This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
The original version was signed by
The Honourable Leona Aglukkaq, P.C., M.P.
Minister of Health
Message from the Chief Public Health Officer
Section I – Organizational Overview
Section II – Analysis of Program Activities by Strategic Outcome
Section III – Supplementary Information
Section IV – Other Items of Interest
I am pleased to present the Public Health Agency of Canada's 2012–13 Report on Plans and Priorities. Over the next three years, the Agency will advance a number of important initiatives in support of its mandate to promote and protect the health of Canadians. The Agency will continue to strengthen public health emergency preparedness and response capacity, provide national leadership in health promotion and health protection, and build public health capacity.
With increasing economic integration and the global movement of people and goods, public health issues know no borders. Public health is a shared responsibility and jurisdictions must work together to be effective in addressing public health challenges. The Agency will continue to work closely with domestic and international partners on collective efforts to deal with issues that impact the health of Canadians and to ensure that Canadians are equipped with the information and tools necessary to make informed decisions about their health and well-being.
In 2012–13, the Agency will focus on advancing the Political Declaration adopted at the September 2011 United Nations High-level Meeting on the Prevention and Control of Non-communicable Diseases, a declaration I was pleased to endorse. Our coordinated efforts will help to address the four major chronic diseases: cancer, diabetes, cardiovascular disease, and chronic respiratory disease, while also recognizing linkages to other diseases, including mental illness. Additionally, the Agency will continue its commitment to addressing childhood obesity through actions in support of Curbing Childhood Obesity: a Federal/Provincial/Territorial Framework for Action to Promote Healthy Weights.
Promoting the positive mental health and well-being of Canadians is an important step in reducing illness, disability, and injury, and helping Canadians live healthy lives. Issues associated with untreated mental health problems, including suicide, create a significant burden on individuals, families, and communities. The Agency will work to advance multi-sectoral collaboration and increase Canadians' awareness of these important public health issues.
In recent years, the Agency has made progress in its ability to prevent, detect and respond to food-borne illness outbreaks as part of Canada's food safety system. Food-borne illness outbreaks can present not only significant public health risks, but also have economic and trade implications for a country. The Agency will continue to strengthen its efforts in protecting Canadians from food-borne illness outbreaks.
The Public Health Agency of Canada is committed to ensuring that resources align with priorities so that the Agency can continue to deliver quality programs that meet the public health needs of Canadians.
I am confident in the Agency's ability to deliver on the priorities in this report and look forward to continued collaborative efforts to improve the health and well-being of Canadians.
Leona Aglukkaq, P.C., M.P.
Minister of Health
In 2012–13, the Agency will build on its leadership role in protecting and promoting the health of Canadians through its stewardship, world-class science, research and surveillance, and effective collaboration with all our partners.
Chronic diseases such as cancer, diabetes, cardiovascular and respiratory diseases have a major impact, causing nearly 9 in 10 deaths each year in Canada. Building on national and international commitments in these areas, such as the landmark national Curbing Childhood Obesity: A Federal /Provincial/Territorial Framework for Action to Promote Healthy Weights, the Agency will continue efforts that help to promote health, prevent and mitigate disease, and reduce health inequalities. The Agency will continue to support best practices and initiatives, such as the Active and Safe Injury Prevention Initiative, which encourages children and youth to be active in recreational and sports activities while also promoting injury prevention. At the community level, the Agency's Innovation Strategy will also continue to support recognized interventions that help Canadians, particularly those at greater risk for poor health outcomes, improve their health.
As the world evolves, however, so do risks from our surrounding environment, such as the production, transport and use of human pathogens and toxins. The Agency will build on its novel approach to the development of new regulations and inspection, ensuring compliance with the new Human Pathogens and Toxins Act. It will also identify strategies to reduce regulatory red tape for industry, while ensuring that the environment and the health and safety of Canadians are not compromised.
In addition, an increasingly connected world means emerging and exotic infectious diseases pose significant threats to our health. Through global partnerships, the Agency will help sustain our preparedness for health emergencies, supported by a newly renewed pandemic vaccine supply. It will also enhance its communications about travel health, ensuring Canadians receive timely and accurate information for their safety.
Surveillance and research of many of these diseases and conditions form the backbone of the Agency's efforts. In 2012–13, the Agency will take a leadership role in building an autism surveillance system. Our surveillance and research activities will be supported by the maintenance of an already world-class, efficient and effective laboratory network across the country.
The Agency is taking the opportunity to adapt, lead, and innovate in its approach to public health in Canada. It will continue to increase its efficiency, streamline operations, and improve processes, supported by employees that make the Agency one of the world's best public health organizations. As an effective agent for positive change, the Agency is well-placed to serve Canadians and to meet the demands of the future. Please take the time to read this report, to learn more about how we are moving forward in protecting and promoting the public's health.
David Butler-Jones, M.D.
Chief Public Health Officer
Public health involves the organized efforts of society to keep people healthy and to prevent injury, illness and premature death. It includes programs, services and policies that protect and promote the health of all Canadians. In Canada, public health is a responsibility that is shared by the three levels of government in collaboration with the private sector, non-governmental organizations, health professionals and the public.
In September 2004, the Public Health Agency of Canada (the Agency) was created within the federal Health Portfolio to deliver on the Government of Canada's commitment to increase its focus on public health in order to help protect and improve the health and safety of all Canadians and to contribute to strengthening the health care system.
The Agency has the responsibility to:
The Agency aims to achieve a strategic outcome of the promotion of health, reduced health inequalities, and the prevention and mitigation of disease and injury, supported by its Program Activity Architecture depicted in the following figure.
[enlarge]
Priority | Type | Strategic Outcome or Program Activity |
---|---|---|
1. Managing Public Health Risks to Canadians | Ongoing | PAA: 1.1, 1.2, 1.3, 1.5 and 1.6 |
Why is this a priority? | ||
Anticipating and proactively responding to real and potential health risks to Canadians will help prevent and mitigate disease and injury. | ||
Plans for meeting the priority | ||
|
||
2. Promoting health and reducing health inequalities in Canada | Ongoing | PAA: 1.1, 1.2, 1.4 and 1.5 |
Why is this a priority? | ||
Improving health equity in Canada can realize significant benefit to overall public health through increased access to opportunities and conditions conducive to the health of all and the reduction of health inequalities. | ||
Plans for meeting the priority | ||
|
||
3. Enhancing Public Health Capacity | Ongoing | PAA: 1.2, 1.3, 1.4, 1.5 and 1.6 |
Why is this a priority? | ||
Enhancing pan-Canadian and Agency capacity will contribute to building a stronger public health system and, in turn, promote health, reduce health inequalities and prevent and mitigate disease and injury. | ||
Plans for meeting the priority | ||
|
||
4. Achieving Excellence in Governance and Management | Previously committed | PAA: 1.1, 1.6, and 2.1 |
Why is this a priority? | ||
Strengthening governance and management infrastructure will improve the Agency's ability to serve the public health interests and needs of Canadians. | ||
Plans for meeting the priority: | ||
|
Public health involves the organized efforts of society to keep people healthy and to prevent injury, illness and premature death. In Canada, public health is a responsibility that is shared by the three levels of government in collaboration with the private sector, non-government organizations, health professionals and the public. The Public Health Agency of Canada (PHAC) plays a central role in chronic and infectious disease prevention and control, health promotion, injury prevention, and public health emergency management. PHAC carries out its responsibilities by providing leadership during, and building capacity for, public health emergencies, collaborating with public health partners, and facilitating approaches to public health policy and planning.
PHAC operates in an environment characterized by change, complexity, and uncertainty. For example, a long and sustained period of economic growth has been followed by periods of recession worldwide, and in some countries, financial crisis. With the global economy in a sluggish state, governments are making balanced budgets a priority. The resulting fiscal constraint influences individual and collective public health. This reinforces the value of the role, initiatives, and actions of PHAC and of its partners in promoting cost-effective healthy choices and healthy lifestyles.
Demographic factors also contribute to the challenge faced by PHAC and its partners. Among these, the following are worth noting.
The above factors, and more, are testing the health system's capacity to respond effectively.
The impacts of chronic disease are significant, with the consequence of diminishing the quality of life for many Canadians and, in particular, for specific populations (e.g., Aboriginal and northern populations). Addressing chronic disease involves addressing social, economic and physical conditions that are complex and difficult to change. In addition, two health issues require attention as they are significant risk factors contributing to the development of chronic disease.
Similarly, sustained efforts are required to prevent and control new strains of infectious diseases which pose increasing and unpredictable threats to public health. For instance, inappropriate use of antimicrobials leads to pathogens becoming resistant to current treatments. Animal husbandry and wildlife management practices impact genetic changes in microorganisms giving rise to new pathogens. And the rapid global movement of people, animals and goods is facilitating global transport of new and existing infectious diseases.
Efforts to prepare for, and respond to, public health emergencies are undertaken in an environment where threats are also unpredictable and complex. Threats may be in the form of an infectious disease outbreak (such as Listeria in food) or pandemic (e.g., H1N1), natural events (such as floods and earthquakes), or intentional and unintentional man-made events involving chemical, biological, radiological, or nuclear hazards.
This reality is also true for the PHAC's partners, and more than ever, there is a need to work collaboratively and efficiently towards the achievement of shared objectives with a focus on disease and illness prevention initiatives. PHAC cooperates, coordinates, collaborates and partners with stakeholders such as other federal departments, provincial, territorial and local authorities, the World Health Organization, the United States Centers for Disease Prevention and Control, other international partners, and non-governmental organizations,. The need to advance objectives in concert with others impacts virtually all areas of the PHAC's work.
The Canadian public health work force is maturing and may see a loss of knowledge and experience as public health professionals retire. As a result, the importance of continued efforts to enhance the skills, knowledge and experience of public health professionals is growing.
PHAC's Corporate Risk Profile (CRP) identifies the most significant risks influencing priorities and outlines strategies to address them. Risk considerations are also factored into the planning of all PHAC programs, evaluations and audits and help to determine their priority and scope. The table below outlines the risks and opportunities identified in the 2011 CRP as well as the Program Activities where information on mitigation plans and strategies can be found.
Risk Areas | Risk Statement | Program Activity |
---|---|---|
Infectious Disease | There is a risk that emerging infectious diseases will continue to create the potential for epidemics and pandemics that will result in considerable health, social and economic impacts. | 1.1, 1.2, 1.3, 1.5, 1.6 |
There is a risk that antimicrobial resistance in disease-causing organisms will continue to be a threat to the Canadian population resulting in increased morbidity, mortality and impact on the health system. | 1.1, 1.2 | |
Population Mobility and Migration | There is a risk that rising global population mobility—travel and migration—will increase infectious disease importation and chronic disease development, resulting in increased morbidity, mortality, and burden to the Canadian health system. | 1.2, 1.6 |
Emergency Preparedness and Response | There is an opportunity for the Agency to enhance its emergency management capacity and to improve its ability to work with external partners to prepare for and provide leadership and coordination in the management of public health events on behalf of the federal government. | 1.2, 1.3, 1.5, 1.6 |
Food-borne Illness | With current global trends in food production, preparation and distribution there is a continuing risk that food-borne illness will adversely impact the Canadian population with the potential for considerable health, social and economic consequences. | 1.1, 1.2, 1.5 |
Aboriginal and Northern Health Inequalities | There is a risk that Aboriginal and northern populations will continue to experience poorer overall health outcomes, including higher rates of chronic and infectious diseases, than other Canadians. The persistent health inequalities are costly in human, social and economic terms, and are largely preventable. | 1.3, 1.4, 1.5 |
Chronic Disease | There is a risk that obesity rates among Canadian adults, children and youth will continue to rise, increasing the rate of chronic diseases such as diabetes, cardiovascular disease and hypertension. | 1.2, 1.4, 1.5 |
There is a risk that mental illness will continue to adversely impact the Canadian population resulting in significant health, social and economic costs. | 1.2, 1.4 | |
Management Capability and Excellence | There is an opportunity for PHAC to enhance its management capacity in the areas of governance, planning, people management (e.g. values and ethics, training), finance, security, technology, etc. to support the Agency in fulfilling its public health mission and mandate. | 2.1 |
Canadian Public Health Capacity | There is a risk that Canada lacks the appropriately trained work force, tools, organizational capability, and inter-jurisdictional systems to respond to and plan for public health threats. | 1.3, 2.1 |
2012–13 | 2013–14 | 2014–15 |
---|---|---|
616.5 | 590.6 | 631.8 |
Note: Additional information on expenditures at the Agency level is provided in Section I's Expenditure Profile and at the Program Activity level in Section II.
2012–13 | 2013–14 | 2014–15 |
---|---|---|
2,668 | 2,667 | 2,675 |
Performance Indicators | Targets | ||||||
---|---|---|---|---|---|---|---|
An overall population health indicator for Canada is health-adjusted life expectancy* (HALE) at birth |
The Agency's objective is to work towards the maintenance or increase of Canada's 2001 HALE at birth as reported by Statistics Canada1
|
||||||
An additional view of population health is HALE by income; i.e., the difference, in years, in HALE at birth between the top-third and bottom-third income groups |
The Agency's objective is to work towards the maintenance or reduction of the difference in years
|
*Health Adjusted Life Expectancy (HALE) is a composite, summary measure of population health. It is more comprehensive than the better-known Life Expectancy measure, as HALE combines length of life and health-related quality of life into a single indicator. HALE is defined as "the number of years in full health that an individual can expect to live given the current morbidity and mortality conditions."2
How long Canadians live in good health is determined by factors including personal and family lifestyle risk factors, environmental and genetic factors, technological advances, social determinants, availability and quality of health care, and public health practices and initiatives at the federal, provincial, territorial (F/P/T), and local levels of government. The Agency works with governmental and non-governmental stakeholders to positively affect the above factors of health. The results of these combined factors and efforts can best be assessed by looking at summary measures of population health.
PHAC contributes to maintaining or increasing HALE in Canada through all its programs. Undertaken in collaboration with F/P/T, non-governmental organizations and international health partners, these programs provide federal leadership and support in promoting health, reducing health disparities, enhancing public health capacity, preventing and mitigating injuries and chronic and infectious diseases, providing relevant research support, monitoring health and disease situations and trends, and reducing the risk and consequences of public health emergencies.
Program Activity | Forecast Spending 2011–12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012–13 | 2013–14 | 2014–15 | |||
1.1 Science and Technology for Public Health | 69.1 | 65.4 | 59.4 | 58.0 | Healthy Canadians |
1.2 Surveillance and Population Health Assessment | 61.4 | 64.6 | 64.6 | 64.0 | |
1.3 Public Health Preparedness and Capacity | 120.0 | 85.1 | 71.3 | 67.0 | |
1.4 Health Promotion | 185.3 | 181.4 | 181.2 | 181.3 | |
1.5 Disease and Injury Prevention and Mitigation | 111.5 | 100.5 | 94.8 | 142.2 | |
1.6 Regulatory Enforcement and Emergency Response | 27.4 | 24.0 | 24.0 | 24.1 | Safe and Secure Canada |
Total Planned Spending | 574.7 | 521.0 | 495.3 | 536.6 |
Note: All figures are rounded
Program Activity | Forecast Spending 2011–12 |
Planned Spending | ||
---|---|---|---|---|
2012–13 | 2013–14 | 2014–15 | ||
Internal Services | 114.4 | 95.4 | 95.3 | 95.2 |
The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada's commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. The Public Health Agency of Canada ensures that consideration of these outcomes is an integral part of its decision-making processes. In particular, through the federal Strategic Environmental Assessment (SEA) process, any new policy, plan, or program initiative includes an analysis of its impact on attaining the FSDS goals and targets. The results of SEAs are made public when an initiative is announced, demonstrating the department's commitment to achieving the FSDS goals and targets.
The Public Health Agency of Canada contributes to Theme IV – Shrinking the Environmental Footprint as denoted by the visual identifier(s) below:
Theme 4: Shrinking the Environmental Footprint - Starting with the Government
These contributions fall under the following Program Activities and are further explained in Section II:
For additional details on the Public Health Agency of Canada's activities to support sustainable development, please see Section II of this RPP and Planning for A Sustainable Future: The Public Health Agency of Canada's Departmental Sustainable Development Strategy 2011-2014. For complete details, please see the Federal Sustainable Development Strategy.
Canada experienced an H1N1 pandemic in 2009–10 which accounts for approximately $310M of additional spending in that year. The Agency also spent $49.7M in the same year on the Hepatitis C Health Care Services Program which provides funding to the provinces to compensate for the care of individuals infected with hepatitis C. This program provides payments every five years until 2014–15. These two items caused a significant change in spending in comparison to other years.
Starting in 2012–13, planned spending will decrease by $72.7M. This can be largely explained by reduced funding of $33.9M for various time-limited projects that are near completion, such as $20.7M for the installation of a new influenza fill line. In addition, one-time funding for 2011–12—consisting of $15.3M to cover severance payouts due to revisions in collective agreements and $18.1M of funds carried forward from 2010–11—will not be available in 2012–13. Finally, $5.9M will be transferred out for the creation of Shared Services Canada.
In 2013–14, PHAC spending decreases by $25.9M mainly as a result of the completion of the initiative to address sport and recreation injuries among Canadian children and youth as well as planned reductions in funding for the JC Wilt Laboratory expansion and the replenishment of the National Antiviral Stockpile.
In 2014–15, Agency spending increases by $41.2M as the final payment of the Hepatitis C Health Care Services Program is made. This increase is partially offset by the planned sunset of initiatives such as Genomics Research and Development and the Lung and Neurological Diseases Initiative as well as the completed replenishment of the National Antiviral Stockpile.
[enlarge]
For information on our organizational appropriations, please see the 2012–13 Main Estimates.
The Agency's Strategic Outcome is: Canada is able to promote health, reduce health inequalities, and prevent and mitigate disease and injury. The following section describes the six Program Activities (PAs) through which the Agency works to achieve the Strategic Outcome, and for each, identifies the expected results, performance indicators and targets. This section also explains how the Agency plans to achieve the expected results and presents the financial and human resources that will be dedicated to each Program Activity.
[enlarge]
To enable Canada to improve public health and better respond to existing and emerging health risks, this program: develops and applies leading edge national public health science and innovative tools; provides specialized diagnostic laboratory testing and reference services; conducts applied and discovery research into established, emerging, and rare infectious diseases; and mobilizes Canadian scientific capacity and networks. The program's primary clients are public health professionals working in federal, provincial, territorial, municipal/ local and non-government organizations. By integrating reliable information and knowledge, this program supports public health decision-making and interventions in Canada.
2012–13 | 2013–14 | 2014–15 | |||
---|---|---|---|---|---|
FTEs | Planned Spending |
FTEs | Planned Spending |
FTEs | Planned Spending |
385 | 65.4 | 385 | 59.4 | 386 | 58.0 |
The completion of construction of the JC Wilt Infectious Disease Research Centre in Winnipeg is the main reason for the decrease of $6M from 2012–13 to 2013–14. The Genomic Research and Development Initiative ends in 2013–14 which explains the decrease of $1.4M from 2013–14 to 2014–15.
Expected Result(s) | Performance Indicator(s) | Target(s) |
---|---|---|
Public health professionals have access to timely and reliable reference testing to support public health decisions and interventions* | % of accredited reference service tests within the various specific turnaround times (TAT) | 80% |
% of reference service programs subject to external review achieving a ranking of "acceptable" or better | 100% | |
Public health professionals have access to research findings and scientific information to support public health decisions and interventions | # of citations of research publications during the target year (e.g. 2012) for papers published during the preceding three years (e.g. 2010-2012)** | 1500 |
* Reference testing performed by Agency laboratories includes specialized diagnostic testing, confirmatory testing and special testing to characterize disease-causing agents. Such reference testing is carried out both routinely and in response to emergency outbreaks.
** This may not include all PHAC publications.
As a science-based organization, PHAC strives to ensure that its leading edge public health research, science, and innovation tools respond to Canadians' expectations for timely and reliable public health advice and interventions. Moreover, Canadians can be assured that their personal health decisions are based on advanced scientific knowledge. The following major activities are planned:
[enlarge]
Emerging and ongoing infectious and chronic diseases and other population health risk factors, have an impact on the health of Canadians. The Surveillance and Population Health Assessment program exists to identify and report on health issues and risks through ongoing, systematic analysis, use and sharing of routinely-collected data with and among provinces, territories, and local health authorities, and other federal departments and agencies so that they can make informed decisions. In doing so, the program addresses existing gaps and emerging trends in the ways that public health surveillance and population health assessment are conducted. A national approach to surveillance and population health assessment provides the foundation for coordinated efforts in health promotion, health inequality reduction and disease mitigation and control.
2012–13 | 2013–14 | 2014–15 | |||
---|---|---|---|---|---|
FTEs | Planned Spending |
FTEs | Planned Spending |
FTEs | Planned Spending |
420 | 64.6 | 420 | 64.6 | 421 | 64.0 |
Expected Result(s) | Performance Indicator(s) | Target(s) |
---|---|---|
Policy and decision-makers and other public health actors have health surveillance information they need to carry out their public health functions | % compliance by Canada on the surveillance component of the International Health Regulations on Core Capacity Assessment | 100% by March 31, 2014 |
Canadians, policy- and decision-makers, and public health partners have information on the health of the population and conditions of population health significance they require to make public health decisions | Level of stakeholder satisfaction with the usefulness of the information in the CPHO Report | "Very useful" by March 31, 2016* |
*CPHO Report Post Release survey responders from among public health stakeholders chose "very useful" on the 5-point scale from "not at all useful" to "very useful."
PHAC's surveillance and population health assessment initiatives are integral to the timely and accurate collection and sharing of information that is absolutely essential for prompt and effective emergency response as well as informed decisions and public health policy. The following major activities are planned:
[enlarge]
The Public Health Preparedness and Capacity Program addresses the need for a strong public health system that is prepared at all times for strategic and operational public health issues and events. This program provides public health decision-makers with the right people in the right place at the right time equipped with the right competencies, capabilities and connections to carry out public health functions. The program identifies and facilitates the closing of gaps in Canada's public health human resource capacity, the ability to prepare for and respond to public health issues and events and the functioning of public health networks within and outside Canada.
2012–13 | 2013–14 | 2014–15 | |||
---|---|---|---|---|---|
FTEs | Planned Spending |
FTEs | Planned Spending |
FTEs | Planned Spending |
320 | 85.1 | 320 | 71.3 | 321 | 67.0 |
The decreases in planned spending of $13.8M from 2012–13 to 2013–14 and $4.3M from 2013–14 to 2014–15 are mainly due to the scheduled reductions of funding associated with the installation of a vaccine fill line and replenishment of the National Antiviral Stockpile.
Expected Result(s) | Performance Indicator(s) | Target(s) |
---|---|---|
Public Health networks exchange information and best practices for mutual benefit | # of information and best practice exchanges | 3 |
Effective coordination and increased capacity among partners are critical to the effective preparation for public health events and in addressing trends in the risk factors leading to diseases. The following major activities are planned:
[enlarge]
This program provides leadership and support in promoting health and reducing health disparities among Canadians. It supports Canadians in making healthy choices throughout all life stages through initiatives focused on, for example, child development, families, lifestyles, and aging. It also facilitates the conditions that support these choices by working with and through others to address factors and determinants that influence health, such as health literacy, food security, social support networks and the built environment.
2012–13 | 2013–14 | 2014–15 | |||
---|---|---|---|---|---|
FTEs | Planned Spending |
FTEs | Planned Spending |
FTEs | Planned Spending |
374 | 181.4 | 374 | 181.2 | 375 | 181.3 |
Expected Result(s) | Performance Indicator(s) | Target(s) |
---|---|---|
Supportive environments and collaborative health promoting policies are in place to reduce health inequalities and enable Canadians to maintain and improve their health | # of communities reached | 5703 |
# by type of health promotion initiatives* | 1275 | |
% of collaborations that result in joint action having an objective of influencing supportive environments and health promoting policies | 80% |
*In this context, initiatives generate and disseminate knowledge products; design and test innovative approaches to address priority public health issues; deliver programming distinct from contribution agreements; and include strategic initiatives such as international conferences.
PHAC contributes to the development of healthier Canadians by enabling individuals to improve their health and all levels of government and institutions to better address the factors that influence and determine health and health inequalities. The following major activities are planned:
[enlarge]
This program contributes to the identification, prevention, mitigation, and reduction of disease and injury in Canada. Through the provision of information and evidence-based knowledge and tools, it enables national and international decision-makers and public health experts to implement policies, programs and interventions aimed at addressing the incidence, prevalence and impact of disease and injury. It leads federal efforts and promotes national and international cooperation, collaboration, and consultations to identify public health measures and reduce public health risk factors associated with disease and injury. This program is necessary because chronic disease, infectious disease, and injury are primary causes of hospitalization, disability, and mortality in Canada.
2012–13 | 2013–14 | 2014–15 | |||
---|---|---|---|---|---|
FTEs | Planned Spending |
FTEs | Planned Spending |
FTEs | Planned Spending |
347 | 100.5 | 347 | 94.8 | 348 | 142.2 |
Planned spending will decrease by $5.7M in 2013–14 from 2012–13 mainly due to the completion of the initiative to address sport and recreation injuries among Canadian children. In 2014–15, an increase of $47.4M is primarily the result of the final payment for the Hepatitis C Health Care Services Program.
Expected Result(s) | Performance Indicator(s) | Target(s) |
---|---|---|
Diseases and injury in Canada are prevented and mitigated | Rate of age-standardized new diagnoses of major diseases (cardiovascular disease, cancer, diabetes, asthma, and chronic obstructive pulmonary disease (COPD)) during a one-year period (incidence) |
Baselines established:*
|
Unintentional and intentional injury incidence rates over a one-year period |
Baselines identified: All injuries (all ages):
Unintentional Injuries (all ages):
|
|
Rate of reported cases of infectious diseases including health care associated infections, during a one-year period |
Baselines identified:
Baselines for health care associated infections to be established by March 31, 2013. |
*As a signatory of the Political Declaration adopted at the September 2011 UN High Level Meeting on the Prevention and Control of NonCommunicable Disease, Canada is participating in the development of a global monitoring framework, including indicators and voluntary targets. This process will assist in the identification of non-communicable disease targets for the Agency.
Through promoting national and international collaboration and providing up-to-date and relevant information on diseases and injury prevention to public health practitioners, policy makers and individual Canadians, PHAC contributes to the reduction of hospitalisation, disability and mortality associated with chronic disease, infectious disease and injury. The following major activities are planned:
[enlarge]
Several significant public health events such as SARS (Severe Acute Respiratory Syndrome), West Nile virus, Listeria, and avian and pandemic influenza show that infectious disease outbreaks and agents continue to threaten public health. This program protects the health of Canadians by contributing to the development, implementation and enforcement of legislation and regulations to control the use and containment of pathogens and toxins in addition to quarantine services for travelers entering and departing from Canada; and rapid public health emergency response infrastructure such as human resource surge capacity, 24/7 communication and situational awareness services, and mobile laboratory services capable of processing high-risk pathogens. The program also consists of emergency medical supplies, and equipment located across Canada to support response to public health emergencies. This combination of regulation, rapid response capacity and on-demand emergency supplies provides public health authorities in Canada other federal government departments and agencies, international health authorities, Canadian health professionals, and members of the public with the tools, information, and resources required to help mitigate the threat of infectious disease.
2012–13 | 2013–14 | 2014–15 | |||
---|---|---|---|---|---|
FTEs | Planned Spending |
FTEs | Planned Spending |
FTEs | Planned Spending |
146 | 24.0 | 146 | 24.0 | 147 | 24.1 |
Expected Result(s) | Performance Indicator(s) | Target(s) |
---|---|---|
Canada is compliant with World Health Organization (WHO) International Health Regulations (IHR) | % of Agency procedures which are compliant with WHO IHR | 100% |
Supporting national readiness for prevention of and effective response to public health threats and enabling the development, implementation and enforcement of legislation related to the use and containment of pathogens and toxins contribute significantly to the mix of tools, information and resources required to mitigate threats to public health. The following major activities are planned:
Internal services support the Agency's strategic outcome and all six PA's. Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are Management and Oversight Services, Communications Services, Legal Services, Human Resources Management Services, Financial Management Services, Information Management Services, Information Technology Services, Real Property Services, Materiel Services, Acquisition Services, and Travel and Other Administrative Services. Internal services include only those activities and resources that apply across the Agency and not those provided specifically to a program.
2012–13 | 2013–14 | 2014–15 | |||
---|---|---|---|---|---|
FTEs | Planned Spending |
FTEs | Planned Spending |
FTEs | Planned Spending |
675 | 95.4 | 675 | 95.3 | 677 | 95.2 |
Expected Result(s) | Performance Indicator(s) | Target(s) |
---|---|---|
The communications, service operations and programs of the Agency comply with applicable laws, regulations, policies and plans and meet the diverse needs of the public | Compliance with the Government of Canada Communications Policy | 100% |
Compliance with the statutory time requirements of the Access to Information Act and Privacy Act (ATIP) | Achieve an Office of the Information Commissioners Rating "A" Rating (95%) | |
Compliance with the Government of Canada Official Languages Act, Part IV, Communications with and services to the public | 100% | |
Strategic allocation and prudent use of resources among programs, processes and services | % Year-end Agency variance of planned versus actual expenditures | 5 % variance or less |
Compliance with the Government of Canada Employment Equity Act |
Achieve a work force representative of work force availability estimates based on the 2006 Census by March 31, 2013 Aboriginal People – 3.1% Persons with Disabilities – 4.3% Visible Minorities – exceed 13.1% Women – 61.8% |
|
Assets are acquired and managed in a sustainable and financially responsible manner throughout the lifecycle | % of compliance with legislation, regulations, policies, standards and best practices | 100% |
Sound resource management and improved knowledge translation, information management and science-based decision-making systems facilitate access to the latest public health information for all Canadians. The same also enables improvements in the efficiency and effectiveness of PHAC's operations. The following major activities are planned:
The Public Health Agency of Canada is a participant in the Federal Sustainable Development Strategy (FSDS) and contributes to the Greening Government Operations targets through the internal services PA. The department contributes to the following target areas of Theme IV of the FSDS:
For additional details on Public Health Agency's Greening Government Operations (GGO) activities please view the Agency's GGO Tables.
The future-oriented financial highlights presented in this report provide a general overview of the Agency's financial position and operations. Future-Oriented Financial Statements are prepared on an annual basis to strengthen accountability and improve transparency and financial management. The statements are located on the Agency's Web site.
% change | Future-oriented 2012–13 |
Future-oriented 2011–12 |
|
---|---|---|---|
Total Expenses | 3.6 | 650.5 | 627.9 |
Total Revenues | (72.7) | 0.3 | 1.1 |
Net Cost of Operations | 3.7 | 650.2 | 626.8 |
The Agency is forecasting $650.5M in expenses based on 2012–13 Main Estimates and accrued information, a net increase of $22.6M from 2011–12. The increase is primarily a result of $14.7M for the replenishment of antiviral drugs held in national antiviral stockpiles and an increase of $3M in incremental funding to address sport and recreation injuries among Canadian children and youth.
% change | Future-oriented 2012–13 |
Future-oriented 2011–12 |
|
---|---|---|---|
Total Assets | 4.0 | 201.2 | 193.4 |
Total Liabilities | (0.1) | 126.6 | 127.0 |
Equity | 13.0 | 74.6 | 66.0 |
Total Liabilities and Equity of Canada | 4.0 | 201.2 | 193.4 |
Based on 2012–13 Main Estimates and accrued information, the Agency is forecasting $201.2M in total assets, an increase of $7.8M from 2011–12. The largest component being an increase in tangible capital assets resulting from planned acquisitions to complete the JC Wilt Laboratory.
All electronic Supplementary Information tables found in the 2012–13 Report on Plans and Priorities can be found on the Treasury Board of Canada Secretariat's Web site.
Kathryn F. Howard
Assistant Deputy Minister
Emergency Management & Corporate Affairs
Public Health Agency of Canada
130 Colonnade Road
Ottawa ON - K1A 0K9
1 Statistics Canada. CANSIM Table 102-0121 and Catalogue no. 82-221-X.
2 Statistics Canada. Available from: http://www40.statcan.gc.ca/l01/cst01/hlth67-eng.htm [Accessed Aug 16, 2011.]