ARCHIVED - RPP 2007-2008
Health Canada

Expected Result:

• Increased access to and utilization of alcohol and drug treatment and rehabilitation services by women and youth.

Expected Result:

• Improved access to quality well-coordinated culturally appropriate primary health care programs and services for First Nations and Inuit individuals, families and communities

Expected Result:

• 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

Expected Result:

• Access by eligible clients to Non-Insured Health benefits

Expected Result:

• Increase availability of health facilities, equipment and other moveable assets in First Nations and Inuit communities that support the provision of health services

Expected Results:

• Improved health status of FNI through strengthened governance and infrastructure

Expected Results:

• Environmental health risk management contributes to improved health status of First Nations individuals, families and communities
• Improved access to quality well-coordinated communicable disease prevention and control programs for First Nations and Inuit individuals, families, and communities

Expected Results:

• Improved access to quality well-coordinated culturally appropriate primary health care programs and services for First Nations and Inuit individuals, families and communities

Expected Results:

• increased public awareness of existing and emerging drug issues in Canada;
• increased availability of effective national and community-based promotion and prevention initiatives to address substance use and abuse;
• increased access to, and utilization of, harm reduction initiatives to respond to problematic substance use;
• improved capacity of community organizations to address current and emerging needs of Canadians; and
• greater awareness and availability of effective models of intervention.

Description: To support the federal government's interests in achieving an accessible, high quality, sustainable and accountable health system adaptable to the needs of Canadians.

The contribution program will be directed at efforts to stimulate and facilitate health care policy analysis and development to advance strategic thinking and policy options in areas of priority. Current key priorities include but are not limited to: Patient Wait Times Guarantees, Health Human Resources, Cancer Control, Patient Safety, and Pharmaceuticals.

Expected Results:

• Reports, consultations, research and evaluation; educational models/tools and resources for health providers, health system managers and decision makers; innovative models for funding and delivery; innovative collaborations and/or coalitions; case studies and best practices; policy research documents; environmental scans, system and technology assessments; increased evidence and knowledge base for decision-making in health care.

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 and other bodies. In doing this, the Program supports the implementation of the four components of the Federal Tobacco Control Strategy, namely: Protection (to reduce exposure to second-hand smoke); Prevention (to reduce the uptake of tobacco and to create barriers to smoking); Cessation (to increase the number of quitters and reduce barriers to quitting); and Harm Reduction (to reduce harm to smokers).

Contributions are provided to support the provinces and territories as well as key national and regional non-governmental organizations and others in order to help build a strong knowledge base and ongoing capacity for developing effective tobacco prevention and cessation interventions. In addition, as part of the FTCS, contribution funds have been used to fund regionally-based mass media initiatives in support of the four components.

The contribution program is a key component of the FTCS and every effort is made to ensure that federal and provincial tobacco control efforts are coordinated and integrated to achieve a sustained reduction in tobacco use. In addition, many of Health Canada's partners are in a better position, because of their particular expertise, to deliver certain FTCS activities.

Expected Results: The goals of the FTCS to be accomplished by 2011 are to:

• reduce smoking prevalence rate to 20% from 25% in 1999;
• decrease number of cigarettes sold annually by 30% (from 45B to 32B);
• increase compliance with sales to youth laws from 69% to 80%;
• reduce the number of people exposed to environmental tobacco smoke in enclosed public spaces; and
• explore how to mandate changes to tobacco products to reduce hazards to health.

Description: The Contribution Program to Improve Access to Health Services for Official Language Minority Communities was launched in June 2003, following from the 2003 federal budget and The Action Plan for Official Languages. The Program was approved for a five-year period (2003-2004 to 2007-2008) with a total budget of $89 million, and with ongoing annual funding of $23 million thereafter. The Program is managed by the Official Language Community Development Bureau, and provides funding to French-speaking and English-speaking official language minority communities in Canada under two components (1) Networking Support and (2) Support for Training and Retention of Health Professionals.

The Networking Support component provides funds for the establishment and sustainability of networks that will mobilize the capacities of institutions, health professionals and communities to encourage health stakeholders to deliver services in the official language of their choice; foster the development of solid, durable links between health sector stakeholders; mitigate the geographic dispersal of communities; and promote greater community engagement. Networks are to facilitate information sharing and resource development which will lead to new ways of improving access to health services for official language minority communities.

The purpose of funding to the Francophone minority communities under the Support for Training and Retention of Health Professionals component is to increase the number of practising Francophone health professionals in minority communities through improved access to available programs and the extension of such training across the country via participating educational institutions, as well as through media-based and distance training, and capacity-building within institutions that offer training to health professionals within Francophone minority communities.

The purpose of the funds directed to Support for Training and Retention of Health Professionals for Anglophone minority communities is to promote professional training and language training in the official language of minority communities, particularly in the regions of Quebec, as well as regional incentive measures for the recruitment and retention of health professionals, to encourage them to move to the regions or remain there.

Expected Results:
The long term results of the Program are as follows:

• Increased satisfaction of Canadians in official language minority communities;
• Improved access to health services in the language of choice; and
• Improved health of Canadians in official language minority communities.

Specific Results by Program Component:
1) Networking Support component:

• Increased interaction and engagement between health partners and community members within official language minority communities.
• Improved use of existing resources and sharing of best practices;
• Implementation of information-exchange mechanisms between health partners and official language minority communities members; and
• Increased commitment by health partners to improve health care services.

2) Support for Training and Retention of Health Professionals component:

• Increased capacity for training of health professionals within official language minority communities;
• Increased number of Francophone students enrolled in health professional training programs outside Quebec;
• Increased number of health professionals to meet the needs of official language minority communities;
• Improved quality and quantity of information on health care needs; and
• Improved quality and quantity of health care services available to official language minority communities.

Description: To support the Organization for the Advancement of Aboriginal People's Health

• Expected Results:
  Continued empowerment of Aboriginal peoples through advancements in knowledge and sharing of knowledge on aboriginal health

Description: Grant for the territorial Health Access Fund and Operational Secretariat

• Strengthened, integrated sustainable health promotion and illness prevention strategies;
• enhanced alcohol and drug services, programs, and treatment options;
• improved public health services and emergency preparedness and response measures and oral health;
• reduced frequency of acute care facilities utilization;
• enhanced application of e-health and telehealth solutions;
• increased out-reach services to outlying communities;
• improved health professional recruitment and retention strategies;
• improved access to specialized physician and diagnostic services;
• supported territorial-based education and training for health professionals and para-professionals; improved in-territory services to population groups with special needs; and
• enhanced medical travel information collection and collation capacity.

Description: To support the medical travel fund

• address the significant and immediate pressures facing the Yukon, Northwest Territories and Nunavut (the territories) in the area of medical travel expenditures
• offset a portion of the territories' medical travel costs; and
• enable the territories to redirect resources to alternative sustainable health reform initiatives.

Description: The Canadian Agency for Drugs and Technologies in Health (CADTH, previously known as the Canadian Coordinating Office for Health Technology Assessment or CCOHTA) is an independent, not-for-profit agency funded by Canadian 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 purpose of the Named Grant 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").

• Increased decision-making capacity for the adoption and appropriate utilization of the most relevant and cost-effective health technologies in areas of priorities as identified by the Federal Provincial Territorial Conference of Deputy Ministers of Health (FPT CDM).
• Increased relevance and uptake of Canadian health technology assessment products and services, produced by CADTH and its partners to meet jurisdictional needs.
• Continued implementation of the Canada's Health Technology Strategy (HTS 1.0) including refinement of HTA reports to include recommendations. Development of a business case for the establishment of a pan-Canadian field evaluation program.

Description: To support basic, applied and clinical research on blood safety and effectiveness issues through the auspices of Canadian blood services.

• Continued improvements to basic applied and clinical research on blood safety and effectiveness.

Description: This class grant program supports the federal government's interest (in a federal/provincial/territorial partnership context) in achieving an accessible, high quality, sustainable and accountable health system adaptable to the needs of Canadians. It is designed to improve the quality of health care services by strengthening system coordination related to patient safety, including promoting national collaboration among key players.

• Provide advice to governments, stakeholders and the public on effective strategies to improve patient safety;
• perform a coordinating role across sectors and systems;
• promote best practices related to patient safety; and
• raise awareness of patient safety issues with patients and the general public through public education and reporting.

Description: The mandate of CPACC 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 CPACC will act as a pan-Canadian resource to provide the most up-to-date knowledge across strategic priorities areas including prevention, screening/early detection, re-balance the focus, clinical practice guidelines, health human resources, standards, as well as support key research activities and facilitate the development of a pan-Canadian surveillance system.

• Improved coordination of efforts and timely access to evidence-based information for use by decision-makers, health professionals, patients, the community-at-large and governments to enhance cancer prevention, screening, care and support, research and surveillance efforts across the country.

Description: The mandate of the Health Council of Canada is to monitor and make annual public reports on the implementation of the 2003 First Ministers' Accord on Health Care Renewal and the 2004 Health Accord.

• Through monitoring and the annual public reporting on the progress achieved in implementing the 2003 First Ministers' Accord and the 2004 Health Accord, the Health Council of Canada will contribute to enhancing accountability and transparency in health system care reform.

Description: To increase responsibility and control by Indian communities of their own health care and to effect improvement in the health conditions of Indian people.

• Increased control or accountability by First Nations communities of health care services.

Description:

Canada Health Infoway is a federally-funded, independent, not-for-profit corporation with a mandate to accelerate the development and adoption of electronic health information systems with compatible standards and communications technologies on a pan-Canadian basis.

Health information and communications technologies such as electronic health records (EHRs), telehealth and public health surveillance systems will significantly improve access to health care services, patient safety, quality of care and productivity. A recent study estimated the one-time development costs for a Canada-wide EHR at $10 billion, with annual savings of $6 billion. The largest savings would come from reduced treatment costs for adverse drug events (decision support tools would help reduce adverse drug events by an estimated 1.4 million annually), reduced duplicate and unnecessary laboratory testing and diagnostic imaging, and increased use of generic drugs due to computer prompts.

Infoway collaborates with the federal, provincial and territorial governments towards a common goal of modernizing Canada's health information systems. This collaborative approach reduces overall costs by coordinating efforts, avoiding duplication, taking advantage of economies of scale, replicating successful initiatives across the country, and sharing best practices. For example, Infoway's EHR Blueprint Architecture has been adopted across Canada by jurisdictions and vendors, saving time, effort and dollars, and helping to ensure systems are interoperable. As well, some jurisdictions have saved both time and money by acquiring vendor solutions together, rather than individually.

Infoway is a strategic investor, providing a portion of system development costs and project oversight while its provincial and territorial partners are responsible for the actual system development, implementation and overall funding, including on-going operational costs. To date, Infoway has committed over $840 million.

Electronic Health Record - Infoway's goal is that by the end of 2009, every province and territory will benefit from new health information systems. Further, 50 per cent of Canadians will have their EHR readily available for health care providers. Over 200 projects are completed or underway across Canada. Infoway, provinces and territories are making solid progress towards their goal but, consistent with international experience, much remains to be done. To date, over 53% of diagnostic imaging exams are filmless, 49% of the population is covered by laboratory information systems, 37% of the population is covered by drug information systems, 29% of physicians are uniquely identified in provider registries, and 28% of patients are uniquely identified in client registries. Early success stories include Nova Scotia which is now completely filmless, allowing the province's 34 hospitals to electronically share images; Edmonton's Capital Health Region which has an EHR system in use by over 6,000 care providers; and British Columbia which has put in place its PharmaNet system, an electronic network of patient medication histories.

Telehealth - Infoway is investing in projects to expand and sustain telehealth initiatives, particularly in rural and remote communities, including Aboriginal and official language minority communities. It is also working on linkages between telehealth and the EHR, and increasing the integration of telemedicine activities into mainstream healthcare service delivery. Telehealth strategic plans have been put in place with most jurisdictions, and telehealth solutions will be implemented in all jurisdictions by December 31, 2009.

Health Surveillance Systems - A national steering committee has completed the solution planning work and three streams of work are underway: solution procurement and integration; public health surveillance standards; and jurisdiction implementation planning. The province of British Columbia has contracted with IBM to build the national reference system. The timeline for the approved project reflects the revised schedule by IBM for delivery of the solution, which now calls for the final systems release in the spring of 2008. An implementation project has already been approved for the province of Quebec.

Strategic Outcome:

Strengthened knowledge base to address health and health care priorities.

Summary of Annual Plans of Recipient:

Infoway annually updates three-year plans with each jurisdiction. In addition, Infoway will focus on the following business priorities: maintaining the pace of investment; enhancing program governance and operations; managing risk and ensuring quality solutions; measuring results and benefits; increasing capitalization; and identifying future directions.

Planned Evaluations:

An independent performance evaluation was carried out in March 2006 and must be repeated within five years.

Infoway initiatives must generate value - measurable benefits - for the patients, providers and health care system. Therefore, Infoway's EHR solutions will be evaluated in the field to determine benefits, as well as utilization and satisfaction levels. An expert advisory panel has been established and a benefits evaluation implementation plan is being developed.

URL to Recipient Site:
http://www.infoway-inforoute.ca/
Canada Health Infoway

Description:

CIHI is an independent, not-for-profit organization that is supported by all jurisdictions, an F/P/T success story not often seen in the health field. CIHI was created in 1991 by the F/P/T Ministers of Health to address the significant gaps in health information

Since 1999, the federal government has provided funding to CIHI through a series of grants and conditional grants, known as the Roadmap Initiative.

Through the Roadmap Initiatives I, II and II+, CIHI had been provided with about $260 million since 1999. This funding 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.

Budget 2005 allocated an additional $110 million over five years (2005-2006 to 2009-2010) to CIHI through Roadmap III. These funds are to be used to respond to the 2004 Health Accord "A 10-Year Plan to Strengthen Health Care".

The Roadmap Initiatives provides the financial support for the Canadian Institute for Health Information :

• to serve as the national mechanism to coordinate the development and maintenance of a comprehensive and integrated health information system for Canada; and,
• to provide and coordinate the provision of accurate and timely information required for the establishment of sound health policy, the effective management of the Canadian health system and generating public awareness about factors affecting good health.

Strategic Outcome: Strengthened knowledge base to address health and care health priorities

Summary of Annual Plans of Recipient:

The 2006-07 Operational Plan and Budget was presented for approval to the Board of Directors at the March 2006 meeting, and then submitted to the Minister of Health. Some of the key projects include:

• Release Health Care in Canada 2006, with a focus on regional variations and trends in heart attack and stroke survival, and initiate development of Health Care in Canada 2007, including an evaluation of the report format and release strategy.
• Implement the long-range analytical plan, including analytical projects relevant to priority themes (access to care, quality/outcomes, cost/productivity/funding, health human resources, patient flow/continuity of care, healthy weights, healthy transitions to adulthood, and place and health).
• Carry out an expanded range of analytical and reporting activities, including special studies related to priority health services themes (e.g., changes in spending on home care, waits for emergent and planned orthopaedic surgery, falls in continuing care settings, and renewal and exits in Canada's nursing supply).
• Develop and release commissioned reports on hospital performance, including Ontario's Hospital Report 2006: Acute Care, and increase capacity to initiate development and production of new reports in the area of Complex Continuing Care, Emergency Department and Rehabilitation in Ontario starting in FY 2007/08.
• Implement year 3 of the "CPHI Action Plan 2004-2007", including release of the final report (focused on Place and Health) in a 3-part report series on Improving the Health of Canadians 2005-2006, and a systematic review of how structural and community-level factors in urban environments are related to obesity rates.
• Release Rural Health reports (Part I and Part II) .
• In collaboration with our partners, continue to develop, compile, and disseminate new and existing health indicators to address priority information needs, with a special focus on hospital standard mortality ratios, primary health care, and wait times.
• Collaborate with Statistics Canada on the development and initiation of a program of work on health outcomes.
• Work closely with the province of Québec to support implementation of the International Statistical Classification of Diseases and Related Health Problems, 10th Revision (ICD-10-CA/CCI), initiate works towards the renewal of the CIHI-Québec Bilateral Agreement, and promote the adoption of other CIHI products and services in that jurisdiction. Efforts over the coming year will also focus on initiatives in the area of data quality, data exchange/access and targeted studies.
• Continue work related to the implementation, monitoring and ongoing compliance of CIHI's data quality framework across all data holdings, including implementation of plans to review/enhance organizational processes.
• Carry out special data quality and/or re-abstraction studies aimed at assessing the quality of the data in clinical databases such as the National Ambulatory Care Reporting System (NACRS), the Continuing Care Reporting System (CCRS), and the Canadian Organ Replacement Register (CORR). Will also initiate development of a systematic re-abstraction program for the Discharge Abstract Database (DAD).
• Expand provincial data quality reports to include additional indicators and continue to provide information on the National Physician Database (NPDB), MIS, DAD and the National Rehabilitation Reporting System (NRS).
• Complete development, testing and validation of CIHI's new inpatient grouping methodology (and related resource indicators) for implementation in FY 2007/08.
• Support implementation of new ICD-10-CA/CCI-based grouping methodologies for day-surgery (i.e., DPG) and ambulatory care (i.e., CACS) patients.
• Continue to produce and disseminate policy-relevant analytical reports in the areas of health expenditures (National Health Expenditures Trends 1975-2006, Preliminary Provincial/Territorial Government Health Expenditures), health human resources (e.g. workforce trends of physicians and nurses, Bringing the Future into Focus: Projecting Nursing Workforce Retirement in Canada, HHR migration, and health services (e.g. annual reports on mental health, continuing care, rehabilitation services, trauma, joint and organ replacements).
• Increase the scope, relevance and usefulness of our existing Health Human Resources products, including analysis and dissemination of the results of the national survey of work and health of nurses (in collaboration with Statistics Canada and Health Canada), continued development of new supply-based databases for three health professions (physiotherapists, occupational therapists, pharmacists), as well as two additional health professions (Medical Radiation Technologists and Medical Laboratory Technologists).
• Launch new e-MIS reports, which are interactive web-based reports that allow hospitals to analyze their MIS data, as well as data from other hospitals across Canada.
• Continue phased-in implementation of the new National Prescription Drug Utilization Information System (NPDUIS), based on claims-level data from publicly funded drug programs.
• Continue development of a Canadian Medication Incident Reporting and Prevention System (CMIRPS) designed to further enhance the safety of medication use in Canada.
• Continue to promote the adoption, and support implementation, of the National Rehabilitation Reporting System (NRS), the Continuing Care Reporting System (CCRS), the Home Care Reporting System (HCRS), the Ontario Mental Health Reporting System (OMHRS) and the National Ambulatory Care Reporting System (NACRS).
• Continue to develop and deploy the necessary tools to support electronic data capture, query, analysis and dissemination activities, as well as support improved integration and analysis of data holdings through the data dictionary and organizational index initiatives.
• Proceed with expanded implementation of CIHI's Portal and develop plans to transition to operations.
• Continue to support BC-sponsored projects (e.g. End of Life, Cardiac Registry, Patient Safety), as well as conduct a pilot of CIHI's Ambulatory Care Reporting System (NACRS).
• Appoint an Executive Director and evaluate options for a regional office for Atlantic Canada, continue to implement strategies and plans to further strengthen CIHI's presence at the provincial/territorial, regional and local levels, and identify opportunities to align existing CIHI products and services to address emerging regional needs.
• Assess impact of the adoption (in EHR solutions) of the Systematized Nomenclature of Medicine classification system (SNOMED) on the secondary uses of data.
• Establish a corporate methodology unit that will provide program areas with statistical and methodological expertise.
• Work with, and support, Canada Health Infoway in the creation of a pan-Canadian standards organization as approved by the Conference of Deputy Ministers in December 2005.
• Review and implement recommendations made by the Office of the Ontario Information and Privacy Commissioner.
• Continue to expand and improve services to our clients by implementation of new and enhanced tools such as eQuery and eManagement reports.

Planned Evaluations:

A third-party evaluation of the first phase of Roadmap has already been completed and CIHI was found to have met its objectives. An evaluation of the second phase will be completed within six months of the completion date of the initiative (March 31, 2007). The final evaluation will be conducted after the completion of Roadmap in 2010.

Planned Audit:

An audit is in progress by Health Canada's internal auditors on the processes that we use to ensure that the objectives of the Roadmap initiative will be met.

URL to Recipient Site:
http://secure.cihi.ca/cihiweb/splash.html
The Canadian Institute for Health Information (CIHI)

Description:

Total federal funding for the CHSRF is as follows (CHSRF's programs also receive funding from other sources):

• 1996-2001 - A total of $66.5 M disbursed over five years to set up the foundation with funds from Health Canada ($11M per year = $55M), the former Medical Research Council ($2M/year = $10M), and the Social Sciences and Humanities Research Council ($300K/year = $1.5 M).
• 1999 - One-time grant of $25 M 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 another one-time grant of $35 M to support its participation with the Canadian Institutes of Health Research.
• 2003 - One-time grant of $25 M to enhance the skills of health system managers in the use of research to increase evidence-based decision making (Executive Training for Research Application or EXTRA) over a thirteen year period.

Strategic Outcome: Strengthened knowledge base to address health and care health priorities

Summary of Annual Plans of Recipient:

CHSRF will continue its efforts on its four strategic objectives:

1. To create high quality new research that is useful for health service managers and policy makers (especially in the foundation's priority theme areas)
2. To increase the number and nature of applied health services and nursing researchers
3. To get needed research into the hands of health system managers and policy makers in the right format, at the right time, through the right channels
4. To help health system managers, policy makers and their organizations to routinely acquire, appraise, adapt and apply relevant research in their work

CHSRF will move to consolidate and add value to its research funding activity; this will include positioning more activities in relation to its four "flagship" programs:

• Research production and dissemination:
  • Research Exchange and Impact for System Support (REISS)
  • Capacity for Applied and Developmental Research and Evaluation (CADRE) in Health Services and Nursing
• Research use and implementation:
  • Knowledge Brokering
  • Executive Training for Research Application (EXTRA)

Emphasis will be placed on creative knowledge transfer and providing increased support to decision makers, as well as on organizational excellence. CHSRF's partnership work is expected to change due to the increasing number of national health-related knowledge agencies and the drive to identify opportunities and common objectives; and the provision of more direct assistance to grant and award applicants to help acquire matching co-sponsorship funding.

Planned Evaluations:

Financial statements are audited annually. The foundation has completed several evaluations on specific programs and/or initiatives including 4th year evaluations of the CIHR/CHSRF Chairs and Regional Training Centres programs and ongoing evaluation of the knowledge brokering demonstration sites and the EXTRA program.

In addition, the foundation commissioned an International Review Panel Report in 2002 and is currently preparing for its 2nd international review in 2007. This will be done by an international panel of distinguished health services experts. It will assess performance, report on the progress the foundation is making in achieving its mission and advise on future directions. The four-member panel will be chaired by Dr. Gilles Dussault, former head of health administration at l'Université de Montréal and specialist with the World Bank and now professor and head of the health systems unit of the Institute of Hygiene and Tropical Medicine in Lisbon, Portugal. The panel will provide a report with recommendations to the CHSRF board of trustees in spring 2007 with a public report becoming available shortly afterwards.

As part of the preparations for this international review, CHSRF created a comprehensive logic model in 2004-2005 for its overall impact on evidence-based decision-making in the health sector. A compliance audit of funded research projects was conducted in 1999 and a second compliance audit is currently underway with an anticipated due date of March 2007. The foundation also commissioned an internal controls review in April 2005 with the implementation of the recommendations occurring in 2005 and 2006. A mini internal controls review was completed in 2006 on the payroll system and another mini internal controls review is anticipated in 2007 on the information technology systems. It is also anticipated that the foundation will be creating a three- to five-year Internal Audit Plan in 2007. Finally, the foundation completed an enterprise risk management framework in 2006.

URL to Recipient Site:
www.chsrf.ca
The Canadian Health Services Research Foundation

Start Date: CDS started in 1987; CDS Renewed 2003-2004 *

*CDS was initiated in 1987 and has undergone a number of reiterations in the past 17 years. CDS Renewed was approved in May of 2003. The financials presented reflect a start date of May 2003 and an end date of the 2004-2005 fiscal year. The funding allocation during this two year period is inclusive of both the enhanced funding received under CDS Renewed and a-base funding pertaining to activities undertaken in the area of demand and supply reduction.

Description:

Canada's Drug Strategy (CDS) was first introduced in 1987 to address substance use and abuse issues in Canada through coordinated activities by various federal departments, governments and non-governmental organizations. In 1992, following some initial successes in the areas of prevention and treatment, Phase II was launched with an emphasis on Driving While Impaired. During Phase II of the CDS, changing government priorities resulted in less than half of the funding being applied to the Strategy making it difficult to fully address complex issues related to both supply and demand reduction.

Under Canada's Drug Strategy Renewed (approved by Cabinet in May 2003), the CDS will continue to be a comprehensive inter-Departmental federal initiative designed to coordinate and enhance substance abuse programs, knowledge and partnerships in the areas of prevention, treatment, harm reduction and enforcement. For more information, please refer to http://www.hc-sc.gc.ca/ahc-asc/activit/strateg/drugs-drogues/index-eng.html.

Shared Outcomes:

Improved Leadership--Setting directions and creating environments that support local action through community-based initiatives integrally linked to national objectives and targets

Enhanced knowledge generation and management--Providing strengthened capacity to improve evidence-based policy and decision making by promoting leading-edge research, statistical monitoring of drug trends and evaluation of program effectiveness

Enhanced partnerships and interventions--Discouraging substance abuse, targeting illegal conduct that threatens the safety and security of Canadians, and assisting those at risk from the effects of drugs by supporting partnerships and programs that focus on prevention, harm reduction, treatment and enforcement activities

Improved modernization of relevant legislation and drug policies--Ensuring that legal and policy approaches underpinning CDS are coherent with and support the Strategy, by reviewing legislation and regulations for responsiveness to current requirements

Governance Structures:

Health Canada (HC)
Health Canada is the federal lead for Canada's Drug Strategy. The Minister of Health is responsible for coordination across federal departments. Health Canada also partners with provinces and territories to provide national leadership and coordination and manages programs that reduce and prevent harm associated with controlled substances and participates in various international fora in support of health-related supply and demand reduction activities.

An Assistant Deputy Minister Interdepartmental Steering Committee exists and is chaired by Health Canada. Working groups focussing on Communications, Research and Surveillance, Evaluation and Risk Management, and Emerging Issues have been established to support decision-making by the ADM Steering Committee and Health Canada provides secretariat to support these structures. In addition, small coordination units will be implemented in core federal departments and Health Canada's regional offices.

Public Health Agency of Canada (PHAC)
The Public Health Agency of Canada, through its Centre for Infectious Disease Prevention and Control (CIDPC) and its Fetal Alcohol Syndrome Team, is responsible for conducting and dissemination of research and surveillance information on public health indicators and illness related to substance use/abuse and injection drug use, as well as on the linkages between substance abuse and fetal alcohol spectrum disorder.

Department of Public Safety and Emergency Preparedness Canada (PSEPC)
The Department of Public Safety and Emergency Preparedness Canada is responsible for: a) coordinating the Public Safety and Emergency Preparedness Portfolio's drug control policies and initiatives to ensure that they are consistent with and complimentary to the broader goals and objectives of CDS; and b) providing strategic advice to the Minister in fulfillment of the Minister's policy leadership role in policing and corrections. The Department also participates in various international fora in support of law enforcement-related supply and demand reduction activities.

Royal Canadian Mounted Police (RCMP)
The RCMP offers a balanced approach addressing both supply and demand issues. They investigate illegal drug activities and organized crime groups. They disrupt criminal activities and networks related to the supply of illicit drugs. They also deliver a number of drug awareness and prevention programs targeted at youth, Aboriginal communities, drug endangered children, parents and the Canadian workplace. Additionally, they coordinate specialized training of police officers in Drug Recognition Expertise to detect drug impaired driving.

Correctional Services Canada (CSC)
CSC provides substance abuse treatment programs to federal offenders with substance abuse problems and controls the supply of illicit drugs in correctional facilities through various security measures.

Canada Border Services Agency (CBSA)
The CBSA contributes to reducing the supply of illicit drugs through the interception of controlled substances and illegal drugs at Canadian ports/borders of entry.

Department of Justice(DOJ)
The Federal Prosecution Service of the Department of Justice prosecutes drug cases. The prosecution of drug cases comprises a significant part of the Prosecution's workload. The Programs Branch of the Department of Justice in collaboration with the Office of Demand Reduction of Health Canada, administers funding and monitors the implementation and evaluation of drug treatment courts in Canada. Drug treatment courts are implemented as alternatives to traditional prosecution through special courts that integrate both criminal justice and drug treatment responses.

Department of Foreign Affairs and International Trade (DFAIT)
Complementing Canadian diplomatic efforts in support of the Strategy, the Department of Foreign Affairs and International Trade (DFAIT) manages contributions to the United Nations Office on Drugs and Crime (UNODC) and the Organization of American States' Inter-American Drug Abuse Control Commission (CICAD). These contributions are aimed at increasing capacity as well as fostering the key partnerships needed to address the supply for, and demand of, illicit drugs and harmful substances.

Start Date: 2007-2008

Description:

The Chemicals Management Plan (CMP) is part of the Government's comprehensive environmental agenda and will be managed jointly by Health Canada (HC) and Environment Canada (EC). The activities identified in this plan will build on Canada's position as a global leader in the safe management of chemical substances and products, and will focus upon timely action on key threats to health and the environment.

The CMP will also generate a higher level of responsibility for industry through realistic and enforceable measures, stimulate innovation, and augment Canadian competitiveness in an international market that is increasingly focused on chemical and product safety.

HC and EC will manage the CMP funding collectively and ensure that it is aligned with human health and environmental priorities.

Shared Outcomes:

High-level outcomes for managing the CMP include:

Identification, reduction, elimination, prevention or better management of chemical substances and their use;
Direction, collaboration and coordination of science and management activities;
Understanding of the relative risks of chemical substances and options to mitigate;
Risk assessment and risk management; and
Informed stakeholders and Canadian public.

Governance Structures:

Health Canada is the lead department on the CMP. The Minister of Health is responsible for the overall coordination of activities under the CMP while the Minister of Environment is responsible for the environment portfolio participation.

At the national level, a National Advisory Committee enables national, cooperative action and avoid duplication in regulatory activity among governments, e.g., advise Ministers of Health/Environment on a cooperative, coordinated intergovernmental approach for the management of chemical substances. Its membership includes one representative from HC and from EC, one representative for each provincial and territorial government, and a maximum of six representatives from Aboriginal governments.

At the interdepartmental level, governance is assured through three committees: the Deputy Ministers' Forum (DM Forum), the Assistant Deputy Ministers Committee (ADM Committee), and the Interdepartmental Chemicals Management Executive Committee.

The mandate of the Interdepartmental Chemicals Management Executive Committee is to bring issues to the table that would be under consideration for regulation under CEPA. As such, individual chemicals management issues stemming from pest control or food and drugs programmes would be discussed in this forum regarding how to be optimally managed under CEPA, or other legislation under the CMP.

Both HC and EC Chemicals Management Executive Committees will ensure collaboration among and management of the functions of Research; Risk Assessment; Risk Management; and Monitoring and Surveillance

Networks focusing on key CMP activities (Research/Science, Assessment, Management and Monitoring & Surveillance) will be established to support the above governance structures.

Start Date: 2007-2008

Description:

The Federal Tobacco Control Strategy (FCTS) establishes a framework for a comprehensive, fully integrated, and multi-faceted approach to tobacco control. The FTCS is the federal contribution to the national tobacco control plan endorsed in 1999 by all Ministers of Health. It focuses on four mutually reinforcing components: protection, prevention, cessation and harm reduction.

Shared Outcomes:

• Reduce smoking prevalence to 20% from 25% (level in 1999).
• Reduce the number of cigarettes sold by 30% from 45 billion to 32 billion.
• Increase retailer compliance regarding youth access to tobacco from 69% to 80%.
• Reduce the number of people exposed to environmental tobacco smoke in enclosed public places.
• Explore how to mandate changes to tobacco products to reduce hazards to health.

Governance Structures:

Resources for the implementation of the FTCS were allocated to a number of departments and agencies. Health Canada (HC) is the lead department in the FTCS and is responsible for regulating the manufacture, sale, labelling and promotion of tobacco products as well as developing, implementing and promoting initiatives that reduce or prevent the negative health impacts associated with smoking.

The partner departments and agencies are:

• The Department of Public Safety and Emergency Preparedness Canada (PSEPC) - administers contribution funding for monitoring activities related to levels of contraband tobacco activity. The Department also provides policy advice and support on smuggling issues.
• The Department of Justice - prosecutes smuggling offences, as well as offences concerning unlawful manufacture, distribution and possession of contraband tobacco products.
• The Royal Canadian Mounted Police (RCMP) - enforces laws in relation to the international movement of tobacco products (including the illicit manufacture, distribution or possession of contraband tobacco products).
• The Canada Revenue Agency (CRA) - ensures the assessment and collection of tobacco taxes and monitors tobacco exports.
• The Canada Border Services Agency (CBSA) - monitors the impact of tax changes on the illegal international movement of tobacco and the national contraband market.

Start Date: 2002-2003

Description:

The initiative is a part of the federal government's commitments as outlined in the Treasury Board submission Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products. The Treasury Board submission and its associated Results-based Management and Accountability Framework (RMAF) describe the integrated approach by which initiatives will be measured, managed and reported throughout their life cycle. An important element of the commitments made through the Treasury Board submission is that stakeholders and public will be kept informed through a transparent management system. The participating departments will work together for shared outcomes; measure performance on delivery; and review progress achieved. This initiative incorporates efforts of six federal government partners to increase public and stakeholder confidence in the pesticide regulatory system, to protect health and environment, and to increase the competitiveness of the agri-food and forestry sectors. Research and monitoring in the area of pesticides is being coordinated with their regulation.

Under this initiative, the presence and effects of pesticides in the environment, in marine and freshwater ecosystems, and in the forest environment are being monitored. The initiative enhances monitoring and enforcement of pesticide residue limits in foods, in feed, of pesticide residues in fertilizers, and pesticide guarantee verification for fertilizer-pesticide combinations. Reduced-risk pesticides and biological pesticides for forestry are being developed and their use facilitated. Commodity-based risk reduction strategies for the agriculture and agri-food sector are being developed and implemented. Programs improving access to agricultural minor-use pesticides and reduced-risk pesticides for agricultural use are being established. Research to support the introduction of minor-use pesticides that pose a reduced risk to the environment is being conducted. A reporting system to track adverse effects of pesticides has been developed, and information on these effects will be collected and recorded. Collectively, this work is being conducted to achieve public confidence in increased conservation and protection of human health and the environment while contributing to the competitiveness of Canada's agricultural sector.

The information presented in this table has been organized along the following three main themes of this initiative:

1. Research and Monitoring, carried out by Agriculture and Agri-food Canada (AAFC), the Canadian Food Inspection Agency (CFIA), the Department of Fisheries and Ocean (DFO), Environment Canada (EC), Health Canada's PMRA, and Natural Resources Canada (NRCan)
2. Developing and Implementing of Commodity Specific Risk Reduction Strategies, carried out by AAFC and Health Canada's Pest Management Regulatory Agency (PMRA).
3. Generation of Data to Support the Registration of Reduced Risk and Minor Use Pesticides for the Agricultural and Agri-food Sector and Reduced Risk Pesticides and Biopesticides for Forestry, carried out by AAFC, HC's PMRA and NRCan

Shared Outcomes:

Immediate Outcomes:

• Increased knowledge by the PMRA about pesticides and alternatives
• Registration of reduced-risk and minor-use pesticides
• Access to safer pest management practices and products
• Compliance for safer food, feed, fertilizers and fertilizer-pesticide combinations

Intermediate Outcomes:

• A regulatory system that better protects health and environment and contributes to the competitiveness of the agri-food and forestry sectors
• Use of safer pest management practices and products
• Increased transparency of pesticide regulation

Final Outcome:

Increased public and stakeholder confidence in pesticide regulation, protected health and environment as well as increased competitiveness of the agri-food and forestry sectors

Governance Structures:

• Health Canada --Executive Director of PMRA
• Environment Canada (HC) -- Director General, Conservation Strategies Directorate and Director General, National Programs Directorate
• Department of Fisheries and Oceans (DFO) --Director General, Fisheries, Environment and Biodiversity Science
• Natural Resources Cananad (NRCan)--Director General, Science Branch, Canadian Forest Service
• Agriculture and Agri-Foods Canada (AAFC)--Assistant Deputy Minister of the Farm Financial Programs Branch and Assistant Deputy Minister of Research Branch, Executive Director, Pest Management Centre
• Canadian Food Inspection Agency (CFIA)--Vice President, Programs
• Deputy Minister Committee--Deputy Minister from Health and AAFC
• AAFC/PMRA Joint Management Committee: Assistant Deputy Minister of the Farm Financial Programs Branch, AAFC, Assistant Deputy Minister of Research Branch, AAFC, Executive Director, PMRA, Health Canada, Treasury Board Secretariat (ex-officio member)

Note: ECD receives additional funding from:

Enhancing Early Learning and Child Care (ELCC) for First Nations Children Living on Reserve and Working Towards the First Phase of a Single Window.
Budget 2005 Investments in Health Promotion and Disease Prevention.

Start Date: ECD - October 2002; ELCC - December 2004; Health Promotion and Disease Prevention - 2006-2007

Total Funding Allocated: As a result of an ECD Strategy announced in October 2002, $320.0M over five years (and ongoing) is dedicated to enhancing various federal ECD programs. In December 2004, Cabinet approved an additional $45.0M over three years ($14.0M ongoing) to improve integration and coordination of two federal ECD/ELCC programs (Aboriginal Head Start On Reserve and the First Nations and Inuit Child Care Initiative). Budget 2005 funding includes $35.0M over 4 years for healthy child development programming for Aboriginal Head Start On Reserve ($17.5M over 4 years) and Aboriginal Head Start in Urban and Northern Communities ($17.5M over 4 years).

Description:

The ECD Strategy for First Nations and Other Aboriginal Children was announced on October 31, 2002. The strategy provides $320M 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 $45M over three years ($14M ongoing) to improve integration and coordination of two ECD programs, (Aboriginal Head Start on Reserve and the First Nations and Inuit Child Care Initiative), beginning in 2005-2006. 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. Joint planning will also include INAC-funded child care programs. Finally, additional funding of $17.5M is being provided over 4 years for Aboriginal Head Start On Reserve, beginning in 2006-2007. These funds will be used to strengthen outreach and to make minor capital investments. As well, the $17.5M over 4 years for Aboriginal Head Start in Urban and Northern Communities will support investments in training and enhance program reach.

Shared Outcomes:

The federal ECD Strategy 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). These outcomes are shared by the following federal departments: Health Canada - First Nations Inuit Health Branch, Public Health Agency of Canada (PHAC), Human Resources and Skills Development Canada (HRSDC), Social Development Canada (SDC), and Indian and Northern Affairs Canada (INAC).

The funding approved in December 2004 for Enhancing Early Learning and Child Care (ELCC) for First Nations Children Living on Reserve and Working Towards the First Phase of a Single Window, 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.

The funding announced in Budget 2005 included support to enhance healthy child development programming.

Governance Structures:

Interdepartmental ECD ADM Steering Committee; Interdepartmental ECD Working Group.

1.3.5:

Contribute to the National Agri-Environmental Standards Initiative (NAESI) by providing guidance on the development of non-regulatory agri-environmental performance standards for pesticides by 2008. (This is in collaboration with agriculture and agrifood Canada and environment Canada).

• revision of guidelines for the Safety assessment of novel foods, and
• development and delivery of training sessions for industry and crop developers on how to prepare novel food applications.

• develop appropriate intervention strategies to reduce the public's exposure to priority pathogens in specific commodities;
• increase consumer awareness of risk avoidance practices for targeting specific commodities and vulnerable groups; and,
• update risk management strategies to limit exposure of Canadians to selected chemicals in food

2.5 - Business Travel