Deputy Minister Briefing Material – September 2019

  1. Overview of Department
    1. Health Portfolio Organizational Chart
      Health Canada Organizational Chart
    2. Branches
      1. Strategic Policy Branch
      2. Health Products and Food Branch
      3. Controlled Substances and Cannabis Branch
      4. Healthy Environments and Consumer Safety Branch
      5. Regulatory Operations and Enforcement Branch
      6. Pest Management Regulatory Agency
      7. Communications and Public Affairs Branch
      8. Corporate Services Branch
      9. Chief Financial Officer Branch
      10. Departmental Legal Services Unit
      11. Office of Audit and Evaluation (reports through Public Health Agency of Canada [PHAC])
      12. Office of International Affairs (reports through PHAC)
    3. Departmental budget and financial overview
  2. Governance and Operations
    1. Departmental governance
      1. Overview of Health Canada governance structure and Executive Committee membership
      2. Terms of Reference - Executive Committees
Health Portfolio Organizational Chart
Health Portfolio Organizational Chart
Health Portfolio Organizational Chart - Text Equivalent

The top box of the Health Portfolio Organizational Chart contains the Health Minister and then shows the five organizations that make up the Health Portfolio as well as the most senior officials of each organization: Health Canada with Deputy Minister: Stephen Lucas; the Public Health Agency of Canada with president: Tina Namiesniowski and the Chief Public Health Officer of Canada: Dr. Theresa Tam; the Canadian Institutes of Health Research with president: Dr. Michael Strong; the Patented Medicine Prices Review Board with Chairperson: Dr. Mitchell Levine; and the Canadian Food Inspection Agency with President: Dr. Siddika Mithani and Executive Vice-President: France Pégeot. The organizational chart also shows that the Canadian Food Inspection Agency is also under the purvue of the Minister of Agriculture and Agri-Food.

Health Canada Organizational Chart

Deputy Minister

Stephen Lucas
Deputy Minister of Health
(effective September 3, 2019)

Vacant
Associate Deputy Minister

Assistant Deputy Minister

Strategic Policy Branch (SPB)
ADM
and Associate ADM
Abby Hoffman and Marcel Saulnier

Chief Financial Officer Branch (CFOB)
ADM & Chief Financial Officer

Randy Larkin

Health Products and Food Branch (HPFB)
ADM
and Associate ADM
Pierre Sabourin and Kendal Weber

Corporate Services Branch (CSB)
ADM

Debbie Beresford-Green

Healthy Environments and Consumer Safety Branch (HECS)
ADM
Robert Ianiro

Communications and Public Affairs Branch (CPAB)
ADM
Jennifer Hollington

Controlled Substances and Cannabis Branch (CSCB)
ADM and Associate ADM
Jacqueline Bogden and Eric Costen

Legal Services
Executive Director and Senior General Counsel
Samantha Maislin Dickson
(effective September 3, 2019)

Pest Management Regulatory Agency (PMRA)
Executive Director
Richard Aucoin

Regulatory Operations and Enforcement Branch (ROEB)
ADM
Stefania Trombetti

Office of International Affairs (OIA)
Director General Footnote 1
Michael Pearson

Office of Evaluation & Audit (OAE)
Director General Footnote 1
Shelley Borys

Strategic Policy Branch (SPB) Background Deck

September 2019

Strategic Policy Branch (SPB) Organizational Structure
Organizational structure of the Strategic Policy Branch (SPB).
Strategic Policy Branch (SPB) Organizational Structure - Text Equivalent

The Strategic Policy Branch (SPB) is led by the Assistant Deputy Minister, Abby Hoffman, and the Associate Assistant Deputy Minister, Marcel Saulnier. There are nine directorates and divisions in the branch. Marcel Saulnier is also the head of the Health Care Strategies Directorate. Sharon Harper is the Acting Director General of the Health Care Programs and Policy Directorate. Tasha Stefanis is the Executive Director of the Policy Coordination and Planning Directorate. Cindy Moriarty is the Director General of Health Programs and Strategic Initiatives. Karen Reynolds is the Executive Director of the Office of Pharmaceuticals Management Strategies. Gigi Mandy is the Executive Director of the Canada Health Act Division. Luke Carter is the Director of the Federal/Provincial/Territorial Relations Division. Joe Shebib is the Director of the Branch Business Division. The position of Executive Director of the Science Policy Directorate is vacant. SPB also provides support for the Departmental Science Advisor, Dr. Cara Tannenbaum. Photographs for each individual are also included.

SPB - Key Functions

SPB has three main functions:

  1. Federal focal point for health care policy, with leadership and oversight responsibilities for health care on a pan-Canadian scale.
  2. Delivery of broad array of grants and contributions programs, including transfers to P/Ts, in support of federal health care policy objectives.
  3. Coordination and delivery of cross-cutting corporate functions for HC (and, in some cases, the Health Portfolio) and leadership on targeted horizontal policy files.

While SPB provides services similar to those of OGD strategic policy shops, it is more like a program branch than a typical corporate policy shop:

1 - Federal Focal Point for Health Care Policy

Health Care Policy - 2019-20 Priorities

2 - Grants and Contributions Programs

Grants and contributions - 2019-20 priorities

3 - Coordination of Cross-cutting Corporate Functions & Leadership on Horizontal Policy Files

Cross-cutting Corporate Functions and Horizontal Policy Files - 2019-20 Priorities

Emerging function: regulatory, legislative and litigation activities

SPB Financial Overview - 2019-20

Strategic Policy Branch Expenditures
The pie chart shows a break-down of Strategic Policy Branch's expenditures for 2019-2020.
  • Total SPB 2019-20 budget is $1.586 B.
  • SPB's $30M salary budget supports an average head count of approximately 270 employees.
Strategic Policy Branch Expenditures - Text Equivalent

The pie chart shows a break-down of Strategic Policy Branch's expenditures for 2019-2020. Expenditures for 2019-20 include $1.55 billion for grants and contributions, $30 million for salary, and $5.7 million for operating and maintenance.

Summary of Strategic Policy Branch Grants and Contributions, 2019-20
Grants / Contributions 2019-20 Amount ($000)
Funding to Provinces and Territories 1,127,000
Funding to the Pan-Canadian Health Organizations 285,568
Multi-project targeted funding 106,853
Funding for health research 21,755
Canadian Thalidomide Survivors Support Program 13,419
Total 1,554,595
Appendix A - Grants and Contributions, By Program
Grant/Contribution Funding Authority 2019-20 Amount ($000)
Provinces and Territories
Bilateral agreements with P/Ts (home and community care and mental health and addictions services) 10-year commitment
(2017-18 to 2026-27)
1,100,000
Territorial Health Investment Fund Four-year commitment
(2017-18 to 2020-21)
27,000
Pan-Canadian health organizations
Canadian Institute for Health Information Ongoing 87,659
Canada Health Infoway Five-year commitment
(2017-18 to 2021-22)
75,000
Canadian Partnership Against Cancer Five-year commitment
(2017-18 to 2021-22)
51,000
Canadian Agency for Drugs and Technologies in Health Ongoing 23,059
Canadian Foundation for Healthcare Improvement Ongoing 17,000
Mental Health Commission of Canada (MHCC) Four-year commitment
(2017-2021)
14,250
Canadian Centre on Substance Use and Addiction (CCSA) Ongoing 10,000
Canadian Patient Safety Institute Ongoing 7,600
Multi-project targeted funding
Health Care Policy Contribution Program (e.g., Heart & Stroke Foundation, Choosing Wisely, Pallium Canada, Canadian Virtual Hospice, Institute for Safe Medication Practices, Centre for Addiction and Mental Health) Ongoing 26,874
Official Languages Health Program Five-year commitment
(2018-19 to 2022-23)
37,380
Substance Use and Addictions Program
  • Funds transferred to the Controlled Substances and Cannabis Branch (CSCB)
Ongoing 38,828
  • Cannabis-related funding to CCSA
Five-year commitment
(2018-19 to 2022-23)
2,405
  • Cannabis-related funding to MHCC
Five-year commitment
(2018-19 to 2022-23)
1,366
Health Research
Canadian Blood Services
  • Blood Research and Development Program
Ongoing 5,000
  • Organ and Tissue Donation and Transplantation
Ongoing 3,580
Canada Brain Research Fund Program (Brain Canada) Ending in 2019-20; being renewed following Budget 2019 announcement 13,175
Canadian Thalidomide Survivors Support Program Ongoing 13,419
Total (may not add up due to rounding) - 1,554,595

Health Products and Food Branch (HPFB)

Background Deck

September 2019

Mission

Current Branch Organizational Structure
Health Products and Foods Branch senior management organizational structure
Current Branch Organizational Structure - Text Equivalent

Health Products and Foods Branch senior management organizational structure:

  • Assistant Deputy Minister: Pierre Sabourin; Associate Assistant Deputy Minister: Kendal Weber
  • Chief Regulatory Officer: David K. Lee; Senior Medical Advisor: Doctor Supriya Sharma
  • Director General of Biologics and Genetic Therapies Directorate: Doctor Celia Lourenco; Director General of Therapeutic Products Directorate: Doctor John Patrick Stewart
  • Director General of Natural and Non-Prescription Health Products Directorate: Doctor Manon Bombardier; Director General of Food Directorate: Karen McIntyre
  • Director General of Marketed Health Products Directorate: Marc Mes; Director General of Office of Nutrition Policy and Promotion: Doctor Alfred Aziz
  • Director General of Veterinary Drugs Directorate: Doctor Mary Jane Ireland; Director General of Resource Management and Operations Directorate: Etienne Ouimette
  • Director General of Policy, Planning and International Affairs Directorate: Ed Morgan

Domestic and International Roles

Areas of responsibilities

International collaboration

Legislative framework

Food and Drugs Act and its Regulations
Assisted Human Reproduction Act and its Regulations

Key Stakeholders

Core Business Lines

Food

Health Products

Blood

Assisted Human Reproduction

Significant accomplishments over the last four years

Over the last four years, HPFB has delivered on an unprecedented number of high profile initiatives. This volume of activity was unique, as was the amount of funding the Branch received. We published 23 regulatory package and some major accomplishments included:

New Canada Food Guide

Opioids

Implementing Vanessa's Law - Protecting Canadians from Unsafe Drugs Act

Improving the regulations of drugs and devices

Cost Recovery Renewal

Strengthening the Assisted Human Reproduction Act

Blood

Priorities

New healthy eating initiatives to reduce the burden of chronic disease

Regulatory Reviews (led by TBS)

Determining whether to establish a pathway for cannabis health products that do not require physician oversight

Priorities

Enhancing post-market authorities for natural health products (NHPs)

Medical Devices Action Plan

Prevent antimicrobial resistance (led by PHAC)

Overview of Substance Use in Canada and the Controlled Substances and Cannabis Branch

Background Deck
September, 2019

Purpose

  1. Provide an overview of substance use in Canada, and the approach being taken to address it
  2. Discuss short and longer term substance use issues, and key forthcoming decisions
  3. Provide a snapshot of Health Canada's Controlled Substances and Cannabis Branch

Substance Use in Canada

Rates of substance use (2017)

Key Substance Use Trends

Rates of Cannabis Use Footnote 9 (2019, Q2)

Men
21%
Women
12 %
Aged 15-24
27.4 %
Aged 25-44
24.2 %
Aged 45-64
12.2 %

Patterns of Substance Use

Continuum of substance use
The continuum of increasing levels of risks, harms and costs to individuals, families and communities associated with drug use.
Continuum of substance use - Text Equivalent

The continuum depicts the increasing level of risks, harms and costs to individuals, families and communities as users move from non-use/abstinence to Substance Use Disorder

  1. Non-Use/Abstinence and
  2. Use indicate an opportunity to minimize rates of substance use, especially for youth.
  3. A Green Arrow showing a change in direction indicates the optimal point on the continuum at which to prevent problematic use, especially for at-risk populations.
  4. Problematic Use and 5. Substance Use Disorder (SUD) are areas where increased costs occur because reduction in harms from drug use or effort to reduce patterns of problematic use, require the use of evidence-based treatment and recovery

Harms Related to Substance Use

Associated harms of specific substances in canada
Associated Harms
(2014 Data)
Alcohol Tobacco Footnote 1 Cannabis Opioids
Deaths 14,826 47,562 850 Footnote 2 2,395
Note: 4460 deaths in 2018.
Emergency Dept. Visits 649,412 239,512 27,761 31,686
Hospitalizations 87,911 145,801 3,835 6,981
Unintentional Injuries 42,774 113 98 2,204
Lost Productivity Footnote 3 110,048 74,622 6,892 49,533
Counts of Policing 252,227 - 126,492 99,052
Footnote 1

All tobacco products, including cigarettes.

Return to footnote 1 referrer

Footnote 2

There are no known deaths directly attributable to cannabis consumption, however there are related harms, namely 638 deaths from lung cancer and 212 deaths from car accidents

Return to footnote 2 referrer

Footnote 3

Unit in years

Return to footnote 3 referrer

Sources: Canadian Substance Use Costs and Harms, 2018 (data from 2014); Canadian Tobacco, Alcohol and Drugs Survey 2017.

Costs of Substance Use in Canada

Apart from deaths, other costs in Canada are increasing. The estimated cost of substance use in Canada (for 2014) is approximately $38.4 billion per year Footnote 10.

Substance use-attributable overall costs, Canada 2007-2014
Substance use-attributable overall costs in Canada 2007 - 2014
Substance use-attributable overall costs, Canada 2007-2014 - Text Equivalent

Substance use-attributable overall costs in Canada 2007 – 2014. The line graph demonstrates the increasing costs from 2007 to 2014. In 2007, costs were reported at less than $34 billion and increase sharply over the following seven years to exceed $38 billion by 2014.

Costs of substance use in Canada (2014)
Costs of substance use in Canada in 2014
Costs of substance use in Canada (2014) - Text Equivalent

Costs of substance use in Canada in 2014. The bar graph depicts 2014 substance use costs, broken out by substance and further broken out in four specific implicated sectors: Healthcare, Criminal Justice, Lost Productivity and Other Direct.

  • Alcohol comprises 38.1% of total costs (approximately $14.6 billion)
  • Tobacco comprises 31.2% of total costs (approximately $12.0 billion)
  • Cannabis comprises 7.3% of total costs (approximately $2.8 billion)
  • Opioids comprises 9.1% of total costs (approximately $3.5 billion)
  • Other CNS Depressants comprises 4.0% of total costs (approximately $1.5 billion)
  • Cocaine comprises 5.8% of total costs (approximately $2.2 billion)
  • Other CNS Stimulants comprises 3.0% of total costs (approximately $1.1 billion)
  • Other substances comprises 1.5% of total costs (approximately $0.57 billion)

Addressing Substance Use

Substance use is a multifaceted, and often complex, problem:

Key Federal Directions in Addressing Substance Use

Our Goal
A u-shaped image presents visually how a health-focused approach to drugs control (illegal and legal substances) can reduce harms and costs to individuals, families and communities.
Our Goal - Text Equivalent

A u-shape graph outlines a theoretical model for a health-focused policy approach for drug control. The overall goal of the model is to show that a comprehensive health-focused policy approach to substance use (both legal and illegal drugs) involves minimizing the level of costs and harms to both individuals and society as a whole. For illustrative purposes only, on the vertical axis a range of illegal and legal drugs are placed to demonstrate the harms and costs of different drugs (e.g. both harms and costs felt by the individual and those felt more broadly, at community and societal levels). Substances with greater costs and harms appear at the upper ends of the curve. The ranking of each of these substances is illustrative and not an objective assessment of the relative harms of each substance to the individual and/or society.

The horizontal axis of the graph shows that a comprehensive, health-focused approach to dealing with substance use can result in decreased overall costs and harms. The graph notes that a range of tools are required to help reduce overall rates of use, prevent and treat problematic substance use, reduce harms and undertake enforcement and regulatory measures to limit unauthorized access to and trafficking of controlled substances.

Roles and Responsibilities

Substance use cannot be addressed through federal action alone. Collaboration and coordination with provincial and territorial governments is essential, as is engagement with a range of key non-governmental players.

Federal Government

Provincial/Territorial Governments

Key Stakeholders Footnote 11

People with lived/living experience

Medical community (doctors, nurses, medical regulatory colleges)

Other key stakeholders

Industry

Moving Forward: Priority Areas and Challenges

While a wide range of substance use issues are currently being addressed by Health Canada and federal partners, there are a number of key priority issues causing significant harms and costs to individuals and communities:

Controlled Substances and Cannabis Branch: Organizational Structure
The organizational chart for the Controlled Substances and Cannabis Branch at Health Canada
Controlled Substances and Cannabis Branch: Organizational Structure - Text Equivalent

The chart shows the Assistance Deputy Minister, Jacqueline Bogden, and Associated Assistant Deputy Minister, Eric Costen, leading the Branch and the eight direct reports:

  • John Clare, A/Director General, Strategic Policy, Cannabis Directorate
  • Todd Cain, Director General, Licensing and Medical Access, Cannabis Directorate
  • David Pellmann, Director General, Compliance, Cannabis Directorate
  • James Van Loon, Director General, Tobacco Control Directorate
  • Michelle Boudreau, Director General, Controlled Substances Directorate
  • Guy Morissette, Director General, Key Initiatives Directorate
  • Jen Novak, Executive Director, Opioid Response Team
  • Andrea Currie, Director, Pain Task Force Secretariat

Cannabis Directorates

Mandate: To support the government's commitment to legalize and strictly regulate cannabis

Tobacco Control Directorate

Mandate: To lead and implement Canada's Tobacco Strategy in collaboration with federal partners, provinces and territories, the health community, and other stakeholders

Controlled Substances Directorate

Mandate: To regulate controlled substances and promote initiatives that reduce or prevent harm associated with substance use, including alcohol

Key Initiatives Directorate

Mandate: To deliver opioid-related programs and support federal/provincial/territorial (FPT) relations on matters related to drug and substance use issues

Opioid Response Team

Mandate: To act as the central coordinating hub for the federal response to the opioid crisis

Pain Task Force

Task Force Mandate: Work with members of the chronic pain community, FPT governments, professional associations, and other stakeholders to:

The opioid crisis has drawn attention to longstanding challenges faced by the 1 in 5 Canadians living with chronic pain and stakeholder calls for a national pain strategy to better address pain in Canada.

The Task Force will provide advice and information to increase Canadians' access to the range of pharmacological, psychological and physical therapies needed to effectively manage pain.

Appendix A: Costs and Impacts by Substance
Costs and Impacts by Substance
Substance % Past-year use by Canadians aged 15 and up
(CTADS 2017)
Impact
Costs
(CCSA, 2018)
Annual Deaths Footnote 1 Emergency Department Visits
Alcohol 78% $14.6B annually 14,827 649,412
Tobacco
(all tobacco products)
18% $12.0B annually 47,562 239,512
Cannabis 15% $2.8M annually No known deaths (850 deaths where cannabis was a known factor Footnote 2) 3,835
Cocaine 2% $2.2M annually No national figures No national figures
Hallucinogens (e.g., LSD, magic mushrooms) 1% Unknown No national figures No national figures
Opioids >1% Footnote 3 $3.5B annually 4,460 (2018) 31,686 opioid-related visits
Amphetamine >1% $1.1M annually (includes other stimulants like ecstasy) No national figures (346 meth-related deaths in BC in 2017) No national figures
Footnote 1

Data on death rates are not nationally representative. Include all of ON, AB and YK; partial data on PEI, NS, MB, SK and BC; and no data on NL, NB, NWT or NU.

Return to footnote 1 referrer

Footnote 2

638 deaths due to lung cancer and 212 for car accidents.

Return to footnote 2 referrer

Footnote 3

Opioids not reported as a category. Heroin is not reportable due to small sample size and ~100,000 Canadians reported problematic use of opioid pain relievers.

Return to footnote 3 referrer

Appendix B: Federal Strategies

Canadian Drugs and Substances Strategy (CDSS)

Canadian drugs and substances strategy
An image of the Canadian Drugs and Substances Strategy depicting the four pillars of the strategy (prevention, treatment, harm reduction and enforcement) and the foundation on which it is based (strong evidence-base).
Canadian drugs and substances strategy - Text Equivalent

There are four pillars of the strategy:
Prevention: Preventing problematic drug and substance use
Treatment: Supporting innovative approaches to treatment and rehabilitation
Harm Reduction: Supporting measures that reduce the negative consequences of drug and substance use
Enforcement: Addressing illicit drug production, supply and distribution
Supported by a strong evidence base: To better identify trends, target interventions, monitor impacts and support evidence-based decisions.

Canadian Tobacco Strategy (CTS)

Appendix C: Key Stakeholder Groups

Drug Policy/Research Organizations

People with Lived/Living Experience with Substance Use

Health Professional and Regulatory Bodies

Other Key Stakeholder Groups:

Indigenous organizations - Assembly of First Nations, Inuit Tapiriit Kanatami, Metis National Council, Native Women's Association of Canada. Thunderbird Partnership Foundation

Pain groups - organizations representing the interests of pain patients (e.g. Canadian Pain Society, Chronic Pain Association of Canada)

Cannabis - Cannabis Council of Canada, Canadian Hemp Trade Alliance, Canadians for Fair Access to Medical Marijuana

Alcohol - Mother's Against Drunk Driving, Post-Secondary Education Partnership on Alcohol Harms

Appendix D: Location of Supervised Consumption Sites, Drug Checking Sites, and Substance Use and Addictions Program Funding Recipients
Location of Supervised Consumption Sites, Drug Checking Sites and Substance use and Addictions Program Funding Recipients across Canada and in major cities.
Use and Addictions Program Funding Recipients - Text Equivalent
  1. Map of Canada shows 13 supervised consumption sites, 8 Substance Use and Addictions Programs and 1 non-supervised consumption site/drug checking locations across Canada
  2. Map of Lower Mainland, British Columbia shows 4 supervised consumption sites and 10 Substance Use and Addictions Programs locations across the region
  3. Map of Edmonton, Alberta shows 4 supervised consumption site locations across the city
  4. Map of Toronto, Ontario shows 8 supervised consumption sites, 5 Substance Use and Addictions Programs and 1 non-supervised consumption site/drug checking locations across the city
  5. Map of Ottawa, Ontario shows 3 supervised consumption sites and 5 Substance Use and Addictions Programs locations across the city
  6. Map of Montreal, Quebec shows 3 supervised consumption sites locations across the city

Appendix E: Location of Cannabis Licence Holders

As of August 2019, there are 211 cannabis license holders (cultivators, processors and sellers) in Canada

Map of location of cannabis licence holders
As of August 2019, there are 211 cannabis license holders (cultivators, processors and sellers) in Canada - Text Equivalent
  1. Map of Canada shows all 211 cannabis license holders (cultivators, processors and sellers) locations across Canada
  2. Map of Lower Mainland and Vancouver shows approximately 30 cannabis license holders locations across these areas
  3. Map of Edmonton, Alberta shows approximately 10 cannabis license holders locations across the city
  4. Map of Toronto, Alberta shows approximately 50 cannabis license holders locations across the city
  5. Map of Ottawa, Ontario and Montreal, Quebec shows approximately 15 cannabis license holders locations across these areas

Healthy Environments and Consumer Safety Branch

Background Deck

September 2019

Mission of the Healthy Environments and Consumer Safety Branch (HECSB)

HECSB Organizational Structure
HECSB organizational structure
HECSB Organizational Structure - Text Equivalent

The organizational structure for HECSB begins with the Assistant Deputy Minister, Robert Ianiro, and under his leadership are 4 Directors General that oversee different directorates. These directorates and their associated Directors General include: Brigitte Lucke, the Director General for the Policy, Planning and Integration Directorate; David Morin, the Director General for the Safe Environments Directorate; Tim Singer, the Director General for the Environmental and Radiation Health Sciences Directorate; and an additional Director General for the Consumer and Hazardous Products Safety directorate who was to be announced the week of September 4, 2019.

HECSB Core Business Lines

Safe Environments

Environmental and Radiation Health Sciences

Consumer and Hazardous Products Safety

Policy, Planning and Integration

HECSB Science

Science is foundational to HECSB's policy, programmatic, legislative and regulatory work

HECSB Priorities

Advance current CMP work to reduce the risks posed by chemicals, including:

Protecting Canadians from the health impacts of climate change through:

[REDACTED]

[REDACTED]

Continuing Regulatory Review initiatives including modernizing the Hazardous Materials Information Review Act (HMIRA) and optimizing choice of instruments for consumer products.

Key Files

Regulatory Operations and Enforcement Branch (ROEB)

Background Deck

September 2019

Branch Mandate

Our vision

To be a world class compliance and enforcement organization

Our mission

To be a compliance and enforcement leader that informs and protects Canadians from health risks associated with products, substances, and their environment

Who We Are

Roeb employees across canada
Map showing ROEB employees across Canada. ROEB has employees in 26 locations across Canada.
Roeb employees across canada - Text Equivalent

Map showing ROEB employees across Canada. As one of the largest federal compliance and enforcement organizations, ROEB has employees in 26 locations across Canada. The approximate number of employees in the various locations are: 140 in British Columbia, 70 in Alberta, 11 in Saskatchewan, 60 in Manitoba, 470 in Ontario and an additional 280 in the National Capital Region, 250 in Quebec, and 55 in the Atlantic Region.

What We Do

Core Business

Operating Context

Strategic Direction

Key Priorities

Core Business Activities

Inspections: Conduct over 14,000 inspections annually across product lines.
Management of Non-Compliance: Proactive monitoring activities and collecting risk intelligence.
Provide Information: Recalls, product seizures, stop sales, adverse events, shortages, etc.
Scientific and Technical Services: Analysis of Illicit drugs, pesticides, food products and health products.
Environmental Health: Identify and assess health risks posed by environmental factors.

Compliance and Enforcement Modernization

Transformation of Compliance and Enforcement Activities:

Regulatory Frameworks and Modernization

The Regulatory Agenda: Facilitate the management of the department's regulatory agenda.
Regulatory Roadmaps: Coordinate the implementation of the Regulatory Roadmaps developed through TBS-led Regulatory Review.
Compliance and Enforcement Approaches: Modernize legislative, regulatory and policy frameworks to keep pace with the changing operating context.

Key Issues - First 30 Days

Bulk Importation

New Cannabis Classes

Drug Shortages

Cabinet Directive on Regulation Implementation

Organizational Structure
ROEB organizational structure.
Organizational Structure - Text Equivalent

The organizational structure for ROEB begins with the Assistant Deputy Minister, Stefania Trombetti, and under her leadership are 8 Directors General that oversee different directorates. These directorates and their associated Directors General include: Kimby Barton the Acting Director General for Health Product Compliance; Denise MacGillivray the Director General for Environmental Health and Pesticides; Ruth Rancy the Director General for Medical Devices and Clinical Compliance; Marie-France Blain the Director General for Laboratories; Krista Lock the Director General for Consumer Products and Controlled Substances; Greg Loyst the Director General for Policy and Regulatory Strategies; Sara O'Connor the Director General for Cannabis; and Debbie Holbrook the Director General for Planning and Operations.

ROEB - Financial Overview

Annual Reference Level Update (in millions)

Financial Snapshot ($ millions)

Salary - $ 113.4

O&M - $ 16.7

Capital - $ 3.0

TOTAL - $ 133.1

# of FTEs - 1,285

ROEB Budget
ROEB Budget pie chart
ROEB Budget - Text Equivalent

ROEB Budget pie chart. ROEB's budget is comprised of Salaries and Wages which represents 85% of the Branch's budget, Operating which represents 13%, and Capital which represents 2% of the overall budget.

Annex A: Variability in Implementing C&E Across Regulated Product Lines
- Regulated Products
- Health Products -
- Therapeutic & Non-Prescription Drugs Veterinary Drugs Blood, Semen/Ova, Cell, Tissues & Organs Natural Health Products Clinical Trials Medical Devices Cannabis Footnote 1 Controlled Substances Tobacco Vaping Consumer Products Safety & Cosmetics Pest Control
Products
Compliance Generation
C&E Legislative & Regulatory Development Footnote R Footnote R Footnote R Footnote O Footnote R Footnote R Footnote O Footnote O Footnote O Footnote O Footnote S Footnote O
Legislative & Regulatory Development Footnote O Footnote O Footnote O Footnote O Footnote O Footnote O Footnote O Footnote O Footnote O Footnote O Footnote O Footnote O
C&E Policy, Guidance, Plans & Procedures Footnote R Footnote R Footnote R Footnote R Footnote S Footnote R Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S
C&E Performance Measurement & Service Standard Footnote R Footnote R Footnote R Footnote R Footnote S Footnote R Footnote R Footnote S Footnote S Footnote S Footnote S Footnote S
C&E Core Activities
Compliance Promotion & Regulated Party Outreach Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S Footnote O Footnote S Footnote S Footnote S Footnote S Footnote S
Conduct Inspections
/ Investigations
Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote TBD Footnote R Footnote R Footnote R Footnote R Footnote R
Conduct Industry Audits N/A Footnote R Footnote R N/A N/A Footnote O N/A N/A N/A N/A Footnote R N/A
Compliance Review and Verification Footnote R Footnote R Footnote R Footnote S Footnote R Footnote R Footnote S Footnote R Footnote R Footnote R N/A Footnote S
Issuance of C&E Actions Footnote R Footnote R Footnote R Footnote S Footnote S Footnote R Footnote TBD Footnote S Footnote S Footnote S Footnote S Footnote S
C&E Enforcement
Quality Management Systems Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R N/A Footnote S N/A Footnote O Footnote O Footnote O
Training for Inspectors Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S Footnote R Footnote R Footnote S Footnote S Footnote S Footnote S
IT to Support C&E Strategy Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote S Footnote S Footnote O Footnote S Footnote O Footnote S
Lab Testing Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote O Footnote S Footnote O Footnote O
Partner Relationships Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S Footnote S
Occupational Health & Safety Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R
Inspector Recruitment Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R Footnote R

Accountability = Lead/Responsible ("Holds the Pen"/Approves)

Footnote 1

Based on the most recent draft RACI (responsibility assignment matrix).

Return to footnote 1 referrer

Footnote TBD

Accountability to be determined

Return to footnote TBD referrer

Footnote O

Product Branches are accountable

Return to footnote O referrer

Footnote S

Accountability is shared between ROEB and Product Branches

Return to footnote S referrer

Footnote R

ROEB is accountable

Return to footnote R referrer

Pest Management Regulatory Agency (PMRA) Background Deck

September 2019

PMRA Mandate

As the federal regulator of pesticides:

About Pesticides:

PMRA Organizational Structure
Organizational Structure of the Pest Management Regulatory Agency
PMRA Organizational Structure - Text Equivalent

The organizational chart lists the senior management of the Pest Management Regulatory Agency

  • The Executive Director is Richard Aucoin.
  • There are 5 senior managers reporting to the Executive Director.
  • Peter Brander, Chief Registrar/Director General for the Registration Directorate.
  • Scott Kirby, Director General of the Environmental Assessment Directorate.
  • Connie Moase, Acting Director General of the Health Evaluation Directorate.
  • Margherita Conti, Director General of the Value Assessment and Re-evaluation Management Directorate.
  • Jason Flint, Director General of the Policy, Planning, Regulatory and Business Operations Directorate.

Core Business Lines

New Product Evaluation (Pre-Market)

Prior to registering a product for use, PMRA conducts a scientific assessment to ensure that any risks to the health of Canadians and the environment are acceptable and that the product has value (e.g., will meet a need to control a pest problem).
PMRA regulates pesticide products under the PCPA. Pesticides must be registered or otherwise authorized before they can be sold or used in Canada.

Registered Product Evaluation (Post-market)

To ensure that pesticides meet modern standards for protection of health and the environment, all pesticides must be re-evaluated on a 15 year cycle.
Special reviews must be initiated if there are reasonable grounds to believe that the health and environmental risks posed by the product may no longer be acceptable. Monitoring activities such as incident reporting and collection of sales data are included under this business line.

Science and Business Innovation

PMRA Key files/priorities/issues

1. Review of the Pesticide Post-Market Review Program:

2. Neonicotinoids (Neonics):

3. Glyphosate:

4. International Regulatory Cooperation (IRC)

PMRA Financial Overview
PMRA Financial Overview
PMRA Financial Overview - Text Equivalent

This pie chart describes the financial overview of the Pest Management Regulatory Agency in three segments

  • Branch Support - Science and Innovation, 6,800,663, 14%
  • Business Line 1 - New Product Evaluation, 24,217,811, 48%
  • Business Line 2 - Registered Product Evaluation, 19,248,591, 38%]

Total budget and total full time equivalents

Total Budget (Main Estimates 2019-2020)
$37,390,000
Total Full Time Equivalents
396
Gross budget (in millions of dollars)
Financement Business Line 1 - New Product Evaluation Business Line 2 - Registered Product Evaluation Branch Support - Science and Innovation, Total
A- Base $15.7 $1.7 $6.8 $24.3
B-Base - Chemicals Management Plan - expires March 2021 N/A $4.9 N/A $4.9
B-Base - Canadian Agricultural Partnership - expires March 2023 $3.3 N/A N/A $3.3
Departmental Pressure Funding S&W(incl. EBP): 89%, O&M: 11%- expires March 2020 N/A $4.8 N/A $4.8
Respendable Revenue $5.1 $7.7 N/A $12.9
Total $24.2 $19.2 $6.8 N/A
Gross Budget - - - $50.3

Communications and Public Affairs Background Deck

September 2019

CPAB Mission

CPAB Organizational Structure
The Communications and Public Affairs Branch organizational structure
CPAB Organizational Structure - Text Equivalent

The Communications and Public Affairs Branch Organizational chart description

  • Assistant Deputy Minister: Jennifer Hollington. Directorates under the Assistant Deputy Minister:
    • Strategic Communications Directorate. Sara Mackenzie, Director General. Areas of responsibility: Strategic Communications; Risk Communications; Regional Communications; and Support for the Chief Public Health Officer.
    • Ministerial Communications Directorate. Jaimie Earley, Director General. Areas of responsibility: Media Relations; Media Monitoring and Analysis; Ministerial Services; Executive Correspondence; Internal Communications; the Blueprint Group; and Branch Planning Operations.
    • Public Affairs Directorate. Renée Couturier, Director General. Areas of responsibility: Digital Communications (web and social media); Marketing, Partnerships and Creative Services; Public Engagement, Research and Analysis; and the Food and Drugs Act Liaison Office.

CPAB Services

Strategic and Ministerial Communications

Risk Communications

Marketing, Advertising, Partnerships and Creative Services

Digital Communications

Public Opinion Research and Consultations

Internal Communications

Blueprint and Beyond 2020

Executive Correspondence

Food and Drugs Act Liaison Office (FDALO)

Financial Profile

2019-20 Opening Reference Level
(Includes EBP)
Funding source Full-time equivalents (FTEs) Funds
HC Salary & Operating (Vote 1) - $30.6M
EBP - $2.8M
FTEs 234 -
PHAC Shared Services Partnership - $9.4M
EBP - $1.7M
FTEs 72 -
Total Salary & Operating - $44.5M
2019-20 Opening Reference Level
(Does not include EBP)
The 2019-20 Fiscal Year Communications and Public Affairs Branch opening reference level (Chart does not include the Employee Benefit Plan)
2019-20 Opening Reference Level - Text Equivalent

The graph is a pie chart illustrating the opening reference level for funding sources within Communications and Public Affairs Branch. The chart does not include the Employee Benefit Plan.

  • Health Canada salary: $18.4 million
  • Public Health Agency of Canada salary: $6.2 million
  • Health Canada operations and maintenance budget: $12.2 million
  • Public Health Agency of Canada operations and maintenance budget: $3.2 million

Corporate Services Branch (CSB) Overview

Background Deck

September 2019

Mandate

CSB Organizational Structure
CSB Organizational Structure
CSB Organizational Structure - Text Equivalent

CSB Organizational Structure
Senior management:

  • Assistant Deputy Minister, Debbie Beresford-Green, Chief Security Officer among other roles

Directorates:

  • Human Resources Services Directorate, Director General, Daryl Gauthier
  • Information Management Services Directorate, Acting Chief Information Officer and Director General, Tracey Sampson
  • Specialized Health Services Directorate, Director General, Nancy Porteous
  • Real Property and Security Directorate, Acting Director General, Greg MacMillan
  • Planning, Integration and Management Services Directorate, Director General, Jean-François Luc
  • Business Renewal and Enterprise Architecture Directorate, Director General, Scott McKenna

Core Business/Key Files

Human Resources Services Directorate

Scope: Provides human resource services, strategic advice and policy guidance; supports a healthy, respectful, inclusive, safe and productive workplace; engages Public Services and Procurement Canada (PSPC) to provide compensation advice and support; and manages executive recruitment, staffing, organizational design and classification as well as performance/talent management.

Key Files:

Pay

Workplace Wellness Service Centre

Information Management Services Directorate

Scope: Manages, develops and delivers information management and information technology (IM/IT) strategies, policies, software/solutions and services; engages Shared Services Canada (SSC) to advance departmental IM/IT priorities; supports the implementation of TBS/SSC-driven enterprise initiatives; and protects information and systems from cyber attacks.

IT Key Files:

Enterprise initiatives

IT Planning

IM Key Files:

Real Property and Security Directorate

Scope: Manages custodial and office space nationally; partners with PSPC to deliver real property and accommodations services; leads GCworkplace office modernization projects; develops and maintains policies, systems and procedures for managing buildings; keeps personnel, assets and information safe and secure; manages plans to ensure preparedness and business continuity in the event of emergencies; and facilitates security clearances, awareness, contracting and travel briefings.

Key Files:

Security

Laboratory Renewal

Laboratories Canada Initiative

Planning, Integration and Management Services Directorate

Access to Information and Privacy

Scope: Manages compliance under the Access to Information Act, Privacy Act and related TBS policies. The volume/scientific nature of ATI requests present unique challenges relative to most other federal institutions (in 2018-2019, HC received 1,942 ATI requests, representing an increase of 7.5% compared to 2017-18). While steps taken in recent years to improve performance (demand management, program accountability and increased investments) enabled HC to close 2,255 ATI requests last FY (20%+ than previous year), a significant backlog of requests remain.

Key Files:

A permanent investment was made at the beginning of 2016-17 to significantly increase time performance on the management of new files.

Backlog reduction: using in-year investments to eliminate the backlog (consultants) and continue to work with programs to explore ways to reduce incoming levels through proactive disclosure (e.g. adverse drug reactions).

Business Renewal and Enterprise Architecture Directorate

Scope: Collaborates with branches to bring a broad, enterprise-wide view to investment decisions; leads the development of a collaborative data strategy for HC; and fosters innovation through a network of virtual and physical workspaces designed for collaboration.

Key Files:

Enterprise Architecture

Data Strategy

Specialized Health Services Directorate

Scope: Public Service Occupational Health Program (PSOHP) - delegated to HC by Treasury Board in 1984, this program supports Deputy Heads in meeting their obligations under the Canada Labour Code by ensuring that public servants, especially those in high risk and safety-sensitive positions, are physically and psychologically fit to perform their duties, and that they will not pose any danger to their colleagues or the citizens they serve. PSOHP also provides domestic and overseas occupational health advice and leadership in response to emerging issues and hazards e.g. lead, asbestos, legionella, air quality, noise levels, and exposure to toxins such as fentanyl and beryllium.

Employee Assistance Program, which provides 24/7/365 confidential bilingual services to support employees and their families in identifying and resolving personal and work-related problems. Services are provided on a cost-recovery basis to 85+ federal institutions, including RCMP, Canadian Air Force and Veterans. Also includes Specialized Organizational Services, which provides counselling for grief and loss, mental health training, workplace wellness and mental health supports, and Psycho-social emergency response.

Key Files:

PSOHP Sustainability

Continue TBS engagement to ensure implementation of a sustainable funding model that keeps pace with Public Service growth/renewal, rising costs and evolving/complex client needs.

HC-PHAC Shared Services Partnership (SSP)

In June 2012, a Shared Services Partnership (SSP) agreement was signed by Deputy Heads of HC and PHAC to consolidate resources in selected areas; under this agreement, each organization retains responsibility for a different set of internal services and corporate functions, however, each service/function is accountable to both Deputy Heads.

HC responsibility

PHAC responsibility

The SSP is overseen by the Partnership Executive Committee (PEC), which consists of: you and the President, PHAC as co-chairs, the Associate DM (HC) and the Chief Public Health Officer of Canada (PHAC) as members, and the ADM, CSB as Secretary.

The SSP Agreement (Appended) Footnote 14, which was last revised in August 2016, is being updated and also the subject of an internal audit.

CSB Financial Overview
2019-20 Initial Budget ($M)Footnote 1
Salary & Operating (Vote 1) 127.3
Revenue 30.9
Capital (Vote 5) 4.3
Sub-Total 162.5
Shared Services Partnership Funding 33.0
Total 195.5
2019-20 FTEsFootnote 1 1,156
Footnote 1

Source of data: Main Estimates

Return to footnote 1 referrer

Revenue sources:

  1. Employee Assistance Program (cost recovered)
  2. MOU with Indigenous Services Canada
  3. Internal Services revenue received from the Health Products and Food Branch, Regulatory Operations and Enforcement Branch, Specialized Health Services Directorate and the Pest Management Regulatory Agency.
CSB Initial Budget by Function ($195.5M)
CSB Initial Budge by Function ($195.5M)
CSB Initial Budget by Function ($195.5M) - Text Equivalent

Pie Chart is a multi-coloured visual representation of the financial distribution of the initial budget ($195.5M) for the Corporate Services Branch Directorates.

The financial distribution among the directorates is broken down as follows:

  • $10.8M - Management and Oversight (brown)
  • $30.2M - Human Resources (red)
  • $11.1M - Information Management (grey)
  • $56.7M - Information Technology (purple)
  • $53.3M - Real Property and Security (blue)
  • $33.4M - Specialized Health Services (orange)

Chief Financial Officer Branch (CFOB)

Background Deck

September 2019

Purpose

Mandate

The Chief Financial Officer Branch (CFOB) is the Departmental focal point for accountability to ensure rigorous stewardship of resources and managing for results.

Key Activities:

Organizational Structure

The Chief Financial Officer (CFO) provides the Minister, Deputy Minister and Departmental executives with strategic advice on all financial matters.

Organizational structure
Organizational structure of the Chief Financial Officer Branch
Organizational structure - Text Equivalent

Organizational chart showing the Chief Financial Officer and Directors General. The Chief Financial Officer and Assistant Deputy Minister is Randy Larkin and there are three reporting Directors General. Edward de Sousa the Director General of Planning and Resource Management. Todd Mitton the Director General of Financial Operations. Serena Francis the Director General of Cost Recovery and Investment Planning. The Chief Financial Officer is functionally accountable to the Comptroller General to Canada.

CFOB's Shared Services

These Departments are hosted through a series of MOUs and buy-back agreements

Cfob shared functions and services
Table depicting the Chief Financial Officer Branch's shared functions and services
Cfob shared functions and services - Text Equivalent

Visual diagram showing the various functions and services provided by the Chief Financial Officer Branch to its client Departments. The Chief Financial Officer Branch provides accounting services, procurement and asset management and materiel management to the Public Health Agency of Canada. The Chief Financial Officer Branch also provides financial systems (SAP) to Indigenous Services Canada, Crown-Indigenous Relations and Northern Affairs Canada, Patented Medicine Price Review Board, Canadian Northern Economic Development Agency and the Public Health Agency of Canada.

Files requiring attention in the near-term

Financial signing authorities

Upcoming approvals / tablings

Treasury board submissions

Proactive disclosure

A more detailed presentation on the Department's financial situation will be provided upon your arrival

Next Steps

[REDACTED]

Office of Audit and Evaluation

Background Deck

September 2019

Office of Audit and Evaluation (OAE) Core Business Lines

The Office of Audit and Evaluation (OAE) provides independent and objective advice and assurance to Health Canada (HC) and the Public Health Agency of Canada (PHAC) senior management on the effectiveness of risk management, controls, and governance, as well as the relevance and performance of programs.

Internal Audit and Special Examinations (IASE)

Evaluation

Performance Measurement Planning and Integration

Practice Management

More about OAE

Organizational Structure
OAE Organizational Structure
Organizational Structure - Text Equivalent

OAE Organizational Structure. Organization chart showing the Office of Audit and Evaluation by Director under the DG.

  • Chief Audit Executive and Head of Evaluation is Shelley Borys
  • Program Evaluation Division: Amanda Hayne-Farrell
  • Internal Audit and Special Examinations: Darren Horne
  • Performance Measurement Planning and Integration: Chantal Langevin and
  • Practice Management: Sabin Chassé
OAE Key Files for 2019-20
Health Canada Engagements
2019-20 Type of Engagement Branches and Other Government Departments
Natural Health Products
(September 2019 - November 2020)
External Audit by the Office of the Auditor General
  • Health Products and Food Branch
  • Regulatory Operations and Enforcement Branch
  • Healthy Environments and Consumer Safety Branch
Management of Grants and Contributions (Phase II)
(April 2018 - October 2019)
Audit
  • Strategic Policy Branch
Controlled Substances
(October 2018 - December 2019)
Audit
  • Controlled Substances and Cannabis Branch
Inspection Activities
(April 2018 - March 2020)
Audit
  • Regulatory Operations and Enforcement Branch
Program Implementation of the Cannabis Act
(April 2019 - March 2020)
Audit Consulting Engagement
  • Controlled Substances and Cannabis Branch
Medical Devices
(March 2019 - March 2020)
Joint Audit and Evaluation
  • Regulatory Operations and Enforcement Branch
  • Health Products and Food Branch
Chemicals Management Plan
(August 2018 - October 2019)
Evaluation
  • Environment and Climate Change Canada
  • Healthy Environments and Consumer Safety Branch
  • Health Products and Food Branch
  • Pest Management and Regulatory Agency
  • Regulatory Operations and Enforcement Branch
  • Communications and Public Affairs Branch
Thalidomide Survivors Contribution Program
(September 2019 - December 2019)
Evaluation
(FAA Deadline: March 2020)
  • Strategic Policy Branch
Drug Safety and Effectiveness Network (DSEN)
(December 2018 - December 2019)
Evaluation
(FAA Deadline: March 2020)
  • Strategic Policy Branch
  • Health Products and Food Branch
  • Canadian Institutes of Health Research
Workplace Hazardous Products
(April 2019 - March 2020)
Evaluation
  • Healthy Environments and Consumer Safety Branch
Tobacco Control
(January 2019 - October 2019)
Evaluation Readiness Assessment
  • Healthy Environments and Consumer Safety Branch
  • Regulatory Operations and Enforcement Branch
  • Communications and Public Affairs Branch
  • Controlled Substances and Cannabis Branch
Consumer Product Safety
(February 2019 - December 2019)
Evaluation Readiness Assessment
  • Healthy Environments and Consumer Safety Branch
  • Regulatory Operations and Enforcement Branch
Shared Services Partnership Engagements
Health Canada Engagements
2019-20 Type of Engagement Branches and Other Government Departments
IT Systems Development
(August 2018 - November 2019)
Audit
  • Corporate Services Branch (HC and PHAC)
Procurement and Contracting
(November 2018 - December 2019)
Audit
  • Chief Financial Officer Branch
  • Office of the Chief Financial Officer (PHAC)
Shared Services Partnership Agreement
(May 2019 - December 2019)
Audit
  • Communications and Public Affairs Branch (HC and PHAC)
  • Chief Financial Officer Branch
  • Corporate Services Branch (HC and PHAC)
IT Asset Management
(December 2018 - January 2020)
Audit
  • Chief Financial Officer Branch
  • Corporate Services Branch (HC and PHAC)
Management of Privacy Practices
(January 2019 - February 2020)
Audit
  • Corporate Services Branch (HC and PHAC)

OAE is also responsible for conducting ten projects that focus strictly on PHAC activities over the current fiscal year (two audits, one joint audit and evaluation, four evaluations and three evaluation readiness assessments).

Departmental Audit Committee

Performance Measurement, Evaluation and Results Committee (focused on Evaluation)

OAE Financial Overview
OAE Financial Overview - Budget 2019-20 by Category
OAE Financial Overview - Text Equivalent

OAE Financial Overview - Budget 2019-20 by Category. Pie chart showing the total budget by Division for 2019-2020.

Program Evaluation = 3.26; Internal Audit = 3.1; Governance = 0.85; Professional Practices = 0.63; Director General's Office = 0.51; Performance Measurement Planning and Integration = 0.5; Business Operations = 0.47; Special Examinations = 0.44; External Audit Liaison = 0.19

Budget and Full Time Equivalents

Total Budget (Main Estimates 2019-2020)
$9.94M
Total Full Time Equivalents
76

Key financial considerations

Upcoming Priorities

Key International Priorities and Engagement Opportunities

Office of International Affairs

September 2019

Purpose

Context: The Global Health Landscape

Context: Why Should Canada Engage in Global Health?

Strategic engagement provides opportunities to:

OIA's Role Footnote 15 in the Health Portfolio/Government of Canada

Overview: HP/GoC Roles in Global Health
Overview of the Health Portfolio and Government of Canada's roles in global health including Health Portfolio and Government departments that collectively contribute to the Federal Government's role in global health, including examples of issues and technical-level activities.
Overview: HP/GoC Roles in Global Health - Text Equivalent

Overview of the Health Portfolio and Government of Canada's roles in global health.

The Health Portfolio and several Government departments collectively contribute to the Federal Government's role in global health.

The Health Portfolio is comprised of the Public Health Agency of Canada, Health Canada, the Canada Food Inspection Agency, the Canadian Institute for Health Research, and the Patented Medicine Price Review Board.

Within the Public Health Agency of Canada, there are three branches that contribute to global health-the Health Promotion and Chronic Disease Prevention Branch; the Health Security Infrastructure Branch; and the Infectious Diseases Prevention and Control Branch. An example of a global health issue the Health Promotion and Chronic Disease Prevention Branch addresses is healthy aging and dementia, which includes the implementation of the WHO Global Strategy and Action Plan on Ageing and Health. The Health Security Infrastructure Branch addresses the issue of health security, including developing an international health security strategy and the Infectious Diseases Prevention and Control Branch deals with issues such as HIV including target reporting for HIV 90/90/90.

Some examples of branches within Health Canada that contribute to global health include the Strategic Policy Branch, the Health Products and Food Branch, and the Controlled Substances and Cannabis Branch. Examples of other government departments contributing to global health include Public Safety and Environment, and Climate Change Canada. Additionally, Global Affairs Canada has a significant role in global health, which includes foreign policy, development, and trade negotiations.

All programs within the above listed agencies and departments lead on technical international activities drawing on their internal international expertise. Furthermore, the Office of International Affairs for the Health Portfolio consults with the Health Portfolio and Government of Canada counterparts on issues that fall within their domestic mandate in order to develop cohesive policy positions and highlight accomplishments. Moreover, the Office of International Affairs for the Health Portfolio is the focal point between Health Portfolio member agencies and Global Affairs Canada by representing the Health Portfolio's positions and providing input on health issues to Global Affairs Canada. The Office of International Affairs for the Health Portfolio also supports Global Affairs Canada by bringing their foreign policy objectives forward during the Health Portfolio's global health engagements.

Key Issues on the Global Health Landscape (2019-2020)
Issue Int'l Pressures Domestic Priorities
WHO 10 Threats to GH in 2019 MoH Mandate Letter [REDACTED]
Immunization (e.g. Access; Vaccine Confidence) yes yes [REDACTED]
Non-communicable diseases (NCDs) yes yes [REDACTED]
(Global) Health Security (e.g. pandemic influenza, and other emergencies) yes yes [REDACTED]
Antimicrobial Resistance (AMR) yes no [REDACTED]
Problematic Substance Use (e.g. Opioids) no yes [REDACTED]
Sexually Transmitted Blood Borne Infections (STBBIs) (e.g. HIV/AIDs) yes no [REDACTED]
Universal Health Coverage (UHC)
  • Access to Medicines
yesFootnote 2 yes [REDACTED]
Health Impacts of Climate Change Yes no [REDACTED]
Footnote 1

Not specifically considered NCDs on list

Return to footnote 1 referrer

Footnote 2

Primary health care on list

Return to footnote 2 referrer

Key Players - International Fora

Key Fora

Multilateral Fora: Focus on UN System

Political / Economic Fora:

Engagement:

Key Players - Bilateral / Regional Partners

[REDACTED]

[REDACTED]

[REDACTED]

Key Players - Stakeholders

Stakeholder / Partners

International

Domestic

Engagement

Strategic and meaningful engagement to formulate policy positions is key.

Canada in Global Health: Preparing for the next 12 months

ANNEX A: Office of International Affairs - Key Functions

Global Health Policy Analysis, Advice & Support

International Relations & Engagement

Priority-Setting & Strategic Planning

Health Canada Departmental Budget and Financial Situation Departmental Budget

2019-20 Budget
- FY 2019-20 Budget by Vote
- FTEs Vote 1 Vote 5 Vote 10 Total
Strategic Policy Branch 307 52.6 - 1,515.8 1,568.4
Health Products and Food Branch 2,038 234.0 0.5 - 234.5
Healthy Environments and Consumer Safety Branch 1,020 114.1 1.5 1.7 117.3
Controlled Substances and Cannabis Branch 732 80.2 0.2 38.8 119.2
Regulatory Operations and Enforcement Branch 1,285 140.5 1.5 - 142.0
Pest Management Regulatory Agency 394 41.4 0.2 - 41.6
Chief Financial Officer Branch 353 27.1 0.0 - 27.2
Corporate Services Branch 1,156 158.2 4.3 - 162.5
Executive Services 158 43.3 - - 43.3
Communications and Public Affairs Branch 234 33.1 - - 33.1
Departmental Reserve 0 18.4 12.2 0.1 30.7
TOTAL 7,677 942.9 20.4 1,556.4 2,519.8

Financial Situation

Forecasted Surplus / Deficit
- Vote 1 Vote 5 Vote 10 Total
P3 Forecasted Surplus 13.5 1.7 8.5 23.8

Key Financial Considerations

Sunsetting Initiatives
Year of Sunset Program Description Total
(millions)
2019-20 Brain CanadaFootnote 1 13.2
Program IntegrityFootnote 1 35.0
2019-20 Total 48.2
2020-21 Chemicals Management Pan 66.0
Heart & Stroke 1.2
Mental Health Commission of Canada 14.3
Territorial Health Investment Fund 27.0
2020-21 Total 108.4
2021-22 Legalization of Cannabis 109.7
Canada Health Infoway 80.0
Regulatory Review for Drugs and DevicesFootnote 1 17.3
2021-22 Total 207.0
2022-23 Canadian Agricultural Partnership 4.0
Impact Assessment 6.8
2022-23 Total 10.8
2023-24 Bringing Innovation to RegulationsFootnote 1 13.9
Bovine Spongiform Encephalopathy 1.2
2023-24 Total 15.1
Footnote 1

[REDACTED]

Return to footnote 1 referrer

Health Canada Executive Committee Structure
Health Canada Executive Committee Structure
Health Canada Executive Committee Structure - Text Equivalent

The committee structure charts shows the Deputy Minister and Associate Deputy Minister at the top of the chart with several committees reporting up to the Deputy Minister and Associate Deputy Minister.

  • Executive committee and Executive Committee (Look Ahead) which both meet weekly. Their chair is the Deputy Minister and membership includes: Associate Deputy Minister, Assistant Deputy Ministers and Associate Assistant Deputy Ministers, Chief Financial Officer, Executive Director, Pest Management and Regulatory Agency, Senior General Counsel (Legal Services), Executive Director, Departmental Secretariat. There are three subcommittees, which report to the Executive Committee: Executive Committee on Regulatory Strategies; the Executive Sub-Committee on Finance, Investment Planning and Transformation and the Executive committee on People Management.
  • Performance Measurement, Evaluation and Result Committee. The Chair is the Deputy Minister.
  • Deputy Minister's Policy Committee (not active). The Chair is the Deputy Minister
  • Transition Advice and Planning (time-limited committee). The Chair is the Deputy Minister.

Another committee is the Departmental Audit Committee. The Chair is Jim Mitchell and the Deputy Minister is a member of this committee.

Executive Committee Membership
Membership Executive Committee
(EC)
Executive Committee -
Look Ahead
(EC-LA)
Performance Measurement, Evaluation
and Results Committee
(PMERC)
Executive
Committee on Regulatory Strategies (EC-RS)
Executive Sub-Committee on Finance, Investment Planning and Transformation (EC-FIPT) Executive Committee on People Management (EC-PM) Deputy Minister's Policy Committee (DMPC) Transition Advice and Planning (TAP)
(time limited)
BRANCH RESPONSIBLE SPB/ECS SPB/ECS ECS/OAE HECSB CFOB CPAB SPB/ECS SPB/ECS
Deputy Minister Chair Chair Chair Not a member Not a member Not a member Chair Chair
Associate Deputy Minister Alternate Chair Alternate Chair Alternate Chair Alternate Chair Alternate Chair Not a member Member Alternate Chair
Abby Hoffman | ADM, SPB Member Member Member Not a member Not a member Not a member Alternate Chair Member
Marcel Saulnier | AsADM, SPB Member Member Member Member Not a member Not a member Member Member
Pierre Sabourin | ADM, HPFB Member Member Member Member Member Member Member Member
Kendal Weber | AsADM, HPFB Member Member Member Not a member Not a member Not a member Member Member
Stefania Trombetti | ADM, ROEB Member Member Member Chair Member Member Member Member
Debbie Beresford-Green | ADM, CSB Member Member Member Not a member Member Member Not a member Not a member
Robert Ianiro | ADM, HECSB Member Member Member Member Member Member Member Member
Jacqueline Bogden | ADM, CSCB Member Member Member Member Not a member Not a member Member Member
Eric Costen | AsADM, CSCB Member Member Member Member Not a member Not a member Member Member
Jennifer Hollington | ADM, CPAB Member Member Member Member Member Chair Member Member
Randy Larkin | ADM and CFO, CFOB Member Member Member Not a member Chair + DG, Planning and Resource Mgm't & Chief
Information Officer
Not a member - Not a member
Richard Aucoin | ED, PMRA Member Member Member Member Not a member Not a member Not a member Member
Samantha Maislin Dickson | Senior General Counsel Member Member Member Observer Status Not a member Not a member Not a member Not a member
Shelley Borys | OAE Member Not a member Member Not a member Not a member Not a member Not a member Not a member
Daryl Gauthier | DG HRSD Not a member Not a member Not a member Member Not a member Not a member Not a member Not a member
PHAC | Vice-President Not a member Not a member Not a member Member Not a member Not a member Not a member Not a member
Dr. Supriya Sharma | Chief Medical Advisor Not a member Not a member Not a member Member Not a member Not a member Member Not a member
Karen Shepherd | Ombudsman Observer Status Not a member Not a member Not a member Not a member Member - Not a member

Health Canada Executive Committee
Terms of Reference

1. Authority:

The Executive Committee (EC) functions under the authorities of the Deputy Minister (DM) and the Associate Deputy Minister (AsDM) to set the strategic direction of the department, make key policy and management decisions, and coordinate cross-departmental activities.

2. Role and mandate:

EC is Health Canada's senior decision-making, direction setting and oversight body.

EC convenes at two weekly meetings: Executive Committee and Executive Committee Look Ahead.

At EC meetings, members generally focus on policies, legislation and regulations, as well as emerging issues and trends that have departmental, portfolio or government implications. Members also ensure appropriate management oversight and accountability on progress, activities and performance of the department in financial management, program and service delivery, and human resources management.

At EC Look Ahead meetings, members generally focus on short-term departmental business planning such as upcoming Cabinet business, parliamentary activities, Treasury Board submissions, communications, as well as ongoing business and issues requiring senior management attention.

The Executive Committee also acts as the departmental evaluation and performance measurement committee. In this role, it serves as an advisory body to the deputy head related to the departmental evaluation plan, resourcing, and final evaluation reports and may also serve as the decision-making body on other evaluation and evaluation-related activities of the department. (See Appendix D - Roles and Responsibilities of Departmental Evaluation Committee).

3. Guiding principles

Health Canada's governance structure is based on the following principles:

EC and its sub-committees commit to operate with due regard to:

4. Position with governance structure Footnote 19 :

EC is supported by the following sub-committees:

An additional sub-committee made up of Assistant Deputy Ministers, called ADM-DAC, meets quarterly to review audits, progress reports against MRAPs and audit plans being tabled at Departmental Audit Committee (DAC) meetings.

It should be noted that the structure of EC and its sub-committees should not preclude departmental management from creating and dissolving committees based on operational need. However, EC shall remain the most senior horizontal decision-making body in Health Canada.

5. Agenda setting:

The business of EC is captured in the Forward Agenda of EC meetings as well as the fixed agenda of EC Look Ahead meetings.

The Forward Agenda of EC meetings are populated by items:

Guidance for Scheduling Items at EC Meetings

Branches are encouraged to use the same criteria in proposing items for EC consideration and are encouraged to interact with the EC Services for clarification as needed.

6. Membership

Chair:
Deputy Minister/ Associate Deputy Minister
Alternate Chair:
ADM if designated by DM or AsDM
Members:
All Assistant Deputy Ministers (ADMs) and Associate ADMs
Executive Director, Pest Management and Regulatory Agency Senior General Counsel (Legal Services)
Observers:
Director General of Evaluation and Chief Audit Executive Footnote 20
Chief of Staff to the Deputy Minister
Advisors to the Associate Deputy Minister
Director General, Policy Coordination and Planning Directorate (PCPD)
Director, Strategic Policy, Priorities and Portfolio Affairs

Members are expected to attend all meetings. Where this is not possible, EC Members may designate a DG-level substitute for EC meetings, subject to the Chair's approval.

Guest presenters or observers may accompany a member for the presentation of an item, subject to the Chair's approval.

EC Members are responsible for the preparation and timely submission of materials to Executive Committee Services (ECS).

7. Frequency of meetings

EC meetings will be held weekly, or at the call of the Chair.

EC - Look Ahead meetings will be held weekly, or at the call of the Chair.

Additional special EC meetings may be organized at the call of the Chair.

8. Secretariat and administration

The Director General of Policy Coordination and Planning Directorate, with support from the Strategic Policy Priorities and Portfolio Affairs Division, and Executive Committee Services are responsible for overall secretariat support for EC meetings, which includes:

Footnotes

Footnote 1

Reports through PHAC.

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Footnote 2

Past 12-month use (CTADS 2017).

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Footnote 3

Past 30-day use of any tobacco product (CTADS 2017).

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Footnote 4

Past 12-month use (CTADS 2017).

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Footnote 5

Includes: cocaine or crack, ecstasy, speed or methamphetamines, hallucinogens and heroin.

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Footnote 6

Past 12-month use (CTADS 2017).

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Footnote 7

Past 30 day use.

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Footnote 8

Past 12-month use (CTADS 2017).

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Footnote 9

Past 3-month use (NCS 2019).

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Footnote 10

Source: Canadian Institute for Substance use Research/Canadian Centre on Substance Use and Addictions, 2018. Note: "CNS" = central nervous system.

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Footnote 11

See Appendix B for details on key stakeholder groups.

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Footnote 12

And the Minister of Border Security and Organized Crime Reduction in relation to the Cannabis Act.

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Footnote 13

CPAB reference levels are from the 2019-20 ARLU.

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Footnote 14

The SSP Agreement was not included in the material provided to the Deputy Minister.

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Footnote 15

See Annex A for key functions.

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Footnote 16

http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/tb_851/vec-cve-eng.asp

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Footnote 17

http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12254

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Footnote 18

http://www.hc-sc.gc.ca/ahc-asc/pubs/hpfb-dgpsa/risk-risques_tc-tm-eng.php

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Footnote 19

See Governance Structure at Appendix A.

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Footnote 20

The, Director General, Evaluation and Chief Audit Executive attends Executive Committee but is not required to attend Executive Committee Look Ahead.

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