public health emergencies, 365 days a year. Examples of specific challenges are HIV/AIDS, pandemic influenza preparedness, health-care acquired infections such as C. difficile, food-borne and water-borne disease, sexually transmitted infections, infections resulting from injection drug use and illnesses resulting from the interface between humans, animals and the environment including West Nile virus infection and Creutzfeldt-Jakob disease (CJD).

Deputy Chief Public Health Officer, Health Promotion and Chronic Disease Prevention (HPCDP) Branch

Works with stakeholders at all levels to provide national and international leadership in health promotion, chronic disease prevention and control; coordinate the surveillance of chronic diseases, their risk factors and underlying determinants, and early disease detection; create and evaluate/measure programs addressing common risk factors and specialized issues focusing on vulnerable populations and regarding specific population groups (e.g. seniors, children); educate the public and professionals; and manage grants and contributions and the related Centre of Excellence on Program Evaluation.

Deputy Chief Public Health Officer, Public Health Practice and Regional Operations (PHPRO) Branch

Responsible for providing strategic direction in public health surveillance and in building the regional capacity of the Public Health Agency of Canada through the Director General of Regions. The Branch consists of the Office of Public Health Practice and the Agency's Regional offices.

Assistant Deputy Minister, Strategic Policy, Communications and Corporate Services (SPCCS) Branch.

Provides integrated and coordinated strategic direction, communication and human resources advice to identify and realize the Agency's priorities and commitments. The Branch supports the Agency across its operations and program activities by providing strategic policy leadership and advice, coordination and partnership development; delivering human resources operational and corporate services; developing and managing the Agency's communication plans, strategies and services; delivering comptrollership functions to assure probity, value for money and compliance with applicable federal legislation and policies; delivering Agency asset management and safety services; providing information management and technology expertise and leadership; and overseeing the audit function.

Chief Audit Executive, Office of the Chief Audit Executive

Provides assurance on the adequacy of internal controls for the Agency, in particular by assessing controls over financial management and financial reporting and the delivery of programs and activities with due regard to economy, efficiency and effectiveness.

Corporate Secretariat

The Corporate Secretariat is responsible for coordinating various services in support of the Minister of Health and the CPHO. It houses the Executive and Ministerial Services (EMS) division, which serves as a single point of contact between the Ministers' offices and the Agency. EMS coordinates executive and ministerial correspondence and briefing requirements about PHAC programs and issues for the Minister of Health, as well as for the CPHO. EMS is also responsible for services related to the Agency's Cabinet and parliamentary business. The Corporate Secretariat also conducts the following operational functions on behalf of the Agency: coordination of Access to Information requests, provision of secretariat support to Agency governance and advisory committees, and management of horizontal projects within the Agency.

Chief Science Advisor

The Office of the Chief Science Advisor has an Agency-wide mandate related to science coordination and science policy integration, and works toward strengthening the Agency's scientific networks both internally and nationally.

Departmental Links to the Government of Canada Outcome Areas

2007-2008 Budgetary (in millions of dollars)
	Operating		Grants	Contributions and Other Transfer Payments	Gross Budgetary Expenditures	Less: Respendable Revenue	Total Main Estimates	Adjustments (Planned Spending not in Main Estimates)	Total Planned Spending
Strategic Outcome:		Healthier Canadians and a Stronger Public Health Capacity
Program Activity: Health Promotion	55.9		10.1	120.4	186.4	0.0	186.4	0.1	186.5
Program Activity: Disease Prevention and Control	252.8		22.3	25.4	300.5	0.0	300.5	11.3	311.8
Program Activity: Emergency Preparedness and Response	115.9		0.0	0.0	115.9	(0.1)	115.8	0.1	115.9
Program Activity: Strengthen Public Health Capacity	44.5		1.7	9.4	55.6	0.0	55.6	0.0	55.6

All of the above program activities contribute to the achievement of the Government of Canada's «Healthy Canadians» outcome area.

Table 1: Departmental Planned Spending and Full Time Equivalent (FTE)

(in millions of dollars)	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Population and Public Health 1	506.7	0.0	0.0	0.0
Health Promotion	0.0	186.4	187.1	187.2
Disease Prevention and Control	0.0	300.5	273.9	321.3
Emergency Preparedness and Response	0.0	115.9	54.6	54.6
Strengthen Public Health Capacity	0.0	55.6	55.7	56.4
Budgetary Main Estimates (gross)	506.7	658.4	571.3	619.5
Less: Respendable revenue	-0.1	-0.1	-0.1	-0.1
Total Main Estimates	506.6	658.3	571.2	619.4
Adjustments:
Procurement Savings:
Disease Prevention and Control	-1.2
Supplementary Estimates (A): Funding to improve the capacity to detect and the readiness to respond to a potential pandemic influenza outbreak, including emergency preparedness, antiviral stockpiling and rapid vaccine development technology	20.3
Operating budget carry forward	11.7
Support to build a more effective and professional public health workforce in Canada through funding for graduate training, including master's and doctoral scholarships, additional community medicine residences and for in-service professional development resources	4.2
One year extension of the Centres of Excellence for Children's Well-Being Program, a resource for parents and policy-makers providing sound and useful knowledge of key determinants of children's well-being	1.6
Transfer from Health - To continue the Government's plan to establish core genomics research and development capacity	1.4
Transfer from Canadian Heritage - Related to the development of Official Language Minority Communities (interdepartmental partnership with the Official Language Communities)	0.3
Transfer to the Canadian Institutes of Health Research - To build a more effective and professional public health workforce in Canada through funding for graduate training, including master's and doctoral scholarships, additional community medicine residences and in-service professional development services	-0.4
Transfer to the Canadian Institutes of Health Research - For the Hepatitis C Prevention, Support and Research Program	-1.3
Transfer to Health Canada - Related to government advertising program	-1.5
Transfer to Health Canada - To adjust for the allocation of resources following the transfer of the control and supervision of the Population and Public Health Branch	-2.4
Supplementary Estimates (B): ²
Funding to implement the Canadian Strategy for Cancer Control	1.0
Transfer from Heath Canada - To adjust for the allocation of resources following the transfer of the control and supervision of the Population and Public Health Branch	0.2
Transfer from Health Canada - To support the Canadian Health Services Research Foundation's Community Health Nursing Study	0.1
Transfer to Health Canada - To implement the Canadian Strategy for Cancer Control	-0.7
Transfer to Health Canada (Chief Scientist Office) - To conduct ethical review of Public Health Agency of Canada research involving human subjects	-0.2
Transfer to the Canadian Institutes of Health Research - To fund health services and population health research relevant to the surveillance of diabetes	-0.1
Transfer from Transport Canada - For public security measures	0.1	0.0	0.1	0.7
Other Adjustments:
Funding for the 2010 Vancouver Winter Olympics		0.0	0.1	0.7
Funding for the Winter Olympics (includes operations for Paralympics Games)		0.0	0.0	2.7
Renewed public health response to address Hepatitis C		10.4	10.4	10.4
Capacity to enhance Canada's feed ban and mitigate public health risks associated with BSE		0.8	0.8	0.0
Canadian Strategy for Cancer Control		-0.1	0.5	0.0
Transfer from TB vote 10 for internal audit - operations		0.4
Collective Bargaining Agreement	1.0
Employee Benefit Plan (EBP)	1.4
Less: Funds available internally from savings and other surpluses.	-15.0
Total Adjustments	20.5	11.5	11.7	13.7
Total Planned Spending ³	527.1	669.8	582.9	633.1
Total Planned Spending	527.1	669.8	582.9	633.1
Plus: Cost of services received without charge ⁴	20.1	22.7	22.9	21.9
Total Department Spending	547.2	692.5	605.8	655.0
Full Time Equivalents (FTEs)	2,202	2,376	2,415	2,428
In 2006-2007, the Public Health Agency of Canada had one program activity named APopulation and Public Health@. In 2007-2008, this program activity has been replaced by four new program activities: (a) Health Promotion, (b) Disease Prevention and Control, (c) Emergency Preparedness and Response and (d) Strengthen Public Health Capacity. Supplementary Estimates (B) are anticipated to be tabled in Parliament in February 2007. The forecast spending for 2006-2007 mainly represents funding received in Main Estimates and items in Supplementary Estimates (A) and (B), adjusted to include adjustment for Employee Benefit Plans and anticipated surpluses. The increase between the forecast spending for 2006-2007 and the total planned Integrated strategy on Healthy Living and Chronic Disease; Federal Initiative to address HIV/AIDS in Canada; and Aboriginal Health Transition Fund; and new funding for the Extending Climate Change Programming. The above increase is offset by reductions due to sunsetting programs at March 31, 2007 such as: the Centres of Excellence for Children Well-Being, the Government Advertising Campaign (healthy pregnancy); the Operating Budget carry-forward; combined with increased reductions directed by the Expenditure Review Committee (ERC). The decrease between the total planned spending from 2007-2008 to 2008-2009 is mainly due to reduced requirements for Avian and Pandemic Influenza Preparedness; and the sunsetting of funding related to Extending Climate Change Programming; Genomics Research and Development three-years projects; and Agriculture Policy Framework. The reduction is offset by incremental funding received for the Integrated Strategy on Healthy Living and Chronic Disease; and the Federal Initiative to address HIV/AIDS in Canada. The increase in total planned spending between 2008-2009 and 2009-2010 is mainly due to funding received, which is to be transferred to provinces and territories under the Hepatitis C Health Care Services Program; and the 2010 Vancouver Winter Olympics; offset by reduced requirement for Avian and Pandemic Influenza Preparedness and Bovine Spongiform Encephalopathy (BSE). Services without charge include accommodations provided by Public Works and Government Services Canada; contributions concerning the employer's share of employee's insurance premiums and expenditures paid by Treasury Board of Canada Secretariat (TBS) and employer's contributions to employee's insured benefit plans and expenditures paid by TBS (see table 3).

Table 2: Voted and Statutory Items

Voted or Statutory Items	Truncated Vote or Statutory Wording	2007-2008	2006-2007
		Main Estimates (in millions of dollars)	Main Estimates (in millions of dollars)
35	Operating expenditures	438.4	299.3
40	Grants and contributions	189.3	179.3
(S)	Contributions to employee benefit plans	30.6	28.0
	Total - Agency	658.3	506.6

The change in operating expenditures vote consists of increased funding for: Avian and Pandemic Influenza Preparedness (Budget 2006); Integrated Healthy Living Strategy and Chronic Disease; HIV/AIDS; Extending Climate Change Programming; Genomic Research & Development projects, Aboriginal Transition Fund and Canadian Strategy for Cancer Control and reduced funding resulting from sunsetting programs such as Hepatitis C prevention, support and research, Government Advertising Program, Bovine Spongiform Encephalopathy activity and Government-wide reductions arising from the decisions of the Expenditure Review Committee.

The change in grants and contributions vote consists of increased funding for: Integrated Strategy for Healthy Living and Chronic Disease; Avian and Pandemic Influenza Preparedness; Scholarship and Bursaries; HIV/AIDS; and Aboriginal Health Transition Fund. It also includes sunsetting program such as Hepatitis C Prevention, Support and Research.

Table 3: Services Received Without Charge

Table 3: Services Received Without Charge (in millions of dollars)	2007-2008
Accommodation provided by Public Works and Government Services Canada (PWGSC)	11.0
Contributions covering the employer's share of employees' insurance premiums and expenditures paid by Treasury Board of Canada Secretariat, employer's contribution to employees' insured benefits plans and expenditures paid by TBS	11.7
Total 2007-2008 Services Received Without Charge	22.7

Table 4: Sources of Respendable Revenue

Respendable Revenue
in millions of dollars)	Forecast Revenue 2006-2007	Planned Revenue 2007-2008	Planned Revenue 2008-2009	Planned Revenue 2009-2010
Population and Public Health ¹ 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	0.1	0.0	0.0	0.0
Emergency Preparedness and Response ¹ 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.	0.0	0.1	0.1	0.1
Total Respendable Revenues	0.1	0.1	0.1	0.1

In 2006-2007, the Public Health Agency of Canada has one program activity named "Population and Public Health". Beginning in 2007-2008, this program activity will be replaced by four new program activities: (1) Health Promotion; (2) Disease Prevention and Control; (3) Emergency Preparedness and Response and (4) Strengthen Public Health Capacity.

Table 5: Resource Requirements by Branch

2007-2008
(in millions of dollars)	2007-2008 Health Promotion	Disease Prevention and Control	Emergency Preparedness and Response	Strengthen Public Health Capacity	Total Planned Spending
Agency Executives, Chief Public Health Officer	1.4	3.2	1.3	0.4	6.3
Infectious Disease and Emergency Preparedness Branch	0.0	175.8	95.4	11.3	282.5
Health Promotion and Chronic Disease Prevention Branch	47.1	55.3	0.0	0.0	102.4
Strategic Policy, Communications and Corporate Services Branch	11.0	54.6	17.6	7.8	91.0
Public Health Practice and Regional Operations Branch*	127.0	22.9	1.6	36.1	187.6
Total	186.5	311.8	115.9	55.6	669.8

* Resources allocated to the Public Health Practice and Regional Operations Branch include the regional portion of the Infectious Disease and Emergency Preparedness Branch and the Health Promotion and Chronic Disease Prevention Branch.

Table 6: Departmental Regulatory Initiative

Regulations

Expected Results

Public Health Information Regulations: The Regulatory Authority under section 15 of the Public Health Agency of Canada Act allows the Governor in Council, on the recommendation of the Minister, to make regulations respecting:

(a) the collection, analysis, interpretation, publication and distribution of information relating to public health, for the purpose of paragraph 4(2)(h) of the Department of Health Act; and (b) the protection of that information if it is confidential information, including if it is personal information as defined in section 3 of the Privacy Act.

These regulations are intended to enable the Agency to lawfully collect, analyze, interpret, publish and distribute public health information in a more coordinated fashion for the purposes of minimizing public health risks to Canadians.

Quarantine Regulations: A new Quarantine Act was recently brought into force, and the outdated Regulations were repealed, with the exception of two. Other appropriate regulations may be developed under the new Quarantine Act.

Regulations that may be developed include specifications for quarantine stations and facilities; information to be provided by conveyance operators and any other traveller on board; the protection of personal information collected under the Act; and the conduct of physical examinations to be carried out for the purpose of a health assessment.

Table 7: Details on Project Spending

2007-2008:

Logan Lab project

2008-2009:

Logan Lab project

2009-2010:

Logan Lab project

For further information on the above-mentioned projects, see http://www.tbs-sct.gc.ca/estpre/
estime.asp

($ millions)	Current Estimated Total Cost	Forecast Spending to March 31, 2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010	Future Years Spending Requirement
Program Activity: Disease prevention and control
Logan Lab project	$17.9	$0.5	$5.4	$2.4	$4.8	$4.8

PHAC will seek effective project approval (EPA) for acquisition of the facility through a subsequent Treasury Board submission. A frozen allotment is established for the Logan Lab project for all years (2006/07 - 2010/11)

Table 8: Details on Transfer Payment Programs

The following is a summary of the transfer payment programs for the Public Health Agency of Canada that are in excess of $5 million per fiscal year. All the transfer payments shown below are voted programs.

2007-2008

Aboriginal Head Start initiative
Community Action Program for Children
Canada Prenatal Nutrition Program
Population Health Fund
Canadian Health Network
Federal Initiative to Address HIV/AIDS in Canada
National Collaborating Centres for Public Health
Healthy Living Fund
Canadian Diabetes Strategy (non-Aboriginal elements)

2008-2009

Aboriginal Head Start initiative
Community Action Program for Children
Canada Prenatal Nutrition Program
Population Health Fund
Canadian Health Network
Federal Initiative to Address HIV/AIDS in Canada
National Collaborating Centres for Public Health
Healthy Living Fund
Canadian Diabetes Strategy (non-Aboriginal elements)
Cancer

2009-2010

Aboriginal Head Start initiative
Community Action Program for Children
Canada Prenatal Nutrition Program
Population Health Fund
Canadian Health Network
Federal Initiative to Address HIV/AIDS in Canada
National Collaborating Centres for Public Health
Healthy Living Fund
Canadian Diabetes Strategy (non-Aboriginal elements)
Cancer
Hepatitis C Undertaking

For further information on the above-mentioned transfer payment programs, see
http://www.tbssct. gc.ca/est-pre/estime.asp

1. Name of Transfer Payment Program Aboriginal Head Start Initiative
2. Start Date: 1995 - 1996		3. End Date: Ongoing
4. Description: 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 Outcomes Healthier Canadians and a stronger public health capacity
6. Expected Results Expected Results: To provide Aboriginal pre-school children in urban and northern settings with a positive sense of themselves, a desire for learning, and opportunities to develop successfully as young people. This program helps to reduce the risk of health disparities experienced by vulnerable children and families living in conditions of risk through increased community capacity, by helping participants make healthy choices and by promoting multisectoral partnerships.
(in millions of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Health Promotion
12) Total Contributions	28.3	26.7	26.7	26.7
13) Total (PA) – Health Promotion	28.3	26.7	26.7	26.7
14) Planned Evaluations: A summative evaluation was completed in 2006-07 and was approved by the PHAC Evaluation Advisory Committee. Annual process evaluations will continue to be conducted. No formal evaluations are scheduled.
15) Planned Audits

1. Name of Transfer Payment Program The Community Action Program for Children (CAPC)
2. Start Date: 1998- 1999		3. End Date: Ongoing
4. Description: Contributions to non-profit community organization to support, on a long term basis, the development and provision of preventive and early intervention services aimed at addressing the health and development problems experienced by young children at risk in Canada.
5. Strategic Outcomes Strategic Outcome(s): Healthier Canadians and a stronger public health capacity
6. Expected Results Expected Results: To enhance community capacity and to respond to the health and development needs of young children and their families who are facing conditions of risks through a population health approach. To contribute to and improve health and social outcomes for young children and parents/caregivers facing conditions of risk, and to continue partnership with multi-sectors in the community.
(in millions of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Health Promotion
12) Total Contributions	53.2	48.8	48.8	48.8
13) Total (PA) – Health Promotion	53.2	48.8	48.8	48.8
14. Planned Evaluations: Continue to monitor, assess and evaluate the outcomes of CAPC projects according to the Results-Based Management and Accountability Framework (RMAF). A formative evaluation is scheduled for 2007-08 and a summative evaluation is scheduled for 2008-09. Lessons learned will be used to guide future evaluation and planning of CAPC.
15. Planned Audits:

1. Name of Transfer Payment Program The Canada Prenatal Nutrition Program (CPNP)
2. Start Date: 1998- 1999		3. End Date: Ongoing
4. Description: Contributions to non profit community organization to support on a long term basis, the development and provision of preventive and early intervention services at addressing the health and development problems experienced by young children at risk in Canada.
5. Strategic Outcome(s): Healthier Canadians and a stronger public health capacity
6. Expected Results To reach the intended audiences: e.g. women living in challenging circumstance such as poverty, poor nutrition, teenage pregnancy, social and geographical isolation, recent arrival in Canada, alcohol or substance use and/or family violence. To build evidence base for policies, programs and practices.
(in millions of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Health Promotion
12) Total Contributions	27.1	24.9	24.9	24.9
13) Total (PA) – Health Promotion	27.1	24.9	24.9	24.9
14. Planned Evaluations: An evaluation is scheduled for 2008-09 and will measure the reach and retention, relevance and impact of the program to the target group.
15. Planned Audits:

1. Name of Transfer Payment Program Population Health Fund
2. Start Date: 1999- 2000		3. End Date: Ongoing
4. Description: Provides grants and contributions to Canadian voluntary not-for- profit organizations and educational institutions to increase the ability of communities and individuals to improve their health by developing models, increasing knowledge for programs and policy, and by building collaborate approaches which address the determinants of health.
5. Strategic Outcome(s) : Healthier Canadians and a stronger public health capacity
6. Expected Results : The Population Health Fund's expected result is to increase community capacity for action on or across the determinants of health. The goal is realized by the following objectives: 1) develop, implement, evaluate and disseminate community-based models of applying the population health approach, 2) increase the knowledge base for program and policy development on population health, and 3) increase partnerships and develop intersectoral collaboration to address specific determinants of health or combinations of determinants.
(in millions of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Health Promotion
12) Total Grants	5.7	9.8	9.8	9.8
12) Total Contributions	2.8	2.8	2.8	2.8
13) Total (PA) – Health Promotion	8.5	12.6	12.6	12.6
11) Program Activity (PA): Disease Prevention and Control
12) Total Grants	0.6	1.6	1.6	1.6
12) Total Contributions	0.5	0.5	0.5	0.5
13) Total (PA) – Health Promotion	1.1	2.1	2.1	2.1
Total – Population Health Fund	9.6	14.7	14.7	14.7
14. Planned Evaluations: An evaluation was completed in 2006/07 which examined the delivery management stream of Population Health Fund. An outcome evaluation is scheduled for 2007/08. Regions evaluate their respective programs at regular intervals.
15. Planned Audits:

1. Name of Transfer Payment Program Canadian Health Network
2. Start Date: 1998 - 1999	3. End Date: Ongoing
4. Description: As a key health information service, the Canadian Health Network (CHN) and its network of networks supports the Agency's work in helping to build healthy communities. It is a health promotion program with the mission to promote healthy choices and it does so by communicating trustworthy information on health promotion and disease and injury prevention through a network of expert organization.
5. Strategic Outcomes Healthier Canadians and a stronger public health capacity
6. Expected Results The Canadian Health Network (CHN) is a key health information and promotion tool for PHAC that serves as an effective mechanism to deliver the Agency's key messages to the Canadian public. By providing valuable information to Canadians, the CHN helps to promote healthy choices; address risk factors (i.e. physical inactivity and nutrition) and provides information on the four chronic diseases (Cancer, Diabetes, Respiratory Disease, Cardiovascular Disease) that cause premature death and poor quality of life. Through the CHN, Canadians are able to access and learn from the critical information about chronic disease prevention and intervention and make informed choices about their health that help to improve quality of life and reduce incidence of chronic disease and injury.
(in millions of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Health Promotion
12) Total Contributions	5.6	6.4	6.4	6.4
13) Total (PA) – Health Promotion	5.6	6.4	6.4	6.4
14. Planned Evaluations: The CHN has completed a program evaluation as required by the Treasury Board to evaluate its relevance, progress/success and cost effectiveness. This evaluation was approved by the PHAC Evaluation Advisory Committee. No formal evaluations are scheduled.
15. Planned Audits:

1. Name of Transfer Payment Program The Federal Initiative to Address HIV/AIDS in Canada
2. Start Date: 1998 - 1999	3. End Date: Ongoing
4. Description: In January 2005, the launch of the Federal Initiative to Address HIV/AIDS in Canada signed a renewed and strengthened federal role in the Canadian response to the disease. To support prevention of AIDS, and to promote increased access to diagnosis, care, treatment and support for people affected by the disease.
5. Strategic Outcomes Healthier Canadians and a stronger public health capacity
6. Expected Results Projects funded at the national and regional levels will result in improved knowledge and awareness of the epidemic among Canadians; strengthened community, public health and individual capacity to respond to the epidemic through efforts directed at prevention, and access to diagnosis, care, treatment and support; enhanced multi-sectoral engagement and alignment; and increased coherence of the federal response.
(in millions of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Disease Prevention and Control
12) Total Grants	8.0	8.0	8.0	8.0
12) Total Contributions	13.2	12.8	16.4	16.4
13) Total (PA) – Health Promotion	21.2	20.8	24.4	24.4
14. Planned Evaluations: Process evaluation is planned for 2007-08.
15. Planned Audits: Audit plan is under development.

1. Name of Transfer Payment Program National Collaborating Centres for Public Health
2. Start Date: 2004 - 2005		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 (NCCs) focus to develop, strengthen public health capacity and to transfer health knowledge to effectively prevent, manage and control infectious disease in Canada through joint collaboration at federal, provincial/territorial level but also with local governments, academia, public health practitioners and non-governmental organizations.
5. Strategic Outcomes Healthier Canadians and a stronger public health capacity
6. Expected Results The expected result of the National Collaborating Centres (NCCs) program 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 of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Strengthen Public Health Capacity
12) Total Contributions	8.2	8.4	8.4	8.4
13) Total (PA) - Strengthen Public Health Capacity	8.2	8.4	8.4	8.4
14. Planned Evaluations: Under the Results-based Management and Accountability Framework (RMAF) with Risk Assessment (RA), a program evaluation on immediate outcomes are planned for 2008-09 and will inform renewal of the terms and conditions. A summative evaluation is planned for 2011-12.
15. Planned Audits:

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. It supports healthy living actions with community, regional, national and international impact.
5. Strategic Outcomes Healthier Canadians and a stronger public health capacity
6. Expected Results Funding through the Healthy Living Fund will build public health capacity. By developing evidence on Canadian initiatives, projects will help to strengthen the evidence-base and contribute to the knowledge development and exchange component of the Strategy and will inform health promotion activities. In 2006-07, funding will be provided through contribution agreements to support and engage the voluntary sector, and to build partnerships and collaborative action among governments, non-governmental organizations and other agencies.
(in millions of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Health Promotion
12) Total Contributions	2.1	5.1	5.0	5.0
13) Total (PA) - Health Promotion	2.1	5.1	5.0	5.0
14. Planned Evaluations: An evaluation plan is currently being developed. The monitoring and evaluation plan for each component of the strategy is based on the Results-based Management Accountability Framework (RMAF) and Risk Assessment. Ongoing monitoring will be focused on key performance information (i.e. reach to targeted population). Implementation review examines the implementation progress during the first few years of the strategy. The functional component evaluation (2008-09) will focus on progress towards individual and societal level outcomes (i.e. relevance, cost effectiveness, results) and an outcome evaluation (2011-12) will provide a summary of evaluative information for the programs.
15. Planned Audits:

1. Name of Transfer Payment Program Canadian Diabetes Strategy (non Aboriginal elements)
2. Start Date: 2005/06		3. End Date: Ongoing
4. Description: The Agency provides the leadership on the non-Aboriginal elements of the Canadian Diabetes Strategy, which has been in effect since 1999. Under the Agency's Healthy Living and Chronic Disease Initiative, the Diabetes Strategy will undergo a change of direction, targeting information to Canadians who are at higher risk, especially those who are overweight, obese or pre-diabetic (i.e. family history, high blood pressure, high cholesterol in blood).
5. Strategic Outcomes Healthier Canadians and a stronger public health capacity
6. Expected Results To support and promote national coordination and to facilitate a concerted collaborative effort among all stakeholders in order to maximize effectiveness of diabetes prevention and intervention strategies through surveillance, knowledge development, and community capacity- building.
(in millions of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Disease Prevention and Control
12) Total Grants	2.6	3.5	3.5	3.5
12) Total Contributions	3.8	3.2	3.5	3.5
13) Total (PA) - Disease Prevention and Control	6.4	6.7	7.0	7.0
14. Planned Evaluations: An evaluation plan is currently being developed. The monitoring and evaluation plan for each component of the strategy is based on the RMAF and Risk Assessment. Ongoing monitoring will be focused on key performance information (i.e. reach to targeted population). Implementation review examines the implementation progress during the first few years of the strategy. The functional component evaluation (2008-09) will focus on progress towards individual and societal level outcomes (i.e. relevance, cost effectiveness, results) and an outcome evaluation (2011-12) will provide a summary of evaluative information for the programs.
15. Planned Audits: Not applicable

1. Name of Transfer Payment Program Cancer
2. Start Date: 2005 - 2006		3. End Date: Ongoing
4. Description: The Agency is working with the new Canadian Partnership Against Cancer Corporation (CPACC), announced in November 2006, to implement the Canadian Strategy on Cancer Control (CSCC). The CPACC will manage the CSCC's knowledge translation platform and coordinate communities of practice to reduce the number of new cases of cancer, improve the quality of life of those living with cancer, and reduce the number of deaths from cancer. The CSCC's strategic priorities (primary prevention; screening/early detection, standards, clinical practice guidelines; rebalancing the focus; health human resources; research; and surveillance and analysis) will provide the overarching framework for cancer control.
5. Strategic Outcomes Healthier Canadians and a stronger public health capacity
6. Expected Results Enhance partnership with CPACC, stakeholders, and provinces and territories to develop an enhanced national cancer surveillance system. The Agency and CPACC will provide national leadership on this endeavour. Further, continue funding the Canadian Breast Cancer Initiative (CBCI) by providing $7 million annually for research, care and treatment, professional education, early detection programs, and access to information. Also, on behalf of the CBCI, continue to manage and maintain the Canadian Breast Cancer Screening database, which facilitates the monitoring and evaluation of organized breast cancer screening programs across Canada, and publish the associated bi-annual national performance report (winter 2008).
(in millions of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Disease Prevention and Control
12) Total Grants	0.5	2.9	3.2	3.2
12) Total Contributions	0.9	1.1	2.5	2.5
13) Total (PA) - Disease Prevention and Control	1.4	4.0	5.7	5.7
14. Planned Evaluations: An evaluation plan is currently being developed. The monitoring and evaluation plan for each component of the strategy is based on the RMAF and Risk Assessment. Ongoing monitoring will be focused on key performance information (i.e. reach to targeted population). Implementation review examines the implementation progress during the first few years of the strategy. The functional component evaluation (2008-09) will focus on progress towards individual and societal level outcomes (i.e. relevance, cost effectiveness, results) and an outcome evaluation (2011-12) will provide a summary of evaluative information for the programs.
15) Planned Audits:

1. Name of Transfer Payment Program Hepatitis C Undertaking
2. Start Date: April 2000		3. End Date: March 31, 2019
4. 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.
5. Strategic Outcomes Healthier Canadians and a stronger public health capacity
6. 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 of dollars)	7. Porecast Spending 2006-2007	8. Planned Spending 2007-2008	9. Planned Spending 2008-2009	10. Planned Spending 2009-2010
11) Program Activity (PA): Disease Prevention and Control
12) Total Grants	0.0	0.0	0.0	49.7
13) Total (PA) - Disease Prevention and Control	0.0	0.0	0.0	49.7
14. Planned Evaluations: An evaluation was completed in 2006/07. The next evaluation is scheduled for 2010/11.
15) Planned Audits: No planned audits

Table 9: Foundations (Conditional Grants)

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. The Public Health Agency of Canada's portion under this collaboration is the Health Surveillance program. See Health Canada's RPP for the reporting on this Foundation.

Table 10: 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

Further information on all of the government's horizontal initiatives is accessible through
http://www.tbs-sct.gc.ca/est-pre/2007-2008/p3a-eng.asp

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2007-2008 (Millions)	Expected Results for 2007-2008
Horizontal Initiative: The Federal Initiative to Address HIV/AIDS in Canada http://www.phac-aspc.gc.ca/aids-sida/hiv_aids/index.html				Lead Department: Public Health Agency of Canada
Start Date: January 13, 2005				End Date: Ongoing
Total Funding Allocated: (in millions) 2005/06 - $55.2M 2006/07 - $63.2M 2007/08 - $71.2M 2008/09 - $84.4M (ongoing)
Description: The Federal Initiative to Address HIV/AIDS in Canada is the Government of Canada's response to HIV/AIDS in Canada. The initiative will strengthen domestic action on HIV/AIDS, build a co-ordinated Government of Canada approach, and support global health responses to HIV/AIDS. It will focus on prevention and access to diagnosis, care, treatment and support for those populations most affected by the HIV/AIDS epidemic in Canada - people living with HIV/AIDS, gay men, Aboriginal people, people who use injection drugs, inmates, youth, women, and people from countries where HIV is endemic. The Federal Initiative will also support and strengthen existing multi-sectoral partnerships to address the determinants of health. It will support collaborative efforts to address factors which can increase the transmission and acquisition of HIV including sexually transmitted infections (STI) and also address 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 HIVAIDS will be active partners in shaping policies and practices affecting their lives.
Shared Outcomes: Immediate (Short Term 1 - 3 years) Outcomes: Increased and improved collaboration and networking; Increased availability and use of evidence; Improved quality assurance in HIV testing; Increased coherence of federal response; Increased awareness of HIV/AIDS; Improved attitudes and behaviours towards people living with HIV/AIDS; and Increased capacity (knowledge and skills) of individuals and organizations; Intermediate Outcomes: Increased practice of healthy behaviours Improved access to quality 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: Improved health status of persons living with or vulnerable to 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 Structures: The Public Health Agency of Canada (http://www.phac-aspc.gc.ca/new-eng.html) is the federal lead for issues related to HIV/AIDS in Canada. The Public Health Agency is responsible for overall coordination, communications, national/regional programs, policy development, surveillance and laboratory science. Health Canada (http://www.hc-sc.gc.ca/english/index.html) supports community-based HIV/AIDS education, capacity-building, and prevention for First Nations on-reserve and Inuit communities; provides leadership on international health policy and program issues; and assistance and guidance on evaluation. As the Government of Canada's agency for health research, the Canadian Institutes of Health Research (http://www.cihr-irsc.gc.ca/e/193.html) sets priorities for and administers the extramural research program. Correctional Service Canada, (http://www.csc-scc.gc.ca/text/home_e.shtml) which is an agency of the Ministry of Public Safety and Emergency Preparedness Canada (http://www.psepc.gc.ca/abt/index-en.asp), 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. An interdepartmental coordinating committee has been established by the Public Health Agency to promote policy and program coherence among the participating departments and agencies, and to maximize the use of available resources. Health Canada's International Affairs Directorate coordinates global engagement activities and provides the secretariat for the Consultative Group on Global HIV/AIDS Issues. The Consultative Group on Global HIV/AIDS Issues acts as a forum for dialogue between government and civil society on Canada's response to the global pandemic, and includes the provision of advice; guidance and suggestions regarding collaboration and policy coherence to ensure a more effective response. The Interdepartmental Forum on Global HIV/AIDS Issues meets quarterly to discuss on-going issues and to provide overall coordination and coherence in the federal government's approach to the global pandemic. Participating departments and agencies include PHAC, Health Canada, CIDA, DFAIT, and the Canadian Institutes of Health Research. Other government departments are invited to attend on an as-needed basis. The Ministerial Council on HIV/AIDS (http://www.phac-aspc.gc.ca/aids-sida/fi-if/minister-eng.html) provides independent advice to the Minister of Health on pan-Canadian aspects of HIV/AIDS. The Federal/ Provincial/ Territorial Advisory Committee on AIDS (http://www.phac-aspc.gc.ca/aids-sida/fi-if/ftp-eng.html) serves as a forum to promote a coordinated governmental response to the HIV/AIDS epidemic. The National Aboriginal Council on HIV/AIDS (http://www.phac-aspc.gc.ca/aids-sida/fi-if/national-eng.html) provides advice to the Public Health Agency of Canada and Health Canada on issues relating to HIV/AIDS and Aboriginal populations. The Federal/Provincial/Territorial (FPT) Heads of Corrections Working Group on Health is a sub-committee of the FPT Heads of Corrections. The Working Group on Health promotes policy and program development that is informed and sensitive to the complex issues surrounding the health of inmates, and provides advice to the FPT Heads of Corrections on trends and best practices as they relate to health in a correctional setting. Other federal departments have mandates to address broader social determinants that affect people living with HIV/AIDS or their vulnerability to acquiring the infection, as well as to address the global epidemic. A Government of Canada Assistant Deputy Ministers' Committee on HIV/AIDS has been struck to establish appropriate links and assist with the development of a broader Government of Canada approach to HIV/AIDS.
Public Health Agency of Canada	Infectious Disease Prevention and Control	Ongoing (incremental increases to 2008)	$30.6M	Increased awareness of HIV/AIDS epidemic in Canada and the factors that contribute to its spread through: - development of an Agency-led social marketing campaign; - augmented risk behaviour surveillance; and - targeted epidemiologic studies (e.g., expansion of I-TRACK and M-TRACK) and development of programs in other at-risk populations Improved quality assurance in HIV testing through: - maintenance and improved quality of HIV testing in Canada; - enhanced ability to monitor the performance of testing kits and algorithms used in provincial public laboratories; - enhanced HIV reference services; and - improved knowledge and characterization of the transmission of drug-resistant HIV in Canada. Strengthened pan-Canadian response to HIV/AIDS through: - the development of a population specific framework, with approaches for gay men, women, and people from countries where HIV/AIDS is endemic; and approaches for Aboriginal people, people who use injection drugs, street youth, federal inmates and people living with HIV/AIDS; and - Government of Canada readiness to support the development and distribution of vaccines through the implementation of the vaccine plan Increased and improved collaboration and networking through: -the review and re-design of committees and advisory bodies; and - improved reporting on progress through the development and implementation of the Federal Initiative's performance management framework. Improved access to quality prevention, diagnosis, care, treatment and support through: - increased availability of evidence-based HIV interventions which address the determinants of health; and - increased availability of evidence-based HIV interventions which address co-infections which increase the susceptibility to acquiring and transmitting HIV (eg. other sexually transmitted infections [STIs]) and other infectious diseases which increase disease progression and morbidity in people living with HIV/AIDS (eg. hepatitis C, STIs, tuberculosis). Increased capacity (knowledge and skills) of individuals and organizations through: - support for health and education professionals by providing evidence based guidelines, training and technical assistance on issues related to HIV/AIDS and other infectious diseases.
	Regional HIV/AIDS Program	Ongoing	$13.5M	Increased and improved collaboration and networking through: - multi-sectoral partnership development. Increased awareness of HIV/AIDS through: - funding projects to engage target populations in awareness raising (promotion and prevention) events, presentations and campaigns on HIV/AIDS. Increased capacity (knowledge and skills) of individuals and organizations through: - funding projects to provide skills building sessions for staff and volunteers. Improved attitudes and behaviours towards people living with HIV/AIDS through: - policy changes and other initiatives that create a more supportive environments for people living with HIV/AIDS. Improved access to quality HI/AIDS prevention, diagnosis, care, treatment and support through: - strengthened population-specific funding programs delivered through regional community based organizations.
Health Canada (HC)	First Nations On-Reserve	Ongoing	$3.3M	Increased awareness of HIV/AIDS epidemic in Canada and the factors that contribute to its spread through: - increased support for on-reserve First Nations in their efforts to develop and deliver targeted prevention, education and awareness programs for health professionals, community leaders and community members. Increased capacity (knowledge and skills) of individuals and organizations through: - provision of HIV/AIDS and hepatitis C guidelines for nurses working on reserve; and - training on HIV/AIDS and hepatitis C for health professionals and nurses working on reserve
	Global Engagement	Ongoing	$1.2M	Improved coherence of Federal response through : - increased policy coherence across the Federal Government's global HIV/AIDS activities. Strengthened pan-Canadian response to HIV/AIDS through : - the support for projects that engage Canadian organizations in the global response to HIV/AIDS.
	Program Evaluation	Ongoing	$0.1M	Improved coherence of Federal response through : - the provision of strategic performance management framework: ongoing performance measurement, monitoring, evaluation and reporting of performance results. Increased capacity (knowledge and skills) of individuals and organizations through - developing the capacity for monitoring and evaluation of the HIV/AIDS epidemic in Canada
Canadian Institutes of Health Research (CIHR)	HIV/AIDS Research Projects and Personnel Support	Ongoing	$19.4M	Increased and improved collaboration and networking through: - funding of and participating in HIV/AIDS conferences/workshops; and - participating in FI Accountability Working Group and Responsibility Center Committee and engaging appropriate federal partners in CIHR activities. Increased availability and use of evidence through: - funding HIV/AIDS research projects across a broad spectrum including socio-behavioural, biomedical, clinical, and community-based research.; and - providing new research funding opportunities for scientists in strategic areas of HIV/AIDS research; Increased capacity (knowledge and skills) of individuals and organizations through: - launching strategic capacity building initiatives and providing funding for training and salary awards Strengthened pan-Canadian response to HIV/AIDS through: - developing a strategic plan for CIHR HIV/AIDS Research Initiative; - initiating the process to renew and enhancing infrastructure for clinical HIV research; and - building effective partnerships with and engaging meaningful dialogue with key stakeholders.
Correctional Service Canada (CSC)	Health Services	Ongoing	$3.1M	Improved collaboration and networking through: - expanded information sharing opportunities and collaborative activities within the F/P/T/ Heads of Corrections Working Group Increased awareness of HIV/AIDS through: - increased awareness of the need for innovative research initiatives on infections diseases within the federal offender population. Increased capacity (knowledge and skills) of individuals and organizations through: - continued support of and participation in training and learning opportunities for correctional health care professionals. Improved access to quality prevention, diagnosis, care, treatment and support through: - improved coordinated discharge planning programs for federal offenders with infectious diseases and other physical health problems being released into the community; - enhanced, gender specific infectious disease care, treatment and support, in accordance with professionally accepted health standards for women offenders through the development of a framework for a women offender infectious disease strategy; - culturally appropriate health programs and services for Aboriginal offenders in federal correctional institutions; - reduced transmission of infectious diseases among federal offender populations through innovative harm reduction programs and measures; and - expanded health promotion initiatives to encourage healthy behaviours with the federal correctional environment. Increased availability and use of evidence through: - augmented surveillance and data collection activities in order to better inform infectious diseases policy and program initiatives; and - better informed internal policies and programs using results of an extensive inmate survey on risk behaviours.
Total		$84.4M in 2008-09	$71.2M
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: Marsha Hay Snyder Tel. 613-946-3565 Marsha_Hay-Snyder@phac-aspc.gc.ca		Approved by: Felix Li Tel. 613-948-3557 Felix_li@phac-aspc.gc.ca		Date Approved:

Federal Partners	Names of Programs for Federal Partners	Total Allocation (from start to end date) (includes PWGSC accommod ation cost)	Planned Spending for 2007-2008 (includes PWGSC accommo dation cost)	Expected Results for 2007-2008
Preparedness for Avian and Pandemic Influenza			Public Health Agency of Canada
Start Date: late 2006			End Date: ongoing
Total Federal Funding Allocation (first 5 years): $617M cash basis
Canada is facing 2 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 5 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 also will 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 the CFIA obtained $195M to be spent over 5 years to enhance Canada's state of 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 5 pillars of strategies and processes for prevention and early warning, emergency preparedness, emergency response, recovery, and communications.
Shared Outcome(s): 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(s): As this is a new initiative at time of writing the governance structure was under development. Current thinking is that under the auspices of the Deputy Minister's Committee on Avian and Pandemic Influenza Planning (CAPIP) a series of committees and working groups would be established focussing on each of the key horizontal areas coordinated by a DG committee with leadership provided by an ADM committee with a representative from each of the funded departments or agencies. This structure is expected to be in place with the start of 2007-08.
1.Public Health Agency of Canada (PHAC)	a. Vaccine readiness & clinical trials	ongoing	$21.1M	Support for expanded production capacity and production of clinical trials of a mock H5N1 vaccine will help ensure timely availability of a safe and effective vaccine to all Canadians in the event of a pandemic, helping to reduce the extent of illness and death. Improved vaccine adverse event reporting for both annual flu vaccine campaigns and the use of a vaccine in a pandemic will allow a timely response to any adverse effects and increase public confidence in Canada's public health system.
	b. Rapid vaccine development and testing	ongoing	$1.0M	Enhanced domestic ability for research and development of vaccines for novel influenza viruses and other emerging infectious diseases and an improved body of knowledge will contribute to the development of new strategies for influenza vaccines, which will help allow a more timely and effective response to future influenza threats.
	c. Contribution to National Antiviral Stockpile	ongoing	$53.12M	An increased national stockpile of antivirals for the use of health care professionals/institutions will allow treatment to all Canadians who need it, helping to bridge the gap until a pandemic vaccine can be produced and thereby reducing the number of deaths in the event of a pandemic.
	d. Additional antivirals in NESS	$12.5M (2007-08)	$12.5M	An antiviral reserve beyond the national antiviral stockpile will give the Government of Canada the flexibility to support the initial containment of a potential pandemic influenza outbreak, either domestically or abroad, to backstop P/T efforts against an outbreak or to provide appropriate protection to federal employees, therefore ensuring a more timely and effective response to a pandemic situation and better protection of Canadians.
	e. Capacity for Pandemic Preparedness	ongoing	$4.9M	Strengthened capacity and a central focal point for pandemic issues will allow PHAC to provide more effective leadership, coordination, advice to the Minister and collaboration on avian and human influenza issues across the Government, with provinces and territories, across sectors and internationally. More specifically, strengthened capacity for the Agency in F/P/T liaison, policy analysis and executive briefing will allow for more timely identification of issues and responsive decision making in a changing environment. Enhanced support will allow the F/P/T Communicable Disease Control Expert Group to deliver on its mandate, support the several Pandemic-related issue groups which report to it and continue work on new strategic initiatives (e.g. National Policy Recommendations on Antivirals for Prophylaxis, updating the Canadian Pandemic Influenza Plan, and developing a Cross-sectoral Avian Influenza Response Plan). Finally, strengthening the Agency's correspondence function will allow more timely replies to address the influenza-related concerns of Canadians.
	f. Surveillance Program	ongoing	$8.5M	Improved and interoperable components of the Canadian public health surveillance system. Improved reached into a broader range of settings/issues such as surveillance in health care settings and ensuring the safety of the blood supply. This system, supported by a robust systems platform, new and/or improved policies and information sharing agreements, and the efficient analysis and interpretation of the data collected will allow more timely identification of potential outbreaks, thereby moving towards a more effective response and thus reducing illness and death in the event of an avian influenza outbreak or human pandemic.
	g. Emergency preparedness	ongoing	$15.1M	A more robust, efficient, effective response to a human influenza pandemic through improved communications, integrated and tested plans, and improved local capacity will result in reduced mortality and morbidity among Canadians, and demonstrate Government of Canada leadership and foresight in the event of an avian or pandemic influenza outbreak.
	h. Emergency human resources	ongoing	$0.4M	A viable response plan for the HR capacity of PHAC and effective operational support to meet Agency requirements during a health crisis will allow the quick mobilization of Agency staff members in the event of a health crisis. Supporting preparedness measures will ensure that PHAC's services to Canadians can continue uninterrupted in the event of a public health emergency, reinforcing public confidence in the Canadian health system.
	i. Winnipeg lab & space optimization	ongoing	$13.7M	Additional biocontainment research space will allow additional efforts on diagnostic testing and research on avian and human influenza, resulting in more timely identification of a pandemic virus and a better understanding of its characteristics, thus helping to reduce illness and death in the event of an outbreak or pandemic.
	j. Strengthening the public health lab network	ongoing	$4.7M	An increased and better linked and coordinated capacity across jurisdictions for laboratory diagnostic testing, with a focus on antiviral, immunization and surveillance issues, will help to ensure the more timely identification of new or emerging viruses, allowing a pandemic virus to be more quickly isolated so that vaccines and more effective treatment options can be developed, thus reducing illness and death in the event of an avian influenza outbreak or human pandemic.
	k. Influenza research network	ongoing	$7.1M	Improved decision-making respecting pandemic preparedness, control and treatment through systematic identification of research priorities along with mechanisms to rapidly generate research findings and promote access to and utilization of new knowledge through effective translation strategies.
	l. Pandemic influenza risk assessment & modelling	ongoing	$0.7M	An improved federal capacity for mathematical modelling, statistical analysis, and operations research on pandemic influenza issues will allow a better understanding of the spread of influenza and the effect of epidemics or pandemics on Canadians, allowing more timely and evidence-based decision making on public health responses, thus helping to reduce the extent of illness or death in the event of an avian influenza outbreak or human pandemic.
	m. Performance & evaluation	ongoing	$0.6M	Collection of relevant information to effectively measure the design, management, implementation, and impact of the Pandemic Influenza Strategy. Future evaluation activities and outcomes will contribute to decision making that reflects best practices and ensures value for money, thereby ensuring that avian and pandemic influenza preparedness measures are providing Canadians with the protection they need and reinforcing public confidence in Canada's public health system.
	n. Pandemic influenza risk communicat-ions Strategy	ongoing	$1.8M	Accurate and timely information in the event of a pandemic, along with enhanced networks and tools for dissemination, will provide Canadians with the protection they need, and support the federal government's leadership role, credibility, and authority with citizens and partner organizations, thereby helping to reinforce public confidence in Canada's public health system, before, during, and after a pandemic situation.
	o. Skilled national public health workforce	ongoing	$4.3M	A strengthened public health workforce in both competencies and numbers, both within PHAC and elsewhere in Canada's public health system (e.g. federal, P/T and local public health offices), with a focus on professional development to address key P/T and local gaps in the planning, surveillance and management of diseases, risks to health and emergencies, which will result in more timely detection and effective management of a range of disease outbreaks, including those related to avian or pandemic influenza, reducing the extent of illness and death in the event of a pandemic.
2.Health Canada (HC)	a. Regulatory activities related to Pandemic Influenza Vaccine	ongoing	$1.4M	By end of 2007/08 new laboratory tests and assays will be implemented for the evaluation of pandemic influenza vaccine, permitting more rapid access to a vaccine against the new pandemic strain of a virus. By the end of 2007/08 HPFB will have addressed any gaps identified during the World Health Organization (WHO) assessment visit of National Regulatory Authority for vaccines completed in January 2007 [WHO is conducting an assessment in order to pre-qualify vaccines which will be purchased by UN agencies.] WHO has discussed a separate pandemic pre-qualification as part of the international initiative on regulatory preparedness. Interim orders for regulations will have been developed for a variety of scenarios. These orders will be ready for implementation when needed upon the declaration of a pandemic
	b. Resources for review and approval of antiviral drug submissions for treatment of pandemic influenza	ongoing	$0.3M	Health Canada will develop an "accelerated review process" based on the current review process models and will apply this new process for reviewing the influenza drug submissions. This accelerated review process will be posted on our regular channels of communication, including on the Web, as Guidance Document to the Industry. The reviewers will be trained on the aspects of the "accelerated review"
	c. Establishme-nt of a crisis risk management unit for monitoring and post market assessment of therapeutic products	ongoing	$0.3M	Emergency preparedness plans specific to pandemic influenza will be put into place for dealing with staff shortages and lack of trained personnel for pharmacovigilance and product vigilance. Strategies will be developed for expedited surveillance, assessment and risk communication for anti-virals and other relevant health products. Recruitment and cross training of existing staff will provide for a limited incremental increase to risk surveillance/assessment/management capacity to deal with anti-viral adverse reaction information. Communication links with federal, provincial/territorial and other stakeholders will be established.
	d. FN/I Surge Capacity	$1.48M (2007-08 to 2009-10)	$0.7M	Development and delivery of an effective and appropriate training package for FN/I communities will allow them to build an increased capacity to respond to avian influenza or a human pandemic with the health care workers already in those communities, helping to ensure a more rapid identification of and immediate response to any outbreaks, and thus reducing illness and death in the event of a pandemic.
	e. Strengtheni-ng Federal Public Health capacity	ongoing	$0.7M	Enhanced capacity to deal with outbreaks/emergencies in FN/I communities, along with strengthened links to other public health and emergency preparedness actors, will allow a more timely response to avian/pandemic influenza outbreaks in these communities, thus reducing illness and death in the event of a pandemic.
	f. First Nations & Inuit emergency preparedness, planning, training and integration	ongoing	$0.4M	Complete, tested, and maintained pandemic influenza preparedness plans in all FN/I communities, along with established emergency management communication pathways among local communities and health authorities, regional, provincial and national partners and stronger linkages with federal efforts will ensure a more effective response in the event of an outbreak in an FN/I community, and thus contribute to reduced illness and death in the event of a pandemic.
	g. Public health on passenger conveyances	ongoing	$0.1M	A trained and prepared cadre of EHOs and other partners at points of entry will help to ensure more timely detection, identification and remediation of avian or pandemic influenza as public health threats onboard conveyances or at ancillary service sites, thereby helping to reduce illness or death in the event of a pandemic. These measures also help improve Canada's compliance with the International Health Regulations, although some gaps will still be present.
3. Canadian Institutes of Health Research (CIHR)	a. Influenza research priorities	$21.5M (2006-07 to 2010-11)	$2.5M	Reviewed and funded second round of research projects. Launched third request for research proposals, if needed. Held first meeting of funded researchers and stakeholders to facilitate networking and consultation.
4. Canadian Food Inspecti-on Agency (CFIA)	a) Animal Vaccine Bank	ongoing	$0.5M	Preparedness for the possible use of poultry vaccination as a disease control tool during an avian influenza outbreak in order to control avian influenza in animals and prevent its spread to humans.
	b) Access to Antivirals	ongoing	$0.13M	Development of protocols and strategies to provide access to antivirals to enhance the Government of Canada's flexibility to support the initial containment of a potential avian influenza outbreak and provide appropriate protection to federal employees, ensuring a more timely and effective response to an avian influenza situation and better protection of Canadians.
	c) Specialized Equipment	$33.73M (2006-07 to 2008-09)	$8.2M	Investments to provide ready access to specialized supplies and equipment to enhance capacity and allow a more timely and effective response to possible avian influenza outbreaks, containing the spread and contributing to better protection of Canadians.
	d) Laboratory Surge Capacity and Capability	ongoing	$9.65M	Development of increased and better linked and coordinated capacity across jurisdictions for laboratory diagnostic testing to help ensure the detection of AI as early as possible.
	e) Field Surge Capacity	ongoing	$1.23M	Development of a viable response plan for urgent needs to increase HR capacity to respond to emergency animal disease emergency response situations
	f) National Veterinary Reserve	ongoing	$2.72M	Establishment of a reserve of professional veterinarians to enhance domestic and international surge capacity, expertise and rapid response capability for animal disease control efforts.
	g) Enhanced Enforcement Measures	ongoing	$1.53M	Increased capacity to support enhanced screening procedures for live birds or poultry products at Canada's ports of entry to mitigate the risk of future avian influenza outbreaks in Canada.
	h) Avian Biosecurity on Farms	ongoing	$6.75M	Implementation of the National Avian Biosecurity Strategy (NABS) including on-farm biosecurity standards, flock management, governance, and stakeholder engagement to mitigate the introduction or spread of avian influenza and build a foundation for a sustainable industry that minimizes economic and production losses
	i) Real Property Requirements	$4.04M (2006-07 to 2007-08)	$1.39M	Investment in real property and accommodation to support efficient work environments and locations to support the CFIA's action plan for AI.
	j) Domestic and Wildlife Surveillan-ce Program	ongoing	$3.11M	Development of a better integrated Canadian surveillance systems, 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.
	k) Field Training	ongoing	$1.98M	Investment in development and delivery of an effective and appropriate training package that will contribute to a skilled and experienced workforce ready to respond to an AI outbreak.
	l) AI Enhanced Management Capacity	ongoing	$0.95M	Investment in infrastructure, tools, enhanced emergency management informatics systems and staff training to increase the Agency's capacity to track, monitor and respond to outbreaks; and help provide emergency response teams with the ability to quickly deploy the necessary equipment and resources and to establish a local command centre.
	m) Updated Emergency Response Plans	ongoing	$2.53M	Update of the comprehensive emergency response plans to strengthened capacity and achieve the desired state of readiness as rapidly as possible. This will allow CFIA to provide more effective leadership and support the provinces and territories and promote an integrated, collaborative response to possible avian influenza issues or outbreaks. Strengthened capacity for the Agency in F/P/T liaison, policy analysis and executive briefing will allow for more timely identification of issues and responsive decision making in a changing environment.
	n) Risk Assessment and Modelling	ongoing	$2.69M	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.
	o) AI Research	ongoing	$1.66M	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.
	p) Strengthened Economic and Regulatory Framework	ongoing	$1.2M	Strengthened capacity for increased regulatory review including analysis of current legislative/regulatory framework, capacity to address regulatory developments and economic options associated with Avian influenza outbreaks, and consult with stakeholders, provinces and territories. Increased regulatory review capacity will also support stronger leadership and coordination on Avian Influenza issues across government, provinces and territories, industry and internationally.
	q) Performance and Evaluation	ongoing	$1.1M	Evaluation of activities and outcomes will allow future decision making that reflects best practices and ensures value for money, thereby ensuring that avian and pandemic influenza preparedness measures are providing Canadians with the protection they need and reinforcing public confidence in Canada's food inspection system.
	r) Risk Communications	ongoing	$2.85M	A risk communication and public education strategy focussed on AI prevention and preparedness, which engages stakeholders and PT governments and informs and reassures Canadians will support the federal government's leadership role, credibility, and authority. It will help to reinforce public confidence in Canada's inspection systems, before, during, and after an avian influenza situation.
	s) International Collaboration	ongoing	$1.83M	Contribution to the global effort to slow the progression of avian influenza in support of Canada's leadership role and international commitments designed to slow the progression of avian influenza.
			$ 207.9 M
Results to be Achieved by Non-federal Partners (if applicable)			Contact Information: Dr. Arlene King Director General Pandemic Preparedness Infectious Disease & Emergency Preparedness Branch Public Health Agency of Canada 130 Colonnade Road Ottawa ON K1A 0K9 (613) 948-7929
Results to be Achieved by Non-federal Partners (if applicable)

Table 11: Sustainable Development Strategy (SDS)

The link between sustainable development and public health is clear: improving human health and well-being to enable Canadians to lead economically - productive lives in a healthy environment while sustaining the environment for future generations. The Public Health Agency of Canada knows the important contribution that it can make to the federal sustainable development initiative through its public health policies, programs and operations. It has taken steps to identify and highlight some of the ways its programs support sustainable development in its two strategies tabled in 2006. Because of its inception date of September 2004 the Agency was required to table an initial strategy in the summer, it then tabled a more complete strategy with other departments in December. The second strategy is the one presented here.

In its Sustainable Development Strategy (at:
http://www.phac-aspc.gc.ca/publicat/sds-sdd/sds-sdd2-a-eng.html), the Agency supports the following federal sustainable development goals: sustainable communities, greenhouse gas emissions reduction, the sustainable use of natural resources and strengthened governance and decision-making to support sustainable development. «Sustainable Development in Public Health: A long term journey begins », the Agency's full Sustainable Development Strategy, supports the Agency's priorities of developing and delivering integrated approaches to promote health, preventing and controlling infectious and chronic diseases and injuries, preparing for and responding to public health emergencies, and strengthening Canada's public health capacity by working together with our many partners. The focus for the Agency's Sustainable Development Strategy 2007-2010, is, however, on internal capacity - building the systems and skills to support further gains in the sustainability of Agency operations and to support greater integration of the principles of sustainable development within public health policies and programs.

The Agency Report on Plans and Priorities (RPP) and Departmental Performance Report can be accessed from: http://www.tbs-sct.gc.ca/dpr-rmr/0506/PHAC-ASPC/PHAC-ASPC-eng.asp

PHAC Goal 1: Incorporate SD considerations into the planning and implementation of Agency activities
PHAC Objective 1.1: Contribute to building healthy and sustainable communities
Target/Expected Results	Performance Indicators by Target	RPP Priority - 2007-2008	Federal SD Goal
Target 1.1.1 Include SD considerations in all Population Health Fund solicitation documents by December 2009	Percentage of solicitations that address SD issues Percentage of eligible employees that received SD training Percentage of funding that involves SD criteria Number of solicitations where SD is mentioned	To lead government-wide efforts to advance action on the determinants of health	Sustainable communities - communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
Target 1.1.2 By March 31, 2008, review outcomes of Population Health Fund projects funded by the Quebec Region to determine project SD contribution	Number of funded projects with SD elements Number of families and/or individuals reached through projects either directly or indirectly	To lead government-wide efforts to advance action on the determinants of health	Sustainable communities - communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
Target 1.1.3 Develop a working group by July 2007 that increases awareness of and that advises program and policy areas on the health implications of changes in climate by December 2009	Number of programs that consider the health implications of a changing climate Number of PHAC policies that consider the health implications of a changing climate Integration of climate change considerations in PHAC policy and program development Cross-jurisdictional consideration of climate change in its relation to activities associated with human health Development of a PHAC approach to the human health implications of a changing climate Number of files receiving input from climate change committee Number of presentations to senior management, interdepartmental fora, meetings, conferences, etc.	To increase Canada's preparedness for, and ability to respond to, public health emergencies, including pandemic influenza	Reduce greenhouse gas emissions Federal Outcome: Impacts of climate change are understood and vulnerability is reduced

PHAC Goal 1: Incorporate SD considerations into the planning and implementation of Agency activities
PHAC Objective 1.2: Improve the health status of Canadians by fostering preventive and collaborative approaches to SD among the Agency and its partners
Target/Expected Results	Performance Indicators by Target	RPP Priority - 2007-2008	Federal SD Goal
Target 1.2.1 Genetically fingerprint antimicrobial-resistant strains to describe patterns in human antimicrobial use and antimicrobial resistance by December 31, 2009	Number of databases developed/integrated Number of tools developed Number of collaborations Number of meetings Number of presentations delivered Number of articles published Number of documents created Number of educational/training sessions delivered Number of recognitions received Number of viable suggestions to improve treatment Number of fingerprinted strains of antimicrobial-resistant community- or hospital-acquired organisms Note: Performance against this target depends on successful collaboration.	To develop, enhance and implement integrated and disease-specific strategies and programs for the prevention and control of infectious disease	Not applicable
Target 1.2.2 As a partner in the Northern Antibiotic Resistance Partnership, study and contribute to the development and delivery of an education program on infectious organisms that are becoming increasingly resistant to commonly used antibiotics for both health care providers and community individuals by December 31, 2008	Education program delivered Active surveillance programs developed and implemented Number of presentations delivered Number of articles published Number of health care providers and community individuals accessing the education program Number of recognitions received for research Number of viable suggestions to improve treatment Number of case control studies Number of active surveillance programs Note: Performance against this target depends on successful collaboration.	To develop, enhance and implement integrated and disease-specific strategies and programs for the prevention and control of infectious disease	Sustainable communities - communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
Target 1.2.3 Contribute to reducing the risks to human health from foodborne and waterborne diseases arising from animals and the agroenvironment through knowledge generation, knowledge synthesis and evidence-based interventions	Availability of rapid molecular typing system Availability of phage therapy for E. coli O157:H7 in food animals Reporting on results of research activities at the Laboratory for Foodborne Zoonoses Reporting on activities undertaken at the highperformance disease modelling and Health Geographic Information Systems (GIS) laboratory	To develop, enhance and implement integrated and disease-specific strategies and programs for the prevention and control of infectious disease	Sustainable development and use of natural resources Federal Outcome: Integration of knowledge about health and environmental effects into decisions is increased
Target 1.2.4 Contribute to the sustainability of communities by administering communitybased 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	Number of community-based groups receiving funding Number of community-based groups receiving strategic guidance on programming Number of children and families receiving program benefits	To develop, enhance and implement integrated and disease or conditionspecific strategies and programs to promote health and prevent and control chronic disease and injury	Sustainable communities - communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
Target 1.2.5 With provincial/territorial partners and other stakeholders, help to increase the proportion of Canadians who participate in physical activity, eat healthier diets and have healthy weights by 20% by the year 2015	Percentage of Canadians reporting participation in physical activity Percentage of Canadians reporting healthy eating Percentage of Canadians reporting healthy weight Note: Performance against this target depends on successful collaboration.	To develop, enhance and implement integrated and disease-specific, or condition-specific strategies and programs to promote health and prevent and control chronic disease and injury	Sustainable communities - communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
Target 1.2.6 Strengthen the public health system in numerous ways (e.g. continued funding for public health education and improved surveillance) that includes establishing Public Health Chairs, in collaboration with universities, in at least 10 universities by December 2007, with funding through 2012. Each recipient university will establish, by 2009, a continuing education strategy aimed at local public health workers and a community-oriented applied public health research program	Number of teaching positions funded Number of exchanges between university training centres and local public health organizations (e.g. workshops conducted, joint activities) Number of continuing education strategies established Number of community-oriented applied public health research programs established Note: Performance against this target depends on successful collaboration.	To strengthen public health within Canada and internationally by facilitating public health collaboration and enhancing public health capacity	Sustainable communities-communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations

PHAC Goal 2: Ensure that the Agency conducts its operations in a sustainable manner
PHAC Objective 2.1: Maximize the use of green procurement
Target/Expected Results	Performance Indicators by Target	RPP Priority - 2007-2008	Federal SD Goal
Target 2.1.1 Provide procurement training to 75% of materiel managers and integrate green procurement into training for acquisition cards by December 31, 2008	Percentage of materiel managers trained Number of training courses offered Number of participants in training courses Percentage of acquisition card holders that have received green procurement training	To develop and enhance the Agency's internal capacity to meet its mandate	Sustainable development and use of natural resources Strengthen federal governance and decisionmaking to support sustainable development
Target 2.1.2 By July 1, 2007, meet the Government of Canada standards for purchase and by March 31, 2010, meet the guidelines for operations of office equipment	Percentage of inventory that is ENERGY STAR-compliant Number of LCD monitors vs. CRT monitors Percentage of LCD monitors Number of duplex printers vs. regular printers Percentage of printers with duplex capacity Number of stand-alone printers replaced Number of individual printers replaced with group printers Percentage of group printers moved to well ventilated areas	To develop and enhance the Agency's internal capacity to meet its mandate	Sustainable development and use of natural resources Strengthen federal governance and decisionmaking to support sustainable development
Target 2.1.3 Establish a baseline of PHAC's green procurement patterns by December 31, 2007, and explore options to develop an effective, efficient and affordable green tracking system by December 31, 2008	Baseline of PHAC's procurement patterns established Report on tracking options	To develop and enhance the Agency's internal capacity to meet its mandate	Sustainable development and use of natural resources Strengthen federal governance and decisionmaking to support sustainable development
Target 2.1.4 Increase awareness of "green travel" options to 50% of all PHAC employees by March 31, 2009	Level of awareness of green travel options among PHAC employees Number of people attending information sessions on green travel options Number of times telephone, video and Web conferencing services used Percentage of employees using green travel options Percentage of employees using alternative modes of transportation Percentage of employees using telephone, video and Web conferencing services	To develop and enhance the Agency's internal capacity to meet its mandate	Sustainable development and use of natural resources Strengthen federal governance and decisionmaking to support sustainable development

PHAC Goal 2: Ensure that the Agency conducts its operations in a sustainable manner
PHAC Objective 2.2: Minimize the generation of hazardous waste in the Agency-occupied facilities
Target/Expected Results	Performance Indicators by Target	RPP Priority - 2007-2008	Federal SD Goal
Target 2.2.1 By March 31, 2010, institute effective hazardous waste monitoring and reporting	Tools developed for effective hazardous waste monitoring and reporting	To develop and enhance the Agency's internal capacity to meet its mandate	Sustainable development and use of natural resources

PHAC Goal 2: Ensure that the Agency conducts its operations in a sustainable manner
PHAC Objective 2.3: Increase resource efficiencies in the operation of PHAC buildings
Target/Expected Results	Performance Indicators by Target	RPP Priority - 2007-2008	Federal SD Goal
Target 2.3.1 Improve energy efficiency and reduce water consumption in PHACowned laboratory buildings under normal operating conditions by 2% by FY 2009-2010, using FY 2005- 2006 energy and utility management data as the baseline	Percent reduction in water and energy consumption	To develop and enhance the Agency's internal capacity to meet its mandate	Reduce greenhouse gas emissions Sustainable development and use of natural resources
Target 2.3.2 Reduce energy use in rented or leased buildings	Number of offices that meet the 8 ft. × 8 ft. (2.3 m × 2.3 m) standard cubicle size Number of hotelling workstations Number of employees who telework Percent change in energy use in PHAC tenant buildings	To develop and enhance the Agency's internal capacity to meet its mandate	Reduce greenhouse gas emissions Sustainable development and use of natural resources

PHAC Goal 3: Build capacity to implement Goals 1 and 2
PHAC Objective 3.1: Develop knowledge, commitment and action to implement SD approaches to healthy public policy
Target/Expected Results	Performance Indicators by Target	RPP Priority - 2007-2008	Federal SD Goal
Target 3.1.1 Track Strategic Environmental Assessments (SEAs) of policy, plan and program proposals by March 30, 2008	Number of SEAs conducted for new policies, plans and programs Percentage of policy, plan and program proposals entered in the system that have completed SEAs, on an annual basis	To develop and enhance the Agency's internal capacity to meet its mandate	Strengthen federal governance and decisionmaking to support sustainable development
Target 3.1.2 75% of PHAC employees understand how SD applies to their work by March 31, 2009	Percentage of PHAC employees who understand how SD applies to their work Number of awareness-building activiti	To develop and enhance the Agency's internal capacity to meet its mandate	Not applicable

PHAC Goal 3: Build capacity to implement Goals 1 and 2
PHAC Objective 3.2: Develop and use the tools to support the achievement of Goal 1 and 2
Target/Expected Results	Performance Indicators by Target	RPP Priority - 2007-2008	Federal SD Goal
Target 3.2.1 Develop and implement a Sustainable Development Policy by March 31, 2010	Percentage of PHAC employees who understand their responsibilities in relation to SD Policy implemented by March 31, 2010	To develop and enhance the Agency's internal capacity to meet its mandate	Strengthen federal governance and decision making to support sustainable development
Target 3.2.2 Provide a sustained and accessible Geographic Information Systems Infrastructure for public health and SD practice, 2006-2008	Number of provinces where the GIS services are available to public health professionals Percent increase in the number of public health professionals using the GIS services between June 2006 and December 2008	To develop and enhance the Agency's internal capacity to meet its mandate	Not applicable

PHAC Goal 3: Build capacity to implement Goals 1 and 2
PHAC Objective 3.3: Establish management systems, roles and responsibilities, authorities and accountabilities to support SDS
Target/Expected Results	Performance Indicators by Target	RPP Priority - 2007-2008	Federal SD Goal
Target 3.3.1 Report progress to management on SD goals and objectives twice a year as of December 31, 2007	Number of progress reports submitted per year SD listed as a standing item on Management Committee meeting agenda Number of SD discussions in Management Committee meetings	To develop and enhance the Agency's internal capacity to meet its mandate	Strengthen federal governance and decision making to support sustainable development
Target 3.3.2 Integrate SDS commitments into PHAC's key planning and reporting processes by March 31, 2010	Number of strategic, human resources and planning documents in which SD considerations are integrated	To develop and enhance the Agency's internal capacity to meet its mandate	Strengthen federal governance and decision making to support sustainable development
Target 3.3.3 Integrate SDS commitments into PHAC's key planning and reporting processes by March 31, 2010	Number of budget review processes that consider SD principles Percentage of budget review processes that consider SD principles	To develop and enhance the Agency's internal capacity to meet its mandate	Strengthen federal governance and decision making to support sustainable development

Table 12: Internal Audits and Evaluations

Internal Audits	Due Date
Audit of Public Health Practices	2007-2008
Audit of the Health Promotion Programs	2008-2009
Audit of the Infectious Disease Prevention and Control Program	2008-2009
Audit of the Chronic Disease and Injury Prevention and Control Program	2009-2010

Evaluation

The following table provides a list of the proposed evaluation-related projects that were received in response to a call for evaluation plans from the Centre for Excellence in Evaluation and Program Design (CEEPD).

Name of Policy, Program or Initiative	Due Date
Community Action Program for Children	2007-2008 2008-2009
National Fetal Alcohol Spectrum Disorder Initiative	2007-2008
Public Security and Anti-terrorism	2007-2008
Canada Prenatal Nutrition Program	2008-2009
Integrated Strategy on Healthy Living and Chronic Disease (component evaluation)	2008-2009
National Collaborating Centres for Public Health	2008-2009
National Immunization Strategy	2008-2009
Promotion of Population Health	2008-2009
Federal Initiative to Address HIV/AIDS in Canada (comprehensive evaluation)	2008-2009

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