Public Health Agency of Canada 2015–16 Report on Plans and Priorities
Section I: Organizational Expenditure Overview
Organizational Profile
Appropriate Minister: The Honourable Rona Ambrose, P.C., M.P.
Institutional Head: Krista Outhwaite
Ministerial portfolio: Health
Main legislative authorities: Public Health Agency of Canada ActFootnote i, Department of Health ActFootnote ii, Emergency Management ActFootnote iii, Quarantine ActFootnote iv, Human Pathogens and Toxins ActFootnote v, Health of Animals ActFootnote vi, and the International Health RegulationsFootnote vii.
Year of Incorporation / Commencement: 2004
Other: In June 2012, the Deputy Heads of Health Canada and the Public Health Agency of Canada signed a Shared Services Partnership Framework Agreement. Under this agreement, each organization retains responsibility for a different set of internal services and corporate functions. These include human resources, real property, information management / information technology, security, internal financial services, communications, emergency management, international affairs, internal audit services, and evaluation services.
Organizational Context
Raison d'être
Public health involves the organized efforts of society to keep people healthy and to prevent illness, injury, and premature death. The Public Health Agency of CanadaFootnote viii (the Agency) has put in place programs, services and policies that protect and promote the health of all Canadians. In Canada, public health is a responsibility that is shared by all three levels of government in collaboration with the private sector, non-governmental organizations, health professionals and the public.
In September 2004, the Agency was created within the federal Health PortfolioFootnote ix 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 public health capacities across Canada.
Responsibilities
The Agency has the responsibility to:
- Contribute to the prevention of disease and injury, and to the promotion of health;
- Enhance surveillance information and expand the knowledge of disease and injury in Canada;
- Provide federal leadership and accountability in managing national public health events;
- Strengthen intergovernmental collaboration on public health and facilitate national approaches to public health policy and planning; and
- Serve as a central point for sharing Canada's public health expertise with international partners, and to translate international knowledge and approaches to inform and support Canada's public health priorities and programs—for example, by participating in international working groups to develop new public health tools to protect, mitigate and respond to emerging public health threats.
Strategic Outcome(s) and Program Alignment Architecture (PAA)
- 1. Strategic Outcome: Protecting Canadians and empowering them to improve their health
- 1.1 Program: Public Health Infrastructure
- 1.1.1 Sub-Program: Public Health Capacity Building
- 1.1.2 Sub-Program: Public Health Information and Networks
- 1.1.3 Sub-Program: Public Health Laboratory Systems
- 1.2 Program: Health Promotion and Disease Prevention
- 1.2.1 Sub-Program: Infectious Disease Prevention and Control
- 1.2.1.1 Sub-Sub-Program: Immunization
- 1.2.1.2 Sub-Sub-Program: Infectious and Communicable Disease
- 1.2.1.3 Sub-Sub-Program: Food-borne, Environmental and Zoonotic Infectious Disease
- 1.2.2 Sub-Program: Conditions for Healthy Living
- 1.2.2.1 Sub-Sub-Program: Healthy Child Development
- 1.2.2.2 Sub-Sub-Program: Healthy Communities
- 1.2.3 Sub-Program: Chronic (non-communicable) Disease and Injury Prevention
- 1.2.1 Sub-Program: Infectious Disease Prevention and Control
- 1.3 Program: Health Security
- 1.3.1 Sub-Program: Emergency Preparedness and Response
- 1.3.2 Sub-Program: Border Health Security
- 1.3.3 Sub-Program: Biosecurity
- Internal Services
- 1.1 Program: Public Health Infrastructure
Organizational Priorities
Priority | TypeFootnote 1 | Strategic Outcome(s) and/or Program(s) |
---|---|---|
1. Strengthened public health capacity and science leadership | Previously committed to | 1.1, 1.2, 1.3 |
Description | ||
Why is this a priority? The Agency provides national leadership to strengthen public health and science to support effective decision making, public health practices and interventions, and an integrated, evidence-based public health system. What are the plans for meeting this priority?
|
Priority | Type | Strategic Outcome(s) and/or Program(s) |
---|---|---|
2. Leadership on health promotion and disease prevention | Previously committed to | 1.1, 1.2 |
Description | ||
Why is this a priority? The Agency provides leadership and takes action to address the burden of illness associated with risk factors, multiple chronic diseases and an aging population, as well as the social, economic and environmental conditions that affect Canadians' health status and can increase the potential for disease. By providing a stronger evidence base to inform important health issues and their determinants, the Agency works to improve population health and well-being and help reduce health inequalities. What are the plans for meeting this priority?
|
Priority | Type | Strategic Outcome(s) and/or Program(s) |
---|---|---|
3. Enhanced Public Health Security | Previously committed to | 1.1, 1.2, 1.3 |
Description | ||
Why is this a priority? All governments must continue to collaborate to protect the health and safety of Canadians within a context of globalization, environmental change and scientific discovery. The Agency plays an important role in helping to support public health security through emergency preparedness and response, border health security, and biosecurity (i.e., the regulation of pathogens and toxins). What are the plans for meeting this priority?
|
Priority | Type | Strategic Outcome(s) and/or Program(s) |
---|---|---|
4. Excellence and innovation in management | Previously committed to | Internal Services |
Description | ||
Why is this a priority? Effective management, engagement, collaboration, teamwork and professional development are all essential to a high-performing organization that achieves its intended outcomes. Recognizing this, the Agency is committed to a rigorous pursuit of excellence, innovation and continuous improvement in the design and delivery of programs and services. What are the plans for meeting this priority?
|
Risk Analysis
Risk | Risk Response Strategy | Link to PAA |
---|---|---|
1) Pandemic, including but not limited to influenza There is a risk that the Agency may not be able to effectively monitor, detect early, or coordinate a response to infectious disease outbreaks, or that effective medical countermeasures may not be available. External Conditions:
Internal Conditions:
|
In support of reducing risk, the Agency will:
Performance Measures:
|
1.1, 1.2, 1.3 |
2) Antimicrobial Resistance (AMR) There is a risk that the absence of a comprehensive national action plan may exacerbate the growing impact of AMR on the health and well-being of Canadians. External Conditions:
Internal Conditions:
|
In support of reducing risk, the Agency will implement the Federal Framework on AMR, including:
Performance Measures:
|
1.1, 1.3 |
3) Food-Borne Diseases There is a risk that the Agency may not receive all relevant, integrated information to inform early interventions, and that partners will not be aware of the information generated by the Agency in a timely manner required to prevent illness. External Conditions:
Internal Conditions:
|
In support of reducing risk, the Agency will:
Performance Measures:
|
1.1, 1.2, 1.3 |
4) Vector-Borne Zoonotic Infectious Diseases There is a risk that health care and economic costs of vector-borne disease may increase without a national approach to monitor and assess these diseases and to enable the implementation of prevention and control measures. External Conditions:
Internal Conditions:
|
In support of reducing risk, the Agency will:
Performance Measures:
|
1.1, 1.2 |
5) Chronic Disease There is a risk that the Agency's ability to provide timely and relevant analysis of chronic disease risk and trends over time will be reduced due to data gaps affecting analysis of the factors/conditions that determine risk for chronic diseases or protective factors. External Conditions:
Internal Conditions:
|
In support of reducing risk, the Agency will:
Performance Measures:
|
1.2 |
The Agency operates within a dynamic and complex environment where domestic and international public health challenges continually evolve, highlighting the importance of ongoing planning and preparedness for public health. The multi-jurisdictional nature of public health also means that the Agency must work closely with domestic and international stakeholders to respond to situations and to build on lessons learned.
The risksFootnote 3 identified in the table above are drawn from the Agency's 2013–15 CRP and represent those risks which were ranked as having the highest likelihood of significant impacts on the achievement of the Agency's objectives, and the most important potential health and safety consequences for Canadians in the event of a failure of any risk response strategy.
Planned Expenditures
2015–16 Main Estimates |
2015–16 Planned Spending |
2016–17 Planned Spending |
2017–18 Planned Spending |
---|---|---|---|
567,152,421 | 567,152,421 | 550,391,749 | 549,313,361 |
2015–16 | 2016–17 | 2017–18 |
---|---|---|
2,488 | 2,465 | 2,460 |
Strategic Outcome(s), Program(s) and Internal Services | 2012–13 Expenditures | 2013–14 Expenditures | 2014–15 Forecast Spending | 2015–16 Main Estimates | 2015–16 Planned Spending | 2016–17 Planned Spending | 2017–18 Planned Spending |
---|---|---|---|---|---|---|---|
Strategic Outcome 1 : Protecting Canadians and empowering them to improve their health | |||||||
1.1 Public Health Infrastructure | 137,453,765 | 132,987,799 | 139,694,677 | 114,621,598 | 114,621,598 | 115,053,125 | 115,053,125 |
1.2 Health Promotion and Disease Prevention | 315,767,073 | 305,929,930 | 360,182,082 | 297,110,496 | 297,110,496 | 292,633,451 | 292,583,451 |
1.3 Health Security | 59,951,642 | 73,097,007 | 64,424,507 | 59,776,240 | 59,776,240 | 47,883,186 | 46,937,103 |
Subtotal | 513,172,480 | 512,014,736 | 564,301,266 | 471,508,334 | 471,508,334 | 455,569,762 | 454,573,679 |
Internal Services Subtotal | 106,483,749 | 109,482,900 | 104,061,299 | 95,644,087 | 95,644,087 | 94,821,987 | 94,739,682 |
Total | 619,656,229 | 621,497,636 | 668,362,565 | 567,152,421 | 567,152,421 | 550,391,749 | 549,313,361 |
The 2014–15 Forecast Spending increased from the previous year expenditures primarily due to temporary funding for Ebola Preparedness and Response Initiatives to Protect Canadians at Home and Abroad; and the Agency making the final payment of $49.7 million to provinces and territories under the Hepatitis C Health Care Services Program. In parallel, expenditure reductions were achieved through streamlined administration; travel; and professional services as well as administrative efficiencies in delivering grants and contributions programs.
Planned Spending for 2015–16 is less than 2014–15 Forecast Spending primarily due to the Agency making the final payment of $49.7 million to provinces and territories under the Hepatitis C Health Care Services Program and the sunsetting of $4.9 million for the Aboriginal Head Start in Urban and Northern Communities Program's Strategic Fund coupled with the funding decrease of $3.8 million for the Pandemic Vaccine Fill Line project as it nears completion. In addition, temporary funding for Ebola Preparedness and Response Initiatives to Protect Canadians at Home and Abroad is reduced by $17.5M between 2014–15 and 2015–16. Finally, 2014–15 contains $16.4M of Operating Budget Carry Forward from the previous fiscal year. The 2015–16 amount has not been determined and is not included in the 2015–16 reference levels.
The reduction in Planned Spending from 2015–16 to 2016–17 is primarily related to the sunsetting of the temporary initiative to support the Government of Canada's Provision of Essential Federal Services to the Toronto 2015 Pan American and Parapan American Games; the Automated External Defibrillators and Associated Training in Recreational Hockey Arenas Initiative; the Travelling Public Program; and the temporary funding for Ebola Preparedness and Response Initiatives to Protect Canadians at Home and Abroad.
The figures cited in this report do not reflect any decisions that the government may make to renew programs and invest new funds through Parliament. Therefore, total resources that will be available for certain programs may be higher than currently reported.
The Government of Canada reassesses priorities, as required, and some programs that are set to sunset will be considered for renewal and may in fact be renewed.
Alignment of Spending With the Whole-of-Government Framework
Strategic Outcome | Program | Spending Area | Government of Canada Outcome | 2015–16 Planned Spending |
---|---|---|---|---|
Protecting Canadians and empowering them to improve their health | 1.1 Public Health Infrastructure | Social Affairs | Healthy Canadians | 114,621,598 |
1.2 Health Promotion and Disease Prevention | Social Affairs | Healthy Canadians | 297,110,496 | |
1.3 Health Security | Social Affairs | A Safe and Secure Canada | 59,776,240 |
Spending Area | Total Planned Spending |
---|---|
Economic Affairs | N/A |
Social Affairs | 471,508,334 |
International Affairs | N/A |
Government Affairs | N/A |
Departmental Spending Trend
Actual Spending | Forecast Spending | Planned Spending | ||||
---|---|---|---|---|---|---|
2012–2013 | 2013–2014 | 2014–2015 | 2015–2016 | 2016–2017 | 2017–2018 | |
Sunset Programs - Anticipated | 0 | 0 | 0 | 4,858,287 | 7,769,081 | 7,769,081 |
Statutory | 44,340,612 | 43,823,211 | 45,419,197 | 43,718,110 | 42,691,346 | 42,629,858 |
Voted | 575,315,617 | 577,674,425 | 622,943,368 | 523,434,311 | 507,700,403 | 506,683,503 |
The changes in Planned Spending are primarily associated with issuing the final payment for the Hepatitis C Health Care Services Program in 2014–15; receipt of temporary funding for Ebola Preparedness and Response Initiatives to Protect Canadians at Home and Abroad; and the sunsetting of some temporary Agency programs over the next three years.
The Government of Canada reassesses priorities, as required, and some programs that are set to sunset will be considered for renewal and may in fact be renewed.
Estimates by Vote
For information on the Agency's organizational appropriations, please see the 2015–16 Main Estimates on the Treasury Board of Canada Secretariat website.Footnote xxvi
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