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Supplementary Information (Tables)
Reflected in this table is the collection of respendable revenues by program activity and of non-respendable revenues by classification and source. Respendable revenues refer to funds collected for user fees or for the recovery of the cost of departmental services. These revenues include those both external and internal to the government, the majority being external
A variety of respendable revenues are collected which include Medical Devices, Radiation Dosimetry, Drug Submission Evaluation, Veterinary Drugs, Pest Management Regulation, Product Safety, hospital revenues resulting from payments for services provided to First Nations and Inuit Health hospitals, which are covered under provincial or territorial plans, and for the sale of drugs and health services for First Nations communities.
Non-respendable revenues are shown by source in order to reflect the information in a useful format. The Department is not allowed to respend these revenues.
Program Activity | 2008-09 Actual ($ millions) |
2009-10 Actual ($ millions) |
2010-11 ($ millions) | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Revenue |
Total Authorities |
Actual | |||
Health Products | 44.6 | 43.4 | 40.7 | 40.7 | 40.7 | 45.8 |
Food and Nutrition | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
Sustainable Environmental Health | 6.3 | 6.1 | 1.4 | 1.4 | 1.4 | 6.4 |
Consumer Products | 0.0 | 0.0 | 0.4 | 0.4 | 0.4 | 0.0 |
Workplace Health | 9.0 | 9.2 | 14.0 | 14.0 | 14.0 | 9.5 |
Pesticide Regulation | 7.3 | 7.5 | 7.0 | 7.0 | 7.0 | 9.6 |
First Nations and Inuit Health Programming and Services | 3.5 | 3.1 | 5.4 | 5.4 | 5.4 | 4.3 |
Internal Services | 0.0 | 0.7 | 0.7 | 0.7 | 0.7 | 0.7 |
Total Respendable Revenue | 70.7 | 70.0 | 69.6 | 69.6 | 69.6 | 76.3 |
Program Activity | 2008-09 Actual ($ millions) |
2009-10 Actual ($ millions) |
2010-11 ($ millions) | |||
---|---|---|---|---|---|---|
Planned Revenue |
Actual | Total Authorities |
Actual | |||
Non-tax Revenues: | ||||||
Refunds of expenditures | 47.8 | 31.2 | 0.0 | 0.0 | 0.0 | 51.9 |
Sales of goods and services | 60.5 | 0.0 | 0.0 | 0.0 | 5.2 | |
Other fees and charges | 8.4 | 7.8 | 0.0 | 0.0 | 0.0 | 9.2 |
Proceeds from the disposal of surplus Crown assets | 0.4 | 0.5 | 0.0 | 0.0 | 0.0 | 0.0 |
Miscellaneous non-tax revenues | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
Total Non-Respendable Revenue | 60.5 | 46.3 | 0.0 | 8.9 | 8.9 | 66.5 |
TOTAL REVENUES | 131.2 | 116.3 | 69.6 | 78.5 | 78.5 | 142.8 |
(1) Full costs reflect actual expenditures in a given year and do not take into account additional costs needed to address existing and prevent future backlogs for 2010/11.
User Fee: Authority to Sell Drugs Fees
Fee Type: Regulatory (R)
Fee-setting Authority: Financial Administration Act (FAA)
Date Last Modified: Dec.1994
Performance Standards: 120 calendar days to update the Drug Product Database following notification
Performance Results: 100% within 120 calendar days
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$7,700 | $7,615 | $47,205 (1) | 2011-12 | $8,553 | $53,095 |
2012-13 | $8,724 | $56,760 | |||
2013-14 | $8,899 | $57,896 |
Other Information:
User Fee: Drug Establishment Licensing Fees
Fee Type: Regulatory (R)
Fee-setting Authority: Financial Administration Act (FAA)
Date Last Modified: Dec. 1997
Performance Standards: 250 calendar days to issue / renew licence
Performance Results: 97.4% within 250 calendar days
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$6,000 | $7,875 | $20,297 (1) | 2011-12 | $21,901 | $26,080 |
2012-13 | $22,339 | $26,601 | |||
2013-14 | $22,786 | $27,133 |
Other Information:
User Fee: Drug Submission Evaluation Fees (Pharmaceuticals & Biologic Products)
Fee Type: Regulatory (R)
Fee-setting Authority: Financial Administration Act (FAA)
Date Last Modified: Aug. 1995
Performance Standards: Review 1 (average time in calendar days)
Pharmaceuticals
NDS: Priority NAS = 180
NDS: NAS = 300
NDS: Clin only = 300
NDS: Clin/C&M = 300
NDS: Priority Clin/C&M = 180
NDS: Labelling only = 60
NDS: Comp/C&M = 180
ANDS: C&M/Labelling = 180
ANDS: Comp/C&M = 180
SNDS: Clin/C&M = 300
SNDS: Clin only = 300
SNDS: Comp/C&M = 180
SNDS: C&M/Labelling = 180
SNDS: Rx to OTC New INDIC = 300
SNDS: Rx to OTC No New Indication =180
SNDS: Labelling only = 60
SNDS-C: Clin only =300
SANDS: Clin only = 300
SANDS: Comp/C&M = 180
SANDS: C&M/Labelling = 180
SANDS: Labelling only = 60
DIN A with data = 210
DIN A form only = 180
DIN D with data = 210
DIN D form only = 180
Biologics
NDS: Priority NAS = 180
NDS: NAS = 300
NDS: Clin/C&M = 300
ANDS: Comp/C&M =180
SNDS: Priority Clin only = 180
SNDS: Clin/C&M = 300
SNDS: Clin only = 300
SNDS: Comp/C&M = 180
SNDS: C&M/Labelling = 180
SNDS: Labelling only = 60
SNDS: NOC-C Clin only = 200
DIN B with data = 210
DIN B form only = 180
Performance Results: Review 1 (average time in calendar days)
Pharmaceuticals
NDS: Priority NAS = 169
NDS: NAS = 310
NDS: Clin only = 295
NDS: Clin/C&M = 316
NDS: Priority Clin/C&M = 180
NDS: Labelling only = 50
NDS: Comp/C&M = 325
ANDS: C&M/Labelling = 307
ANDS: Comp/C&M = 385
SNDS: Clin/C&M = 347
SNDS: Clin only = 270
SNDS: Comp/C&M = 233
SNDS: C&M/Labelling = 235
SNDS: Rx to OTC New INDIC = NA
SNDS: Rx to OTC No New Indication =NA
SNDS: Labelling only = 64
SNDS-C: Clin only =277
SANDS: Clin only = 343
SANDS: Comp/C&M = 301
SANDS: C&M/Labelling = 332
SANDS: Labelling only = 53
DIN A with data = 396
DIN A form only = 213
DIN D with data = 147
DIN D form only = 111
Biologics
NDS: Priority NAS = 175
NDS: NAS = 274
NDS: Clin/C&M = 302
ANDS: Comp/C&M = N/A
SNDS: Priority Clin only = 187
SNDS: Clin/C&M = 291
SNDS: Clin only = 257
SNDS: Comp/C&M = 180
SNDS: C&M/Labelling = 167
SNDS: Labelling only = 37
SNDS: NOC-C Clin only = 250
DIN B with data = 94
DIN B form only = 90
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$23,000 | $22,657 | $79,367 (1) | 2011-12 | $40,870 | $87,157 |
2012-13 | $50,060 | $93,319 | |||
2013-14 | $51,061 | $95,185 |
Other Information:
User Fee: Medical Device Licence Application Fees
Fee Type: Regulatory (R)
Fee-setting Authority: Financial Administration Act (FAA)
Date Last Modified: Aug.1998
Performance Standards: Review time to first decision (calendar days)
Review 1 (average time in calendar days)
Class II = 15
Class II amendment = 15
Class II Private Label = 15
Class II Private Label amendment = 15
Class III = 60
Class III amendment = 60
Class IV = 75
Class IV amendment = 75
Performance Results: Average review time to first decision
Review 1 (average time in calendar days)
Class II = 14.7
Class II amendment = 10.25
Class II Private Label = 15.95
Class II Private Label amendment = 13.28
Class III = 69.64
Class III amendment = 66.47
Class IV = 104.84
Class IV amendment = 61.29
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$3,800 | $4,025 | $11,684 (1) | 2011-12 | $9,425 | $14,864 |
2012-13 | $9,613 | $16,266 | |||
2013-14 | $9,805 | $16,591 |
Other Information:
User Fee: Fees for Right to Sell a Licensed Medical Device
Fee Type: Regulatory (R)
Fee-setting Authority: Financial Administration Act (FAA)
Date Last Modified: Aug.1998
Performance Standards: 20 calendar days from deadline for receipt of annual notification to update the Medical Devices Active License Listing (MDALL) database
Performance Results: 100% within 20 calendar days
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$1,800 | $2,662 | $7,378 (1) | 2011-12 | $8,377 | $10,927 |
2012-13 | $8,545 | $12,408 | |||
2013-14 | $8,715 | $12,656 |
Other Information:
User Fee: Medical Device Establishment Licensing Fees
Fee Type: Regulatory (R)
Fee-setting Authority: Financial Administration Act (FAA)
Date Last Modified: Jan. 2000
Performance Standards: 120 calendar days to issue / renew licence
Performance Results: 99.5% issued within 120 calendar days
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$3,000 | $4,115 | $6,089 (1) | 2011-12 | $11,992 | $13,505 |
2012-13 | $12,232 | $13,775 | |||
2013-14 | $12,477 | $14,051 |
Other Information:
User Fee: Veterinary Drug Evaluation Fees
Fee Type: Regulatory (R)
Fee-setting Authority: Financial Administration Act (FAA)
Date Last Modified: Mar. 1996
Performance Standards: Review time to first decision (calendar days)
NDS (including Priority Review) = 300
ABNDS = 300
SNDS = 240
SABNDS = 240
Admin = 90
DIN (including changes to DINs) = 120
NC = 90
ESC = 60
Labels = 45
Emergency Drug Release = 2
Performance Results: Average review time to first decision
NDS (including Priority Review) = 290
ABNDS = 303
SNDS = 261
SABNDS = 242
Admin = 121
DIN (including changes to DINs) = 128
NC = 131
ESC = 67
Labels = 55
Emergency Drug Release = 1
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$650 | $719 | $9,783 (1) | 2011-12 | $739 | $10,057 |
2012-13 | $760 | $10,338 | |||
2013-14 | $781 | $10,628 |
Other Information:
User Fee: Fees to be paid for Pest Control Product Application Examination Service
Fee Type: Regulatory (R)
Fee-setting Authority: Pest Control Products Act (PCPA)
Date Last Modified: April 1997
Performance Standards: Target is 90% of submissions in all categories to be processed within time shown.
www.pmra-arla.gc.ca/english/pdf/pro/pro9601-e.pdf
Category A
Standard - 550 days
User Request Minor Use Registration (URMUR) - 365 days
Category B
Standard/priority - 365 days
Category C
Standard - 180 or 225 days
Category D
IMEP - 32 days
OUI - 56 days
URMULE - 60 days and
Master Copy - 21 days Category E
New Active - Food - 365 days
New Active - Non-food - 165 days
Performance Results:
Category A = 82% overall while100% of joint reviews were completed with established international standards.
Category B = 80% overall for the fiscal year.
Category C = 74%
Category D = 87%
Category E = 31%
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$3,490 | $5,073.1 | $40,821 | 2011-12 | $3,490 | $36,611 |
2012-13 | $3,490 | $36,611 | |||
2013-14 | $3,490 | $36,611 |
Other Information:
User Fee: Fees to be paid for the right or privilege to manufacture or sell a pest control product in Canada and for establishing a Maximum Residue Limit in relation to a pest control product.
Fee Type:
Fee-setting Authority: Financial Administration Act (FAA)
Date Last Modified: April 1997
Performance Standards: 100% of all fees for the right or privilege to manufacture or sell a pest control product in Canada are invoiced by April 30th of each fiscal year.
Performance Results: 100% of all invoices were issued by April 30, 2010.
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$4,500 | $4,428 | $29,318 | 2011-12 | $4,500 | $26,294 |
2012-13 | $4,500 | $26,294 | |||
2013-14 | $4,500 | $26,294 |
Other Information:
User Fee: Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)
Fee Type: Other products and services (O)
Fee-setting Authority: Access to Information Act
Date Last Modified: 1992
Performance Standards: Response provided within 30 days following receipt of request; response time may be extended pursuant to section 9 of the ATIA. ATIA: http://laws.justice.gc.ca/en/A-1/218072.html
Performance Results: During fiscal year 2010-2011, Health Canada completed processing 1535 (71%) of 2147 active requests.
Health Canada was able to respond within 30 days or less in 700 (45.6%) of completed cases. * The remaining requests were completed within 31 to 60 days in 171 (11.1%) cases, 61 to 120 days in 178 (11.6%) cases and 486 or more days in 486 (31.7%) cases.
*A Notice of Extension is sent to the requester within 30 days of receipt of request.
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
$10 | $15.5 | $2,340 | 2011-12 | $10 | $1,800 |
2012-13 | $10 | $1,800 | |||
2013-14 | $10 | $1,800 |
Other Information:
Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:
2010-11 ($ thousands) | Planning Years ($ thousands) | |||||
---|---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost | |
Subtotal Regulatory | $53,940 | $59,169 | $251,942 | 2011-12 | $109,847 | $278,590 |
2012-13 | $120,263 | $292,372 | ||||
2013-14 | $122,514 | $297,045 | ||||
Subtotal Other Products and Services | $10 | $15.5 | $2,340 | 2011-12 | $10 | $1,800 |
2012-13 | $10 | $1,800 | ||||
2013-14 | $10 | $1,800 | ||||
Total | $53,950 | $59,184.5 | $254,282 | 2011-12 | $109,857 | $280,390 |
2012-13 | $120,273 | $294,172 | ||||
2013-14 | $122,524 | $298,845 |
* Denotes fees set by contract.
External Fee | Service Standard | Performance Results | Stakeholder Consultation |
---|---|---|---|
Authority to Sell Drugs Fees | 120 calendar days to update the Drug Product Database following notification | 100% within 120 calendar days | In April 2010, Health Canada's Proposal to update current user fees for regulatory activities related to human drugs and medical devices was tabled in Parliament, as required by the User Fees Act. The Senate Standing Committee on Social Affairs, Science and Technology undertook the review of the proposal, and recommended to the
Senate that the proposal be approved with no changes. On May 26, 2010, the Senate adopted the report of its Committee, thereby concluding the Parliamentary review of Health Canada's Proposal. As user fees are set in regulations, any changes to update them are required to go through the Canada Gazette process. The regulatory proposal was published in the Canada Gazette, Part I on November 13, 2010 for a 75-day consultation period. A summary of stakeholders' comments and Health Canada's responses was published in Canada Gazette, Part II, as part of the Regulatory Impact Analysis Statement that accompanied the regulations. The regulations containing updated user fees came into force on April 1, 2011 and will apply to 2011-2012 performance. The service standard for the Certificate of Pharmaceutical Product was revised and implemented in January of 2011. No further review is planned for the service standard. The non-regulatory user fees, Certificate of Pharmaceutical Product and Drug Master File, fees are being reviewed separately. |
* Certificates of Pharmaceutical Product (Drug Export) Fees | 5 working days to issue certificate 10 working days to issue certificate |
38.30% April to December within 5 working days 43% January to March and ongoing within 10 working days |
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Drug Establishment Licensing Fees | 250 calendar days to issue / renew licence | 97.40% within 250 calendar days | |
* Drug Master File Fees | 30 calendar days | 100% within 30 calendar days upon receipt of a complete package for a new Drug Master File or Letter of Access | |
Drug Submission Evaluation Fees (Pharmaceuticals & Biologic Products) | Review 1 (average time in calendar days) Pharmaceuticals NDS: Priority NAS = 180 NDS: NAS = 300 NDS: Clin only = 300 NDS: Clin/C&M = 300 NDS: Priority Clin/C&M = 180 NDS: Labelling only = 60 NDS: Comp/C&M = 180 ANDS: C&M/Labelling = 180 ANDS: Comp/C&M = 180 SNDS: Clin/C&M = 300 SNDS: Clin only = 300 SNDS: Comp/C&M = 180 SNDS: C&M/Labelling = 180 SNDS: Rx to OTC New INDIC = 300 SNDS: Rx to OTC No New Indication =180 SNDS: Labelling only = 60 SNDS-C: Clin only =300 SANDS: Clin only = 300 SANDS: Comp/C&M = 180 SANDS: C&M/Labelling = 180 SANDS: Labelling only = 60 DIN A with data = 210 DIN A form only = 180 DIN D with data = 210 DIN D form only = 180 Biologics NDS: Priority NAS = 180 NDS: NAS = 300 NDS: Clin/C&M = 300 ANDS: Comp/C&M = 180 SNDS: Priority Clin only = 180 SNDS: Clin/C&M = 300 SNDS: Clin only = 300 SNDS: Comp/C&M = 180 SNDS: C&M/Labelling = 180 SNDS: Labelling only = 60 SNDS: NOC-C Clin only = 200 DIN B with data = 210 DIN B form only = 180 |
Review 1 (average time in calendar days) Pharmaceuticals NDS: Priority NAS = 169 NDS: NAS = 310 NDS: Clin only = 295 NDS: Clin/C&M = 316 NDS: Priority Clin/C&M = 180 NDS: Labelling only = 50 NDS: Comp/C&M = 325 ANDS: C&M/Labelling = 307 ANDS: Comp/C&M = 385 SNDS: Clin/C&M = 347 SNDS: Clin only = 270 SNDS: Comp/C&M = 233 SNDS: C&M/Labelling = 235 SNDS: Rx to OTC New INDIC = NA SNDS: Rx to OTC No New Indication =NA SNDS: Labelling only = 64 SNDS-C: Clin only =277 SANDS: Clin only = 343 SANDS: Comp/C&M = 301 SANDS: C&M/Labelling = 332 SANDS: Labelling only = 53 DIN A with data = 396 DIN A form only = 213 DIN D with data = 147 DIN D form only = 111 Biologics NDS: Priority NAS = 175 NDS: NAS = 274 NDS: Clin/C&M = 302 ANDS: Comp/C&M = N/A SNDS: Priority Clin only = 187 SNDS: Clin/C&M = 291 SNDS: Clin only = 257 SNDS: Comp/C&M = 180 SNDS: C&M/Labelling = 167 SNDS: Labelling only = 37 SNDS: NOC-C Clin only = 250 DIN B with data = 94 DIN B form only = 90 |
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Medical Device Licence Application Fees | Review 1 (average time in calendar days) Class II = 15 Class II amendment = 15 Class II Private Label = 15 Class II Private Label amendment = 15 Class III = 60 Class III amendment = 60 Class IV = 75 Class IV amendment = 75 |
Review 1 (average time in calendar days) Class II = 14.7 Class II amendment = 10.25 Class II Private Label = 15.95 Class II Private Label amendment = 13.28 Class III = 69.64 Class III amendment = 66.47 Class IV = 104.84 Class IV amendment = 61.29 |
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Fees for Right to Sell a Licensed Medical Device | 20 calendar days from deadline for receipt of annual notification to update the Medical Devices Active License Listing (MDALL) database | 100% within 20 calendar days | |
Medical Device Establishment Licensing Fees | 120 calendar days to issue / renew licence | 99.50% issued within 120 calendar days | |
Veterinary Drug Evaluation Fees | Review time to first decision (calendar days) NDS (including Priority Review) = 300 ABNDS = 300 SNDS = 240 SABNDS = 240 Admin = 90 DIN (including changes to DINs) = 120 NC = 90 ESC = 60 Labels = 45 Emergency Drug Release = 2 |
Review time to first decision (calendar days) NDS (including Priority Review) = 290 ABNDS = 303 SNDS = 261 SABNDS = 242 Admin = 121 DIN (including changes to DINs) = 128 NC = 131 ESC = 67 Labels = 55 Emergency Drug Release = 1 |
99.50% issued within 120 calendar days |
* National Dosimetry Services Product, Services and Fee Structure (NDS P, S&F) | Provide timely, responsive and reliable customer services to 95,000 workers in over 12,500 groups: i) Registration and inspections of incoming dosimeters within 48 hours ii) Exposures over regulatory limits reported within 24 hours iii) Dosimeters leave NDS premises 10-13 working days prior to exchange date iv) Message call backs (phone, e-mail) within 24 hours v) Updated account information within 48 hours vi) Additional request dosimeters shipped within 24 hours vii) Exposure Reports for regular service sent out within 10 days of dosimeter receipt |
Provided timely, responsive and reliable customer services to over 95,000 workers in 12,500 groups. The standards were met as follows: i) > 99% Registration & inspection of incoming dosimeters within 48 hours ii) 100% Exposures over regulatory limits reported within 24 hours iii)> 99% Dosimeters leave NDS premises 10-13 working days prior to exchange date iv) > 95 % Message call backs done within 24 hours. 87% of incoming calls answered immediately. v) > 90 % Account information updated within 48 hours vi) > 99% Additional request dosimeters shipped within 24 hours vii) 97% Exposure Reports sent out within 10 days of dosimeter receipt |
InLight dosimeters were issued to clients staring on Jan 1, 2011, marking the beginning of transition to this new dosimetry product.
These interactions allowed NDS to measure level of service satisfaction as well as insight into new requirements for products and services. The total number of complaints was 238, compared to 183 last year. The processing and update client accounts occurred within 2 days of contact. Clients feedback (both complimentary and critical) was addressed as required. Addressed 92 client concerns. Additional information on service was obtained during regular contact with the client and, as required, through exit questionnaires. On a basis of over 525,000 dosimeter readings in 2010-2011, NDS= satisfaction rate is more than 99% based on the ratio of complaints to results reported. |
* Ship Sanitation Certificate Services (Formerly known as Deratting Services) | Health Canada provides 7-day service in Standard Rate (Designated) Ports and all requests are responded to within 48 hours. | 694 Ship Sanitation Certificate Inspections were conducted in 2010-2011, out of which 72% (498/694) were conducted at Standard Rate Ports. All requests were responded to within 48 hours. |
There were no changes to the service standards in 2010-2011. |
* Cruise Ship Inspection Program | Periodic inspections completed a minimum of once per sailing season on ships in Canadian waters. Final reports submitted within 10 working days. Re-inspection on any ships with scores of less than 85%. Health Canada publishes scores obtained from the Cruise Ship Inspection Program at: http://www.hc-sc.gc.ca/hl-vs/travel-voyage/general/ship-navire-eng.php |
73 Cruise Ship Inspections were conducted in 2010-2011. All final reports were submitted within 10 working days. 4% (3/73) Cruise Ships did not achieve scores of 85% but re-inspections were not conducted on 2 of the 3 ships as they left Canadian waters immediately after initial inspection. |
Cruise Ship Inspections are performed following procedures and protocols that have been published and distributed to clients. Minor changes were made to the Cruise Ship Administrative Guide; these were communicated to the Cruise Ship Industry. No concerns were raised by stakeholders. No changes were made to the fee schedule. Industry received a summary report on Health Canada activities in 2010-2011. |
* Common Carrier Inspection (e.g. trains, ferries, airports/airlines, seaports) |
a) Passenger Train - On Board
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a) Passenger Train - On Board
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Common Carrier Inspections are performed following procedures and protocols that have been published and distributed to clients. Industry received a summary report on Health Canada activities in 2010-2011. Updated inspection guidelines for passenger trains, ferries and flight kitchens were also distributed to conveyance partners. These guidelines were developed in consultation with industry stakeholders. |
* Medical Marihuana Dried marihuana ($5.00 / gram) Cannabis seeds ($20.00 / packet of 30 seeds) |
Dried marihuana Health Canada provides tested dried marihuana lots prior to distribution to authorized persons. Cannabis seeds Health Canada provides tested marihuana seed lots prior to distribution to authorized persons. Processing time Health Canada processing time for orders is 14 working days (from the time the order is received to the delivery of shipment to the recipient). |
Dried marihuana Test result requirements were met for all 18 lots released. Quality control test results are posted on Health Canada website. The number of pouches distributed was 12,331. The number of returned pouches was 135. Return rate due to product non-satisfaction was 0.56% Cannabis seeds Test result requirements were met for the two (2) lots distributed in the fiscal year. The number of seed packets distributed was 719.The number of returned seed packets for was 6. Return rate for this year was .01% (note that the return rate for seeds may not necessarily be due to non-satisfaction). Processing time was below service standard of 14 working days for the all of our shipment orders of dried marihuana (total 4,610 shipment orders) and Cannabis seeds (total 467 shipment orders). |
MMAD and MMPD staff engages with clients on a daily basis through Canada Enquiries Centre. Over the fiscal year 2010-2011, the Marihuana Medical Access Program received 24,037 calls. These interactions with the Program's clients allowed MMAD and MMPD to assess the level of client satisfaction. These interactions are documented using a centralized
electronic database. There were no changes to the service standards in 2010-2011. |
*Employee Assistance Services (EAS) (Fees are charged through contractual or formally-based agreements between HC and other departments, agencies and federally-regulated organizations.) Customers are billed by means of JV, IS transactions, invoice and cheques, etc. Services provided for fees includes:
No individual client or Canadian is being charged for these services. |
As per formal agreement, varies depending on customer organization's requirements, needs and EAS capacity to meet service levels. Service Standards include:
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As per results from customer surveys, client satisfaction surveys, Bell telephone reports, and data collected from affiliate mental health professionals, EAS is meeting all of the service standards outlined in the contractual agreements.
|
i) Customers: Federal departments and agencies comprise the majority of EAS' customer base, and they are consulted on a regular basis. Utilization data is provided at least annually to each customer organization. Formal agreement to renew contractual or ILA/MOU-type agreements are completed every 1, 2 or 3 years. Customers are formally surveyed every two years, but contacts are communicated with regularly to ensure satisfaction and build customer relations. ii) Clients: EAS is the largest provider of Employee Assistance Programs to the public sector. EAS handled more that 15,000 cases last fiscal cycle, and provided over 45,000 hours of counselling sessions. Client satisfaction is one of the most key indicators of service quality. For each service delivered, clients are informed that their feedback regarding service quality is valuable and appreciated. iii) Affiliates: EAS's network of more than 750 affiliates ensures that EAS has the capacity to offer services across Canada within industry-standard timeframes. This network covers Canada from coast to coast; it forms an invaluable source of feedback regarding service provision with respect to the client base at large. iv) Legislating/Regulating Bodies: As a government entity, many of EAS practices and procedures regarding finance, human resources and operational management are prescribed by specific policies, regulations and/or laws. As such, EAS is accountable to these rules and must, at regular intervals, report on: the usage of funds; adherence to key legislation, such as Official Languages, Financial Administration Act, and Privacy Act. v) Staff: Retention of knowledgeable and experienced staff has become a recognized problem in much of the federal public service. EAS, however, has consistently demonstrated a significantly higher level of staff retention when compared with the department as a whole. |
Fees to be paid for Pest Control Product Application Examination Service | Target is 90% of submissions in all categories to be processed within time shown. www.pmra-arla.gc.ca/ english/ pdf/pro/ pro9601-e.pdf Category A Standard - 550 days User Request Minor Use Registration (URMUR) - 365 days Category B Standard/priority - 365 days Category C Standard - 180 or 225 days Category D IMEP - 32 days OUI - 56 days URMULE - 60 days and Master Copy - 21 days Category E New Active - Food - 365 days New Active - Non-food - 165 days |
Category A = 82% overall, and performance for global joint reviews was 100% Category B = 80% overall for the fiscal year. Category C = 74% Category D = 87% Category E = 31% |
Formal stakeholder consultations are normally tied to a comprehensive review of User Fees. In the fiscal year 2010-2011, there were no formal consultations as no user fee reviews took place. |
Fees to be paid for the right or privilege to manufacture or sell a pest control product in Canada and for establishing a Maximum Residue Limit in relation to a pest control product. | Target is 100% of all fees for the right or privilege to manufacture or sell a pest control product in Canada are invoiced by April 30th of each fiscal year. | Met performance target | Formal stakeholder consultations are normally tied to a comprehensive review of User Fees. In the fiscal year 2010-2011, there were no formal consultations as no user fee reviews took place. |
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) Note (1) | Response provided within 30 days following receipt of request; response time may be extended pursuant to section 9 of the ATIA. ATIA: http://laws.justice.gc.ca/en/A-1/218072.html |
During fiscal year 2010-2011, Health Canada completed processing 1535 (71%) of 2147 active requests. Health Canada was able to respond within 30 days or less in 700 (45.6%) of completed cases. *The remaining requests were completed within 31 to 60 days in 171 (11.1%) cases, 61 to 120 days in 178 (11.6%) cases and 486 or more days in 486 (31.7%)
cases. Note(1) A Notice of Extension is sent to the requester within 30 days of receipt of request. |
The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board Secretariat for amendments done in 1986 and 1992. |
Other Information: N/A
Health Information and Claims Processing Services (HICPS) Major Crown Project.
HICPS is the key delivery mechanism for the payment of pharmacy, medical supplies and equipment, and dental benefits under Health Canada's Non-Insured Health Benefits (NIHB) Program.
The HICPS Project was established to conduct a competitive procurement to replace the former HICPS contract, to manage the implementation of the new service contract and ensure a smooth transition from the former incumbent to the new contractor.
Project Close-Out Phase: The HICPS Major Crown Project entered the project close-out phase upon implementation of the new Health Information and Claims Processing Services into production on December 1, 2009. The system continues to be fully operational as a satisfactory service.
Overview: HICPS supports the delivery of much-needed health benefits for over 846,000 eligible First Nations and Inuit clients. Express Scripts C Canada commenced operations in December 2009 with implementation of the new HICPS system. Transition between the previous claims processor and the new Contractor was managed without major impact to Non-Insured Health Benefits' First Nation and Inuit Clients.
Lead Department | Health Canada |
---|---|
Contracting Authority | Public Works and Government Services Canada |
Participating Departments | Indian and Northern Affairs Canada |
Prime Contractor | Express Scripts Canada (ESIC), Mississauga, Ontario, Canada |
---|---|
Major Subcontractor(s) | Not in RPP 2010-2011 |
Major Milestone | Date |
---|---|
Initial meetings with Contractor, coordination of implementation phase project plan | Contract Award (December 4, 2007 through January 2008) |
Business Requirements Gathering and Design | February 2008 to August 2008 |
HICPS Development | September 2008 to April 2009 |
HICPS Testing and Acceptance | May to September 2009 |
Documentation, Simulations, Validation, Data Conversion and Training | September 2009 to November 2009 |
HICPS Implementation (ESIC officially takes over real-time service provision) | December 6, 2009 |
Project Close-Out Phase. Includes:
|
December 2010 to December 2011 |
The Implementation Phase of the HICPS project was concluded on time and on budget in December 2009. All steps were taken to ensure a seamless transition to Non-Insured Health Benefits clients. Some system adjustments, service refinements and enrolment of providers continued after system implementation. However, the new HICPS system has successfully processed pharmacy, dental, and MS&E benefits for First Nation and Inuit clients since the implementation date.
The Project has now entered the Close-Out Phase and an evaluation is being completed of the HICPS project and lessons learned. The evaluation is scheduled to be completed by December 2011.
The project schedule and budget are consistent with the amount granted by the project authorities.
HICPS was implemented on December 6, 2009 and transition completed between the two service contracts. ;
For fiscal 2010-11, the focus of this initiative has been on refinement of the services and the system project evaluation.
The Industrial Regional Benefits (IRB) model was modified to focus on benefiting the Aboriginal economic community, rather than a specific industry or region of Canada, resulting in an Aboriginal benefit requirement (ABR) which is unique to the HICPS Project.
The development of the ABR approach for the HICPS Project was informed by industry feedback through two Requests for Information (RFI) consultation processes, and approved by Treasury Board. As HICPS Prime Contractor, Express Scripts Canada is required to ensure a mandatory and substantial Aboriginal benefits requirement representing direct or indirect benefits to Aboriginal businesses or individuals.
Name of Transfer Payment Program:
Payments to First Nations and Inuit Health Services Transfer
Start Date
April 2007
End Date
March 2012
Description
To increase responsibility and control by First Nations and Inuit for their own health programs and services to improve health conditions for First Nations and Inuit people.
Strategic Outcome
Better Health outcomes and reduction of Health inequalities between First Nations and Inuit and other Canadians.
Results Achieved
Increased control or accountability by First Nations and Inuit for their own of health care programs and services.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 213.7 | 266.4 | 256.1 | 448.1 | 448.1 | (192.0) |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 213.7 | 266.4 | 256.1 | 448.1 | 448.1 | (192.0) |
Comment(s) on Variance(s):
* Due to the nature of this program, actual spending includes a total of $191.2M from other classes of contributions, as FN, under this program authority, manage funds previously identified with other classes. This authority allows FN recipients to manage funds under a single consolidated agreement as they assume more responsibility for development and management of their own health programs. As such, funds from other classes are expended under this contribution authority. Correspondingly, those classes affected by spending under Payments to First Nations and Inuit Health Services Transfer will have reference to this spending in their comments.
* It is also expected that this class grows over time as it supports the increasing desire of First Nations and Inuit to assume management of health programs and services and the opportunity to redesign these programs and services so that they are more suited to local priorities.
Audit Completed or Planned:
N/A
Evaluation Completed or Planned:
Planned as part of the funding models evaluation in 2011-12.
Name of Transfer Payment Program
Contributions for First Nations and Inuit Health Governance and Infrastructure Support
Start Date
April 2005
End Date
March 2011
Description
Health Governance and Infrastructure Support aims to increase First Nations and Inuit control over health programs and services. Activities include: health planning and management; health research, knowledge and information management; health consultation and liaison; health delivery and infrastructure; integration and adaptation of health services; and health human resources.
(Voted)
Strategic Outcome
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians.
Results Achieved
Improved health status of First Nations and Inuit through strengthened governance and infrastructure.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 148.6 | 164.2 | 166.8 | 84.3 | 76.9 | 89.9 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 148.6 | 164.2 | 166.8 | 84.3 | 76.9 | 89.9 |
Comment(s) on Variance(s):
* Planned spending is reduced by $11.8 for transfer between branches and Supps A & C items.
* $43.6 of the Actual Spending of this contribution class is reported under 'Payments to First Nations and Inuit Health Services Transfer'" due to the desire of First Nations and Inuit to assume management of health programs and services.
* Most of the remaining variance is due to Actual Spending reported under Contribution Class "FNI Community Programs". The amount assigned to this Transfer Payment Program at its establishment in 2005 was overestimated and a realignment towards three other Transfer Payment Programs will be requested for future years.
Audit Completed or Planned:
N/A
Evaluation Completed or Planned:
Evaluation of the funding models planned in 2011-12.
Name of Transfer Payment Program
Contributions for First Nations and Inuit Community Programs
Start Date
April 2005
End Date
March 2011
Description
Community programs support child and maternal-child health; mental health promotion; addictions prevention and treatment; chronic disease prevention and health promotion services.
(Voted)
Strategic Outcome
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians.
Results Achieved
Increased participation of First Nations and Inuit individuals, families, and communities in programs and supports.
Improved continuum of programs and services in First Nations and Inuit communities.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 285.1 | 265.9 | 170.0 | 180.7 | 180.0 | (10.0) |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 285.1 | 265.9 | 170.0 | 180.7 | 180.0 | (10.0) |
Comment(s) on Variance(s):
* Planned spending is increased by $73.5 for Supps A, B & C items.
* $89.0 of the Actual Spending of this contribution class is reported under 'Payments to First Nations and Inuit Health Services Transfer'" due to the desire of First Nations and Inuit to assume management of health programs and services.
* Most of the remaining variance is due to Actual Spending that belongs to Contribution Class "Contributions for First Nations and Inuit Health Governance and Infrastructure Support".
Audit Completed or Planned:
N/A
Evaluation Completed or Planned:
Completed for Mental Health and Addictions and Chronic Disease and Injury Prevention Clusters in 2010-11.
Name of Transfer Payment Program
Contributions for First Nations and Inuit Health Facilities and Capital Program
Start Date
April 2005
End Date
March 2011
Description
Provides funding to eligible recipients for the construction acquisition, leasing, operation and maintenance of nursing stations, health centres, health stations, health offices, treatment centres, staff residences, and operational support buildings.
(Voted)
Strategic Outcome
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians.
Results Achieved
Increase availability of health facilities, equipment and other moveable assets in First Nations and Inuit communities that support the provision of health services.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 66.1 | 98.7 | 112.9 | 116.3 | 116.3 | (3.4) |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 66.1 | 98.7 | 112.9 | 116.3 | 116.3 | (3.4) |
Comment(s) on Variance(s):
* Actual Spending was higher than forecasted by 3% due to additional Capital pressures.
Audit Completed or Planned:
Audit of Health Facilities and Capital Program completed in 2010-11.
Evaluation Completed or Planned:
Completed in 2010-11.
Name of Transfer Payment Program
Contributions for First Nations and Inuit Health Benefits
Start Date
April 2005
End Date
March 2011
Description
A limited range of medically necessary health-related goods and services which supplement those provided through other private or provincial/territorial health insurance plans is provided to registered Indians and recognized Inuit. Benefits include drugs, dental care, vision care, medical supplies and equipment, short-term crisis intervention mental health services, and transportation to access medical services not available on reserve or in the community of residence.
(Voted)
Strategic Outcome
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians.
Results Achieved
Access by eligible clients to Non-Insured Health Benefits.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 150.0 | 166.7 | 168.7 | 168.1 | 168.1 | 0.6 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 150.0 | 166.7 | 168.7 | 168.1 | 168.1 | 0.6 |
Comment(s) on Variance(s):
N/A
Audit Completed or Planned:
Audit of Non-Insured Health Benefits - Medical Transportation completed in 2010-11.
Evaluation Completed or Planned:
N/A
Name of Transfer Payment Program
Contributions for First Nations and Inuit Health Protection
Start Date
April 2005
End Date
March 2011
Description
Communicable Disease and Environmental Health and Research programs facilitate preparedness to implement measures in the control, management and containment of outbreaks of preventable diseases and improve management and control of environmental hazards.
(Voted)
Strategic Outcome
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians.
Results Achieved
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 24.4 | 27.4 | 12.8 | 21.7 | 21.7 | (8.9) |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 24.4 | 27.4 | 12.8 | 21.7 | 21.7 | (8.9) |
Comment(s) on Variance(s):
* Planned spending is increased by $5.2 for Supps A items.
* $6.8 of the Actual Spending of this contribution class is reported under 'Payments to First Nations and Inuit Health Services Transfer'" due to the desire of First Nations and Inuit to assume management of health programs and services.
* Approximately $4.0 of the variance is due to increased pressure for First Nations Water Monitoring Program.
* Remaining variance of approximately $6.0 is due to increased pressure in other Health Protection Programs.
Audit Completed or Planned:
N/A
Evaluation Completed or Planned:
Communicable Disease Control, Environmental Health and Environmental Research Clusters completed in 2010-11.
Name of Transfer Payment Program
Contributions for First Nations and Inuit Primary Health Care
Start Date
April 2005
End Date
March 2011
Description
Primary Health Care services include emergency and acute care health services, Community primary health care services which include illness and injury prevention and health promotion activities. These programs also include: the First Nations and Inuit Home and Community Care; and the Oral Health Strategy.
(Voted)
Strategic Outcome
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians.
Results Achieved
Improved access to quality well-coordinated culturally appropriate primary health care programs and services for First Nations and Inuit individuals, families and communities.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 147.9 | 144.6 | 129.5 | 103.3 | 103.3 | 26.2 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 147.9 | 144.6 | 129.5 | 103.3 | 103.3 | 26.2 |
Comment(s) on Variance(s):
* Planned spending is increased by $6.0 for Supps A items.
* $51.5 of the Actual Spending of this contribution class is reported under 'Payments to First Nations and Inuit Health Services Transfer'" due to the desire of First Nations and Inuit to assume management of health programs and services.
* Most of the variance of $19.3 is explained by a continued increase in Nursing costs.
Audit Completed or Planned:
Audit of Primary Care - Nursing Services completed in 2010-11.
Evaluation Completed or Planned:
Planned in 2011-12
Name of Transfer Payment Program
Contributions for Bigstone Non-Insured Health Benefits (NIHB) Pilot Project
Start Date
April 2005
End Date
March 2011
Description
Administration and delivery of benefits with Bigstone Health Commission to registered Indians and recognized Inuit.
(Voted)
Strategic Outcome
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians.
Results Achieved
Improved access to quality well-coordinated culturally appropriate primary health care programs and services for First Nations and Inuit individuals, families and communities.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 10.0 | 10.4 | 9.1 | 10.9 | 10.9 | (1.8) |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 10.0 | 10.4 | 9.1 | 10.9 | 10.9 | (1.8) |
Comment(s) on Variance(s):
* Variance is mainly due to additional spending related to NIHB program growth.
Audit Completed or Planned:
N/A
Evaluation Completed or Planned:
N/A
Name of Transfer Payment Program
Contributions to the Organization for the Advancement of Aboriginal People's Health
Start Date
April 2005
End Date
March 2011
Description
To support the Organization for the Advancement of Aboriginal People's Health.
(Voted)
Strategic Outcome
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians.
Results Achieved
Continued empowerment of Aboriginal peoples through advancements in knowledge and sharing of knowledge on Aboriginal health.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 5.0 | 5.0 | 5.0 | 4.4 | 4.4 | 0.6 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 5.0 | 5.0 | 5.0 | 4.4 | 4.4 | 0.6 |
Comment(s) on Variance(s):
* Actual Spending was lower than expected by $0.6.
Audit Completed or Planned:
N/A
Evaluation Completed or Planned:
N/A
Name of Transfer Payment Program
Indian Residential Schools Resolution Health Support Program
Start Date
November 2006
End Date
March 2013
Description
This program is to support the mental wellness of former Indian Residential School (IRS) students, their families and communities by providing:
(Voted)
Strategic Outcome
Better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians
Results achieved:
Services which are culturally sensitive, holistic, comprehensive, effective and efficient, ultimately improving emotional and mental wellness of former IRS students.
Services allow former IRS students to disclose accounts of childhood sexual and physical abuses in a safe and effective manner.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 18.8 | 24.0 | 5.4 | 33.4 | 33.4 | (28.0) |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 18.8 | 24.0 | 5.4 | 33.4 | 33.4 | (28.0) |
Comment(s) on Variance(s):
* Planned spending is increased by $26.9 for Supps B items. The remaining variance is due to a higher than expected demand that results in increased costs for this program.
Audit Completed or Planned:
N/A
Evaluation Completed or Planned:
N/A
Name of Transfer Payment Program
Contributions in support of the Federal Tobacco Control Strategy
Start Date
July 1, 2007
End Date
March 31, 2012 (Ts&Cs expire March 31, 2012)
Description
The purpose of the Federal Tobacco Control Strategy (FTCS) Contribution Program is to contribute to the achievement of FTCS objectives through assistance to provinces, non-governmental organizations, researchers and other tobacco control stakeholders. In 2007, the Government of Canada announced new goals and objectives for the Federal Tobacco Control Strategy until 2011. These are:
Goal:
Reducing the overall smoking prevalence from 19% (2005) to 12% by 2011.
The new objectives are to:
Strategic Outcome
Reduced health and environmental risks from products and substances and healthy, sustainable living and working environments
Results Achieved
With 104 projects funded since 2007, the following results are some highlights:
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 7.4 | 12.7 | 15.8 | 15.8 | 15.7 | 0.1 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 7.4 | 12.7 | 15.8 | 15.8 | 15.7 | 0.1 |
Comment(s) on Variance(s):
Differences between planned spending and actual spending is minimal and is related to minor lapses from committed projects.
Audit Completed or Planned:
No audits have been performed, nor are they planned for the Federal Tobacco Control Strategy at this time.
Evaluation Completed or Planned:
The Federal Tobacco Control Strategy incorporates a full summative evaluation which includes process and impact evaluations of the contribution funding program. Final report of the process evaluation is expected in September 2011, and final report of the impact evaluation is expected in July 2011.
Name of Transfer Payment Program
Drug Treatment Funding Program
Start Date
October 2007 - Services component
April 2008 - Systems component
End Date
March 31, 2012 (Services component)
March 31, 2013(Systems component)
Description
Drug Treatment Funding Program (DTFP), under the National Anti-Drug Strategy, provides $111 million in financial support over five years to provincial and territorial governments to support illicit drug treatment services for at-risk youth, and to assist in strengthening the quality of drug treatment services. An additional $10M over five years is designated support for a project in Vancouver's Downtown Eastside.
Strategic Outcome
Reduced health and environmental risks from products and substances and healthy, sustainable living and working environments.
Results Achieved
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 1.4 | 5.9 | 29.9 | 29.9 | 16.5 | 13.4 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 1.4 | 5.9 | 29.9 | 29.9 | 16.5 | 13.4 |
Comment(s) on Variance(s):
Actual spending of $16.5M versus total authorities and planned spending results in a variance of $13.4M. Of this, $2.2M was reallocated to the National Native Alcohol and Drug Abuse Program and the Drug Strategy Community Initiatives Fund both under the National Anti-Drug Strategy. Health Canada is exploring options to retain the remaining $10.9 M to achieve the desired program objectives.
The Report on Plans and Priorities reported planned spending at the amount of $28M. An adjustment has been made to reflect the correct amount of $29.9M.
Audit Completed or Planned:
No audits have been performed, nor are they planned for the DTFP at this time.
Evaluation Completed or Planned:
An implementation evaluation of the DTFP was conducted in 2010-11 which examined the implementation of the program, relevance of the program to federal priorities, and progress towards achievement of immediate outcomes.
Departmental Performance Measurement and Evaluation Directorate will be overseeing an evaluation of DTFP in 2012.
Name of Transfer Payment Program
Drug Strategy Community Initiatives Fund (voted contribution dollars)
Start Date
April 2004
End Date
Ts&Cs renewed effective April 1, 2010
Description
The Drug Strategy Community Initiatives Fund (DSCIF) will contribute to reducing illicit drug use among Canadians, particularly among vulnerable populations such as youth, by focussing on health promotion and prevention approaches to address drug abuse before it happens. The objectives of the DSCIF are to facilitate the development of local, provincial, territorial, national and community-based solutions to drug use among youth and to promote public awareness of illicit drug use among youth. The Program is delivered through Health Canada's regional and national offices.
Strategic Outcome
Reduced health and environmental risks from products and substances and healthy, sustainable living and working environments
Results Achieved
During 2010-11, 35 new contribution agreements were signed.
DSCIF continues to work closely with recipients to aid in performance reporting including delivering evaluation training (regional evaluation training sessions held for most new projects in 2010-11), development of standardised instruments as part of the cluster evaluation and development of standardised quarterly reporting templates.
In 2010-11, DSCIF worked with the Department Centre of Excellence towards implementing Risk Management Tools.
In 2010-11, British Columbia, Alberta, Manitoba/Saskatchewan and Quebec held regional Showcases or Knowledge Exchange Events where funded projects were brought together to share results, lessons learned and to network.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 4.9 | 9.0 | 12.4 | 12.4 | 12.7 | 0.3 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 4.9 | 9.0 | 12.4 | 12.4 | 12.7 | 0.3 |
Comment(s) on Variance(s):
The $0.3M variance of actual spending in excess of the total authorities and planned spending is the result of the transfer of resources from the Drug Treatment Funding Program to be spent under this program which is also related to the National Anti-Drug Strategy. The planned spending has been adjusted to reflect proper G & C planned spending amounts.
Audit Completed or Planned:
No audits have been performed, nor are they planned for the DSCIF at this time.
Evaluation Completed or Planned:
No evaluations were completed in 2010-11.
Name of Transfer Payment Program
Assessed Contribution to the Pan-American Health Organization
Start Date
April 15, 2008
End Date
March 31, 2013
Description
To support Canada's membership in the Pan-American Health Organization (PAHO).
Strategic Outcome
Accessible and sustainable health system responsive to the health needs of Canadians.
Results Achieved
Canada receives direct and indirect benefits from its membership in PAHO. Attendance at meetings of the governing bodies and at expert consultations provides a forum for the wider dissemination of Canadian-based values related to health and the provision of health care services and public health approaches. Participation by Canadian health experts ensures bilateral linkages are created and maintained with key countries in Latin America and the Caribbean.
The Director of PAHO annually reports the Organization's accomplishments and how it has spent its resources to meet stated objectives. Link to PAHO's website: (http://www.paho.org/English/gov/govbodies-index.htm).
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 12.0 | 13.0 | 12.5 | 13.2 | 13.2 | -1.7 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 12.0 | 13.0 | 12.5 | 13.2 | 13.2 | -1.7 |
Comment(s) on Variance(s):
Variance in spending is due to increases in Canada's assessed contribution to PAHO and fluctuations in foreign exchange rates. The variance was accommodated by using funds from the overall International Health Grants Program budget under which the PAHO payment sits.
Audit Completed or Planned:
None. As per the program Terms and Conditions, Health Canada relies upon the PAHO's internal and external audit regimes to monitoraccountability.
Evaluation Completed or Planned:
None
Name of Transfer Payment Program
Grant to Canadian Blood Services
Start Date
April 2000
End Date
Ongoing
Description
To support basic, applied and clinical research on blood safety and effectiveness issues through the auspices of Canadian Blood Services.
Strategic Outcome
Access to safe and effective health products and food information for healthy choices.
Results Achieved
Continued improvements to basic applied and clinical research on blood safety and effectiveness.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 5.0 | 5.0 | 5.0 | 5.0 | 5.0 | 0.0 |
Total Contributions | ||||||
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 5.0 | 5.0 | 5.0 | 5.0 | 5.0 | 0.0 |
Comment(s) on Variance(s):
No variance.
Audit Completed or Planned:
None
Evaluation Completed or Planned:
None
Name of Transfer Payment Program
Official Languages Health Contribution Program
[replaces: Contribution Program to Improve Access to Health Services for Official Language Minority Communities 2003-04 to 2008-09]
Start Date
April 1, 2009
End Date
March 31, 2013
Description
The Official Languages Health Contribution Program has the following objectives:
These objectives are realized through the following three mutually reinforcing program components:
Strategic Outcome
Accessible and sustainable health system responsive to the health needs of Canadians.
Results Achieved
23 contribution agreements were launched with educational institutions and community-based organisations for the engagement of new program activities to address program objectives.
1,147965 students new student registrations were accepted in 20109-110 into training programs sponsored through the ten post-secondary institutions and one provincial government agency (New Brunswick) funded under the coordination of the Consortium national de formation en santé. There were 518 graduates from these same programs for the academic year ending in May/June 2010. A follow-up survey of training graduates from 2008-09 - which was released in 2010-11 - revealed that 86% of graduates surveyed were employed in health professions serving official language minority communities.
McGill University coordinated language training activities in 20109-110 for some 1,325000 health professionals in Quebec to improve their ability to service English-speaking minority communities.
Approximately 70 projects are being launched during 2010-13 in French-speaking minority communities outside Quebec. Examples of projects launched in 2010-11:
A total of 38 projects have been launched in English-speaking minority communities in Quebec over 2010-13. Examples of projects launched in 2010-11:
New projects aimed at improving the health and health access of official language minority communities were implemented in 2009-2010. For example, a new French-language telehealth site was launched in Manitoba under the sponsorship of the Société Santé en français and an initiative to improve access to health and social services in English in the Estrie region of Quebec was launched through the Community Health and Social Services Network.
Further information regarding these projects is available from the websites of Program recipients:
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 27.9 | 35.5 | 36.7 | 36.8 | 36.8 | -0.1 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 27.9 | 35.5 | 36.7 | 36.8 | 36.8 | -0.1 |
Comment(s) on Variance(s):
Increased spending for 2010-11 was due to $75,000 in funds transferred from Canadian Heritage in support of a community-based public opinion research project directed by the Société Santé en français.
Audit Completed or Planned:
No.Trois bénéficiaires ont fait l'objet d'une vérification financière (déplacements et frais d'accueil) pour l'exercice 2009-2010. Nous avons reçu les ébauches des rapports vers la fin mai. Nous devons maintenant commenter pour finaliser le rapport. Il reste le suivi à faire, donc le tout n'est pas encore complété.
Evaluation Completed or Planned:
A mid-term review of the program that was initiated in 2010-11 is to be completed in 2011-12. The program's summative evaluation will be launched in 2011-12 and completed in 2012-13.
Name of Transfer Payment Program
Grant for Territorial Health System Sustainability Initiative
Start Date
April 1, 2010
End Date
March 31, 2012
Description
The Territorial Health System Sustainability Initiative (THSSI) is divided into the following three funds:
Strategic Outcome
A health system responsive to the needs of Canadians
Results Achieved
The overriding goal of the two-year extended THSSI is to assist the three territories to consolidate progress made under the THSSI in reducing the reliance on outside health care systems and medical travel. For territories, consolidating projects that have achieved their goals and integrating projects with an ongoing mandate into territorial core business.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 0.0 | 0.0 | 30.0 | 30.0 | 30.0 | 0.0 |
Total Contributions | ||||||
Total Other Types of TPs | ||||||
Total Program Activity(ies) | 0.0 | 0.0 | 30.0 | 30.0 | 30.0 | 0.0 |
Comment(s) on Variance(s):
No variance. The program was renewed for 2 additional years to the end of fiscal year 2011-12 at the same amounts ($30 million in total per year).
Audit Completed or Planned:
N/A - This program activity is a Grant.
Evaluation Completed or Planned:
N/A - the program has been renewed for an additional 2 years as stated above.
Name of Transfer Payment Program:
Health Care Policy Contribution Program (Voted)
Start Date
September 24, 2002
End Date
Ongoing
Description
The Health Care Policy Contribution Program (HCPCP) provides contribution funding for projects that address the challenges facing Canada's health care system. The Program fosters strategic and evidence-based decision-making for quality health care, and promotes innovation through pilot projects, evaluation, research, and policy development on current and emerging health care system issues. The Program has continued to evolve in response to changing health care system priorities and currently consists of three components: the Health Care System Innovation Fund, which includes the Canadian Medication Incident Reporting and Prevention System; the Health Human Resource Strategy; and the Internationally Educated Health Professionals Initiative. Two components, the National Wait Times Initiative (NWTI) and the Patient Wait Times Guarantee Pilot Project Fund (PWTGPPF), ended on March 31, 2009 and March 31, 2010, respectively.
The Health Care System Innovation Fund (HCSIF) is designed to be flexible and support projects that address a wide range of health care policy issues to encourage innovation and achieve maximum benefit for the health care system and for Canadians. The Canadian Medication Incident Reporting and Prevention System (CMIRPS) aims to reduce harm caused by preventable medication incidents through activities such as the collection and analysis of standardized incident data and the development and dissemination of information including best practices in safe medication use systems.
The goal of the Health Human Resource Strategy (HHRS) is to aid in the establishment and maintenance of a stable and optimal health workforce. The HHRS is pursuing four key strategic directions: more health care providers; using human resources skills effectively; creating healthy, supportive, learning workplaces; and more effective planning and forecasting. The HHRS supports key stakeholders such as provincial/territorial governments, health professional associations, educational institutions and national non-government health care organizations, in their efforts to address health human resource issues that correspond to both federal and stakeholder goals and priorities. Currently, the distribution of physicians, particularly in underserved locations, is a priority health human resource issue for the federal government and stakeholders.
The Internationally Educated Health Professionals Initiative (IEHPI) is designed to facilitate the integration of internationally educated health professionals by assisting them in obtaining licensure and reducing barriers to practice within the Canadian health care workforce. The ultimate goal is to increase the number of internationally educated health professionals in the health care workforce. In the spring 2005 budget, the Canadian government committed $75 million to support IEHPI over its first five years and $18M annually thereafter. The IEHPI is complementary to the Pan-Canadian Framework for the Assessment and Recognition of Foreign Qualifications announced by the Forum of Labour Market Ministers in 2009.
Strategic Outcome
Accessible and sustainable health system responsive to the health needs of Canadians.
Results Achieved
The Health Care System Innovation Component directed funding toward research and knowledge transfer activities to support innovation and implementation of best practices in key policy areas such as wait times, aging and end of life care.
CMIRPS projects continued to contribute to system level changes to improve the safety of medication use in Canada. For example, through ISMP Canada's individual practitioner incident report analyses, discussions continued with pharmaceutical manufacturers to inform enhancements to labeling and packaging. Over 30 improvements have been made by manufacturers since the inception of CMIRPS. In addition, project results have led Accreditation Canada to include three additional areas of requirements related to medication safety in its 2009 Required Organizational Practices (ROPs): i) dangerous abbreviations, symbols and dose designations, ii) Heparin storage and availability, and iii) Narcotic (opioid) storage and availability. To date, more than 50 recommended system-based safeguards from medication incident analysis learning have been incorporated into Accreditation Canada standards
The Health Human Resource Strategy and the Internationally Educated Health Professionals Initiative enable Health Canada to maintain a leadership role in priority areas of HHR. Some examples include:
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | 40.6 | 40.9 | 32.7 | 29.6 | 29.2 | 3.5 |
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 40.6 | 40.9 | 32.7 | 29.6 | 29.2 | 3.5 |
Comment(s) on Variance(s):
Planned spending estimates were impacted by many factors that are often beyond the control of funded recipients and Health Canada, including delays and/or rescheduling of activities. In some cases, projects may also be withdrawn altogether. Contributions are monitored closely and potential surpluses are identified as early as possible.
Audit Completed or Planned:
In 2008-09, the Program initiated three recipient audits that were completed in 2009-10. Two recipient audits were completed in 2010-11 for projects selected in 2009-10 and three recipient audits are planned for 2011-12. In 2010-11, the Program participated in the Horizontal Audit of the Management Control Framework for Contribution Programs led by the Audit and Accountability Bureau of Health Canada.
Evaluation Completed or Planned:
In May 2011, work began on the summative evaluation for the Program, due for completion by December 2012.
Name of Transfer Payment Program:
Named Grant to the Canadian Patient Safety Institute
Start Date
December 10, 2003
End Date
March 31, 2013
Description
The Canadian Patient Safety Institute (CPSI) is an independent not-for-profit corporation mandated to provide leadership and coordinate the work necessary to build a culture of patient safety and quality improvement throughout the Canadian health system. CPSI promotes leading ideas and best practices, raises awareness and provides advice on effective strategies to improve patient safety.
This named grant provides financial assistance to support CPSI's efforts to implement the provisions in the 2003 First Ministers' Accord on Health Care Renewal towards improving health care quality by strengthening system co-ordination and national collaboration related to patient safety. CPSI's grant agreement was renewed in 2008 for a five-year period, beginning April 1, 2008 and ending March 31, 2013.
Strategic Outcome
Accessible and sustainable health system responsive to the health needs of Canadians
Results Achieved
To continue to fulfill its mandate, CPSI is focusing on its strategic priorities of: improving the safety of patient care in Canada through learning, sharing and implementing interventions that are known to reduce avoidable harm; building governance capability; supporting networks; and increasing capacity through evidence-informed resources and tools. For example:
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants |
8.0 |
8.0 |
8.0 |
8.0 |
8.0 |
0.0 |
Total Contributions | ||||||
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 8.0<</td> | 8.0 | 8.0 | 8.0 | 8.0 | 0.0 |
Comment(s) on Variance(s):
Audit Completed or Planned:
The Institute's financial records are reviewed and audited annually by independent external accountants.
Evaluation Completed or Planned:
As per their Funding Agreement, CPSI is required to submit a final independent evaluation report to the Minister by March 31, 2012, and to make that report public.
Name of Transfer Payment Program:
Grant to the Canadian Partnership Against Cancer (Voted)
Start Date
April 1, 2007
End Date
March 31, 2012
Description
The Canadian Partnership Against Cancer (CPAC) is responsible for implementing the Canadian Strategy for Cancer Control with the following objectives: (1) to reduce the expected number of new cases of cancer among Canadians; (2) to enhance the quality of life of those living with cancer; and (3) to lessen the likelihood of Canadians dying from cancer.
The mandate of the Canadian Partnership Against Cancer corporation is to provide a leadership role with respect to cancer control in Canada, through the management of knowledge and the coordination of efforts among provinces and territories, cancer experts, stakeholder groups and Aboriginal organizations to champion change and improve health outcomes related to cancer. The CPAC will act as a pan-Canadian resource to provide the most up-to-date knowledge across strategic priority areas including prevention, screening/early detection, patient-centred care, guidelines, health human resources, standards, as well as supporting key research activities and facilitating the development of a pan-Canadian surveillance system.
Strategic Outcome
Accessible and sustainable health system responsive to the health needs of Canadians
Results Achieved
Since it began operating in April 2007, the CPAC has:
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 58.2 | 57.5 | 55.0 | 55.0 | 55.0 | 0.0 |
Total Contributions | ||||||
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 58.2 | 57.5 | 55.0 | 55.0 | 55.0 | 0.0 |
Comment(s) on Variance(s):
Audit Completed or Planned:
Health Canada's Audit and Accountability Bureau is expected to complete an Audit of the Grant to the Canadian Partnership Against Cancer in fiscal year 2011-12.
Evaluation Completed or Planned:
Health Canada completed an evaluation of the Partnership in July 2010. The results indicate that the Partnership is a relevant organization that has made good progress and has strong stakeholder support and engagement.
Name of Transfer Payment Program
Grant to the Health Council of Canada
Start Date
September 1, 2004
End Date
March 31, 2015
Description
The Health Council of Canada was established by First Ministers in the 2003 Accord on Health Care Renewal with the mandate to report on jurisdictional progress in meeting Accord commitments. The Health Council's mandate was expanded by First Ministers in the 2004 Health Accord to report on health outcomes and the health status of Canadians.
Strategic Outcome
Accessible and sustainable health system responsive to the health needs of Canadians
Results Achieved
To continue to fulfill its mandate, as reconfirmed in Spring 2010 by participating federal, provincial and territorial Ministers of Health in their role as Corporate Members of the Council, the organization undertook a wide variety of projects, released associated public reports and undertook supporting promotional activities. For example, in 2010-11 the Council:
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 6.2 | 4.8 | 10.0 | 10.0 | 6.4 | 3.6 |
Total Contributions | ||||||
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 6.2 | 4.8 | 10.0 | 10.0 | 6.4 | 3.6 |
Comment(s) on Variance(s):
The annual operating budget of the Health Council of Canada can be up to $10M per year. The Health Council of Canada's 2009-10 work plan, approved by Corporate Members, requested $6.4M. Payments were made accordingly.
Audit Completed or Planned:
The Health Council of Canada's financial records are reviewed and audited annually by independent external accountants. Audited financial statements can be found on the Health Council's website: http://www.healthcouncilcanada.ca
Evaluation Completed or Planned:
As per their Funding Agreement, the Health Council of Canada is required to submit a final evaluation framework to the Minister by March 31, 2013, and a final evaluation report by March 31, 2014.
Name of Transfer Payment Program:
Grant to the Canadian Agency for Drugs and Technologies in Health (Voted)
Start Date
April 1, 2008
End Date
March 31, 2013
Description
The Canadian Agency for Drugs and Technologies in Health (CADTH) is an independent not-for-profit corporation funded by federal, provincial, and territorial governments to provide credible, impartial advice and evidence-based information about the effectiveness of drugs and other health technologies to Canadian health care decision-makers. The Named Grant's purpose is to provide financial assistance to support CADTH's core business activities, namely: the Common Drug Review (CDR), Health Technology Assessment (HTA), and the Canadian Optimal Medication Prescribing and Utilization Service (COMPUS). Fiscal years 2010-11 and 2011-12 will see CADTH receiving an extra $1M and $2M respectively to complete a 2 year project on Isotope.
Strategic Outcome
Accessible and sustainable health system responsive to the health needs of Canadians.
Results Achieved
Evidence-based information that supports informed decisions on the effectiveness of drugs and health technologies, in terms of health outcomes and cost.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 16.9 | 16.9 | 16.9 | 17.9 | 17.9 | -1.0 |
Total Contributions | ||||||
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 16.9 | 16.9 | 16.9 | 17.9 | 17.9 | -1.0 |
Comment(s) on Variance(s):
CADTH received a one time increase in funding of $3M ($1M in 2010-2011; $2M in 2011-20121) for a finite project on Isotope, hence the variance.
Audit completed or planned::
Per Audit Plan approved by the Health Canada Executive Committee to be reviewed by the Departmental Audit Committee (DAC), CADTH audit is planned for fiscal year 2011-12.
Evaluation Completed or Planned:
An independent evaluation of CADTH's core business activities and Isotope project is required as part of Health Canada's 2008-13 funding agreement with CADTH. The funding agreement stipulates that this evaluation cover April 1, 2007 - March 31, 2011, and be submitted to the Minister by October 31, 2012. The evaluation is intended to assess CADTH's performance in achieving the purpose of the Grant, including CADTH's value-for-money.
Name of Transfer Payment Program:
Named Grant for the Mental Health Commission of Canada (Voted)
Start Date
April 1, 2008
End Date
March 31, 2017
Description
As part of Budget 2007, the Government of Canada announced funding for the establishment of a Mental Health Commission of Canada (MHCC), an independent, arm's length organization, designed to focus national attention on mental health issues and to work to improve the health and social outcomes for people living with mental illness. To fulfill its mandate, the Commission has been tasked with:
In serving as a national focal point for addressing mental health and mental illness, the MHCC will undertake a more targeted approach to addressing these issues in Canada; foster improved coordination and information sharing among mental health stakeholders and the public health community; and encourage a better public understanding of mental health and mental illness nationally.
Strategic Outcome
Accessible and sustainable health system responsive to the health needs of Canadians
Results Achieved
The MHCC has made significant headway since its inception in 2007, in its ability to build partnerships and bring national awareness to the challenges of mental health and illness. Over the past year, progress has been made on several fronts:
Progress continues to be made on the anti-stigma initiative Opening Minds which was launched in 2009. The initiative is supporting 49 anti-stigma pilot projects directed at three target groups - youth, health care providers and the workforce. Successful projects are being replicated nationally through the development of toolkits, publication of papers in reputable scientific journals, conferences and the sharing of information through an extensive network of partners.
The Knowledge Exchange Centre (KEC) has completed a scoping exercise and environmental scan to gain a better understanding of knowledge translation and exchange in the mental health field. In addition, the Commission developed the infrastructure for an online portal providing access to the work of the Commission and highlighting best practices around knowledge exchange in mental health. A launch is planned for 2011-12 fiscal year.
The framework document for the National Mental Health Strategy, Toward Recovery & Well-being, which was released in 2009, continues to be disseminated. Consultations to guide the second phase of the development of the strategy took place during summer 2010 which led to a revision of the approach. The approach is now focussing on priorities that will have the highest impact and produce the best possible return on investment. A final strategy document will be released in early 2012.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 7.5 | 12.0 | 15.0 | 15.0 | 15.0 | 0.0 |
Total Contributions | ||||||
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 7.5 | 12.0 | 15.0 | 15.0 | 15.0 | 0.0 |
Comment(s) on Variance(s):
n/a
Audit Completed or Planned:
As outlined in the Grant Funding Agreement, the MHCC must engage an independent auditor to conduct a full audit of its financial statements each Fiscal Year. The 2010-11 audited financial statements have now been completed and were presented to the Board of Directors for approval during their meeting on June 14, 2011.
An internal audit by Health Canada is planned for 2011-12.
Evaluation Completed or Planned:
As a requirement of the Funding Agreement with Health Canada, an independent evaluation was undertaken during 2010-11. The evaluation set out to assess the MHCC's progress between July 2007 and December 2010 in the following areas: ability to meet its mandate; effectiveness of policy and/or programs; intended and unintended impacts across the mental health system; and alternative ways to achieve expected results.
The evaluation demonstrated the organization's positive efforts to strengthen its accountability, and performance management processes and practices, and is making progress on most of its initiatives. However, the evaluation also found the MHCC needs to strengthen its outreach and establish a leadership presence within the stakeholder community, increase transparency and integration within the MHCC, and advance the Knowledge Exchange and Partners initiatives.
Progress on implementing the evaluation's recommendations will be reported on through various means, including future Business Plans, Annual Reports, and reports to the MHCC Board of Directors.
Name of Transfer Payment Program
Grant to the Canadian Institute for Health Information (Voted)
Start Date
April 1, 1999
End Date
March 31, 2012
Description
The Canadian Institute for Health Information (CIHI) is an independent, not-for-profit organization supported by federal, provincial and territorial governments that provides essential data and analysis on Canada's health system and the health of Canadians. CIHI was created in 1991 by the F/P/T Ministers of Health toaddress significant gaps in health information. CIHI's data and its reports inform health policies, support the effective delivery of health services and raise awareness among Canadians about the factors that contribute to good health.
Since 1999, the federal government has provided funding to CIHI through a series of grants and conditional grants, known as the Roadmap Initiative. More recently CIHI's funding has been consolidated through the Health Information Initiative.
Through the past Roadmap Initiatives I, II and II Plus, CIHI was provided with about $260 million since 1999. Budget 2005 allocated an additional $110 million over five years (2005-06 to 2009-10) to CIHI through Roadmap III. This has allowed CIHI to provide quality and timely health information, including the delivery of data on a variety of important health indicators and other health publications to support health sector decision-making and improve accountability.
Since 2007/08, the Health Information Initiative has been providing grant funding to CIHI, replacing the previous Roadmap II, II Plus, III funding and also providing additional funds for new initiatives. This funding allows CIHI to continue work under the Roadmap Initiative and to further enhance the coverage of health data systems so Canadians get information on their health care system, including information on wait times, and continued development of comparable health indicators. The funding will also enable CIHI to respond effectively to emerging priorities. Under this initiative, up to $406.49 million will be delivered to CIHI over five years (2007-08 to 2011-12).
Strategic Outcome
Accessible and sustainable health system responsive to the health needs of Canadians.
Results Achieved
In 2010-11 CIHI continued to make progress in producing more and better data, more relevant and actionable analysis, and improved client understanding and use of CIHI data and information products. The following are selected highlights from the Corporate Performance Reporting 2010-11.
More and Better Data
Relevant and Actionable Analysis
Over the last year, CIHI continued to increase the overall depth and breadth of analysis and reporting across all data holdings, developing and releasing 34 analytic products. These included special analytic reports relevant to ongoing themes (e.g. access and quality of care, wait times, continuity of care) and special studies related to priority health services themes (e.g. costs, patient
safety). CIHI also developed and released a number of annual reports and various other policy-relevant analytic outputs relating to health services, health expenditures, pharmaceuticals, and health human resources.
Improved Understanding and Use
CIHI completed 380 requests for data in 2010-11, the majority of which (91%) were completed within 90 days, a higher proportion than was achieved in the previous fiscal year. An area of focus for the organization is improving access to CIHI's data and reports for our clients and stakeholders through the development of better access tools. The Data Request Tracking Tool (DaRT) is a system
launched early in 2008-09 that captures information on all custom data requests from external clients. In 2010-11, CIHI staff handled a total of 523 customized data requests, which is a 29% increase from 405 in the previous year. The vast majority (79%) of the data requests were from third-parties, with the remaining 21% being requests from data suppliers themselves or Ministries of Health.
Effective April 1st, 2011, an automated process tool replaced the DaRT excel spreadsheets to track and report on CIHI data requests. This system is expected to improve monitoring of data requests and administrative processes related to data requests.
Media Coverage
A concerted effort was made this year to focus on quality over quantity in media products. As a result, this fiscal year saw 23 media products (16 releases, 7 advisories), compared to 28 (17 releases, 11 advisories) in 2009-10:
Tools to capture mentions and audience reach are constantly evolving - for web metrics in particular - making
year-over-year comparisons challenging. The large discrepancy in total reach between this year and last year is
largely driven by web reach numbers which are still being honed for greater accuracy.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 81.7 | 81.7 | 81.7 | 81.7 | 81.7 | 0.0 |
Total Contributions | ||||||
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 81.7 | 81.7 | 81.7 | 81.7 | 81.7 | 0.0 |
Comment(s) on Variance(s):
Audit Completed or Planned:
In accordance with CIHI's Funding Agreement with Health Canada, a performance audit of the Health Information Initiative (HII) was completed and provided to Health Canada by March 31, 2011. This report presented a summary of the approach followed in planning and conducting the performance audit as well as observations and recommendations for improvement.
Evaluation Completed or Planned:
Third Party Evaluation completed and provided to Health Canada in 2010-11. CIHI undertook an Independent Evaluation, as part of its obligations under the Health Information Initiative (HII) Funding Agreement with Health Canada. The overall conclusion from the evaluation is that CIHI has met the objectives of the Health Information Initiative.
Name of Recipient: Rick Hansen Man in Motion Foundation
Start Date: April 1, 2007
End Date: March 31, 2012
Total Funding: $30M
Description:
The Rick Hansen Man in Motion Foundation (RHF) is an independent, not-for-profit organization founded by Rick Hansen in 1988 to create solutions to improve the lives of Canadians with spinal cord injury (SCI) and to drive advances in SCI research.
Funding is used to implement a Strategy being carried out by the Rick Hansen Institute (RHI). The Strategy has the following objectives:
Strategic Outcome(s): Accessible and sustainable health system responsive to the health needs of Canadians.
Summary of Results Achieved by the Recipient: Key accomplishments of the RHI include:
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) |
---|---|---|---|---|---|
$0 | $0 | $0 | $0 | $0 | $0 |
Comments on Variance(s): None noted for 2010-2011 (the full $30M was provided to the recipient upon signing of the agreement in 2007).
Significant Evaluation findings by the recipient during the reporting year and future plan:
The RHI conducted an Independent Mid-Point Review to measure its overall performance in achieving the strategic plan as outlined in the funding agreement with Health Canada. The Mid-Point Review, submitted to Health Canada June 18, 2010, confirmed the underlying rationale for HC funding and the need for the continued work of the RHI. Generally, good progress was reported in creating the infrastructure to engage SCI clinicians and researchers, create and manage the translational research program, and expand the Rick Hansen SCI Registry.
Some methodological issues and limitations were noted with the Review and the data collected. In addition, opportunities were identified for improved communication and transparency, establishing linkages with other funding agencies (such as the Canadian Institutes of Health Research), and improving the research grants administration process. The RHF and RHI are working closely with Health Canada to implement improvements outlined in their management response to the Mid-Point Review.
A summative performance evaluation for the RHI is scheduled to be submitted to Health Canada by July 31, 2012.
Significant Audit findings by the recipient during the reporting year and future plan:
As outlined in the funding agreement, the RHI must engage an independent auditor to conduct a full audit of its financial statements each Fiscal Year. The 2009-2010 annual audit showed no major concerns. The 2010-2011 audited financial statements have now been completed and were submitted to Health Canada July 29, 2011.
The RHI is also required to engage an independent auditor to conduct a performance audit. The performance audit is scheduled to be submitted to Health Canada by March 31, 2012. The performance audit will assess the efficiency, economy and effectiveness with which Health Canada's funds have been used.
Name of Recipient: Canadian Health Services Research Foundation (CHSRF)
Start Date: 1996-1997
End Date: N/A
Total Funding: $151.5M
Description:
1996 - $66.5 M endowment (received over five years) to establish the CHSRF;
1999 - $25 M one-time grant to support a ten-year program to develop capacity for research on nursing recruitment, retention, management, leadership and the issues emerging from health system restructuring (Nursing Research Fund or NRF); and a $35 M one-time grant to support the CHSRF's participation in the Canadian Institutes of Health Research (CIHR); and
2003 - $25 M one-time grant to develop a program to equip health service professionals and their organizations with the skills to find, assess, interpret and use research to better manage the Canadian health care system (Executive Training for Research Application or EXTRA) over a thirteen-year period.
CHSRF's mission is to improve the health of Canadians by:
CHSRF's work contributes to Health Canada's aim of strengthening the knowledge base to address health and healthcare priorities. More specifically, CHSRF's programs further the development of health human resources, provide health managers with tools to improve primary and continuing care, and support nursing research from a health system perspective.
Strategic Outcome(s): Accessible and sustainable health system responsive to the health needs of Canadians.
Summary of Results Achieved by the Recipient:
Effective Governance for Quality and Patient Safety
Patient Engagement
Accelerating Evidence-Informed Change
Executive Training for Research Application (EXTRA)
CEO Forum
Northern Initiatives
Nursing
Healthcare financing, innovation and transformation
Planning for the aging population
Primary healthcare innovation
Publications and programs
Recognition and capacity development
Additional information is available in CHSRF's 2010 Annual Performance Report which was submitted to Health Canada on 30 May 2010 (available online at www.chsrf.ca).
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) |
---|---|---|---|---|---|
$0 | $0 | $0 | $0 | $0 | $0 |
Comments on Variance(s): Conditional grants to CHSRF (see list in section 5 above) were all issued prior to the 10-11 reporting period.
Significant Evaluation findings by the recipient during the reporting year and future plan:
Significant Audit findings by the recipient during the reporting year and future plan:
The 2010 external financial and pension plan audits showed no major concerns, with the auditors reporting clean audits with no evidence of fraud or illegal acts.
The 2010 internal controls review examined the operational area of investments, insurance and commodity taxes functions. The recommendations from the internal controls review will be implemented in 2011.
Name of Recipient: Canada Health Infoway (Infoway)
Start Date: March 9, 2001
End Date: N/A
Total Funding: $2.1B*
*Infoway received $1.2 B as lump-sum grants between 2001 and 2004. The $400M allocated in 2007 was subject to new conditions - these funds flow to Infoway on an as-needed basis. An additional $500M for Infoway was announced in Budget 2009 and confirmed in Budget 2010. In March 2010, Health Canada and Infoway signed a related funding agreement. The $500M funds will flow to Infoway on an
as-needed basis.
Description:
Canada Health Infoway Inc. (Infoway) is an independent, not-for-profit corporation established in 2001 to accelerate the development of health information and communication technologies such as electronic health records, telehealth and public health surveillance systems on a pan-Canadian basis. Its Corporate Members are the 14 federal, provincial and territorial Deputy Ministers of Health.
Since 2001, the federal government has committed the following funding allocations: $500 million in 2001 in support of the September 2000 First Ministers' Action Plan for Health System Renewal to strengthen a Canada-wide health infostructure (with the electronic health record - EHR - as a priority); $600 million in the First Ministers' Health Accord of February 2003, to accelerate implementation of the EHR and Telehealth; $100 million as part of Budget 2004 to support development of a pan-Canadian health surveillance system; and $400 million as part of Budget 2007 to support continued work on EHRs and wait times reductions. Also, as part of the Economic Action Plan, and as indicated in Budget 2009, the Government of Canada announced an additional investment of $500 million in Infoway, to support continued implementation of EHRs, implementation of electronic medical records in physicians' offices, and integration of points of service with the EHR system. Following a due diligence process, Budget 2010 announced the government's intention to move forward with the transfer of the funds. In March 2010, Health Canada and Infoway signed a related funding agreement, which includes enhanced accountability provisions.
It is anticipated that Infoway's approach, where federal, provincial and territorial (F/P/T) governments participate as equals, toward a goal of modernizing the health information system, will reduce costs and improve the quality of health care and patient safety through coordination of effort and avoidance of duplication.
Strategic Outcome(s): Accessible and sustainable health system responsive to the health needs of Canadians.
Summary of Results Achieved by the Recipient:
Investment Strategy - Infoway is a strategic investor, with a funding formula covering up to 100% of territorial and 75% of provincial project development and implementation costs. Infoway provides a portion of system development costs and supports project oversight while P/T partners are responsible for actual system development, implementation and overall funding, including ongoing operational costs. In 2010-2011, Infoway approved $390.5 million in new projects (21 projects), bringing its cumulative allocation of investments to $2.007 billion (315 projects since Infoway's inception).
Electronic Health Records (EHRs) - Infoway's goal for EHRs, endorsed by all jurisdictions is that: "by 2010, every province and territory and the populations they serve will benefit from new health information systems that will help transform their health care delivery system. Further, by 2010, the electronic health records of 50 per cent of Canadians and by 2016, those of 100 per cent of Canadians, will be available to their authorized health care professionals." The first part of this goal has been achieved; as of March 31, 2011, the core components of an EHR were in place for 50.1% of Canadians.
In 2010-2011, Infoway and the P/Ts continued to make significant progress on the various components of the EHR - client and provider registries, laboratory information and diagnostic imaging systems, drug information systems and clinical reports. For example, the following results were achieved in 2010-2011.
Drug Information Systems (DIS): It is estimated that 30,000 health care professionals are using second generation drug information systems. As an example, British Columbia's PharmaNet DIS captures every prescription dispensed in the province's pharmacies and provides alerts to pharmacists. In 2010, more than 60 million prescriptions were reviewed via PharmaNet, resulting in the identification of 32 million potential drug interactions.
Diagnostic Imaging Systems (DI Systems): As of March 2011 an estimated 43,000 health care professionals are using diagnostic imaging system technology. This has improved the turnaround time of receiving the results of these tests by 30-40%, patients are able to get their results faster and start treatment earlier. Infoway's DI system program is available in several provinces.
Telehealth - Infoway is working to implement solutions that facilitate the delivery of health information and services between patients and providers over distance, with a focus on Aboriginal, official language minority, northern and remote communities. Strategic telehealth plans are in place in most jurisdictions.
In 2010, Infoway commissioned an independent pan-Canadian study to describe telehealth use in Canada and the benefits achieved to date. The report was released in May 2011. This report, Telehealth Benefits and Adoption: Connecting People and Providers Across Canada, describes how telehealth has delivered a number of benefits for clinicians, patients and the health care system. The report highlights that telehealth is:
Electronic Medical Records (EMR) - As a result of the new funding in 2010, Infoway has allocated funds toward investment in EMR systems in community based practices and outpatient settings. Investments will be used toward clinical peer support networks, innovation projects and consumer health solutions.
In 2010-2011, Infoway worked with jurisdictions and vendors to develop user guides and a set of software solutions to accelerate the interoperability of EHRs, especially with point of service systems such as physicians' office EMRs, hospital information systems and community pharmacy systems.
Consumer Health Solutions - As an emerging area of interest and investment for Infoway, this program will educate and empower Canadians by providing electronic access to their medical record. For example, Infoway is funding Alberta's MyHealth.Alberta.ca initiative. Once complete, Alberta's personal health portal --- the first in Canada -- will provide Albertans secure access to their personal health information through the province's electronic health record system. Patients will be able to track their own personal health data such as blood pressure readings, insulin levels, weight, and immunizations. The portal was launched in May, 2011.
Innovation and Adoption - In the past fiscal year, Infoway launched new investment programs focused on accelerating the extent to which clinicians and Canadians receive tangible value from the use of information and communications technology. Investment is being made in Clinician Peer Support Networks, training and other initiatives to foster innovation in eHealth.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) |
---|---|---|---|---|---|
$122.9 | $64.49 | $91.84 | $91.84 | $91.84 | $0 |
Comments on Variance(s): N/A
Significant Evaluation findings by the recipient during the reporting year and future plan:
In March 2011, Infoway released an independent evaluation of its performance in achieving the objectives of the 2003 funding agreement with the Government of Canada. The report concluded that Infoway has met or made progress on the outcomes specified in the 2003 funding agreement, despite the existing challenges. The evaluation found that the appropriate strategies are in place to achieve the outcomes specified in the funding agreement and projects are managed in a cost effective manner and are achieving the intended results.
In March 2013, Infoway is expected to release an independent evaluation to measure its performance in achieving the objectives of the 2010 funding agreement.
Significant Audit findings by the recipient during the reporting year and future plan:
No audit activity was undertaken in the 2010-2011 fiscal year.
In March 2013, Infoway is expected to submit an independent performance evaluation (value-for-money) audit report, relating to use of funds under all funding agreements.
Name of Recipient: Mental Health Commission of Canada -- Conditional Grant to support Research Demonstration Projects in Mental Health and Homelessness
Start Date: April 1, 2008
End Date: March 31, 2013
Total Funding: $110M
Description: As part of Budget 2008, the federal government committed $110 million in funding to the MHCC to support five research demonstration projects in mental health and homelessness over five years (2008-2013). Among the objectives, these projects will contribute to building knowledge on how to increase access to adequate housing in combination with the provision of necessary support services, and will result in the development of best practices that will support future interventions and long-term improvements to the lives of Canada's most vulnerable.
The initiative uses a 'Housing First' approach, which stresses recovery and consumer/tenant choice, and compares this with traditional care. A total of 2285 homeless people living with a mental illness will participate of which 1,325 people will be given a place to live, and will be offered services to assist them over the course of the initiative. The remaining participants will receive the regular services that are currently available in their cities. The goal is to find out which services provide the best outcomes to homeless people living with mental illness. Expected results include:
Strategic Outcome(s): Accessible and sustainable health system responsive to the health needs of Canadians
Summary of Results Achieved by the Recipient: The project, entitled, At Home /Chez Soi (French)/Niapin (Cree), was launched in November, 2009, in Vancouver, Winnipeg, Toronto, Montreal, and Moncton. Each project focuses on a distinct group of homeless people living with mental illness such as those who also have a substance abuse problem, Aboriginal Canadians and non-English speaking new immigrants. As of May 2011, 95% of the intended participants have been enrolled in the study, of which, 900 have been provided housing. Overall, all sites are well on track in meeting their target enrolment. The initiative continues to gain national and international recognition, with interest from various stakeholders and countries including France and Australia interested in adapting the program. The Commission continues to work collaboratively with provincial and municipal levels of government, researchers, local service providers and people with lived experience of mental illness and homelessness.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) |
---|---|---|---|---|---|
$110 | $0 | $0 | $0 | $0 | $0 |
Comments on Variance(s): N/A
Significant Evaluation findings by the recipient during the reporting year and future plan: As per the terms and conditions of the funding agreement, the Commission is required to carry out an Independent Evaluation within 5 years and 180 days to measure the Commission's overall performance in achieving the purpose of the Grant funding.
The homelessness initiative was also included as part of the overall performance evaluation for the Commission that took place in FY 2010-2011. The evaluation set out to assess the Commission's progress between July 2007 and December 2010 in the areas of:
The evaluation demonstrated the organization's positive efforts to strengthen its accountability, and performance management processes and practices, and is making progress on most of its initiatives including the Homelessness initiative. Findings were based on a review of project documents, an online survey, focus groups, and a series of interviews with key informants
Significant Audit findings by the recipient during the reporting year and future plan: As outlined in the funding agreement, the Commission must engage an independent auditor to conduct a full audit of its financial statements each Fiscal Year. The 2010-11 audited financial statements have now been completed and were presented to the Board of Directors for approval on June 14, 2011.
The Homeless project is expected to be part of the internal audit by Health Canada planned for 2011-12.
Name of Horizontal Initiative:
Chemicals Management Plan
Name of Lead department(s):
Health Canada/Environment Canada
Lead Department Program Activity:
Sustainable Environmental Health/ Substances and Waste Management
Start date of the Horizontal Initiative:
FY 2007-2008
End date of the Horizontal Initiative:
FY 2010-2011
Total Federal Funding Allocation (start to end date):
$299.2 M
Description of the Horizontal Initiative (including funding agreement):
The Chemicals Management Plan (CMP) is part of the Government's comprehensive environmental agenda and is managed jointly by Health Canada (HC) and Environment Canada (EC). The activities identified in this plan build on Canada's position as a global leader in the safe management of chemical substances and products, and focus upon timely action on key threats to health and the environment. It includes risk assessment, risk management, monitoring and surveillance, as well as research on chemicals which may be harmful to human health or the environment.
The CMP also puts more responsibility on industry through realistic and enforceable measures, stimulates innovation, and augments Canadian competitiveness in an international market that is increasingly focused on chemical and product safety.
HC and EC collectively manage the CMP funding and ensure that it is aligned with human health and environmental priorities.
The following program areas were involved in CMP activities in 2010-2011:
In Health Canada:
In Environment Canada:
For more information, see the Government of Canada's Chemical Substances Website at: http://www.chemicalsubstanceschimiques.gc.ca/
Shared outcome(s):
High-level outcomes for managing the CMP include:
Governance structure(s):
Federal Partners | Program Activity | Names of Programs | Total Allocation (from Start to End Date) | Planned Spending 2010-11 |
Actual Spending 2010-11 |
Expected Results for 2010-2011 | Results Achieved in 2010-2011 |
---|---|---|---|---|---|---|---|
Health Canada | Sustainable Environmental Health | a. Risk Assessment | $9.9 M | $3.5 M | $3.5 M |
|
A key component of the CMP is taking immediate action on approximately 200 of the highest priority chemicals identified in the Challenge program. Through the "Challenge" Initiative - industry and stakeholders were challenged to provide information on chemicals and on safe management practices for 196 of the highest priority substances found in commerce. The Government of Canada has now released information on all Challenge substances identifying those that are a potential concern to human health or environment, completed the collection of information under section 71 from industry on all substances, published draft or final screening risk assessments on 192 of the 196 substances in the "Challenge", and initiated risk management action on 45 substances that may pose a risk to our health and/or the environment. The majority of CMP risk assessments that were scheduled for publication during 2010-2011 were completed. These included the release of the final Screening Assessment Reports for Batches 8 to 10 and draft Screening Assessment Reports for Batches 10 to 12, including additional substances from Batch 1 (CHPD), Batch 6 and Batch 8. In total, draft risk assessment reports were published for 47 substances, or classes of substances, and final assessment reports were published for 43 substances, or classes of substances. Several reports for non-Challenge substances were also published in the Canada Gazette, Part I (final Screening Assessment Report on Ethylene Glycol and final State of the Science report on DecaBDE; draft Screening Assessment Reports on Quinoline, PFOA, PFCAs and HBCD). There was also a follow-up Assessment report on Aniline published in 2010-2011. During 2010-2011, three draft Screening Assessment Reports covering approximately 70 petroleum substances that have been identified as being restricted to petroleum refineries and upgrader facilities were published in the Canada Gazette, Part I. Strategies and methods to assess the remaining substances (or groups of substances) within the Petroleum Stream are currently being developed. As part of the Challenge, risk management approaches were published for nine substances in Batches 8 to 10 that were determined to be harmful to human health or the environment (approaches for Batches 11-12 are planned for 2011-2012) and risk management scopes were published for 13 substances in Batches 8 to 11 that were proposed to meet one or more criteria of section 64 of the Canadian Environmental Protection Act (CEPA, 1999) (Batch 12 scopes are partially complete). Proposed risk management instruments were developed for Batches 1 and 2 and have been published for comment, as per planned timelines. In total, 34 risk management instruments have been applied to CMP Challenge substances during 2010-2011. This year, actions taken or proposed for substances that were determined to be harmful to human health or the environment under the Challenge included final additions to Health Canada's Cosmetic Ingredient Hotlist (16 CMP substances from Batches 3-9 were added to the Health Canada's Cosmetics Ingredient Hotlist on March 2011; to date, 25 CMP substances have been added to the Hotlist from Batches 1-9) targeted dietary surveillance activities for substances of concern where food is the main source of exposure, and proposed listings and delistings of some food additives from the Food and Drug Regulations. As well, 16 proposed CEPA instruments for substances determined to be harmful to human health or the environment in Batches 1 to 3 were published in Canada Gazette, Part I, including Proposed Pollution Prevention Notices for four substances [Bisphenol A, Isoprene, Siloxanes (D4) and TDI]. For substances where current exposure is not of concern, but where there are concerns that new activities or uses resulting in additional exposure could harm human health or the environment, the Significant New Activity (SNAc) regulatory instrument under CEPA, 1999 provides for information gathering and assessment prior to this new activity or use being initiated. SNAcs were either proposed or implemented for 55Challenge substances concluded to either not meet section 64 of CEPA 1999 or to not be in commerce in Canada. There were also approximately26 proposed or implemented SNAcs for Challenge substances that met one or more criteria of section 64 of CEPA 1999. The Government of Canada continued to seek advice and input from the CMP Stakeholder Advisory Council (members include non-governmental organizations and industry). HC and EC co-chaired aface-to-face meeting in May 2010 where the Council provided advice and input on CMP related activities. Advice and input from the CMP Stakeholder Advisory Council, as well as other stakeholders, was also sought at a workshop on selecting the next round of substances for the CMP which was held in November 2010. Environmental monitoring programs have been integrated and augmented under the CMP to provide a truly national program, capable of meeting the government's existing monitoring commitments as well as being responsive to emerging chemicals of concern. Environmental monitoring and surveillance of chemicals in air, food, water, sediments, fish and birds, as well as releases from wastewater and landfills is coordinated by an EC led working group (including HC representation). The HC CMP Monitoring and Surveillance Initiative supports multi-year projects to advance our knowledge related to the following priorities: national biomonitoring programs, targeted population biomonitoring studies, biomonitoring supportive research, and targeted environmental monitoring. Nineteen multi-year projects were funded under this initiative, with ten initiated in 2010-2011. Projects included:
The CHMS is a national survey carried out by Statistics Canada, in partnership with Health Canada and the Public Health Agency of Canada, to collect information from Canadians about their health. Health Canada is responsible for the biomonitoring component, in which blood and urine samples are collected to provide nationally representative information on exposure to environmental chemicals. In 2010-2011, Health Canada published the Report on Human Biomonitoring of Environmental Chemicals in Canada which provides full biomonitoring results for chemicals measured during Cycle 1. Except for lead, these results provide the first ever nationally representative biomonitoring data of all the chemicals measured. The second Cycle (2009 -2011) of CHMS is currently underway and includes children aged 3-5 years, and an indoor air component. The data is being collected from 18 sites across Canada. Planning for Cycles 3 and 4 has also been initiated. The Maternal-Infant Research on Environmental Chemicals (MIREC) Study is a national five-year study that is recruiting approximately 2,000 pregnant women during the first trimester of pregnancy, who are then followed through pregnancy and up to eight weeks after birth. This study is measuring the extent to which pregnant women and their babies are exposed to environmental chemicals, assessing what pregnancy health risks, if any, are associated with exposure to heavy metals (lead, mercury, cadmium, arsenic and manganese), and measuring the levels of environmental chemicals and some of the beneficial components (nutritional and immune constituents) of breast milk. Results of the study will inform risk management decisions and identify potential sources of exposure and predictors of exposure to environmental chemicals. To better understand the exposure and effects of a variety of chemicals that were identified as priorities under the CMP, and to ensure the alignment of activities with priorities, a research program with a competitive allocation process has continued. The CMP themes and priorities addressed the following areas: effects, exposure, tool/model development, endocrine disrupting compounds, metals, mixtures, perfluorinated alkyl compounds, brominated flame retardants and the approximately 3000 remaining priority substances. Other CMP activities undertaken in FY 2010-2011 included:
|
b. Risk Management | $50.1 M | $16.1 M | $12.8 M1 | ||||
c. Research | $26.6 M | $6.8 M | $5.0 M2 | ||||
d. Monitoring & Surveillance | $34.0 M | $13.8 M | $13.7 M | ||||
e. Program Management | $5.4 M | $1.4 M | $1.3 M3 | ||||
Consumer Products | a. Risk Management | $12.6 M | $5.4 M | $4.2 M4 | |||
Pesticide Regulation | a. Risk Assessment | $9.9 M | $3.3 M | $3.3 M | |||
b. Risk Management | $13.6 M | $4.7 M | $4.7 M | ||||
Health Products | a. Risk Assessment | $3.3 M | $1.5 M | $1.5 M | |||
b. Risk Management | $12.5 M | $4.3 M | $3.5 M5 | ||||
c. Research | $2.5 M | $1.4 M | $1.4 M | ||||
d. Monitoring & Surveillance | $1.1 M | $0.6 M | $0.6 M | ||||
e. Program Management | $0.1 M | $0.1 M3 | |||||
Food & Nutrition | a. Risk Assessment | $3.8 M | $1.4 M | $2.1 M | |||
b. Risk Management | $6.2 M | $2.1 M | $0.5 M | ||||
c. Research | $1.2 M | $0.4 M | $2.1 M | ||||
d. Monitoring & Surveillance | $2.0 M1 | ||||||
Total | $192.7 M | $66.8 M | $62.3 M |
Federal Partners | Program Activity | Names of Programs | Total Allocation (from Start to End Date) | Planned Spending 2010-11 |
Actual Spending 2010-11 |
Expected Results for 2010-2011 | Results Achieved in 2010-2011 |
---|---|---|---|---|---|---|---|
Environment Canada | Chemicals Management | a. Risk Assessment | $13.1 M | $4.8 M | $4.8 M |
|
|
b. Risk Management | $64.9 M | $24.4 M | $18.6 M6 | ||||
c. Research | $2.1 M | $0 M | $0.0 M | ||||
d. Monitoring & Surveillance | $26.4 M | $7.8 M | $7.8 M | ||||
Total | $106.5 M | $37.0 M | $31.2 M |
Comments on Variances:
Results achieved by non-federal partners (if applicable):
N/A
Contact information:
Suzanne Leppinen, Director
Horizontal and International Programs
Safe Environments Directorate
Healthy Environments and Consumer Safety Branch
Health Canada
Ph: (613) 941-8071
suzanne.leppinen@hc-sc.gc.ca
Stewart Lindale, Director
Legislative and Regulatory Affairs
Environmental Stewardship Branch
Environment Canada
Ph: (819) 934-2358
Steward.Lindale@ec.gc.ca
Name of Horizontal Initiative:
Implementation of an Action Plan to Protect Human Health from Environmental Contaminants
Name of Lead department(s):
Health Canada
Lead Department Program Activity:
3.1 Sustainable Environmental Health
Start date of the Horizontal Initiative:
2008-2009
End date of the Horizontal Initiative:
2012-2013
Total Federal Funding Allocation (start to end date):
$84.6M
Description of the Horizontal Initiative:
Recent surveys show that Canadians are concerned about environmental contaminants. There is a clear need to ensure that Canadians have credible information on the impact of chemicals in the environment and the steps that they should take as a result.
The Government has already taken steps to address environmental contaminants through the Chemicals Management Plan and the Clean Air Agenda, focusing on substances which have known potential for harming human health and the environment. Both industry and stakeholders have been supportive of these initiatives but continue to insist that decisions be made based on scientific evidence. This requires mechanisms such as monitoring, surveillance and research to ensure that the effectiveness of interventions to address known potential risks can be assessed and that emerging risks can be detected.
The Action Plan to Protect Human Health from Environmental Contaminants is designed to further protect the health of Canadians from environmental contaminants while increasing the knowledge-base on contaminant levels and potential impacts on health, in particular:
$13.1M has been allocated to Health Canada from 2008-2009 to 2012-2013 to develop an Environmental Health Guide for Canadians, as well as tailored guides for First Nations and Inuit communities. The objective of the guide is to help make Canadians aware of the risks that harmful environmental contaminants may pose to their health along with direct actions that they can take to reduce these risks and improve their health.
$54.5M has been allocated to Statistics Canada from 2008-2009 to 2012-2013 towards conducting the Canadian Health Measures Survey (CHMS) and $5.6M has been allocated to Health Canada from 2008-2009 to 2012-2013 to conduct the First Nations Biomonitoring Initiative (FNBI). The CHMS is used to collect information from Canadians about their general health and lifestyles and includes the collection of blood and urine specimens to be tested for environmental contaminants among other things. The CHMS will not provide data on First Nations on-reserve or Inuit communities. The FNBI will focus on these communities.
$5.9M has been allocated to the Public Health Agency of Canada from 2008-2009 to 2012-2013 to enhance surveillance of congenital anomalies.
$5.5M has been allocated to the Public Health Agency of Canada from 2008-2009 to 2012-2013 to conduct surveillance of developmental disorders.
Shared Outcome(s):
Governance Structure(s):
All action plan initiatives take advantage of governance and management structures already established for ongoing government programs such as: the Canadian Population Health Statistics Program, the Chemicals Management Plan, the Healthy Living and Chronic Disease initiative of the Public Health Agency of Canada, as well as components of existing national surveillance systems developed by the Public Health Agency of Canada in partnership with stakeholders.
Each program within Health Canada, the Public Health Agency of Canada and Statistics Canada is fully responsible for the management of initiatives they are leading within the action plan. Consultations and stakeholder involvement are governed through consultative structures and interdepartmental committees already established.
A tripartite governance structure with Health Canada, the Public Health Agency of Canada and Statistics Canada is used to oversee the implementation of the Canadian Health Measures Survey (CHMS). The CHMS will use the existing Canadian Population Health Statistics Program as a governance structure, which includes senior officials from all three federal organizations.
Federal Partners | Program Activity | Names of Programs | Total Allocation (from Start to End Date) | Planned Spending 2010-11 |
Actual Spending 2010-11 |
Expected Results for 2010-2011 | Results Achieved in 2010-2011 |
---|---|---|---|---|---|---|---|
Health Canada | Sustainable Environmental Health | Environmental Health Guide for Canadians | $13.1M |
HECS: $0.385M FNIHB: $0.7M PACCB: $1.6M |
HECS: $0.271M FNIHB: $0.392M PACCB: $1.075 |
|
HECSB/PACCB Continuation of the Environmental Health marketing campaign / Distribution of The Environmental Health Guides The 2010-11 Environmental Health Marketing campaign focused primarily on providing information on-line as recent research indicates that Canadians prefer to receive information related to the environment on-line.
In 2010-11, the First Nations and Inuit Environmental Health Marketing campaign focused on providing tailored information directly in communities and on-line as recent research indicates that First Nations and Inuit community members prefer to receive information related to the environment through these channels.
FNIHB/PACCB The First Nation Environmental Health Home Guide has been distributed to all First Nation household across the country and the Inuit Environmental Health Home Guide will be distributed to Inuit communities.
|
First Nations and Inuit Health Programming and Services | First Nations Biomonitoring Initiative | $5.6M | FNIHB: $1.17M | FNIHB: $1.126M |
|
||
Public Health Agency of Canada | Surveillance and Population Health Assessment | Enhanced Congenital Anomalies Surveillance | $5.9M | $1.2M | $0.950M |
|
|
Surveillance of Developmental Disorders | $5.5M | $1.4M | $0.183M |
|
|
||
Statistics Canada | Social Statistics | Canadian Health Measures Survey | $54.5M | $14M | 13.532M |
CHMS cycle 1 data release (including tables, fact sheets and research articles) media coverage will be monitored. In addition, access to the website and requests for information will be tracked. The CHMS micro-data files will be available to external researchers through Statistics Canada Research Data Centres located in Canadian universities. CHMS cycle 2 data collection response rate is monitored regularly to ensure adequate representation of the Canadian population by age group and sex. In addition, ongoing data quality control and data quality assurance activities (including health experts' observations of the data collection procedures) are performed to ensure a high data quality level. CHMS cycle 3 content specifications will be based on extensive consultation with federal partners and health experts through the tripartite governance structure with Health Canada, the Public Health Agency of Canada and Statistics Canada as well as their working committees; and the CHMS advisory committees (Expert, Physician, Laboratory and Quality Assurance and Quality Control). Feasibility studies will be conducted to ensure adherence to existing resources and operations limitations while maintaining a high response rate and quality data. |
|
Sub-Total (Health Canada) | $18.7M | $3.855M | 1.738M | ||||
Sub-Total (PHAC) | $11.4M | $2.6M | 1.133M | ||||
Sub-Total (Statistics Canada) | $54.5 M | $14M | 13.532M | ||||
Grand Total: | $84.6 M | $20.455M | 16.403M |
Comments on Variances:
Health Canada
HECS/PACCB: Expenditures were reduced through alternate delivery approaches, cost efficiencies, and partnerships.
FNIHB/PACCB: The First Nation and Inuit Youth Guides and the First Nations Spring and Summer Guides were delayed; therefore funds that were planned for printing and distribution of these guides were not spent by the end of fiscal year. Delays in staffing also contributed to the variance.
PHAC: Start-up work took longer than expected. In 2010-2011 the Public Health Agency of Canada created a new unit to develop and support a national surveillance network and a national advisory committee to oversee the surveillance network. The Unit has started to lay the ground work and has begun to demonstrate progress towards the objectives of building a network to support national surveillance of developmental disorders (focusing on ASDs) across the country.
Results Achieved by Non-federal Partners:
Heath Canada: Partnerships within the First Nations Biomonitoring Initiative
*NB: As this is a HC/AFN partnership, many of the results achieved were a collaboration between both Parties.
Contact Information:
Suzanne Leppinen
Director, Chemicals Policy Bureau
Safe Environments Directorate, Healthy Environments and Consumer Product Safety Branch, Health Canada
613-941-8071
Suzanne.Leppinen @hc-sc.gc.ca
Name of Horizontal Initiative:
Early Childhood Development (ECD) Strategy for First Nations and Other Aboriginal Children.
Name of Lead department(s):
Health Canada (HC)
Lead Department Program Activity:
First Nations and Inuit Health Programming and Services
Start date of the Horizontal Initiative:
ECD component- October 2002.
Early Learning and Child Care (ELCC) component- December 2004
End date of the Horizontal Initiative:
ECD component - ongoing.
ELCC component - ongoing
Total Federal Funding Allocation (start to end date):
ECD: $320 million 2002-03 to 2006-07 ($60 million in 2002-03 and $65 million thereafter). Ongoing: $65 million per year.
ELCC: $45 million 2005-06 to 2007-08 ($14.5 million in 2005-06; $15.3 million in 2006-07; $15.2 million in 2007-08). Ongoing: $14 million per year.
Description of the Horizontal Initiative (including funding agreement):
The ECD Strategy for First Nations and Other Aboriginal Children was announced on October 31, 2002. The Strategy provides $320 million over five years to: improve and expand existing ECD programs and services for Aboriginal children; expand ECD capacity and networks; introduce new research initiatives to improve understanding of how Aboriginal children are doing; and work towards the development of a "single window" approach to ensure better integration and coordination of federal Aboriginal ECD programming. In December 2004, as first phase of a "single window", Cabinet approved an additional $45 million over three years (beginning fiscal year 2005-06) and $14 million ongoing to improve integration and coordination of two ECD programs-- Aboriginal Head Start On Reserve (AHSOR) and the First Nations and Inuit Child Care Initiative (FNICCI). The objectives of these funds are to increase access to and improve the quality of ELCC programming for First Nations children on reserve, and improve integration and coordination between the two programs through joint planning, joint training and co-location. The Strategy also includes Aboriginal Affairs and Northern Development Canada (AANDC)-funded child/day care programs in Alberta and Ontario.
Shared outcome(s):
The ECD component complements the September 2000 First Ministers F/P/T ECD Agreement. It seeks to address the gap in life chances between Aboriginal and non-Aboriginal children by improving the developmental opportunities to which Aboriginal children (and their families) are exposed at an early age (0-6 years). The ELCC component complements funding released to provinces and territories under the March 2003 Multilateral Framework for Early Learning and Childcare (ELCC) to improve access to ELCC programs and services.
Governance structure(s):
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2010-11 |
Actual Spending for 2010-11 |
Expected Results for 2010-11 |
Results Achieved in 2010-11 |
---|---|---|---|---|---|---|---|
1. Health Canada Electronic Link: http://www.hc-sc.gc.ca/fnihb-dgspni/fnihb/ |
First Nations and Inuit Health Programmi-ng and Services | a. Aboriginal Head Start on Reserve (AHSOR) |
$107.595 (2002-03 through to 2006-07; $21.519/year). $21.519/year ongoing. Committed in 2002. ELCC $24.000 (2005-06 through to 2007-08, $7.500 in 2005-06, $8.300 in 2006-07; $8.200 in 2007-08). $7.500 in 2008-09 and ongoing Committed in 2005. |
$21.519
|
$27.374 (ECD and ELCC) |
Program expansion and enhanceme-nt Increase integration, coordinatio-n, access, and quality |
AHSOR programming was expanded in 15 new First Nations Communities in British Colombia. In partnership with Health Canada's Aboriginal Health Human Resources Initiative, over 200 Early Childhood Education (ECE) workers are working towards their ECE accreditation.Work continues with partner departments to improve integration and coordination among AHSOR, HRSDC FNICCI, and AAND- funded daycares in Alberta and Ontario. |
Electronic Link: http://www.hc-sc.gc.ca/fnih-spni/famil/preg-gros/intro_e.html | First Nations and Inuit Health Programmi-ng and Services |
b. Fetal Alcohol Spectrum Disorder
|
$70.000 (2002-03 through to 2006-07; $10.000 in 2002-03 and $15.000 thereafter). $15.000/ year ongoing. Committed in 2002. |
$15.000 | $12.862 | Program expansion and enhancement |
Integration between programs that support maternal and child health was increased across First Nation and Inuit communities, resulting in better coordination and collaboration across programs. Programs focused on maintenance and program integrity through training, leading to increased retention of community workers and also the completion of special studies to support evaluation and on-going improvements to FASD activities and programming. |
First Nations and Inuit Health Programmi-ng and Services | c. Capacity Building |
$5.075 (2002-03 through to 2006-07; $1.015/year). $1.015/ year ongoing. Committed in 2002. |
$1.015 | $0.915 | Increased capacity | As part of the 2002 Federal Strategy's capacity-building component, Health Canada provides funding to build capacity and expertise relating to early childhood development to National Aboriginal Organizations. In 2010-11, funds were provided to the Assembly of First Nations (AFN), Inuit Tapiriit Kanatami (ITK), the Native Women's Association of Canada (NWAC) and the Métis National Council (MNC). As well, Aboriginal Affairs and Northern Development Canada provides funding to Pauktuutit Inuit Women of Canada. In 2010-11, funding enabled these organizations to contribute to the development of the Federal Strategy through strategic planning and capacity building in their own organizations.Horizontal training funding was provided to regions to support training for ECD workers in AHSOR and FNICCI sites. HC is working to develop a training strategy for community based workers, including ECD workers, that will lead to culturally appropriate training and certification of providers of healthy child development programming on reserve. | |
2. PHAC Electronic Link: http://www.phac-aspc.gc.ca/dca-dea/programs-mes |
PA 1.4 Health Promotion SA 1.4.3 Childhood and Adolescence Programs |
a Aboriginal Head Start in Urban and Northern Communities (AHSUNC) |
$62.880 (2002-03 through to 2006-07; $12.576/ year and ongoing. Committed in 2002. |
$12.576 | $10.977 | Program expansion and enhancement by increasing number of special needs and parental outreach workers; enhance special needs training; serve another 1000 children | Outreach pilot programs were developed by AHS sites to expand delivery to Aboriginal families who may not have access to the program. Training on Early Childhood Development (ECD), special needs, and school readiness screening provided to all 128 sites to improve child outcomes. |
PA 1.4 Health Promotion SA 1.4.3 Childhood and Adolescence Programs |
b Capacity Building |
$2.500 (2002-03 through to 2006-07; $0.500/year) and ongoing Committed in 2002 |
$0.500 | $0.365 | Horizontal coordinatio-n, engagemen-t and developme-nt of tools and resources to build capacity | Monthly conference calls and two annual face-to-face meetings with the Aboriginal advisory council result in improved capacity, stakeholder engagement and knowledge /tool development (early literacy toolkit) and exchange activities. | |
3. HRSDC |
Lifelong Learning- Health Human Resources (HHR) Lifelong Learning- Health Human Resources (HHR) |
a. First Nations and Inuit child Care Initiative (FNICCI) |
$45.700 (2002-03 through to 2006-07; $9.140/year) and ongoing. Committed in 2002 ELCC $21.000 (2005-06 through to 2007-08; $7.000/year). $6.500/ year ongoing. Committed in 2005 |
$9.140 $6.500 $4.240 Aboriginal UEY:2010/11 $181,168 |
Program expansion and enhanceme-nt Increase program integration, coordinatio-n, access and quality. |
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b. Research and Knowledge |
$21.200 (2002-03 through to 2006-07); $4.240/year and ongoing. Committed in 2002Aboriginal UEY:From 2004/05 to 2010/11, $700,000 per fiscal year |
Aboriginal UEY: |
Information on the well-being of Aboriginal children through an Aboriginal Children's Survey (ACS) and the Aboriginal component of "Understanding the Early Years" (UEY) |
Aboriginal UEY Results 2010/11:-The UEY Prince Albert Grand Council (PAGC) Project (Aboriginal UEY) has built some capacity in data collection, analysis and dissemination of the project's results;
|
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4. AANDC | The people- social developme-nt | a. Family Capacity Initiatives |
$5.050 (total for 2002-03 through to 2006-07; 1.010/year) 2007-2008 and ongoing. Committed in 2002. |
$1.010 | 0.984 | Support horizontal work with ECD partners by funding research and capacity-building. | |
Total |
ECD (2002-03 to 2006-07): $320.000 ($60.000 in 2002-03 and $65.000/year thereafter); $65.000/year ongoing. ELCC (2005-06 to 2007-08): $45.000 ($14.500 in 2005-06; $15.300 in 2006-07; $15.200 in 2007-08); and $14.000/year ongoing. |
ECD: $65.000/year ongoing. ELCC: $14.000/year ongoing. |
Interdepartmental ECD ADM Steering Committee;
Interdepartmental ECD Working Group.
($ millions)
Comments on Variances:
Aboriginal Component of the Understanding the Early Years Initiative
Aboriginal UEY was allocated $300,000 in Grants and Contribution funding for fiscal year 2010/11 and $400,000 in Non-Salary Funding, for a total of $700,000. The UEY Prince Albert Grand Council Saskatchewan Project, the only Aboriginal UEY project had actual expenses for 2010/11 of $208,366, The variance ($491,634) is a result of the sun-setting of the UEY Initiative, which occurred on March 31, 2011.
PHAC - The variance between planned and actual spending results from various in-year operational limitations including: delays in staff recruitment; in-year adjustments to grants and contribution agreements resulting in less than full utilization of funds; and, the deferral of a planned National Training Workshop (as officials are exploring more effective and cost-efficient training strategies).
Results achieved by non-federal partners (if applicable):
N/A
Contact information:
Cathy Winters, Senior Policy Coordinator,
Children and Youth Division, Community Programs Directorate, First Nations and Inuit Health Branch, Health Canada Postal Locator 1919A Tunney's Pasture, Ottawa
Telephone: (613) 952-5064 Email: Cathy_winters@hc-sc.gc.ca
Name of Horizontal Initiative:
Food and Consumer Safety Action Plan (the Action Plan)
Name of Lead Department(s):
The lead is shared between Health Canada (HC), the Canadian Food Inspection Agency (CFIA), the Public Health Agency of Canada (PHAC), and the Canadian Institutes of Health Research (CIHR).
Lead Department Program Activity:
Start Date of the Horizontal Initiative:
Fiscal Year 2008-2009
End Date of the Horizontal Initiative:
Fiscal Year 2012-2013 (and ongoing)
Total Federal Funding Allocation (start to end date):
$489.4 million over five years ending in Fiscal Year 2012-2013 (and $126.7 million ongoing)
Description of the Horizontal Initiative (including funding agreement):
The federal government is responsible for promoting the health and safety of Canadians. A key part of this role is ensuring that the products used by Canadians are safe. Adverse consequences associated with unsafe products impact not only the Canadian public, but also the Canadian economy. The Food and Consumer Safety Action Plan (Action Plan) is a horizontal initiative aimed at modernizing and strengthening Canada's safety system for food, health and consumer products. A number of high-profile incidents, such as lead and ingestible magnets in children's toys, contaminants in imported food products, and the global withdrawal of some prescription medicines, have underscored the need for government action.
The Action Plan modernizes Canada's regulatory system to enable it to better protect Canadians from unsafe consumer products in the face of current realities and future pressures. The Action Plan bolsters Canada's regulatory system by amending or replacing outdated health and safety legislation with new legislative regimes that respond to modern realities, and by enhancing safety programs in areas where modern legislative tools already exist. The Action Plan ensures that Canadians have the information they need to assess the risks and benefits associated with the consumer and health products they choose to use, and to minimize risks associated with food safety.
The Action Plan is an integrated, risk-based plan and includes a series of initiatives that are premised on three key pillars: active prevention, targeted oversight and rapid response. We focus on active prevention to avoid as many incidents as possible and work closely with industry to promote awareness, provide regulatory guidance, and help identify safety concerns at an early stage. Targeted oversight provides for early detection of safety problems and further safety verification at the appropriate stage in a product's life cycle. To improve rapid response capabilities and ensure the government has the ability to act quickly and effectively when needed we work to enhance health risk assessments, strengthen recall capacity, and increase the efficiency in responding and communicating clearly with consumers and stakeholders.
Shared Outcome(s):
Governance Structure(s):
The Minister of Health and the Minister of Agriculture and Agri-Food Canada have joint responsibility and accountability for results, and for providing information on progress achieved by the Action Plan.
A Governance Framework has been established and endorsed by all of the partner departments/agencies. To facilitate horizontal coordination, the following Director General (DG)/Executive Director (ED) level Task Forces have been established: Health Products Task Force, Consumer Products Task Force, Food Task Force, Communications Task Force, and the Legislative and Regulatory Task Force. The Task Forces report to a DG/ED level Coordinating Committee. An Assistant Deputy Minister (ADM)/Vice President (VP) level Steering Committee provides direction to the Coordinating Committee. An Oversight Committee of Deputy Heads facilitates the provision of high level guidance to the Steering Committee.
Health Canada's Strategic Policy Branch (SPB) provides the Secretariat function for the Action Plan and plays an integral role in supporting the ongoing operation and decision-making of the governance committees, oversight and integration of performance against commitments, and advice to senior management. SPB is also the lead for coordinating the implementation of the legislative and regulatory initiatives.
Health Canada's Healthy Environments and Consumer Safety Branch (HECSB) and the Pest Management Regulatory Agency (PMRA), along with the Public Health Agency of Canada (PHAC), work together to implement Action Plan activities related to consumer products.
Health Canada's Health Products and Food Branch (HPFB) has primary responsibility for implementing Action Plan activities related to health products with support from Health Canada's Strategic Policy Branch (SPB) and the Canadian Institutes of Health Research (CIHR) on one initiative (increased knowledge of post-market drug safety and effectiveness).
The Canadian Food Inspection Agency (CFIA), Health Canada's Health Products and Food Branch (HPFB) and the Public Health Agency of Canada (PHAC) work together to implement Action Plan activities related to food safety.
The Public Affairs, Consultation and Communications Branch (PACCB) provides communications support for all of the above activities and will coordinate or lead many of the horizontal Departmental activities under the Consumer Information Strategy.
Performance Highlights:
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | 2010-11 ($ millions) | |||
---|---|---|---|---|---|---|---|
Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
Health Canada | Health products | Active prevention | $ 57.6 | $9.7 | $7.0 | Increased industry awareness and knowledge of regulatory requirements |
Standardized Operating Procedure (SOP)/Guidance Documents
Pertinent documents are now in place for pharmaceutical human drugs and include instructions in an external Guidance to Industry on how to request a pre-submission meeting and for submitting a pre-submission meeting information package An internal SOP was developed to track and log pre-submission meetings for biologics and radiopharmaceuticals. Guidance documents/communication pieces are available on the Health Canada website, and sponsors are referred to them during the meetings. Meetings During FY 2010-11, sponsors made 49 requests for pre-submission meetings for biologics and radiopharmaceuticals and all meetings were held. Following the meetings, 18 submissions were filed and accepted into review. Of the 18 submissions accepted into review, 9 have received positive decisions and the remainder are in review or screening. Surveys indicated that 100% of sponsors felt that the pre-submission meetings added value. There were 97 pre-submission meetings held for pharmaceutical drugs. Oncology candidate submissions pilot: 17 oncology pre-submission meetings were held in 2010-11, a slight increase from last year's 11. Of the 17 meetings held, 12 were New Drug Submissions (NDS) and 5 were Supplemental New Drug Submissions (SNDS). Of the NDS, 2 of the 10 have been filed and are in review. Of the SNDS, 4 of 5 have been filed and are in review. Following up on the 11 human pharmaceutical meetings held in FY 2009-10, no specific conclusions can be drawn regarding the effect of pre- submission meetings are having on decisions rendered. The analysis is ongoing and will be concluded at the end of the pilot. Information is, however, being shared between industry and regulators with discussions focussed more on scientific, rather than purely regulatory issues, which are not explicitly addressed in the Regulations. The meetings are allowing for earlier scoping of key issues during review and for Health Canada to hear from Canadian clinical experts and pose questions directly to them. It has not been determined whether an increased efficiency or different review outcome can be attributed to the fact that a meeting was held. |
Increased oversight of the risk management and risk mitigation strategies for health products |
100% of Risk Management Plans/Risk Management and Mitigation Plans (RMP/RMMP) were considered satisfactory after clarification was received from Market Authorization Holders (MAH) on any areas of concern. RMMP Received: 18; RMMP Completed: 19 Note - Risk Management Plans (RMP) are provided by MAH and the Risk Management & Mitigation Plan (RMMP) is the MAH follow-up to the initial RMP. The rolled over plans from the previous year account for larger number of completed than assigned. |
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Increased awareness and understanding of the safe use of health products by consumers and health care professionals |
Stakeholder Engagement
Relationships with key stakeholders such as Young Consumers Network and Canadian Public Health Association's Expert Panel on Health Literacy were established/enhanced through seven meetings organized under ADM Stakeholder Meeting Program. Stakeholder input received via surveys and follow-up actions was tracked. In January 2010, a Stakeholder Consultation Workshop on the Plain Language Labelling Project was held in Ottawa. Health Canada will use the results of this consultation to determine how best to improve product information documents for Canadians. Providing information to the consumer in plain language is important for the safe and effective use of therapeutic products and will assist consumers in making informed decisions about their health. Patient and Consumer Pool A proposal was approved to create a Patient and Consumer Pool from which the Branch could draw engaged and informed stakeholders to participate in decision-making. The Operational Plan for the Pool was completed through extensive consultations with external stakeholders and program clients. A Learning Strategy and Curriculum Map were developed for the Pool, including content for two learning modules. Policy Development The HPFB Secretariat Manager's Network and the Health Canada Reference Group collaborated extensively to provide input into the development of the soon to be released Health Canada Policy on External Advisory Bodies. Web Development and Postings: Health Canada led the review of 5000 HPFB outdated web pages and influenced HC information architecture to allow for better information access for stakeholders and the general public. HC also developed new Web pages / sections on health products issues and revised them for a consumer audience as needed. Social Media Provided consumers access to mobile information through the launch of the Recalls and Safety Alerts application for BlackBerry, Android and iPhone smart phones. This tool allows buyers to find out if a product they are about to purchase or have already bought has been recalled. Enhanced the existing Health Canada Recalls and Safety Alerts Widget to include all health and safety risk communications advisories and recall notices across government departments including the Canadian Food Inspections Agency and Transport Canada. Encouraged social networking and conversations among consumers through Facebook posts on the Healthy Canadians Fan page. Promoted risks or other consumer related facts via the @HealthCanada Twitter account. Scientific/expert advisory committees provide ongoing medical/technical/ scientific advice and recommendations on regulatory issues for drugs and medical devices to assist Health Canada in making regulatory decisions. This information was made available to the public on the Health Canada web site. This past year, the following records of proceedings of our meetings were posted: Scientific Advisory Committee on Medical Devices Used in the Cardiovascular System (2010-06-01); Scientific Advisory Committee on Medical Devices Used in the Cardiovascular System (2010-12-10); Scientific Advisory Committee on Oncology Therapies (2010-04-15); Scientific Advisory Panel on Bioequivalence Requirements for Modified-Release Dosage Forms (2010-06-11); Scientific Advisory Panel on Opioid; Analgesic Abuse (2011-03-29) In 2010-11, Health Canada prepared and published 26 Notices of Decision documents (ND) (16 Human Drugs, 9 Biologics, 4 Medical Devices) and 37 Summary Basis of Decision documents (19 Human Drugs, 13 Biologics and 5 Medical Devices). As well, the results from the internal and external evaluation of Phase I of the Summary Basis of Decisions project (period covering Jan 2005-Sept 2008) were released. The evaluation report contains short-term recommendations to be implemented as well as findings that will inform the development of Phase II of the SBD project. A Draft Guidance on Hepatotoxicity of Health Products was posted which contains recommendations from deliberations by the Scientific Advisory Panel on Hepatotoxicity. In 2010-11, 100% or 1,936 product monographs were processed and posted to the Health Canada website within service standards. Of the product monographs processed, 1,641 were pharmaceuticals and 295 were for biological therapies. General Documents Posted on Health Canada Website include: a) Information Gathering, Monitoring and Processing: 138; b) Risk Management and Intervention: 16; d) Other: 95 Risk Communication Advisories/Warnings posted to HC Website (MedEffect Canada): a) Total Issued by HC: 128; b) Total Issued by MAH: 56 |
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Health Canada | Health Products | Targeted Oversight | $34.6 | $8.1 | $3.3 | Enhanced capacity of HC and industry to identify and respond to risk issues |
Periodic Safety Update Reports (PSUR) are provided by market authorization holders to Health Canada on health products. Health Canada screens the reports for Level 1 (basic screening) and Level II (more detailed screening of same report). PSURs with conditions involve products with promising evidence of clinical effectiveness that require safety monitoring and
periodic provision of safety reports to satisfy the conditions under the Notice of Compliance to enable marketing of the product.
Reporting
PSUR 2010-11 (PAA 2.1)
PSUR 2009-10 (PAA2.1) PSUR Level I Assigned: 180; PSUR Level I Completed: 140 PSUR Level II Assigned: 65; PSUR Level II Completed: 93 (Note: the rolled over submissions from the previous year account for larger number of completed than assigned) |
Included in CIHR DSEN | DSEN $1.1 |
$1.0 |
Increased knowledge of post-market drug safety and effectiveness to inform decisions
Increased capacity in Canada to address priority research on post-market drug safety and effectiveness |
Also see: Canadian Institute for Health Research, Strategic Priority Research, Targeted Oversight
The partners continue to engage international partners implementing related initiatives (e.g., EnCepp in EU; Sentinel in U.S) to share best practices and explore opportunities for data
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Health Canada | Health Products | Rapid Response | Existing Resources | Existing Resources | Improved ability to respond with better tools when safety incidents occur |
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Health Canada | Consumer Products | Active Prevention | $41.0 | $ 9.3 | $6.75 | Increased awareness and understanding of product safety obligations by consumer products industry |
To increase industry awareness of their product safety obligations, a stakeholder outreach plan for the Canada Consumer Product Safety Act (CCPSA) was initiated, including: regional outreach activities, a public notice campaign and creation of an industry-targeted website. We undertook communications activities such as:
In preparation for the coming-into-force of the CCPSA, we prepared draft guidance documents for industry on mandatory reporting and document retention requirements, and held targeted consultations with industry representatives to obtain feedback. In addition, preliminary consultation documents were published on the proposed Exemption Regulations and Administrative Monetary Penalties Regulations under the CCPSA. The website for providing information on the CCPSA was redesigned to improve access to guidance and consultation documents, including the creation of a subscription service for industry to receive regular updates. There are currently 1116 English and 163 French subscribers to the listserv. In addition, we updated five industry publications to inform industry of new regulatory requirements and guidelines for certain consumer products:
Ongoing industry compliance promotion activities were delivered across Canada through presentations to consumer product associations, exhibitions at trade show events, and meetings with individual companies. With respect to consumer and clinical radiation protection activities under the Radiation Emitting Devices Act (REDA), presentations were made to MEDEC (the national association for the Canadian medical technology industry) to aid industry in their understanding of the REDA and its regulations. |
Increased awareness and understanding of standards by consumer products industry |
To help increase industry awareness of consumer product safety standards:
Health Canada has drafted the following guidelines for industry, on which we will consult with industry and the public in 2011:
We also published the following information in support of industry awareness:
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Increased awareness and understanding of consumer product safety issues by consumers |
To increase consumer awareness of product safety issues, we delivered consumer outreach activities across Canada through exhibitions at consumer events where a high volume of consumers and stakeholders were in attendance. Also, discussions were held with regional public health officials to facilitate knowledge transfer to consumers from health care providers.
The number of consumer product complaints/incidents have consistently grown, which demonstrates that consumers have an awareness of Health Canada's consumer products complaint mechanism (FY 2006-07, 567 complaints; FY 2007-08, 672 complaints; FY 2008-09, 944 complaints; FY 2009-10, 1102 complaints; FY 2010-2011, 1359 complaints) Subscriptions to the Consumer Product Safety Recall website increased to over 8000 subscribers in 2010-11. In previous years, the data shows an increase as follows:
The data suggests that the increase in reporting by consumers is linked to the increase in subscriptions to the recall website and is an indicator of increased consumer awareness of risks associated with consumer products. Public opinion research was completed as part of the overall Health Canada public opinion research plan. While the majority of respondents indicated an understanding of industry obligations and Health Canada's post-market role in product safety, a large proportion (83%) indicated that they believed Health Canada already had mandatory recall authority which is now granted under the new Canada Consumer Product Safety Act. In order to more effectively raise consumer awareness of product safety issues via social media, Health Canada:
The following documents were published/updated on the Health Canada website:
To further increase consumer awareness of pesticide product safety issues, Health Canada:
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Health Canada | Consumer Products | Targeted Oversight | $15.7 | $ 3.8 | $5.43 | Improved timeliness and quality of information on consumer product safety |
In order to improve the timeliness and quality of information on consumer product safety, we:
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Improved Cosmetic Regulations under the Food and Drugs Act |
Health Canada continued to work on:
We also conducted public consultations on changes to the Cosmetic Ingredient Hotlist, which is a tool used by Health Canada to communicate to industry ingredients or concentrations of ingredients that are considered to be unacceptable for use in cosmetics. |
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Increased sharing of information with international regulators |
With a view to increased sharing of information with our international regulatory partners to enhance consumer product safety in Canada, we:
With respect to radiation emitting devices, we collaborated with the following International regulatory partners:
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Health Canada | Consumer Products | Rapid Response | $17.9 | $4.6 | $6.20 | Improved legislative authority and regulatory tools for consumer products |
The cornerstone of the FCSAP is improved legislative authority and regulatory tools for consumer products. The Canada Consumer Product Safety Act (CCPSA) gives the Government stronger and more modern legislative powers to help protect Canadians from unreasonably dangerous consumer products.
After its third introduction to Parliament, the CCPSA received Royal Assent in December 2010. The Order Fixing June 20, 2011 as the Day on which the CCPSA Comes into Force was published in the Canada Gazette, Part II, and the following regulations were created/amended in order to transfer existing prohibitions and regulations from the Hazardous Products Act (HPA) to the CCPSA: Surface Coating Materials Regulations; Children's Sleepwear Regulations; Restraint Systems and Booster Seats for Motor Vehicles Regulations; Toys Regulations; Candles Regulations; Children's Jewellery Regulations; Face Protectors for Ice Hockey and Box Lacrosse Players Regulations; Ice Hockey Helmet Regulations; Textile Flammability Regulations; Regulations Amending the Asbestos Products Regulations; Regulations Amending the Consumer Chemicals and Containers Regulations, 2001 In addition, new regulations that were published in Canada Gazette, Part II and now fall under the CCPSA: Regulations Amending the Surface Coating Materials Regulation; Consumer Products Containing Lead (Contact with Mouth) Regulations; Cribs, Cradles and Bassinets Regulations; Phthalates Regulations In support of modernizing the Radiation Emitting Devices Act (REDA), policy research and analysis has been completed. It was concluded that while legislative modernization would be beneficial in order to have consistent authorities across Health Canada legislation for similar products (e.g. consumer products and medical devices), legislative changes will not be pursued at this time. Work will focus on enhancing the administration and enforcement of the existing legislation. This will include leveraging other legislation/regulations that govern the health effects of radiation emitting devices (e.g. Canada Consumer Product Safety Act for consumer products and the Medical Devices Regulations under the Food and Drugs Act for medical devices); updating existing regulations and creating new regulations to better utilize the existing authorities under REDA; working in partnership with other federal regulators; and making better use of existing resources to manage radiation emitting devices. We are developing Memorandum of Understanding with other Government departments for REDA assessments:
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Improved monitoring of consumer and cosmetic products |
The regulatory regime for the Consumer Product Safety Program is based on post-market surveillance and monitoring. In order to measure industry compliance, requirements are tested according to a planned cycle (the Cyclical Enforcement Plan). The 2010-2011 cycle targeted 13 product categories with identified hazards and baseline data (as identified in previous cycles).
Carpets (20 samples- 15% non-compliant ); Carriages and Strollers (9 samples- 100% non-compliant); Cellulose Insulation (10 samples- 20% non-compliant ); Charcoal - warning labels (55 samples- 42% non-compliant ); Children's Sleepwear (9 samples- 33% non-compliant ); Corded Window Coverings (no samples from preliminary survey); Cosmetics: (97 samples- 4% non-compliant ); Cribs and Cradles: (23 samples- 100% non-compliant); Mattresses (futons)- (26 samples: 73% non-compliant ); Teethers (11 samples- 9% non-compliant ); Tents (20 samples- 100% non-compliant); Toys (plush) (27 samples- 41% non-compliant ); Toys (rattles) (29 samples- 10% non-compliant ). Corrective action was taken on 100% of non-compliant cases. Corrective action can include: recalls, industry communication, stop-sales, education and industry commitments. Regional compliance and enforcement activities were delivered in accordance with work plans, including implementation of the cyclical enforcement projects, compliance promotion, inspections of industry in communities outside of major cities, inspections at customs, and monitoring of recalled products. Note: Not all establishments are inspected so this does not give an indication of the compliance rates for the entire market for a given product category. Overall, Health Canada is on track with inspections, sampling and testing for the cyclical enforcement plan. The plan was revised to account for CCPSA implementation and to add new regulations. In addition, an unscheduled survey of hair smoothing products was carried out in response to the introduction of a new type of product on the market and resulting consumer complaints. 22 products were found to contain hazardous levels of formaldehyde and were removed from the market. |
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Health Canada | Pesticide Regulation | Active Prevention | $6.9 | $1.64 | $1.37 | Increased industry (manufacturers and retailers) awareness of risks and related regulatory requirements |
Delivered a consultation program with industry (manufacturers and formulators) regarding pesticide manufacturing quality control and assurance (38 consultations). Assessed industry's level of awareness of regulatory requirements and exchanged information.
Delivered first phase of a consultation program with rental property associations (84 consultations) to determine their level of knowledge related to the safe use of pesticide products and associated regulatory requirements. The associations' mechanisms for reporting pesticide related incidents and degree of communication with their membership was also assessed. Delivered ten presentations to pest control operators and their technicians in Alberta and Quebec, providing an overview of the regulatory process and introduction to online tools (e.g. label search). Provided information during inspections to 135 vendors and importers/distributors in order to raise awareness related to regulatory requirements. Participated in the annual F/P/T meeting and the annual Association of American Pesticide Control Officials (AAPCO) meeting. Met with Chinese consumer and vendor associations which facilitated the delivery of seminars to immigrant groups on the safe use of pesticides and associated regulatory requirements. Contributed to ongoing internal discussions related to a policy/regulatory approach for articles treated with pesticides. |
Health Canada | Pesticide Regulation | Rapid Response | $8.0 | $2.1 | $1.75 | Improved monitoring of pest management products using a risk management approach |
Delivered an inspection program of pool and spa product vendors (110 inspections). Follow-up action on non-compliance included letters to registrants.
Delivered an inspection program targeted at vendors suspected to be selling unregistered international pest control products (e.g. insecticidal chalk, mothballs) and importers/distributors (135 inspections), resulting in 63 enforcement actions. Translated (Chinese) fact sheets were developed and distributed. Developed and piloted the use of PMRA compliance risk assessment templates and tools to resolve consumer product safety issues. A risk-based targeting guidance document was drafted to facilitate the planning/prioritization of compliance activities. Initiated a cyclical inspection program to systematically monitor and verify compliance of regulated groups/communities, including those related to consumer pesticides. A new Compliance Results Tracking database for use by compliance officers was implemented, including web reporting capability. Amended Administrative Monetary Penalties (AMPs) Regulations and published in Canada Gazette I and II, enabling Notices of Violations to be issued for a wider range of violations that were part of the new PCPA legislation in 2006, including violations for Sales and Incident Reporting, and significant work on updating AMPs procedures. Participated in a pilot to streamline the interface between the Canadian Border Services Agency (CBSA) and Health Canada related to compliance issues through the use of call centres. Worked with CBSA to strengthen oversight at the border, including drafting of an Annex in support of the Umbrella Memorandum of Understanding between Health Canada and CBSA. As part of the Single Window Initiative, initiated participation in the CBSA Pathfinder Project to enable PMRA to receive pesticide importation data collected by CBSA. Shared compliance and enforcement information with the US EPA and discussed shared issues/concerns related to consumer pesticides. Compliance activities were delivered within Canada as a result of this information sharing (e.g. Health Canada alerted Canadian consumers who had purchased through the internet an unregistered pesticide). Chaired the OECD Expert Group on Compliance, which drafted a final version of the Pesticide Compliance & Enforcement Best Practice Guidance document to be submitted to the OECD Risk Reduction Steering Committee. The document includes guidance on conducting compliance activities related to the distribution, storage, use, and container recycling/disposal of pesticides. |
Health Canada | Food Nutrition | Active Prevention | $29.6 | $6.7M | $6.5M | Establishment of the appropriate instrument or mix of instruments, including regulatory and non-regulatory measures (standards, policies, etc.) to address immediate areas of concern |
Regulation: Regulations related to "Enhancing labelling for food allergens, gluten sources and added sulphites" were published in February 2011 in Canada Gazette, Part II (CGII). Completed a regulatory amendment related to the approval of the additive "micocin", an application aimed to prevent listeria growth in ready-to-use meats. Regulatory amendments enabling 14 food additives were published in CGII, and 11 Interim Marketing Authorizations (IMAs) were published in CGI. Guidance and Policy: New risk communication material on the microbial safety of fresh produce was published (http://www.hc-sc.gc.ca/fn-an/securit/kitchen-cuisine/safety-salubrite/index-eng.php) Health Canada's Policy Direction With Respect To Revising Canada's Gluten-Free Labelling Regulations was published. Guidance on the preparation of powdered infant formula in the home and hospital/care settings was published: (http://www.hc-sc.gc.ca/fn-an/securit/kitchen-cuisine/pif-ppn-eng.php). Completed risk/exposure assessment of the natural toxin Deoxynivalenol (DON) in order to develop a Canadian guideline for the presence of it in Canadian foods |
Increased understanding of food safety risks, alert systems and safety systems | Participated in the evaluation of options for risk profiling tools and exchanged information on the use of such tools with our international counterparts (USDA/USFDA) | ||||||
Increased engagement by Canadians in the regulatory system
Increased industry knowledge regarding food labelling |
Completed the Allergen Regulations consultation on key areas identified under CG1 and posted summary on the HC website. Conducted public consultations on the proposed policy intent for revising Canada's Gluten Free labelling requirements. Conducted consultations on the use of allergen precautionary statements on pre-packaged food labels. Completed
public consultations on the proposed definition of dietary fibre.
Evaluated more than 200 of Health Canada's consumer-oriented Web pages for plain language and formatting, including Food Branch pages. Improved tracking data through the Public Enquiries Centre. Established a central contact centre for consumer phone and email requests for information on food and product safety issues. Created the inaugural Food Regulatory Advisory Committee (FRAC), with membership across several sectors including Patient/Consumer, Health Professional/Regulatory, Research/Academia, and Industry. Consulted the FRAC on several topics |
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Increased industry understanding of and engagement in the development and implementation of food safety risk mitigation processes
Improved international collaboration in addressing common import risks |
Canadian summary report from the 42nd session of the Codex Committee on Food Additives, at the IDC/Codex meeting. As the e-WG lead, Canada prepared and presented the Melamine Codex Maximum Level (ML) document at 4th session of Codex Committee on Contaminants in Food (CCCF).
Continued industry engagement on proposed risk management strategies to reduce exposure of the natural toxin Ochratoxin A (OTA) in food. Developed and presented the Codex discussion paper on the management of DON in the food supply at the 5th session of the Codex Committee on Contaminants in Food. Made use of international chemical liaison groups for food safety for information sharing and issue identification. Established regular forums with like-minded regulators on emerging issues |
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Food Nutrition | Rapid Response | $1.3 | $0.3 | $0.2 | Increased public understanding of food safety risks, alert systems and safety systems |
Be Food Safe campaign - Provided expertise, financial support, developed new education materials (i.e. food safety wheel, Be Food Safe bilingual video, Food Safety for Family brochure).
Launched/continued marketing initiatives for Children's Health and Safety, Safe and Informed Consumers, Hazardcheck and other initiatives. Improved consolidation and tracking data through the Public Enquiries Centre. Established a central contact centre for consumer phone and email requests for information on food and product safety issues. Launched social media platforms, including a new Recalls and Safety Alerts mobile app and a cross-departmental widget for consumers. Developed a 'foodborne illness' section for Healthy Canadians, as well as revision of Web pages and It's Your Health articles on food safety. |
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Canadian Food Inspection Agency (CFIA) | Food Safety & Nutrition Risks | Active Prevention | $114.2 | $25.8 | $23.09 | Increased understanding of food safety risks by HC, PHAC & CFIA |
Enhanced the CFIA's Food Safety Risk Prioritization process through the use of two tools: population of the iRisk Tool, a science-based risk ranking for food/hazard combinations (FHCs), completion of a pilot with 70 FHCs, and collaborative research efforts with PHAC, HC, University of Alberta, and University of Massachusetts Amherst, on
the development of a Multi-Factorial Risk Prioritization Framework tool which takes into consideration other factors such as market impact, social sensitivity, and consumers perception.
Five (5) risk profiles were developed - Salmonella in fresh Tomatoes; Ochratoxin A in Cereals and Cereal Products; Salmonella in Spices; Melamine in Imported Milk Ingredients; and Escherichia coli 0157:H7 in Baby Spinach. The draft reports, which are a compilation of scientific information on specific food hazard combinations, are at various stages of completion. Development of novel platforms for testing and detection of pathogens such as Listeria, Shigella and Campylobacter. Conducted targeted surveys on microbiological and chemical hazards for which over 25,395 samples were collected resulting in 59,254 different microbiological and chemical tests being performed. The analysis of the results of ten (10) targeted surveys on chemical hazards were completed: Arsenic speciation in rice and pear products; Aflatoxins in dried figs and dried dates ; Undeclared Allergens in baby food; Bisphenol A in infant food and formula; Melamine/Pesticides and Metals in milk based and soy based products; Food colours in manufactured foods; OTA/'DON in selected foods; Pesticide/Metals in fresh fruit and vegetables; Pesticide/Metals in dried tea; Fining agents in wine
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Establishment of the appropriate instrument or mix of instruments, including regulatory and non-regulatory measures (standards, policies, etc.) to address immediate areas of concern | Continued development on the submission package for the proposed regulations pertaining to the Imported Foods Products Sector under the Canada Agricultural Products Act. Continued work with Health Canada on the development of legislative amendments to the Food and Drug Act. | ||||||
Increased industry understanding of and engagement in the development and implementation of food safety risk mitigation processes
Improved international collaboration in addressing common import risks |
CFIA published the Guide to Food Safety (GFS) to provide guidance to the food industry on the design, development and implementation of effective preventative food safety control systems.
For the Fresh Fruit and Vegetable (FFV) Sector, CFIA implemented changes to food safety monitoring programs focussing its inspection activities on high risk sector of the industry, such as packers and re-packers of fresh leafy vegetables, herbs and green onions. Enhanced engagement with international regulatory counterparts to advance food safety information exchange and inform risk management approaches. Signed MOU to facilitate exploration of approaches for rapid exchange of information and handling of food safety emergencies with the General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China (AQSIQ). |
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Increased engagement by Canadians in the regulatory system
Increased industry knowledge regarding food labelling |
CFIA
A public consultation to receive feedback on proposed requirements to enhance the safety of imported foods was conducted. The feedback, received both through on-line submissions and during face to face sessions held in five cities across the country, was constructive. It will be used to inform proposed regulations.
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Canadian Food Inspection Agency | Food Safety & Nutrition Risks | Targeted Oversight | $77.0 | $19.2 | $13.19 |
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Implementation of the FFV Establishment Inspection Pilot Project - for Packer and Re-packers of Fresh Leafy Vegetables, Green Onions and/or Herbs during which 9 inspections were completed.
Delivered the following training to inspection staff: Microbiological Sampling, Introduction to Fresh Produce Safety, Understanding Food Allergens, Food Safety Investigation. Continued the update of existing and development of new training material in support of FSAP activities implementation. In the non-federally registered sector, a total of 803 inspections were conducted, in the four identified priority areas of greatest risk (produce, mycotoxins in cereal, imported ingredients, undeclared allergens): 68 related to Microbial Pathogens in Spices; 15 related to Microbial Pathogens and Patulin in Pasteurized Apple Juice and Cider; 37 related to Pathogens in RTE Fresh Cut Vegetables; 39 related to Pathogens in Sprouts; 90 related to Allergens and Salmonella in Domestic and Imported Chocolate; 46 related to Microbial Pathogens and Patulin in Unpasteurized Apple Juice and Cider; 36 related to Alfatoxin and Salmonella in Imported Nuts, Peanuts and Peanut Butter; 472 related to Allergen Controls at Importers of non-federally registered foods. |
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Increased identification of imported products entering Canada through improvements to the Automated Import Reference System database for tracking of imported products entering Canada through increasing the number of Harmonized System Codes available for classifying traded products.
Completion of Phase I of IM/IT enhancements, by implementing foundational elements which will support applications for enhancing importer identification and imported product tracking. 54 Border Blitz inspections, 61 Post-Entry Import Verifications, and 367 import surveillance activities were conducted. |
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Canadian Food Inspection Agency | Food Safety & Nutrition Risks | Rapid Response | $32.2 | $7.4 | $5.73 | Timely and efficient recall capacity |
Expanded microbiology laboratory capacity for recalls through the implementation of a 7-day work week.
Increased # of employees working on FSAP by 10% of which 36% are new to the Agency. By the end of 2010-11, the CFIA managed over 200 food recall incidents, and conducted 4668 food safety investigations. In 2010-11, the CFIA efficiently managed 131 public warnings for Class I recalls. All warnings were issued within the 24 hours following the declaration of a warning. Enhanced awareness of the recall process through e-mail notifications of all Class 2 and 3 undeclared allergen recalls are sent directly to subscribers. |
Increased public understanding of food safety risks, alert systems and safety systems |
The "Canada's 10 Least Wanted Food borne Pathogens" publication series was completed. This provides a package of information which included a brochure, activity sheet and trading cards to better inform consumers on the nature of the microorganisms which can cause food borne illness.
A consumer-friendly booklet - "Common Food Allergies - A Consumer's Guide to Managing the Risks" - was published, containing key information on the most common food allergens. Past food safety issues have highlighted the importance of gathering regular feedback from Canadians on food safety, food recalls and confidence in Canada's food safety system. Results have helped inform outreach initiatives and policies related to food safety. It helps provide the Agency with a better understanding of consumers' awareness, attitudes and behaviours in terms of food safety, and helps ensure communications material is consistent with the needs of Canadians. Targeted POR conducted in February of 2011 revealed that Canadians' confidence in Canada's food safety system noticeably increased since 2007-08. CFIA also launched the Consumer Association Roundtable, which ensures that consumers (target population) have a voice in the food safety continuum. Recent POR findings show that consumers look to a variety of media to obtain their information. Among those preferred: social media, televised and print news. In 2010-11, the CFIA began making information readily available through additional email alert notifications (i.e. Class II and III recalls), Twitter and Facebook. By using social media tools, the CFIA has diminished the need to search for this information on its website. However, traffic to the CFIA website does remain consistent, with a noticeable spike in activity during times of an outbreak (i.e. Listeria). By the end of 2010-11, the CFIA had 47,500 subscribers to the recall and allergy alert email notification service, and over 1,800 Twitter followers. Seven targeted survey reports were posted to the CFIA website. These present information on the findings of CFIA's targeted surveys regarding the occurrence of contaminants in the food supply. Four microbiology: (Bacterial Pathogens and Indicators of Faecal Contamination in Domestic Unpasteurized Apple Cider / Juice; Bacterial Pathogens and Indicators of Faecal Contamination in Leafy Green Vegetables; Bacterial Pathogens and Indicators of Faecal Contamination in Tomatoes and Cantaloupes; Hepatitis A Virus in Green Onions and Strawberries) Three chemistry: (Aflatoxin in Dried Figs and Dried Dates; Bisphenol-A in Infant Food and Formula; Ochratoxin A and Deoxynivalenol in Selected Foods) |
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Public Health Agency of Canada | Surveillance and Population Health Assessment )/ Disease and Injury Prevention and Mitigation | Active Prevention | $18.3 | $4.1 | $3.5M |
Increased understanding of food safety risks by HC, PHAC, & CFIA
Emerging and re-emerging food-borne, environmental and zoonotic infectious diseases outbreaks are responded to and controlled Stakeholders are knowledgeable of research and tools pertaining to food-borne, environmental and zoonotic infectious diseases |
Increased sustainable capacity for molecular characterization of foodborne pathogens will allow for rapid and accurate identification of bacteria associated with outbreaks in Canada. An on-going assessment of new molecular characterization methods for differentiation of foodborne pathogens is being carried out in order to improve accuracy and turn around time. Key pathogen serotypes have been prioritized for molecular characterization using a comparison of the LFZ's data for bacteria from non-human sources with the NML's data for human sources.
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Public Health Agency of Canada | Health Promotion/Chronic Disease Prevention and Control | Targeted Oversight | $8.0 | $2.0 | $1.10 |
More and better data on accidents, injuries, illnesses and deaths due to consumer products
Engagement of risk assessment stakeholders |
Databases created/improved against plan: The Canadian Hospitals Injury Reporting and Prevention Program (CHIRPP) database was improved at each stage of surveillance, beginning with data collection through to analysis and dissemination. A new data element was created in CHIRPP to track the proportion of consumer-product related injuries. The most recent CHIRPP data available (all ages) show 48% of CHIRPP cases to be consumer product-related (compared to 45% in the previous cycle). For the target age groups 0-4 years, 0-9 years and 0-18 years the percentages are 55% vs. 53%, 55% vs. 52% and 50% vs. 48%, respectively. The Canadian Coroner and Medical Examiner Database (CCMED) was developed to obtain further details on investigated deaths to build evidence base for prevention. Methodological fine-tuning of the CCMED database to optimize identification of consumer product-related deaths. Assessment of enhanced surveillance of helmet use/compliance in winter sports (in cooperation with HECS). The Canadian Longitudinal Survey on Aging was expanded/improved against the plan CCMED: Coroners' Database development completed, and preliminary analysis of data underway. Established CCMED Working Group Other progress: Initial phases of surveillance system modernization underway to facilitate ease of product-related injury data collection. Winter sport helmet pilot study - Phase 1 of data collection completed, analysis underway. Done in cooperation with HECS. Completion of falls surveillance pilot study in BC. Organized a stakeholder meeting in cooperation with HECS and SafeKids Canada to host: A Dialogue on Poisoning Prevention in Canada. Knowledge translation through presentations at national and regional injury prevention and child health conferences. 5 new reports, briefs and posters on product related injuries. Data/reports to key stakeholders Report from Carbonear General Hospital feasibility study on risk assessment of consumer product related injury Review relevant to falls-related injuries. Risk assessment of activity-limiting injury in the Canadian Population Longitudinal Health Survey 1994-2006. Risk assessment of incidence of injury associated with immigration status and length of immigration in Canada. Risk assessment of risk factors for unintentional injury in Canada. Risk assessment of All-Terrain Vehicle (ATV) related injuries Canadian Longitudinal Survey on Aging (CLSA) Completed: Protocol to Study Consumer Product and Falls Related Injuries in the Canadian Longitudinal Study on Aging. Completed: Literature review relevant to falls-related injuries (narrative review, review of reviews and a systematic environmental scan). Completed: Injury and Consumer Product Related Falls Module developed and approved for implementation. Sentinel Centre Consumer Product Related Injury Risk Assessment (CPRIRA).Meeting held to seek consensus on adapting a current Emergency Room surveillance program to include product-related injury data collection. Memorandum of Agreement established with Kingston General Hospital.
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Canadian Institute of Health Research | Strategic Priority Research | Targeted Oversight | 27.1 | 6.93 | $2.13 |
Increased knowledge of post-market drug safety and effectiveness to inform decisions |
Also see: DSEN, Health Canada, Health Products, Targeted Oversight
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Comments on Variances:
Health Products | The late release of the frozen allotment for "mandatory reporting" did not allow for sufficient time to make significant expenditures. In addition, fewer pre-submission meetings were held than expected and fewer positions were staffed than anticipated in 2010-11. In order to focus strategically on developing the DSEN network of collaborating researchers, CIHR/DSEN focused efforts on the establishment of the key pan-Canadian network of research centres that delivers the core research capacity for the DSEN initiative. The time and effort required to reach the desired outcome suggested that, to be prudent, DSEN should manage funding between the implementation years to best target the DSEN Grants budget to research that aligns long term with the DSEN mandate and objectives. Thus $4.37 M from 2010-11 and $1.2 M in 2011-12 has been reprofiled within the DSEN budget in equal amounts across 2012 - 2016. |
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Consumer Products | The CCPSA did not receive Royal Assent until December 2010, after its third introduction into Parliament. A portion of FCSAP funding was frozen pending Royal Assent and as a result many initiatives were delayed until the last quarter of 2010-11 |
Food Safety | In the third year of implementation of the Food and Consumer Safety Action Plan, the CFIA experienced a delay in the completion and approval of the Effective Project Approval submission for the IM/IT project to support initiatives falling under both Active Prevention and Targeted Oversight. Further contributing to the lapse under Targeted
Oversight, is the stage of development of the importer licensing program. Specific details require refinement before training and delivery can commence. Delays in staffing processes at national Headquarters resulted in under spending in activities falling under Rapid Response. Funds lapsed are being carried forward. Due to the delays in staffing and staff turnover, collectively the full salary allocation and associated O&M funding was not expended in full by PHAC. |
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
Hélène Quesnel, Director General
Legislative and Regulatory Policy Directorate
Strategic Policy Branch
Health Canada
Telephone: (613) 952-3484
E-mail: helene.quesnel@hc-sc.gc.ca
Weblinks
Name of Horizontal Initiative:
Federal Tobacco Control Strategy
Name of Lead Department(s):
Health Canada (HC)
Lead Department Program Activity:
Substance Use and Abuse
Start Date of the Horizontal Initiative:
April 1, 2007
End Date of the Horizontal Initiative:
March 31, 2011
Federal Funding Allocation:
$363.3M
Description of the Horizontal Initiative (including funding agreement):
The FTCS establishes a framework for a comprehensive, fully-integrated, and multi-faceted approach to tobacco control. It is driven by the longstanding commitment of the Government of Canada to reduce the serious and adverse health effects of tobacco for Canadians. It focuses on four mutually reinforcing components: prevention, cessation, protection, and product regulation.
Shared Outcome(s):
The goal of the FTCS is to reduce overall smoking prevalence from 19% (2005) to 12% by 2011.
Objectives:
Governance Structure(s):
Health Canada is the lead department in the FTCS and is responsible for the coordination and implementation of the FTCS, including delivering the contribution program component and undertaking activities related to our components and objectives. The role of federal partners will remain to monitor and assess tobacco contraband activities.
The partner departments and agencies are:
Planning highlights
Implementation of the 'Cracking Down on Tobacco Marketing Aimed at Youth' Act (2009), including compliance measures to ensure no tobacco advertising appears in magazines or newspapers, and that certain flavoured tobacco products (e.g. little cigars and blunt wraps) are no longer used in Canada.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | 2010-11 ($ millions) | |||
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Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
HC | Substance Use and Abuse | FTCS | $287.34 M | $42.7M | $50.4M | Reduce overall smoking prevalence from 19% (2007) to 12% by 2011 |
Latest available data (2010) report a 17% overall smoking prevalence.
Federal inspections show that 98% of tobacco retailers in Alberta and Saskatchewan are in compliance on sales to youth. (Note: in 2009 retailer compliances rates of 84.3% were based on the Evaluation of Retailers' Behaviour Towards Certain Youth Access-to-Tobacco Restrictions Survey, which included all Provinces. This survey has been discontinued.) 99% of tobacco products inspected are in compliance with labelling requirements. 95% of samples analysed are in compliance with Cigarette Ignition Propensity regulations. Compliance measures with the implementation of the Cracking Down on Tobacco Marketing Aimed at Youth Act did result in 4 warning letters being sent to manufacturers for packages of little cigar products with less than the minimum 20 units. |
PSC | Law Enforcement Strategies | FTCS | $3.0 M | 0.61M | 0.61M |
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See results achieved by non-federal partners (i.e. Akwesasne Mohawk Police) in section 17 below.
PS leads the Canadian Delegation in the preparation and participation to negotiate a global Protocol to reduce illicit tobacco which takes place in Geneva. Canada participated in two intersessional working groups in 2010-11, in support of Protocol negotiations. The next negotiating session is scheduled for March 2012. |
RCMP |
Criminal Intelligence Operations |
FTCS | $8.6 M | $1.5M | $2.6M |
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ODPP | ODPP | FTCS | $10.0M | $2.1M | 2.1M |
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CRA | FTCS: Assessment and Benefit services Branch | $4.44M | 0.2M |
0.2M
0.6M 0.09M |
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FTCS: Legislative Policy and Regulatory Affairs branch
Funding formula allocation |
0.6M
0.09M |
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CBSA |
1.1 Risk Assessment |
FTCS | 28.4 | 5.7 |
4.9M
4.3M |
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21.5 | 4.3 | ||||||
Grand Total: | $363.3M | $57.8M | $65.8M |
Comments on Variances:
The CBSA variance of $0.8M was due to not as much work associated with the initiative as planned, resulting is lower spending than anticipated.
The HC variance of $8.0M is due to two transfers from Controlled Substances and Tobacco Directorate (HECS) to Regions and Programs Branch (RAPB) totalling $4.2M as well as $3.8M in corporate costs being omitted from the planned spending of $42.7M in the RPP for 2010-11. Total actual spending is $50.4M including Controlled Substances and Tobacco Directorate (HECS) transfers to Regions and Programs Branch (RAPB) and corporate costs.
RCMP: The support provided by Technical Operations to the FTCS exceeded the funding and resources provided in the strategy due to an increased demand for investigative support and border monitoring. This increased demand, and related expenses, occurred in locations that received resources under the FTCS and in locations that have not previously been required to provide resources for these activities. The increase in resources provided to this initiative resulted in a decreased capacity to fulfill other mandated activities.
17. Results to be achieved by non-federal partners (if applicable):
The Akwesasne Mohawk Police (AMP) have been able to increase their surveillance and monitoring of tobacco smuggling. The AMP has reported participating in joint forces operations that have led to charges and seizures, including tobacco. All tobacco seizures made by the AMP are turned over to the RCMP for prosecutions and reported through the RCMP Cornwall Detachment.
The Akwesasne Mohawk Police have enhanced their capacity in intelligence development and specialized criminal investigation techniques through their work with Canadian and U.S. law enforcement partners in the context of the Integrated Border Enforcement Team in the Cornwall area. In addition, they have had an opportunity to lead and participate in Joint Forces Operations related to cross-border criminal activities and organized crime.
An evaluation has been conducted by Consulting and Audit Canada under contract to PS. Annual reports are provided by the Akwesasne Mohawk Police, relating specifically to the Joint Investigation Team. These reports detail ongoing efforts by the Joint Investigation Team to combat illicit tobacco activities in the Akwesasne Community, including breakdowns of significant seizures of contraband tobacco.
20. Contact information:
Cathy A. Sabiston , Director General
Controlled Substance and Tobacco Directorate
Healthy Environments and Consumer Safety Branch
Health Canada
Telephone: (613) 941-1977
1. Has the department established green procurement targets?
Yes |
2. Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:
Health Canada (HC) supports the objectives of the Policy on Green Procurement, including incorporating environmental performance considerations and value for money into the procurement decision-making process. HC promotes training of materiel managers, procurement personnel and cost centre managers (the contract signing authority) on green procurement by encouraging them to take the Canada School of Public Service on-line course, by broadcasting general awareness messages and by participating in Environment Week. The Acquisition Card Policy has been updated to direct cardholders to ensure their procurement practices stand the test of public scrutiny in matters of prudence, honesty and conflict of interest as well as with the implementation of environmental practices.
The Department's procurement planning process is a component of the Health Canada Integrated Planning approach, which allows HC to identify economies of scale through consolidation of acquisitions, resulting in increased flexibility and avoiding delays through greater use of Standing Offer Agreements. HC is also better able to manage risk due to improved lead times for higher dollar value and/or highly complex requirements. The process also provides the opportunity to incorporate environmental performance considerations as appropriate in any consolidated acquisition vehicle HC develops and implements.
The Department is in the process of reviewing procurement related processes and controls to ensure that they incorporate environmental considerations, when appropriate. Updating the Health Canada Fleet Management Standard was the main focus of greening during the fiscal year. The standard directs managers to consider environmental issues when evaluating and planning transportation options. In particular, HC has implemented a fleet vehicle acquisitions standard, based on standardized national operational requirements and matching those requirements with the most environmentally-friendly models available through Standing Offers.
Health Canada produces an Annual Fleet Report that reports on alternative fuels, alternative fuel vehicles, greenhouse gas and air contaminant emissions and various other performance indicators. This report is used to make decisions regarding fleet management and to track progress against sustainable development strategy targets identified in the Federal Sustainable Development Strategy.
The Department has implemented the practice of capturing green procurement information using a field in the existing enterprise system, SAP. The SAP green procurement field serves a dual purpose of
3. Contributions to facilitate government-wide implementation of green procurement:
Health Canada is identified in the Federal Sustainable Development Strategy and is an active participant in federal procurement reform initiatives, such as the establishment of mandatory standing offers led by Public Works and Government Services Canada (PWGSC), which incorporate environmental performance and lifecycle analysis. The Department has incorporated green procurement tracking procedures in our existing enterprise system through participation in horizontal SAP initiatives with other SAP departments.
4. Summary of green procurement targets:
Green procurement is a key target area listed in the 2011-14 Federal Sustainable. Development Strategy (FSDS) for "Shrinking the Environmental Footprint" of government. The 2010-2011fiscal-year was a development year and each department was to establish:
5. Results achieved:
The Department has set targets recommended by PWGSC in areas that are well supported by existing tools, best practices and supplier capacity and interest. This process was selected to support implementation of the targets, since an important consideration was that no incremental funding would be provided for incremental work under the Federal Sustainable Development Strategy umbrella.
As of April 1, 2011, 100% of employee performance evaluations for PG Group Directors and Managers included clauses relating to greening of government operations.
Health Canada is analyzing procurement decision-making processes and controls to identify those that should include environmental considerations. The Fleet Management Standard was reviewed and updated accordingly through consultation with the Regions and programs.
The Department will continue to work with PWGSC on identifying greening opportunities for procurement. Health Canada will also continue communications to increase awareness of green procurement and the need to enter green procurement information for every transaction. Including green procurement in the enterprise system process itself provides a constant reminder to employees that green procurement is one of HC's objectives.
Acquisition card holder training includes a reminder regarding the implementation of environmental practices within the Department. Green procurement training continues to be mandatory for all new Procurement Officers (PG group) and is strongly encouraged for all employees with a role in procurement.
The purchase of alternative fuels has decreased (compared to 2009-10), attributed in part to the lack of access to alternative fuels in many regions across Canada. In 2010-11, 43% of new vehicle acquisitions were vehicles capable of using alternative fuels (ethanol 85, etc.), however, availability of this type of fuel is an ongoing issue.
Response to Parliamentary Committees |
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"Promoting Innovative Solutions to Health Human Resources Challenges" - Report by the Standing Committee on Health was released June 17, 2010. The Government Response was tabled October 6, 2010 The Committee's report contained twenty-nine recommendations. The Committee stated that thinking boldly and broadly about Health Human Resources is necessary to develop local and unique solutions that involve a wide range of health professionals from midwives to health information managers. The Committee concluded that on-going collaboration is needed between different levels of government, including leadership from the federal government in providing secure and sustained funding mechanisms geared towards: primary care reform, better integration of internationally educated health professionals, and increasing the number of Aboriginal health human resources. The Committee recommended that the federal government needs to be more effective in its promotion of collaborative planning in Health Human Resources with interested jurisdictions, either through existing mechanisms or the establishment of new ones. The Government Response affirmed its commitment to addressing the Health Human Resources issues raised, and highlighted the extensive work that it has already taken in this area. For further information, please visit: "The Way Forward: Addressing Elevated Rates of Tuberculosis Infection in On-Reserve First Nations and Inuit Communities" - Report by the Standing Committee on health Report was released June 8, 2010. The Government Response was tabled October 6, 2010. The Committee's Report contained fourteen recommendations under the following themes: Health Canada's National TB Program, Collaboration Across Jurisdictions, Involvement of First Nations and Inuit Communities in TB prevention and Control; and Social Determinants of Health. The Government Response reconfirmed its commitment to reducing TB rates among on-reserve First Nations and Inuit and acknowledged the complexity of TB and the need for coordinated efforts by multiple partners to reduce the burden of this disease. In addition, The Government stressed that addressing the social determinants of health for First Nations is one of the most important ways to prevent disease, including TB. The Government also stated that it is committed to collaborating with partners to reduce the incidence of TB in the Aboriginal populations of Canada. For further information, please visit: |
Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development) |
2010 Fall Report of the Commissioner of the Environment and Sustainable Development Chapter 3--Adapting to Climate Impacts Government reports have demonstrated that climate change affects all regions of the country and a wide range of economic sectors. These impacts and the need to adapt to them touch on virtually all federal government portfolios, with significant implications for policies and programs related to Canadians' health and the country's industry, infrastructure, and ecosystems. Adapting to actual or expected changes in climate involves adjusting our decisions, activities, and thinking. These adjustments are essential both to minimize adverse effects and to take advantage of new and beneficial opportunities. The government acknowledges that climate change is inevitable and that we must adapt to its impacts in order to reduce their severity. The OAG examined five key federal departments whose mandates are affected significantly by climate change--Environment Canada, Natural Resources Canada, Health Canada, Indian and Northern Affairs Canada, and Fisheries and Oceans Canada. The OAG looked at whether the departments are identifying and assessing the risks posed by climate change in their areas of responsibility and whether they are taking steps to adapt to the risks by considering them in their planning and decision making. Further, they looked at four climate change adaptation programs in these departments to determine whether they have collected and disseminated information in a usable way to those who need the information. The report made three recommendations, of which one was directed at Health Canada. Departmental Response: For further information on this audit, please visit: |
External Audits: (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages) |
October 2010 Office of the Privacy Commissioner Audit of The Protection of Personal Information in Wireless Technology: An Examination of Selected Federal Institutions The entities that the Office of the Privacy Commissioner (OPC) examined deliver services and programs that Canadians depend on. The delivery of these services and programs requires the use of sensitive personal information. These entities have an obligation to ensure that they implement technical, physical and administrative safeguards to protect the integrity and security of personal information that they transmit and store within wireless environments. The PCO examined whether the audit entities have assessed the threats and risks of the wireless technologies and have implemented measures to mitigate these risks. They also looked at the controls in place to protect personal information managed within a wireless environment, including the use of passwords and encryption and restrictions on the use of PIN-to-PIN messaging. Further, they also tested surplus wireless devices (smart and cellular phones) and scanned for wireless access points within or immediately surrounding the premises occupied by the audit entities. The Report made nine recommendations, of which seven apply to Health Canada. Departmental Response: Health Canada agrees with the recommendations of the Office of the Privacy Commissioner. For further information on this audit, please visit: |
Name of Internal Audit | Internal Audit Type | Status | Completion Date |
---|---|---|---|
Financial Reporting Controls | Risk-Based Controls | Completed | December 2010 |
Audit of IT Security | Program | Completed | March 2011 |
Audit of the Management Control Framework for Contribution Programs | Risk-Based Controls | Completed | June 2011 |
Audit of Emergency Preparedness | Risk-Based Controls | Completed | March 2011 |
Audit of Non-Insured Health Benefits-Pharmacy | Program | Completed | June 2011 |
Audit of the Management of External Communications | Risk-Based Controls | Completed | March 2011 |
Audit of Treasury Board Submission Process | Initiative | Completed | June 2011 |
Audit of Payroll | Program | Completed | December 2010 |
Audit of the Management of IT Service Level Agreements | Program | Completed | March 2011 |
Audit of Business Continuity Planning | Program | Completed | March 2011 |
Audit of Grants for the Canadian Partnership Against Cancer Corporation | Transfer Payment | In-progress | September 2011 |
Audit of Grant to Support the Mental Health Commission of Canada | Transfer Payment | In-progress | December 2011 |
Audit of Business Planning Process | Risk-Based Controls | In-progress | March 2012 |
Audit of Health Canada's Investment Plan | Risk-Based Controls | In-progress | June 2012 |
Audit of Key Financial Controls | Risk-Based Controls | In-progress | September 2011 |
Audit of Purchasing, Payables & Payment Cycles | Risk-Based Controls | In-progress | March 2012 |
Audit of IT Client Services | Program | In-progress | March 2012 |
Audit of SAP Computer Controls | Risk-Based Controls | In-progress | September 2011 |
Audit of Management of Science at Health Canada | Risk-Based Controls | In-progress | March 2012 |
Audit of HR Planning | Risk-Based Controls | In-progress | June 2012 |
Link to the approved internal audit report:
http://www.hc-sc.gc.ca/ahc-asc/performance/audit-verif/index-eng.php
Name of Evaluation | Program Activity | Evaluation Type | Status | Completion Date |
---|---|---|---|---|
Canadian Partnership Against Cancer Corporation | 1.1.3 Health System Renewal | Evaluation | Completed | July 2010 |
Patient Wait Times Guarantee Pilot Project Fund | 1.1.3 Health System Renewal | Summative | Completed | March 2011 |
Natural Health Products Program | 2.1.5 Natural Health Products | Summative | Completed | November 2010 |
Heat Resiliency Program | 3.1.1 Climate Change | Evaluation | Completed | March 2011 |
Canada's Clean Air Agenda - Adaptation Theme | 3.1.1 Climate Change | Horizontal | Completed | December 2010 |
Canada's Clean Air Agenda - Indoor Air Quality Theme | 3.1.2 Air Quality | Horizontal | Completed | October 2010 |
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products - Horizontal Initiative | 3.5 Pesticide Regulation | Horizontal | Completed | February 2011 |
Communicable Disease Control Program (includes G&C) | 4.1.2 First Nations and Inuit Health Protection and Public Health | Cluster | Completed | November 2010 |
Non-Insured Health Benefits Program | 4.1.2 Non-Insured First Nations and Inuit Health Protection and Public Health | Cluster | Completed | November 2010 |
Genomics Research and Development Initiative | IS 2.1 Science Policy and Management | Horizontal | Completed | March 2011 |
New HC PAA in effect April 1, 2011 | ||||
GoC Investment in 2010 Olympic and Paralympic Winter Games (non security aspects) | 1.2.1 Public Service Occupational Health and Safety 2.3.5 Public Health Inspections on Passenger Conveyances [pre April 2011: 3.1.8 Emergency Preparedness, 3.3.1 Public Service Health, 3.3.2 Consumer Products and 3.3.4 Employee Assistance Services] |
Horizontal | Ongoing | September 2011 |
GoC Investment in 2010 Olympic and Paralympic Winter Games (security aspects) | 1.2.2 Emergency Management [pre April 2011: 3.1.8 Emergency Preparedness] |
Horizontal | Ongoing | September 2011 |
Hosting of the 2010 Muskoka G8 Summit (security aspect) | 1.2.2 Emergency Management [pre April 2011: 3.1.8 Emergency Preparedness] |
Horizontal | Ongoing | November 2011 |
Augmenting HC's Response to Bovine Spongiform Encephalopathy (BSE) - BSE I & II | 2.2.1 Food Safety 2.1.1 Pharmaceutical Drugs 2.1.2 Biologics and Radiopharmaceuticals 2.1.4 Natural Health Products [pre April 2011: 2.2.1 Food Borne Pathogens] |
Evaluation | Ongoing | March 2012 |
Food Safety and Nutrition Quality Program | 2.2.1 Food Safety 2.2.2 Nutrition and Healthy Eating 2.7 Pesticide Safety 3.1.2.2 First Nations and Inuit Environmental Health [pre April 2011: 2.2.2 Food Borne Chemical Contaminants and 2.2.3 Novel Foods] |
Horizontal | Ongoing | September 2011 |
Nutrition Policy and Promotion Program | 2.2.2 Nutrition and Healthy Eating [pre April 2011: 2.2.4 Nutrition] |
Evaluation | Ongoing | December 2011 |
Chemical Management Plan | 2.3.4 Health Impacts of Chemicals 2.2 Food Safety and Nutrition 2.7 Pesticide Safety [pre April 2011: 3.1.3 Chemical Management, 3.1.5 Contaminated Sites, 3.5 Pesticide Regulation, 2.2.1 Food Borne Pathogens and 2.2.2 Food Borne Chemical Contaminants] |
Horizontal | Ongoing | August 2011 |
Federal Tobacco Control Strategy | 2.5.1 Tobacco [pre April 2011: 3.4.1 Tobacco] |
Horizontal | Ongoing | November 2011 |
National Anti-Drug Strategy | 2.5.2 Controlled Substances 3.1.1.2 First Nations and Inuit Mental Wellness [pre April 2011: 3.4.3 Controlled Substances 4.1.1 First Nations and Inuit Community Programs] |
Horizontal | Ongoing | December 2011 |
Mental Health and Addictions Program | 3.1.1.2 First Nations and Inuit Mental Wellness [pre April 2011: 4.1.1 First Nations and Inuit Community Programs] |
Cluster | Ongoing | January 2012 |
Chronic Disease and Injury Prevention Program | 3.1.1.3 First Nations and Inuit Healthy Living [pre April 2011: First Nations and Inuit Community Programs] |
Cluster | Ongoing | September 2011 |
Environmental Health and Research Program | 3.1.2.2 First Nations and Inuit Environmental Health [pre April 2011: 4.1.2 Non-Insured First Nations and Inuit Health Protection and Public Health] |
Cluster | Ongoing | September 2011 |
Health Facilities and Capital Program | 3.3.1.3 First Nations and Inuit Health Facilities [pre April 2011: 4.1.5 Governance and Infrastructure Support to First Nations and Inuit Health System] |
Cluster | Ongoing | September 2011 |
Electronic Link to Reports:
Link to Health Canada Website:
http://www.hc-sc.gc.ca/ahc-asc/performance/eval/index-eng.php
Name of Horizontal Initiative:
2010 G8/ G20 Summits
Start Date:
April 1, 2009
End Date:
March 31, 2011
Total Departmental Funding Allocation (from start date to end date):
$6.3M (includes both EBP and accommodation costs)
Description of the Horizontal Initiative (including funding agreement):
Under customary International Law, the Government of Canada has the legal obligation to ensure the security, protection and inviolability of the Internationally Protected Persons (IPPs) participating in international major events taking place in Canada. This directly leads to a legal obligation to ensure their health protection. Within Health Canada, the IPP Program of the Emergency Health Planning, Preparedness and Response (EHPPR) has this responsibility and it is done through the development and implementation of health plans which include emergency health services and a comprehensive food surveillance program. The work of the IPP Program is implemented in close collaboration and consultation with the Department of Foreign Affairs and International Trade (DFAIT) and the RCMP.
Under section 4(2)(f) of the Department of Health Act, and the Public Safety and Anti-Terrorism II TB Submission, Health Canada through its Physical Emergency Preparedness and Response Unit (HC-PEPR) is responsible for ensuring the health and safety of federal government employees who must meet the challenges of hazards, such as a terrorist attack or disease outbreak and continue to provide essential services. PEPR provided advice and guidance to federal clients, as well as monitoring and analytical services, risk assessments, information and advisories, control measures and decontamination strategies for chemical, biological, radiological and/or nuclear (CBRN) agents. PEPR supplemented the resources of on-site emergency responders, and worked under their incident command structure.
Existing Public Security and Anti-Terrorism (PSAT) II funding provides for the availability, on a national scale, of a trained Psycho-Social Emergency Response Team (PSERT). PSAT II funding allows for some training, however, in the event of a situation resulting in a team deployment, either in part or in whole, the costs of these services must be met through incremental resources. For this reason, funding was sought to allow for a contingent of the PSERT for the G8/G20 events.
Governance Structure(s):
Shortly after the announcement of the 2010 G-8 Summit, DFAIT established the Summits Management Office (SMO) to manage the planning, hosting and reporting on the Summit. Later on, the work of the SMO expanded to include the G-20 Summit. Health Canada's IPP Program was invited by the SMO to join the Summits Management Committee (SMC) in which all key partners, including the RCMP, PWGSC, and DND, were represented and where all major decisions regarding the planning of both Summits were discussed and made. Representatives in the SMC were expected to liaise with senior management in their respective home department.
Similarly, PCO organized a series of meetings to ensure G-8 Summit security. Later on, PCO's work expanded to include the G-20 Summit. Health Canada's PEPR unit was invited by PCO to join these meetings and formed essential linkages with key partners, including the Ontario Fire Marshal and City of Toronto Fire Hazmat, whom PEPR supported in the field and reported up through during the G8 and G20, respectively.
The services of Health Canada's Psycho Social Emergency Preparedness and Response Team (PSERT) were included in the Security plans for the G8 and G20 events, as coordinated by DFAIT. Under mandate, Health Canada responds to the psycho social needs of all federal employees, including RCMP and DND when requested.
Department Program Activity | Total Allocation (from Start to End Date) | 2010-11 ($ millions) | |||
---|---|---|---|---|---|
Planned Spending | Actual Spending | Expected Results | Results Achieved | ||
PA 3.3 | $6.3M (includes EBP and accommodation costs) | $5.6M | $5.1M (includes EBP and accommodation costs) |
Health Canada was expected to meet both the urgent and non-urgent health care needs of the IPPs and requests of partner agencies; dedicate on-site services; assist in the coordination of medical services with other federal partners in an emergency or evacuation situation; resolve as quickly as possible any CBRNE / Hazardous Material incidents which could impact on the summits or surrounding communities and thus result in security concerns; ensure an onsite PSERT presence and that an additional PSERT member was on standby to function as the team wellness coordinator; provide for a pre-event training for the PSERT in Safety/Function/Action; and involve the members to be deployed in exercise Trillium Guardian HC will provide scientific and technical assets to support the national team in security surveillance and response to CBRN threats during the G8/G20. HC will conduct radiation surveillance monitoring as part of their activities in support of IPPs. |
Health Canada met both the urgent and non-urgent health care needs of the IPPs. This involved treating 164 patients at the on-site clinics. Also, additional burden to the local and provincial health care systems was avoided by limiting access to only 5 patients for further diagnosis or treatment. During the summits, Health Canada responded with partners to 3 incidents, which facilitated a more timely resolution to these situations. We also carried out training for partners to improve interoperability and response effectiveness. Health Canada also had two PSERT members in both Huntsville and Toronto during the events. In addition, one member was activated throughout the events to coordinate the wellness of the deployed PSERT members. A one - day training was provided in Safety/Function/Action in May of 2010 for all PSERT members and the same three PSERT members were involved in exercise Trillium Guardian as part of preparations for the G8/G20 events. Health Canada deployed staff that were trained and equipped, placed surge detection equipment, and pre-positioning of scientific and technical resources near events including mobile nuclear labs and emergency vehicles needed for event radiological security surveillance. They also enhanced local consequence management readiness support to federal, provincial and municipal security forces and first responders. |
Comments on Variances:
Considering the high risk associated with hosting major international summits such as the G8 /G20, the Health Canada must forecast in the context of a "worst-case" scenario. The original budget estimates included, for example, evacuations of IPPs by air ambulances, which represented massive costs. As a result of the efficient management of resources, effective collaboration with provincial and federal partners, savings achieved through economies of scale, the sound structuring of on-site services to reduce the number of resources required, and the absence of any major security incident involving IPPs, the IPP Program was able to reduce significantly its costs associated with the Summits. This explains the variance between the original amounts requested in the TB Submissions and the actual costs involved.
PEPR spending for the summits was essentially the same as the budgeted allocations. Spending was very close to the amounts requested; however savings were found by having two PSERT members work from the residence of one member [located proximate to the G20 event]. Moreover, as the G8 transitioned from Huntsville to the G20 in Toronto, members deployed to the Huntsville area transitioned at essentially the same time. This avoided having an overlap of coverage that had been initially anticipated.
In the Radiation Security Surveillance and RN Emergency Readiness area, some salary was not used due to lower demand on staff (OT) than planned. Lower operating costs than expected due to last minute changes in a number of different areas including but not limited to, accommodations, equipment movement and deployment,
Contact information:
Anthony Sangster
DG, Emergency Preparedness and Occupational Health Directorate
Regions and Programs Branch
Health Canada
Telephone: 613-957-7669
Beth Pieterson
DG, Environmental and Radiation Health Sciences Directorate
Healthy Environments and Consumer Safety Branch
Health Canada
Telephone: 613-954-3859