ARCHIVED - Canadian Food Inspection Agency - Report

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Minister's Message

From its inception, the Canadian Food Inspection Agency (CFIA) has been working to maintain the safety of Canada’s high-quality agriculture, agri-food, aquaculture, and fishery products. The CFIA works with the Agriculture Portfolio team to tackle the agricultural sector’s challenges, while helping the sector to capitalize on its tremendous potential for growth and future profitability. The Agency’s role is critical in protecting Canadian and international consumers and preserving the good reputation of Canada’s food industry, here at home and around the world.

The work of the CFIA’s dedicated employees across Canada is challenging. To effectively protect the health of Canadians and the resources from which our food is derived, CFIA staff must continually adapt and respond to emerging issues and emergencies, new science and intelligence, and world events. It is therefore critical that the CFIA workforce have the tools and information they need to carry out the important work of the Agency. In fiscal year 2010–11, the CFIA undertook a number of initiatives aimed at supporting its employees in the performance of their work.

To further the goal of continual improvement in food safety and to implement recommendations coming from the Report of the Independent Investigator into the 2008 Listeriosis Outbreak and the Lessons Learned reports, significant investment has been made in the CFIA.

The Report of the Independent Investigator into the 2008 Listeriosis Outbreak and Lessons Learned reports emphasized the need to increase public transparency on the work of the Agency, particularly with respect to inspection, compliance, and enforcement activities and coordination with other agencies and departments. Canadians expect the CFIA to deliver on its mandate in an open and accountable way.

Since 2006, the CFIA has hired a net total of 733 new inspection staff to enhance inspection. To complement these new hires, CFIA has created a national recruitment strategy that will provide an ongoing pool of inspectors for years to come.

As part of the CFIA’s inspection modernization work, a new 29-week training program for meat processing inspectors has been implemented. This training will better enable inspectors to carry out their functions in a professional and consistent manner.

To support employee interactions with industry and regulated parties, the CFIA has launched an integrity initiative that includes values and ethics training. This training helps front-line staff make informed decisions in situations where they are called upon to deal with ethical problems in work situations.

The CFIA continues to collaborate with its partners to minimize and manage food-related risks. This year, the CFIA continued its proactive agenda related to animal health, working with industry and with federal, provincial and territorial partners to develop national farm-level biosecurity standards. This included developing industry biosecurity planning guides for the animal and plant sectors.

That is why the CFIA has expanded its online information on compliance and enforcement activities. Making this information public is a fair, balanced, and measured approach to protecting the safety of Canada’s food supply and the resources upon which it depends. At the same time, the CFIA continues to work closely with the food industry so that they have clear guidance on how to achieve compliance.

The CFIA also launched the Consumer Association Roundtable so that consumers have a united voice in food safety from farm to fork as well as an opportunity to provide input on a variety of topics related to CFIA priorities, policies, programs, and services.

Modernizing the CFIA’s regulatory components and tools continues to be a priority. This year, the CFIA worked with the National Farm Animal Care Council to modernize guidelines for producers and handlers of farm animals. These guidelines affect practices related to raising, housing, handling, treating and transporting particular species of animals. Work continued on a proposal to modernize Canada’s fertilizer regulatory framework; this included revising safety standards, policies, and precautionary labelling statements for fertilizer and supplement products so that these products remain safe and can be used in an environmentally sustainable manner.

The CFIA continues to invest in prevention, preparedness, and response capability to manage the entry and spread of high-risk animal and plant diseases and pests such as bovine spongiform encephalopathy, avian and pandemic influenza, and various invasive species.

Informed decision making at the CFIA is based on high-quality, timely, relevant science. In 2009, through Canada’s Economic Action Plan, the federal government committed $24 million over two years to address high-priority infrastructure projects, thus improving the CFIA’s science and technology capacity. The resulting Accelerated Laboratory Infrastructure Program identified and completed needed renovations at our laboratories in Burnaby, Lethbridge, Calgary, Saskatoon, Ottawa, Saint-Hyacinthe, and Dartmouth. Our laboratories are now better suited for modern scientific practice. Our scientists and researchers have healthier and more modern work environments which enhance research and development.

In the 2011 budget, the Government made a $100-million investment over five years toward inspector training, additional science capacity, and electronic tools to support the work of our front-line inspectors.

There is also a provision for $17 million over five years for managing and monitoring plum pox virus. The Canadian Food Inspection Agency and Agriculture and Agri-Food Canada will each receive a portion of this investment.

All this contributes to better health and safety outcomes for Canadians.

Management Representation Statement for Performance Information

The Canadian Food Inspection Agency's (CFIA) 2010–11 Performance Report for the year ending March 31, 2011, was prepared under my direction and the CFIA's Senior Management Committee, and approved by the Minister of Agriculture and Agri-Food. In accordance with the Canadian Food Inspection Agency Act, the report also includes an assessment of the fairness and reliability of the performance information conducted by the Auditor General of Canada.

I submit for tabling in Parliament the 2010–11 Performance Report for the CFIA.

This document has been prepared based on the following reporting principles contained in the Guide for the Preparation of Part III of the Estimates: 2011–12 Report on Plans and Priorities and 2010–11 Departmental Performance Report:

• It adheres to the specific reporting requirements outlined in Treasury Board Secretariat guidance;
• It is based on the CFIA's Strategic Outcomes and Program Activity Architecture that were approved by Treasury Board;
• It presents consistent, comprehensive, balanced and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

Section I – Agency Overview

1.1 Raison d’être

The Canadian Food Inspection Agency (CFIA) is Canada’s largest science-based regulatory agency. It has over 7500¹ dedicated employees working across Canada in the National Capital Region (NCR) and in four operational areas (Atlantic, Quebec, Ontario and Western).

The CFIA is dedicated to safeguarding food, animals and plants, and contributing to a safe and accessible food supply and plant and animal resource base—thereby enhancing the health and well-being of Canada’s people, environment, and economy.

The CFIA’s activities contribute to protecting Canadian and international consumers, Canadian agricultural production (including forestry) and our environment. In turn, these activities benefit Canadian farmers, fishers, foresters, processors and distributors (including importers and exporters), as well as consumers.

The success of the CFIA is reliant upon five interrelated and fundamental factors: sound science; an effective regulatory base; effective inspection programs; effective risk management; and strong partnerships. In an international context, the CFIA strives to ensure that the international regulatory framework (as it relates to the CFIA’s mandate) is strong, coherent, and science-based.

1.2 Responsibilities

The CFIA is responsible for administering and enforcing 13 federal statutes and 38 sets of regulations, for regulating the safety and nutritional quality of food sold in Canada, and for supporting a sustainable plant and animal resource base. The CFIA shares many areas of responsibility with other federal departments and agencies, with provincial, territorial and municipal authorities, and with other stakeholders.

In a complex operating environment, the CFIA works with its partners to implement food safety measures; manage food, animal and plant risks and emergencies; and promote the development of food safety and disease control systems to maintain the safety of Canada’s high-quality agriculture, agri-food, aquaculture and fishery products. The CFIA’s activities include verifying the compliance of imported products; registering and inspecting establishments; testing food, animals, plants, and their related products; and approving the use of many agricultural inputs. The CFIA also provides scientific advice, develops new technologies, provides testing services, and conducts research.

At the CFIA, informed decision making is based on high-quality, timely, relevant science. Science informs policy development and program design and delivery through foresight, advice, risk assessment, the influence of international standards, research and development, and testing.

1.3 Strategic Outcomes and Program Activity Architecture

The CFIA’s Program Activity Architecture (PAA) is a component of its Management Resources and Results Structure (MRRS), which forms part of the Whole-of-Government Framework for a common, government-wide approach to the collection, management, and reporting of financial and non-financial information. To effectively deliver on its responsibilities, the CFIA aims to achieve three strategic outcomes (SO).² The current PAA, shown in Figure 1, illustrates the alignment of the CFIA’s strategic outcomes to the Government of Canada (GoC) outcome areas and reflects how the CFIA plans to allocate and manage its resources in order to achieve the corresponding expected results. In 2010–11, a new PAA consisting of one Strategic Outcome and five Program Activities, was established and will be implemented in 2011-12. The PAA was changed to better reflect how the CFIA operates.

Figure 1: Program Activity Architecture for the CFIA

[D]

 

1.4 Organizational Priorities

For 2010–11, the CFIA established five priorities to guide the management of resources toward achieving its SO. The CFIA’s performance with respect to achieving these priorities is summarized below; Section 2 elaborates on performance by SO.

Priority Status Legend

• Exceeded: More than 100 per cent of the expected level of performance (as evidenced by the indicator and by target or planned activities and outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
• Met all: 100 per cent of the expected level of performance (as evidenced by the indicator and by target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
• Mostly met: 80 to 99 per cent of the expected level of performance (as evidenced by the indicator and by target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
• Somewhat met: 60 to 79 per cent of the expected level of performance (as evidenced by the indicator and by target or planned activities and outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
• Not met: Less than 60 per cent of the expected level of performance (as evidenced by the indicator by and target or planned activities and outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.

Priority	Type3	Strategic Outcome(s) and/or Program Activity(ies)
Design and deliver risk-based inspection and surveillance services	Ongoing	Links to all Strategic Outcomes
Status: Mostly Met
Continued to address the recommendations of the Report of the Independent Investigator into the 2008 Listeriosis Outbreak. For example, the CFIA hired 170 meat inspectors over a period of two years across Canada. All 170 have completed the first five weeks of the Meat Processing training. See Section 2.2 for additional performance information. Continued its efforts under the Food and Consumer Safety Action Plan (FCSAP) to better anticipate and respond to food safety problems through the completion of targeted surveys and through research with other government departments and universities to develop a risk-based prioritization framework tool. A summary of the performance results is found in Section 2.2 Designed, developed and piloted a Compliance Verification System (CVS) inspection protocol for feed ingredient manufacturers. Certified 1.7 billion kilograms of meat for export. Tested 24,798 samples of domestic and imported products for compliance with federal chemical residue requirements.

Priority	Type3	Strategic Outcome(s) and/or Program Activity(ies)
Improve compliance through compliance management activities	Ongoing	Links to all Strategic Outcomes
Status: Mostly Met
Continued work on a proposal to update requirements related the humane transport of animals. Continued efforts under the FCSAP to better anticipate and respond to food safety problems through IM/IT enhancements related to importer identification and tracking and the issuance of email notifications concerning allergen recalls. A summary of the performance results is found in Section 2.2. Released its updated Compliance and Enforcement Operations Policy (CEOP), confirming the CFIA’s overall approach to assessing compliance and applying enforcement action when warranted. Conducted feed establishment and feed product compliance verification activities, including the inspection of 475 feed mills and 48 rendering facilities. Provided guidance and support, specifically with respect to information access and availability on the CFIA’s website, in order to improve compliance activities in the area of food labelling.

Priority	Type3	Strategic Outcome(s) and/or Program Activity(ies)
Modernize the Agency’s regulatory components and tools	Ongoing	Links to all Strategic Outcomes
Status: Mostly Met
Worked with the National Farm Animal Council to modernize farm animal producer and handler guidelines on practices related to raising, housing, handling, treating and transporting particular animal species. Reviewed the “Product of Canada” guidelines to ensure they continue to meet the needs of both consumers and Canadian industries. Consultations ended in September 2010 on the need to exempt imported sugar, salt, and vinegar when making a “Product of Canada” claim on foods that contain those ingredients and the possibility to remove qualifiers from the “Made in Canada” claim. The CFIA is analyzing the information gathered and will post the results on its website. Continued work on a proposal to modernize Canada’s regulatory framework on fertilizer. Continued to modernize the import/export certification process to facilitate compliance with regulatory requirements related to importing and exporting. Enterprise eCert has been planned with the vision to support export certification requirements for all individual programs within the CFIA. It has also developed a harmonized business requirement document, and high-level business requirements have been approved. Updated user fees for the Destination Inspection Service; this is the first of three planned annual increases to reach a self-sustaining model. Published amendments to the Compensation for Destroyed Animals Regulations to increase the maximum amounts that may be paid to producers whose poultry is required to be destroyed during a disease outbreak. Continued to update sampling plans, policies, and procedures based on an assessment of risk, including the previous fiscal year’s results as well as emerging threats, to keep pace with the constantly evolving environment.

Priority	Type3	Strategic Outcome(s) and/or Program Activity(ies)
Increase transparency and strengthen strategic partnerships and communications with key partners and stakeholders	New	Links to all Strategic Outcomes
Status: Mostly Met
Worked with industry and with federal, provincial, and territorial partners to develop national farm-level biosecurity standards and biosecurity planning guides for the animal and plant sectors. Worked with Canadian and international partners to advance Canada’s readiness for the deliberate introduction of animal diseases. Continued legislative implementation of the National Aquatic Animal Health Program (NAAHP) through work with its partners, such as the Assembly of First Nations, to ensure that information needs are met. The CFIA also led and participated in meetings with industry, provinces and territories, developed and distributed materials, and organized consultations on program activities. Worked with provincial, territorial, and industry partners to develop a proposed legislative framework that will strengthen Canada’s traceability framework. Developed and distributed information products (field guides, fact sheets, posters) to partners, stakeholder organizations, and members of the public across Canada to enhance Canadians’ awareness of invasive species and how they spread. Used a variety of communication vehicles, in conjunction with the province and with national poultry associations, to inform the public of the avian influenza outbreak in Manitoba and the steps required to respond to it. Enhanced the on-farm biosecurity awareness campaign by broadening its scope and including outreach to on-farm service workers and future farmers and by launching the CFIA’s Animal Health Twitter account. Strengthened the CFIA’s ability to communicate recall information to Canadians with food allergies by issuing email notifications and alerts through social media tools for all Class II and III allergen recalls; this is in addition to the existing practice of posting recalls on the CFIA website. Expanded online information on compliance and enforcement. Launched the Consumer Association Roundtable to give consumers a voice in the food safety continuum.

Priority	Type3	Strategic Outcome(s) and/or Program Activity(ies)
Develop a workforce and workplace such that the Agency is innovative, more effective and well-managed	New	This management priority is part of Internal Services which contributes to all Strategic Outcomes
Status: Mostly Met
Increased the overall understanding of the importance of the CFIA’s values and ethics with respect to decision-making and guided employee behaviours by having 1,200 employees participate in the Values & Ethics training in 2010–11. Completed the successful launch of a recruitment campaign that resulted in the hiring of 170 new food inspectors across Canada. Developed and implemented a new 29-week training program for meat processing inspectors. Created a Leadership Development Framework to ensure a transparent, clear career path for employees to follow and implemented the Essentials of Supervision training for new supervisors. Finalized and began the implementation of a revised PAA and Performance Measurement Framework (PMF), which better aligns the CFIA’s activity structure with its strategic direction. Strengthened people management. Activities under this area included the introduction of tools such as the Inspector Training Programs, an Employee Engagement Strategy and Toolkit, and the Inspector Commodity Identification system (ICID).

1.5 Risk Analysis

The effective management of risks associated with food, animals, and plants is fundamental to the achievement of the CFIA’s mandate. As such, CFIA practices have been built on risk management concepts and principles. As the organization responsible for identifying and managing risks to the food supply and the animal and plant resource base, on which safe food and a prosperous economy depends, the CFIA has developed a robust risk management discipline. Risk management is performed by all parts of the CFIA as an integral part of priority setting, planning, policy and program development, service delivery, review, and reporting activities.

A cornerstone of the CFIA’s risk management process is the development of a Corporate Risk Profile (CRP). The CFIA’s current CRP describes nine key strategic risks to which the CFIA is exposed as well as strategies for addressing those risks. The CFIA’s day-to-day service delivery is also focused on controlling and mitigating those risks. The CFIA’s 2010–11 Report on Plans and Priorities detailed the CFIA’s planned risk mitigation efforts. The following is a summary of progress made on the strategies planned for each of the CFIA’s key risk areas. Further analysis and details can be found in Section 2.2.

The CFIA’s primary risk associated with foodborne hazards is the failure to detect, track, or mitigate pathogens, toxins, chemical contaminants and other health hazards in consumables. As outlined in the 2010–11 RPP, key risk mitigation strategies planned for 2010–11 included initiatives associated with the Government of Canada’s FCSAP and a response to the recommendations of the Report of the Independent Investigator into the 2008 Listeriosis Outbreak, which includes implementation of the Compliance Verification System (CVS).

As part of the FCSAP, the CFIA developed and implemented a number of strategies aimed specifically at the enhanced identification and prioritization of food safety risks, including the development and use of science-based risk ranking tools and targeted surveys on microbial and chemical hazards. The CFIA also conducted targeted oversight to enhance inspection of high-risk food sectors, improved rapid response capacity, and provided detailed risk information to consumers.

In response to recommendations in the Report of the Independent Investigator into the 2008 Listeriosis Outbreak, the CFIA made significant progress; it enhanced its risk management capacity by hiring and training meat processing inspectors and ensured that inspectors were better equipped to effectively carry out their responsibilities. Improved methods for detecting hazards in food were developed and validated; this includes a Listeria monocytogenes detection method that significantly reduces testing time and enables a more rapid response during food safety investigations. The CFIA performed inspections of meat establishments using the new risk-based CVS and, over the course of the year, implemented a number of improvements to that system, including the introduction of Listeria sampling tasks and increased emphasis on establishments that produce ready-to-eat (RTE) products.

The CFIA’s risk mitigation efforts related to zoonotic outbreaks/incidents have focused on animal health biosecurity, integrated surveillance, and the prevention and control of the spread of zoonotic diseases. In 2010–11, the CFIA led the development of national farm-level biosecurity standards in collaboration with industry and federal/provincial/territorial partners. This initiative was undertaken as part of the Growing Forward Agricultural Policy Framework, led by Agriculture and Agri-Food Canada (AAFC). The CFIA also led the Canadian Animal Health Surveillance Network (CAHSN), a collaborative effort with federal, provincial, and university animal health diagnostic laboratories that combines surveillance data received from a variety of sources and simultaneously alerts both human and animal health authorities when potential animal disease threats are identified. Furthermore, for a third year, the CFIA directed the highly successful collaborative Canadian Notifiable Avian Influenza Surveillance System (canNAISS). A major operational response was required in 2010–11 for an AI outbreak in a Manitoba turkey flock as well as for a confirmed single positive case of Bovine spongiform encephalopathy (BSE). Given that the CFIA has managed similar incidents in the past, the very successful outcome of both incidents underscored just how valuable continuous evaluation of the effectiveness of risk mitigation strategies is. With a view to preventing and controlling future risks, the CFIA continued to lead the collaborative project, Fore-CAN: Foresight for Canadian Animal Health. The project aims to predict the future requirements of the animal health emergency system.

The CFIA’s role in maintaining a safe and sustainable plant and animal resource base requires the CFIA to be able to prevent, detect, contain, and mitigate animal and plant pests and diseases. In 2010–11, the CFIA developed plant and animal biosecurity guides as well as advanced guidance and training on enforcement and compliance verification regarding traceability. Plant surveys were conducted for over 23 plant pests, and 27 animal health risk analyses were completed in relation to animal importing and exporting, aquatic animal health diseases, scientific advice, and the disease status of various countries, zones and regions. To support the implementation of the NAAHP, the CFIA promoted new reporting requirements and continued to work with partners, such as the Assembly of First Nations, to ensure that information needs are met. Finally, a CVS inspection protocol for feed ingredient manufacturers was designed, developed, and piloted, and work began on a new CVS approach for the humane transportation and identification of animals.

The CFIA depends on a highly skilled, multi-disciplinary staff complement located across the country. In the 2010–11 RPP, the CFIA identified the implementation of the CFIA Renewal Plan as the focus of risk mitigation strategies related to effective human resources management. Notable progress has been made in the past year; this includes the successful implementation of a National Recruitment Strategy to coordinate and standardize the CFIA’s inspector recruitment. Specialized training was provided to CFIA personnel who work on programs involving meat processing, biosecurity, traceability, and plant health. Structured national training curricula were developed to support scientific and technical training for all 14 inspection programs. Non-technical training and corporate initiatives to enhance values and ethics, transparency, and occupational health and safety were also delivered. Finally, training under the Leadership Development Framework was delivered to enable new employees and supervisors to develop their leadership skills and to provide seasoned professionals with the means necessary to mentor the next generation.

The rapid pace of technological and methodological change in relation to food, animal, and plant products both threatens and benefits the CFIA’s science and technology capacity. Consistent with commitments it made in 2010–11, the CFIA developed a long-term regulatory research strategy. The research will inform decision-making, program design, and operational program delivery. The CFIA also funded research that used novel platforms, such as mass spectrometry, aptamer platforms, and time-of-flight technology, to test for and detect pathogens such as Listeria, Shigella and Campylobacter. Finally, the Fore-CAN initiative will help the CFIA remain abreast of new scientific and regulatory methods. It will also contribute to the development of an integrated Canadian laboratory network that will enhance the capacity and expertise of all government departments.

Effective management of any organization, particularly one that has the size and complexity of the CFIA, depends upon a strong and stable analytical foundation for strategic and operational decision-making. Planned mitigation strategies, which were aimed at addressing risks associated with information for decision-making, included the implementation of the Performance Management Reporting Solution (PMRS) project and advances in the development of the Performance Measurement Framework (PMF). In the past year, the PMRS project implementation included the Animal Health and Meat Hygiene programs, bringing the total number of programs in the system to six. This Agency-wide management tool supports enhanced performance monitoring, reporting, and informed decision-making. In 2010–11 the CFIA also established a new Program Activity Architecture (PAA) and its associated PMF, both of which will be implemented in 2011-12. Combined, they will enhance the information base upon which sound risk-based decisions can be made.

Stewardship of food safety and plant and animal health is a shared responsibility. This has given rise to numerous opportunities and threats for the CFIA, underscoring the importance of partnerships. The relationship between the CFIA, Health Canada (HC), and the Public Health Agency of Canada (PHAC) was strengthened in an effort to streamline information sharing and provide a more cohesive and forward-thinking approach to food safety. Industry, federal/provincial/territorial partners, and others were actively engaged in numerous initiatives, including the development of the national farm-level biosecurity standards, the proposed legislative framework to enhance traceability, and the implementation of the NAAHP. In addition, the Consumer Association Roundtable was launched to give consumers a voice in the food safety continuum. The CFIA maintained a strong international presence through regular meetings with its foreign counterparts. In particular, the CFIA engaged other competent government authorities (CGAs) such as the European Union (EU) and United States Food and Drug Administration (USFDA) to assess the equivalency of food safety systems.

Internal coordination is required to effectively support program design and delivery. In an effort to enhance internal coordination, as per the 2010–11 RPP, the CFIA addressed coordination-related recommendations in the Report of the Internal Investigator into the 2008 Listeriosis Outbreak and renewed its corporate governance structure. The renewed governance structure clarifies authorities, simplifies decision-making, and facilitates increased administrative efficiency while fostering a whole-of-Agency approach to decision-making. Last year, the CFIA also improved its capacity to manage projects through the development of an Enterprise Project Management Framework (ePMF). This development was in keeping with recommendations that the Treasury Board Secretariat (TBS) made in the Management Accountability Framework (MAF).

In 2010–11, the CFIA continued to work toward strengthening its Program and Regulatory Framework in order to protect consumers and facilitate trade and fair market access. For example, the CFIA developed regulations to protect the health of aquatic animals; this will allow Canada to meet international trade standards and help prevent the loss of aquatic resources due to the introduction or spread of disease. The CFIA also pre-published a regulatory proposal that will create a more flexible seed variety registration system. This proposal is aimed at streamlining regulatory requirements while continuing to maintain the integrity of seed certification and the safety of the environment, food, and feed. The CFIA made progress related to hog identification and the humane transport of animals in support of amendments to the Health of Animal Regulations and continued to develop a regulatory package to modernize and update the requirements in the Honey Regulations. In the past year, the CFIA continued to explore improvements to the consistency of the various regulations affecting the regulatory framework for agri-food programs. While important progress has been made, the complexity and time required to implement changes in regulations and programs means that mitigation of this risk will be an ongoing focus for the CFIA.

Further analysis and details of the CFIA’s risk mitigation efforts can be found in Section 2.2.

1.6 Summary of Performance

2010-11 Financial Resources ($ Millions)

Planned Spending	Total Authorities	Actual Spending
689.1	750.8	721.8

The variance between Planned Spending and Total Authorities is mainly attributed to the following: funding received for continuing the Invasive Alien Species Strategy for Canada ($10.0M) and the Growing Forward Program Suite ($5.0M); new funding received to increase the frequency of food inspections in meat processing establishments ($11.4M); funding received for the 2009–10 carry forward ($27.6M); as well as increases for other statutory and corporate items. Actual spending has increased by less than 1% since 2009–10 ($718.1M).

2010-11 Human Resources (FTEs)

Planned	Actual	Difference
6,717	6,669	(48)

Actual Full-Time Equivalent (FTE) utilization has increased by 2.2% since 2009–10 (6,525 FTEs). FTE is a standard financial measure used to capture the total paid hours of an organization’s workforce over the course of a fiscal year. For example, 1 FTE could represent 1 full-time employee or 2 part-time employees whose time is split equally over the year. FTE amounts differ from the total number of employees shown in Section 1.1 (7,500) as the latter considers the number of individuals employed by the CFIA at a specific point in time, including active employees, those on leave status as well as suspended employees.

Summary of Performance Tables

Strategic Outcome 1: Public health risks associated with the food supply and transmission of animal diseases to humans are minimized and managed.

Note: Performance indicators and targets at the Strategic Outcome level were not part of the 2010–11 PAA. They will be available under the CFIA’s new PAA structure, which will be implemented in 2011–12.

Program Activity	2009-10 Actual Spending ($ Millions)	2010-11 ($ Millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Food Safety and Nutrition Risks	270.5	258.1	299.4	307.6	301.5	Healthy Canadians
Zoonotic Risks	83.3	67.8	67.8	68.4	62.1	Healthy Canadians
Total	353.8	325.9	367.2	376.0	363.6

Strategic Outcome 2: A safe and sustainable plant and animal resource base.

Note: Performance indicators and targets at the Strategic Outcome level were not part of the 2010–11 PAA. They will be available under the CFIA’s new PAA structure, which will be implemented in 2011–12.

Program Activity	2009-10 Actual Spending ($ Millions)	2010-11 ($ Millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Animal Health Risks and Production Systems	80.1	87.1	87.1	91.7	77.1	Strong Economic Growth
Plant Health Risks and Production Systems	89.7	61.3	61.3	70.5	68.3	A Clean and Healthy Environment
Biodiversity Protection	9.5	12.9	12.9	12.9	10.8	A Clean and Healthy Environment
Total	179.3	161.3	161.3	175.1	156.2

Strategic Outcome 3: Contributes to consumer protection and market access based on the application of science and standards

Note: Performance indicators and targets at the Strategic Outcome level were not part of the 2010–11 PAA. They will be available under the CFIA’s new PAA structure, which will be implemented in 2011–12.

Program Activity	2009-10 Actual Spending ($ Millions)	2010-11 ($ Millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Integrated Regulatory Frameworks	10.7	9.7	9.7	9.1	6.8	A Fair and Secure Marketplace
Domestic and International Market Access	32.4	32.3	32.3	35.3	34.5	A Prosperous Canada Through Global Commerce
Total	43.1	42.0	42.0	44.4	41.3

Internal Services

Internal Services consist of groups that perform related activities and resources that are administered to support the needs of the programs and corporate obligations of an organization. These groups include the following: Management and Oversight Services, Communication Services, Legal Services, Human Resources Management Services, Financial Management Services, Information Management Services, Information Technology Services, Real Property Services, Security Management Services, Environmental Management Services, Materiel Management Services, Procurement Services, and Travel and Other Administrative Services.

Program Activity	2009-10 Actual Spending ($ Millions)	2010-11 ($ Millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Internal Services	141.9	116.2	118.6	155.3	160.7
Total	141.9	116.2	118.6	155.3	160.7

1.7 Expenditure Profile

Canada’s Economic Action Plan

In 2010–11, the federal government provided the CFIA with $14.2 million under Year Two of Canada’s Economic Action Plan (CEAP). Additionally, a surplus of $1.8 million from the 2009–10 CEAP funds was carried forward to 2010–11, as certain projects spanned both years. Therefore, in 2010–11, the total budget for this initiative was $16.0 million.

Departmental Spending Trend

[D]

The CFIA’s spending has increased overall from 2008–09 to 2010–11. This increase is mainly due to incremental resources for the Food and Consumer Safety Action Plan; new resources for Canada’s Economic Action Plan; the Government Response to Listeriosis, increased frequency of food inspections in meat processing establishments; the Pork Industry Recovery and Expansion Strategy; and collective bargaining.

1.8 Estimates by Vote

For information on our organizational votes and/or statutory expenditures, please see the 2010–11 Public Accounts of Canada (Volume II) publication. An electronic version of the Public Accounts is available at http://www.tpsgc-pwgsc.gc.ca/recgen/txt/72-eng.html

• Previous Page
• Table of Contents
• Next Page