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Section I: Overview

This section provides an overview of the organization, the strategic planning context, and the program and management priorities.

1.1 Minister’s Message

I am pleased to present the Canadian Food Inspection Agency’s (CFIA ) Report on Plans and Priorities for 2008–09. This plan details how the Agency intends to use its resources to deliver its mandate of safeguarding Canada’s food supply and protecting the animals and plants upon which safe and high-quality food depends.

Since being appointed Minister in August 2007, I have been impressed by the teamwork and sense of dedication shown by the partner organizations in the Agriculture and Agri-Food (AAF) Portfolio. These organizations — Agriculture and Agri-Food Canada, the CFIA , Farm Credit Canada, the Canadian Grain Commission, the Canadian Dairy Commission and the National Farm Products Council — have different mandates, different roles and responsibilities and operate under different legislation. However, the organizations’ common denominator is their shared goal of supporting and enhancing the agriculture and agri-food sector.

Now under the vision of Growing Forward, we are striving to build a profitable and innovative industry that seizes emerging market opportunities and contributes to the health and well-being of Canadians. I am relying on the continued collaborative efforts of a strong AAF Portfolio to realize this vision, while delivering the best possible services to our farmers and benefits for all our citizens.

During the coming year, the Government of Canada, as outlined in the Speech from the Throne, will introduce measures on food safety to ensure that Canadian families can continue to have confidence in the quality and safety of what they buy. The CFIA will play a key role in the development and implementation of these important measures.

It will also be important that the CFIA , Canada’s largest science-based regulatory Agency, continues to build its multi-jurisdictional partnerships with other areas of government and industry as it addresses issues such as emergency planning in the event of an animal or plant disease outbreak or a pandemic.

The CFIA has close to 7,000 dedicated professionals delivering its programs across this country. I have every confidence in their ability to focus on the priorities outlined in this report.

The CFIA will be reporting on the progress against this plan in the Agency’s 2008–09 Performance Report.

The Honourable Gerry Ritz
Minister of Agriculture and Agri-Food and Minister for the Canadian Wheat Board.

1.2 Management Representation Statement

I submit for tabling in Parliament, the 2008–09 Report on Plans and Priorities (RPP) for the Canadian Food Inspection Agency.

This document has been prepared based on the reporting principles contained in Guide for the Preparation of Part III of the 2008–09 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

  • It adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat guidance;
  • It is based on the Agency’s strategic outcomes and Program Activity Architecture that were approved by the 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 planned spending numbers from the Treasury Board of Canada Secretariat.

Carole Swan
President, Canadian Food Inspection Agency

1.3 President’s Message

On behalf of the Canadian Food Inspection Agency (CFIA ), I am pleased to bring forward the Agency’s Report on Plans and Priorities for 2008–09.

The Agency celebrated its 10th anniversary in 2007. Staff can be proud of what has been accomplished over the past ten years as they have worked with dedication and skill to safeguard Canada’s food supply and the plants and animals upon which safe food depends.

Looking ahead to the future, I am confident we will build on the legacy of our first decade by enhancing and modernizing our regulatory system and program delivery to meet evolving needs.

CFIA’s plans and priorities link directly to the Government of Canada’s priorities for bolstering economic prosperity, strengthening security at the border and of the safety of the food supply, protecting the environment and contributing to the health of Canadians. It is through these means that the CFIA will support the government’s commitment to address food safety concerns to ensure that Canadians continue to have high confidence in the safety and quality of food available on the Canadian marketplace.

We will also focus on the renewal of the CFIA to ensure we continue to foster the knowledge and skills needed to sustain our tradition of excellence and leadership.

Carole Swan
President, Canadian Food Inspection Agency

1.4 Plans and Priorities Overview 2008–09


CFIA’s MANDATE

The Canadian Food Inspection Agency (CFIA ) is mandated to safeguard Canada’s food supply and the plants and animals upon which safe and high-quality food depends.

GOVERNMENT OF CANADA OUTCOMES

Healthy Canadians

Strong economic growth

A clean and healthy environment

A fair and secure marketplace

A prosperous Canada through global commerce

CFIA’s CONTRIBUTION

OUR STRATEGIC OUTCOMES

Public health risks associated with the food supply and transmission of animal disease to humans are minimized and managed

A safe and sustainable plant and animal resource base

Contributes to consumer protection and market access based on the application of science and standards

PROGRAM ACTIVITIES

Food Safety and Nutrition Risks

Zoonotic Risk

Animal Health Risks and Production Systems

Plant Health Risks and Production Systems

Biodiversity Protection

Integrated Regulatory Frameworks

Domestic and International Market Access

CFIA’s FOUNDATION

Sound science • An effective regulatory base • Effective inspection delivery • Strong partnerships



Financial Resources ($ millions):

 

2008–09

2009–10

2010–11

Gross Planned Spending

660.3

619.4

606.4

Less: Respendable Revenue

55.0

55.0

55.0

Net Planned Spending

605.3

564.4

551.4



Human Resources (FTEs)1:

2008–09

2009–10

2010–11

6,294

6,182

6,107


1 Full Time Equivalents (FTEs) are different than the number of staff the Agency has. An FTE of 1.0 means that the person is equivalent to a full-time worker, while an FTE of 0.5 means that the person is working only half-time.

The CFIA’s following five priorities have been established by management and identify critical areas of focus necessary to achieve the Agency’s strategic outcomes.


Program Priorities

Type

1. Enhancing regulatory compliance, with a focus on safety of domestic and imported food

Ongoing

2. Strengthening preparedness to mitigate and respond to animal and plant diseases and pests

Ongoing

3. Improving the program and regulatory framework to support continued consumer protection and economic prosperity

Ongoing

Management Priorities

Type

4. Implementing Human Resources Renewal

New

5. Enhancing alignment and coordination within the Agency to better integrate risk management into effective policy development, program design and program delivery

Ongoing


1.5 Introduction to the Agency

The Canadian Food Inspection Agency (CFIA ) is Canada’s largest, science-based regulatory agency. It is responsible for the delivery of all federally mandated programs for food inspection, plant and animal health products and production systems, and consumer protection as it relates to food. The CFIA’s mandate is vast and complex, with responsibilities flowing from 13 federal statutes and 42 sets of regulations.

With close to 7,000 dedicated professionals working across Canada, the CFIA is committed to serving Canadians by protecting public health, contributing to economic growth, and protecting Canada’s environment.

The sectors regulated by the CFIA include agriculture, agri-food, fish, seafood, plant, nursery and forestry. Those who benefit from the Agency’s services include farmers, fishers, foresters, processors, distributors (importers and exporters) and — ultimately — all Canadian consumers.

Key to the CFIA’s success are several interrelated and integral factors — sound science, an effective regulatory base, the delivery of effective inspection programs and the fostering of strong partnerships. In an international context, the CFIA strives to ensure that the international regulatory framework, as it relates to the Agency’s mandate, is strong, coherent and science-based.


THE CFIA’s LEGISLATIVE AUTHORITY

  • Agriculture and Agri-Food Administrative Monetary Penalties Act
  • Canada Agricultural Products Act
  • Canadian Food Inspection Agency Act
  • Consumer Packaging and Labelling Act (as it relates to food)
  • Feeds Act
  • Fertilizers Act
  • Fish Inspection Act
  • Food and Drugs Act(as it relates to food)
  • Health of Animals Act
  • Meat Inspection Act
  • Plant Breeders’ Rights Act
  • Plant Protection Act
  • Seeds Act

Sound Science

The CFIA relies on science as the basis for designing and delivering its programs and as an essential component of its regulatory decision making. Science is pivotal to dealing with emerging issues such as safety assessments of new biotechnology-derived products and issues related to avian influenza and bovine spongiform encephalopathy (BSE). The specific activities for which the CFIA needs and uses science to support its daily work include laboratory activities, risk assessment, surveillance, research, and technology development. The Agency also analyses scientific research data and other information to provide technical advice and intelligence that enables CFIA officials to identify and prepare for emerging issues. The CFIA’s scientific expertise makes an integral contribution to regulatory policy and standards development, not only in Canada, but worldwide.

An Effective Regulatory Base

For a regulatory regime to be effective, the legislative authorities must be consistent with the organization’s mandate and sufficiently comprehensive to enable the full suite of responsibilities that the mandate represents. Regulations must be clear, enforceable, fair and consistently applied. The CFIA is continually reviewing its legislative authorities and updating its regulatory base in order to strengthen its capacity to contribute to public policy objectives, taking into account the domestic and international environment in which the Agency undertakes its responsibilities. Consistent with this, the CFIA supports the Cabinet Directive on Streamlining Regulation, which aims to improve Canada’s regulatory system.

The CFIA represents Canada at international standard-setting bodies for food safety, animal health and plant health issues. In addition to domestic regulation, the Agency is responsible for regulating both imported and exported products, and its actions are disciplined by international obligations, primarily through the Sanitary and Phytosanitary2 Agreement of the World Trade Organization (WTO). Additionally, the Agency conducts a broad range of activities in this regard with organizations such as the World Organisation for Animal Health (Office International des Epizooties - OIE), North American Plant Protection Organization (NAPPO), and the International Plant Protection Convention (IPPC) to name a few. See section 4.2 for a list of all of our Partners and Stakeholders.

2 Sanitary and Phytosanitary (SPS) Measures and Agreement: These are measures to protect human, animal and plant life or health and to ensure that food is safe to eat. For more information on the WTO Agreement on the Application of Sanitary and Phytosanitary Measures (SPS Agreement) visit the website: http://www.wto.org/english/tratop_e/sps_e/spsagr_e.htm

Delivery of Effective Inspection Services

Products that may be subject to inspection or certification by the CFIA range from agricultural inputs, such as seeds, feeds and fertilizers, to fresh foods — including meat, fish, eggs, dairy products, fruit and vegetables — and prepared and packaged foods. The Agency sets, or upholds, standards and establishes compliance and enforcement priorities based on scientifically established risk-based strategies. Compliance with applicable acts and regulations is assessed through inspections, audits, product sampling and verifications. To facilitate compliance, the CFIA carries out education and awareness activities that are intended to clarify and increase regulated parties’ understanding of statutory requirements and standards. Where non-compliance is identified, the CFIA uses a broad range of enforcement approaches from verbal and written warnings to administrative monetary penalties and prosecution. Critical to effectively fulfilling the CFIA’s mandate is the ongoing design, development and review of inspection-related tools and processes

Strong Partnerships

The Agency’s mandate is broad, and to effectively deliver on its mandate, CFIA must partner regularly with various federal, provincial and municipal government departments, diverse regulated sectors of industry, producers, international counterparts, and consumer organizations.


THE CFIA’s KEY FEDERAL PARTNERS:

  • Health Canada
  • Agriculture and Agri-Food Canada
  • Public Health Agency of Canada
  • Canadian Grain Commission
  • Public Safety Canada
  • Canada Border Services Agency
  • Fisheries and Oceans Canada
  • Natural Resources Canada, including Canadian Forest Service
  • Foreign Affairs and International Trade Canada
  • Environment Canada, including Canadian Wildlife Service

1.5.1 Organizational Information

The CFIA is headed by a President, who reports to the Minister of Agriculture and Agri-Food. The CFIA has an integrated governance structure whereby all branch heads have specific accountabilities that contribute to the achievement of each of the CFIA’s strategic objectives. The following organizational chart depicts the reporting structure within the CFIA .

Canadian Food Inspection Agency

With its headquarters in the National Capital Region, the CFIA is organized into four operational areas (Atlantic, Quebec, Ontario and Western) that are subdivided into 18 regional offices, 185 field offices (including border points of entry) and 408 offices in non-government establishments, such as processing facilities. The Agency also has 15 laboratories and research facilities that provide scientific advice, develop new technologies, provide testing services and conduct research.

Canadian Food Inspection Agency Area and Regional Offices

1.5.2 Financial Information

Over the next three years the CFIA will align resources towards effective and efficient delivery of program activities to achieve expected results and strategic outcomes. To do so, resources will be focussed on identified Agency priorities that are critical to achieving the Agency’s objectives and addressing corporate risks.


Voted and Statutory Items displayed in the Main Estimates3 ($ millions)
Vote or Statutory Item

Vote or Statutory Wording

2008–09
Main Estimates

2007–08
Main Estimates

30 Operating Expenditures and Contributions 471.9 495.1
35 Capital Expenditures 34.7 19.7
(S) Compensation payments in accordance with requirements established by Regulations under the Health of Animals Act and the Plant Protection Act, and authorized pursuant to the Canadian Food Inspection Agency Act 1.5 1.5
(S) Contributions to employee benefit plans 67.5

71.1

  Total Agency 575.6 587.4

3 There is a net decrease of $11.8 million from the 2007-2008 Main Estimates to the 2008-2009 Main Estimates. The major items accounting for the decrease are: sunsetting of resources for Bovine Spongiform Encephalopathy (BSE) as it relates to “Specified Risk Materials Removal from Food and Re-Entering Export Markets” and “Ensuring the future of the Canadian Beef Industry” ($20.2 million); sunsetting of resources for Agricultural Policy Framework ($5.3 million); transfer to Western Economic Diversification of Canada for the International Vaccine Centre’s (InterVac) Biosafety Level III Containment Facility in Saskatoon ($4.0 million); reduction related to the Cost Efficiencies Savings Exercise ($3.5 million); decrease in resources for Bovine Spongiform Encephalopathy (BSE) as it relates to “Measures to address the BSE Recovery Program by Facilitating the Transition for the Cattle and Other Ruminant Industries” ($3.2 million); offset by additional resources for the implementation of Enhanced Animal Feed Restrictions (BSE) ($24.7 million).


Agency Planned Spending and Full Time Equivalents

($ millions)

Forecast
Spending
2007–08

Planned
Spending
2008–09

Planned
Spending
200910

Planned
Spending
201011

Food Safety and Nutrition Risks

278.8

268.9

263.6

264.1

Zoonotic Risk

123.8

124.3

100.7

101.1

Animal Health Risks and Production Systems

76.5

75.6

72.2

72.4

Plant Health Risks and Production Systems

81.3

81.0

79.7

65.4

Biodiversity Protection

15.1

14.9

14.1

14.2

Integrated Regulatory Frameworks

23.3

23.0

22.0

22.0

Domestic and International Market Access

43.6

42.9

41.4

41.5

Budgetary Main Estimates (gross)

642.4

630.6

593.7

580.7

Less: Respendable Revenue

55.0

55.0

55.0

55.0

Total Main Estimates4

587.4

575.6

538.7

525.7

Adjustments5

Supplementary Estimates:

Funding for the implementation of Enhanced Animal Feed Restrictions to mitigate public health risks associated with Bovine Spongiform Encephalopathy (BSE)

21.9

-

-

-

Funding to relieve pressures due to a one-time retroactive payment for costs arising from the reclassification of meat inspector positions

16.6

Funding related to government advertising programs (horizontal item)

3.1

4.0

-

-

Transfer from Public Works and Government Services Canada – To return funding for the relocation of the agency’s activities and programs to other custodial facilities

0.6

-

-

-

Funding to increase the tender fruit sector’s viability and profitability by eradicating the Plum Pox Virus in Canada (horizontal item)

0.3

-

-

-

Transfer from National Defence - For public security initiatives (horizontal item)

0.3

-

-

-

Funding to prepare for Canada’s participation in International Polar Year 2007-2008, an extensive international research program in the Arctic and Antarctic (horizontal item)

0.2

-

-

-

Funding for implementation of the action plan to strengthen Canada’s regulatory system and establish a Centre of Regulatory Expertise within the Treasury Board Secretariat of Canada (horizontal item)

0.1

-

-

-

Transfer to Western Economic Diversification - For the design and construction of the International Vaccine Centre’s (InterVac) Biosafety Level III Containment Facility in Saskatoon

(2.0)

-

-

-

Transfer to Foreign Affairs and International Trade (Foreign Affairs) - To provide support to staff located at missions abroad

(0.4)

-

-

-

Transfer to Public Service Human Resources Management Agency of Canada - To support the National Managers’ Community (0.1)

-

-

-

Other:

Treasury Board Vote 22 (Operating Budget Carry Forward)

52.1

-

-

-

Slaughterhouse Inspection

-

25.0

25.0

25.0

Treasury Board Vote 23 (Paylist Shortfalls)

10.2

-

-

-

Treasury Board Vote 15 (Collective Bargaining)

7.5

5.7

5.7

5.7

Treasury Board Vote 10 (Internal Audit)

0.3

-

-

-

Financial Pressures (Loan Repayment for the Reclassification of Meat Inspector positions)

-

(5.0)

(5.0)

(5.0)

Total Adjustments

110.7

29.7

25.7

25.7

Total Planned Spending6

698.1

605.3

564.4

551.4

 

Total Planned Spending

698.1

605.3

564.4

551.4

Less: Non-respendable revenue

1.1

1.1

1.1

1.1

Plus: Cost of services received without charge

54.0

54.9

55.3

55.9

Total Agency Spending

751.0

659.1

618.6

606.2

 

Full Time Equivalents7

6,492

6,294

6,182

6,107


4 The 2007–08 Main Estimates have been restated to reflect the 2008–09 Program Activity Architecture structure.

5 The adjustments below do not include the impact of Employee Benefit Plan (EBP) charges in 2007–08. The adjustments for the 2008–09 and future years do include EBP charges.

6 Planned Spending changes from 2008–09 to 2009-10
The Planned Spending decrease of $40.9 million is primarily related to the sunsetting of resources for Bovine Spongiform Encephalopathy (BSE) ($16.7 million) as it relates to “Repositioning the Canadian Beef and Cattle Industry” and “Measures to address the BSE Recovery Program by Facilitating the Transition for the Cattle and Other Ruminant Industries”; the sunsetting of resources for the Organic Agriculture Products Regime ($2.6 million); the sunsetting of Major Capital resources received in 2008–09 only for the Avian and Pandemic Influenza Preparedness Strategy to allow the CFIA to work with manufacturers to develop, test and build mobile incineration units or alternate disposal methodologies for the mass disposal of infected animals ($20.0 million); the sunsetting of resources related to government advertising programs ($4.0 million); decrease in operating funds related to the Avian and Pandemic Influenza Preparedness Strategy ($2.0 million) and an increase of $4.0 million as a result of the sunsetting of resources transferred to Western Economic Diversification Canada in 2008–09 only for the International Vaccine Centre’s (InterVac) Biosafety Level III Containment Facility in Saskatoon.

Planned Spending changes from 2009-10 to 2010-11
The Planned Spending decrease of $13.0 million is primarily related to the sunsetting of resources for the Invasive Alien Species Strategy for Canada ($11.5 million) and the repayment toward client costs for the Skyline complex ($1.6 million).

7 Full Time Equivalents (FTEs) are different than the number of staff the Agency has. An FTE of 1.0 means that the person is equivalent to a full-time worker, while an FTE of 0.5 means that the person is working only half-time.

1.5.3 Program Activity Architecture (PAA) Crosswalk

In 2007–08, the CFIA continued its work on the implementation of the Management, Resources and Results Structure (MRRS) Policy, which included revision of strategic outcomes, the Program Activity Architecture (PAA) and the associated Performance Measurement Framework (PMF) and governance structure.

The objectives of this modernization initiative were to: ensure alignment of strategic outcomes and the PAAwith the Agency’s mandate; improve clarity and measurability of strategic outcomes; enhance alignment of program activities with strategic outcomes; and, build a PMF that would enable collection, integration and use of performance information to support Agency and Parliamentary decision making.

The new PAA features three strategic outcomes that are supported by seven program activities (illustrated below). This new structure is an improvement over its predecessor as it highlights significant Agency programs, enabling effective planning and reporting at more strategic levels. The top level of the new PAA is as follows:

Strategic Outcomes

The Agency is planning on further developing and enhancing its PMF in 2008–09 to gauge Agency performance against its new strategic outcomes and PAA.

The table below provides a crosswalk of the Agency’s previous PAA to the new PAA.


2008-2009 Program Activity Architecture (PAA) Crosswalk ($ millions)

Food Safety and Nutrition Risks

Zoonotic Risk

Animal Health Risks and Production Systems

Plant Health Risks and Production Systems

Biodiversity Protection

Integrated Regulatory Frameworks

Domestic and International Market Access

Total

Food Safety and Public Health

258.2

121.2

-

-

-

3.5

-

382.9

Science and Regulation

2.7

4.0

2.3

2.4

2.4

16.0

30.3

60.1

Animal and Plant Resource Protection

-

0.9

62.1

65.7

12.4

-

-

141.1

Public Security

-

-

10.3

10.9

-

-

-

21.2

Total

260.9

126.1

74.7

79.0

14.8

19.5

30.3

605.3


1.6 Strategic Planning Context

On April 1, 1997, Canada became a unique model with the creation of a single agency that consolidated all federally-mandated compliance and enforcement activities for food and the plant and animal resource base. These services had been previously provided by four federal government departments (Health Canada, Agriculture and Agri-Food Canada, Industry Canada, and Fisheries and Oceans Canada).

The CFIA’s operating context is evolving and the scope of activities under its mandate is expanding. In comparison to 1997, the CFIA faces an increasingly complex operating environment, attributable to and amplified by a number of factors.

1.6.1 Operating Environment

Globalization

Economically, socially, culturally, technologically, politically and ecologically, the world is more connected than ever before. Markets have become increasingly interconnected and borders more porous. This increased global dependence and integration has had several tangible impacts for CFIA -related activities.

Since the creation of the Agency in 1997, imports and exports of products subject to CFIA regulation have increased by 45.6 per cent8. The import of food into Canada is on the rise; an increasing proportion of which is being sourced from developing countries and emerging trading partners. Similarly, increased exports of CFIA -regulated commodities have placed greater demands on the CFIA for export-related inspection and certification.

Global supply chains have fundamentally changed the way in which food and plant and animal commodities are produced, processed, packaged, distributed and sold. Ingredients are sourced worldwide and finished products are globally distributed, amplifying the potential scope and impact of failures in food safety control systems and making the task of tracking ingredients increasingly difficult. The increasing and diverse trade in agricultural commodities also poses increased risks to both plant and animal health through enhanced pathways for the unintentional flow of pests and pathogens.

Population Demographics

Immigration continues to increase and has accounted for approximately 60 per cent9 of Canada’s population growth since 2000. The changing face of Canada has translated into demands for a greater variety of ethnic and imported foods from an increasing number of countries.

Our aging population is also a consideration. The elderly are more susceptible to foodborne pathogens, and there are increasing demands for food fortification and nutrient supplements.

Evolving Consumer Preferences

Canadian consumer demands for food products are shifting as a result of changing demographics, lifestyles, eating patterns and an increased focus by consumers on the food they buy and provide to their families. Busy families are seeking more convenient foods and ready-to-eat products ranging from bagged salads to fresh entrees. A growing number of consumers are demanding healthy food choices, greater variety and choice regardless of the season or country of origin. Consumers are also demanding informative labels that allow them to make choices about nutrition as well as production methods, such as organics, novel foods and the humane treatment of animals.

Evolving Federal Science and Technology

The Government of Canada is committed to strengthening the effectiveness of its investments in science and technology to ensure Canadians benefit from scientific innovation and that Canada continues to have a competitive advantage.

In May 2007, the Government of Canada released its Science and Technology (S&T) Strategy, Mobilizing Science and Technology to Canada’s Advantage, which sets out a multi-year framework designed to create a business environment that encourages the private sector to innovate, and to guide intelligent strategic investments of public funds. The Strategy underscores the importance of science and technology in the development of regulations and policy.

In the future, numerous challenges will drive more integrated approaches and multi-stakeholder collaboration in federal science activities. These challenges include the increasing complexity of scientific issues, multidisciplinary science in emerging fields, emphasis on interrelated policy priorities, and limited public resources. Additional challenges will be faced with the retirement of a significant number of public service scientists in the next five years and difficulties in attracting bright, young scientists to federal research.

A More Complex Trading Environment

Increasingly, sanitary and phytosanitary negotiations, requirements of international trade agreements and demands of trading partners, play a key role in facilitating trade of agriculture and food products. Globalization, increasing trade volumes, changing consumer demands, higher international standards and new production practices, combined with high-profile food and product recalls, have raised international public concern about the safety of food products traded around the world. These concerns have translated into a greater regulatory requirements for many Canadian exporters and importers and additional requirements for CFIA intervention to facilitate trade.

In responding to these demands, where appropriate, the CFIA seeks out regulatory cooperation with trading partners in order to facilitate the development of compatible regulations while maintaining the highest level of health, safety and environmental protection.

8 Source: World Trade Atlas.

9 Source: Statistics Canada, 2006 Census.

1.6.2 Corporate Risk Profile

The CFIA’s capacity to achieve its strategic outcomes is influenced by its ability to recognize, assess and manage potential risks.

In accordance with the Agency’s commitment to risk-based planning and the integration of risk management into policy development, program design, delivery and decision-making, the Agency has completed a systematic process of risk identification and assessment for the purpose of renewing its Corporate Risk Profile (CRP). The CRP is intended to identify risks faced by the Agency and put in place approaches for mitigating these risks.

The Agency’s CRP identifies nine key strategic risks. The associated mitigation strategies for 2008–09 form the basis of this Report on Plans and Priorities. The risks, and where the detailed mitigation strategies can be found, are:

  • Foodborne Hazards — Section 2.1a
  • Zoonotic Outbreaks/Incidents — Section 2.1b
  • Animal and Plant Pest Hazards — Section 2.2
  • Science and Technology Capacity — Section 2.2
  • Program Framework — Section 2.3
  • Partnership: Roles and Responsibilities — Section 2.3
  • Human Resources Capacity and Capabilities — Section 1.7.2
  • Data, Information and Knowledge for Decision Making — Section 1.7.2
  • Internal Coordination — Section 1.7.2

1.6.3 Opportunities and Challenges Ahead

The opportunities and challenges arising from the evolving operating environment and the identified in Corporate Risk Profile will require that the Agency embark on a transformative agenda that will help it to:

  • continue to address areas of highest risk to the health and safety of Canadians, and the plant and animal resource base;
  • keep pace with the evolving and increasingly complex operating environment;
  • continue to respond effectively to stakeholder needs and concerns; and
  • ensure resources are aligned with risk and achieve best value for money.

1.7 Program and Management Priorities

For 2008–09, CFIA has identified the following program and management priorities. These priorities, and the activities contained within, represent the Agency’s directions for action in advancing its strategic outcomes. Each priority supports the achievement of the Agency’s strategic outcomes that are aligned to the broader Government of Canada priorities as identified in Canada’s Performance 2007 and the Speech from the Throne.

1.7.1 Program Priorities

The CFIA’s program priorities focus on areas where additional effort will be directed over the fiscal year either to address a gap, or to comply with broader government direction to increase activity.

Priority 1: Enhancing regulatory compliance, with a focus on safety of domestic and imported food

Link to Government of Canada Outcomes

  • Healthy Canadians
  • Strong economic growth

Link to the CFIA’s Strategic Outcomes

  • Public health risks associated with the food supply and transmission of animal diseases to humans are minimized and managed

As a regulatory agency, the principle means by which the CFIA carries out its mandate is assessing industry compliance with regulatory requirements. For 2008–09, the CFIA will focus on compliance of food products and inputs into Canada’s food system, both of domestic and international origin.

This priority is supported by the October 16, 2007, Speech From the Throne, in which the Government of Canada committed to ensuring that Canadians could expect the same standards of quality and safety from imported goods as they do from products made at home. On December 17, 2007, the Prime Minister announced Canada’s new Food and Consumer Safety Action Plan, a comprehensive and integrated strategy of active prevention and targeted oversight and response.

Measures proposed to advance this initiative, from a food perspective, include:

  • Working with industries, provinces and territories to implement preventative food safety control measures along the food chain;
  • Putting in place tools to better identify importers, track imports and work with foreign authorities to verify the safety of foods at their country of origin; and
  • Increasing authority to monitor risks to Canadians and prevent unsafe products from entering the Canadian marketplace.10

In 2008–09, CFIA will develop and initiate implementation of the Food Safety Action Plan. This will better position CFIA to respond to emerging risks to food safety stemming from the increasing volume of food imports, new production practices, global marketing and mass distribution networks. The Agency will use this opportunity to engage foreign governments, industry and consumers in addressing those risks along the entire food continuum.

The CFIA’s initiatives in support of this priority include implementation of a Food Safety Research Strategy, which will assist in developing effective tools to carry out the Agency’s food safety programming; continued promotion and implementation by industry of Good Importing Practices; and continuing to encourage industry to maximize its role in the food safety system by putting in place quality management systems such as Hazard Analysis Critical Control Point (HACCP). These initiatives are elaborated in Section 2 of this report.

10 As identified in Canada’s Proposed Food and Consumer Safety Action Plan. For more information, visit: http://www.healthycanadians.gc.ca/pr-rp/plan_e.html

Priority 2: Strengthening preparedness to mitigate and respond to animal and plant diseases and pests

Link to Government of Canada Outcomes

  • Healthy Canadians
  • Strong economic growth
  • A clean and healthy environment

Link to the CFIA’s Strategic Outcomes

  • Public health risks associated with the food supply and transmission of animal diseases to humans are minimized and managed
  • A safe and sustainable plant and animal resource base

The CFIA’s state of preparedness to address existing and emerging animal diseases, some of which have the potential to affect humans (such as avian influenza), and plant diseases and pests is key to its ability to deliver its mandate. The Agency continuously strives to improve and enhance its capacity and capability to predict and to respond to outbreaks and cases of animal and plant health issues.

Since 2004, Canada has faced three outbreaks of avian influenza (AI) in domestic poultry flocks. The CFIA and its partners will continue to review and update elements of the Avian and Pandemic Influenza Preparedness Strategy including the National Emergency Response Plan, the Animal Health Functional Plan, the Notifiable Avian Influenza Hazard Specific Plan, as well as other emergency response plans necessary to address a potential outbreak of highly pathogenic AI in domestic poultry. In 2008, efforts will continue to recruit, hire and train veterinarians for the Canadian Veterinary Reserve and work will continue within the auspices of the North American Plan for Avian and Pandemic Influenza, announced at the November 2007 North American Leaders’ Summit in Montebello, Quebec.

Plant pests and diseases have the potential to pose a significant threat to Canada’s environment and to its economic well-being. The CFIA is leading the development of a comprehensive and integrated federal/provincial National Plant Health Cooperation Framework that will enable a coordinated approach to protecting Canada’s resource base and the environment from the impact of new plant pests and new invasive species.

Priority 3: Improving the program and regulatory framework to support continued consumer protection and economic prosperity

Link to Government of Canada Outcomes

  • A fair and secure marketplace
  • A prosperous Canada through global commerce

Link to the CFIA’s Strategic Outcomes

  • Contributes to consumer protection and market access based on the application of science and standards

The CFIA’s efforts to provide a fair, efficient and outcome-based regulatory regime for food, animals and plants enables timely access to foreign markets for Canadian products and make a diverse and safe supply of food products available year-round for Canadians. The CFIA works to protect consumers from misrepresentation and marketplace deception in food production, packaging, labelling and advertising. At the international level, the CFIA works to represent the interests of Canadian consumers and producers and promotes science-based standards for world trade in food, animals, plants, and animal and plant products.

In 2008–09, the CFIA , with its government partners, will initiate the implementation of Canada’s new Food and Consumer Safety Action Plan. In support of consumer protection and market access, the Agency will address consumer concerns associated with labelling policies through a review of current voluntary "Product of Canada" and "Made in Canada" policies.

In support of the government-wide Cabinet Directive on Streamlining Regulation (CDSR), which is aimed at improving the Government of Canada’s existing regulatory system, the CFIA will continue to develop pilot projects and work on its own regulatory processes to keep pace with today’s realities and evolving needs. CFIA will continue its efforts toward the Government of Canada Paperwork Burden Reduction Initiative (PBRI) and will strive to reduce the administrative burden posed by regulatory and administrative requirements by 20% by November 2008.

The CFIA will contribute to the Single Window Initiative (SWI) led by the Canada Border Services Agency. This initiative endeavours to implement a streamlined approach for the electronic collection, use and dissemination of commercial trade data. The SWI will provide a single interface that will allow traders to fulfil all import, export and transit-related regulatory requirements more efficiently, thereby reducing the paper burden and potential duplication posed by the current system.

The CFIA will also move forward and contribute to several other key initiatives including: the Enhanced Import Control Program to provide equivalency between import and domestic food safety and nutrition regulatory requirements; the continued implementation of the Destination Inspection Service for fresh fruits and vegetables to facilitate dispute resolution between buyers and sellers of fresh fruit and vegetables which have a Canadian destination; amendments to the Health of Animals Act and Regulations to support the National Aquatic Animal Health Program (NAAHP) to encompass aquatic animals and reportable and notifiable diseases of trade concern, as well as of concern to protection of wild and cultured aquatic animals from diseases that threaten productivity and industry sustainability; addition of a list of toxic substances to the Health of Animals Regulations to allow the CFIA to respond to toxic contamination events in the same manner as it responds to animal disease emergencies, which will strengthen the CFIA’s regulatory control for instances of contamination along the entire food production continuum; and advancing the National Plant Biosecurity Strategy will contribute to modernizing and strengthening Canada’s plant regulatory system.

1.7.2 Management Priorities

The CFIA has identified the following management priorities based on the results of recent Management Accountability Framework (MAF) Assessments, the renewal of the Corporate Risk Profile and the need to put in place strategies to address the need for workforce renewal.

Priority 4: Implementing Human Resources Renewal

The CFIA faces many workforce challenges including: intense competition for talented knowledge workers; a significant number of impending retirements of experienced staff; an increasingly diverse Canadian society; fewer appropriately skilled workers; and the ongoing demands of technological change.

As business needs and activities are fundamentally linked to human resources needs and activities, workforce renewal is a top priority. Given the CFIA’s profound responsibilities, attracting and retaining the best people is essential and a solid talent management strategy is necessary to close skills gaps. The CFIA Workforce Renewal Plan will optimize our human resources capacity so we may continue to deliver on our mandate as a science-based regulatory body. The Workforce Renewal Plan is also a key element for linking Agency plans and activities to the federal government’s renewal priorities.

Over the next three years, the Agency’s five key human resource priorities are:

Attracting Talent (Recruitment)

The Agency faces the same human capital challenges as other public-sector organizations, but must also address the ongoing competitive challenges of recruitment and retention in the scientific and technical field. This reality has made recruitment our top priority. The Agency has developed and is implementing a recruitment strategy which focuses on Agency branding, strategic and collaborative recruitment efforts and group-specific recruitment action plans for critical skill shortages.

Leadership Development

The Agency has a widely distributed national workforce and many employees work in non-traditional settings (e.g. on the road, in laboratories, etc.). This presents challenges to providing staff with the competencies required to lead and inspire the best performance. Leadership development programs will help meet the current and future leadership needs and employment equity goals of the Agency.

Building Capacity (Learning and Development)

In our knowledge-based economy and society, organizational performance will increasingly depend on the rapid acquisition and application of skills and knowledge. The Agency must be prepared to respond quickly to emergencies, as well as new and evolving policies and regulatory changes. The CFIA is committed to providing all employees with the training and tools they need to do their jobs and to support them with career-long learning and development opportunities.

Employee Engagement (Retention)

The Agency will continue to value its employees’ contributions towards creating a high-performing workforce. The CFIA will support a culture of internal and external recognition, incorporate and promote safe workplace initiatives, strive to have a fully representative workforce, and continue to foster an environment of linguistic duality. We will tailor compensation and classification to the unique needs of the Agency and will continue to seek feedback on employee engagement through employee surveys. To support these efforts, the Agency will continue to integrate human resources planning with business planning.

A Supportive HR Management Architecture

The Agency will continue to introduce human resource management tools and processes to more efficiently and effectively support our commitment to human resources excellence. This ongoing transformation of Agency human resource services will help us to better meet the CFIA’s needs. The foundation of this human resources architecture will be consistent, standardized human resources processes and technologies. As new tools and technologies are introduced, their availability will be promoted through effective communication activities.

Priority 5: Enhancing alignment and coordination within the Agency to better integrate risk management into effective policy development, program design and program delivery

The foundation of a well aligned and coordinated organization includes integrated risk management and effective information and knowledge management which informs policy and program development and delivery over the next three years. Over the next three years, the Agency’s priorities in integrated risk management are:

Integrated Risk Management (IRM)

Integrated Risk Management is a continuous, proactive and systematic process for understanding, managing and communicating risk from an organization-wide perspective. It involves ongoing, structured assessments of risks that can affect the achievement of organizational objectives at the strategic, operational, and project levels.

The CFIA acknowledges the central importance of risk management as a core mandate enabler. CFIA policies, programs and practices have been built on risk management concepts and principles, and CFIA has a long tradition of experience with, and excellence in, effective risk management.

The Agency continually improves its practices to reduce risks to an acceptable level, and conducts ongoing horizon scanning, collaboration and research to provide early indication of potential risks that could affect the Agency’s ability to achieve its mandate.

Fully functioning IRM is embedded within, and supports, existing organizational processes, such as strategic planning and reporting, business planning, program and policy development, as well as day-to-day decision making. The CFIA will continue to implement the Integrated Risk Management (IRM) Policy, which was introduced in 2007. The IRM Policy is designed to:

  • reinforce a culture of risk management at all levels of the organization;
  • fully integrate and align risk management within ongoing CFIA activities and management functions;
  • provide a cross-functional perspective to risk management within and across CFIA branches;
  • clearly inform staff about risk management expectations and their responsibilities;
  • support CFIA’s values, ethics, corporate governance and accountability; and
  • provide the necessary information, training and support, including tools and systems for risk management, in a timely fashion.

Effective Information and Knowledge Management

Information Management (IM) should effectively support CFIA’s ability to develop, implement and measure the effectiveness of its policy and programs.

As a maturing and rapidly growing regulatory organization, the CFIA requires a significant degree of integration of its information, and the ability to collect, organize and retrieve this information in a way that meets multiple needs including policy design, program modernization, compliance and enforcement, performance measurement, etc.

The CFIA is increasing IM/IT capacity and capability with a view to enhancing system inter-operability and a business-based approach to information management across the Agency. Improved IM/IT governance practices have and are being instituted, such as the Sub-Committee on Information Management and Technology (SCIMT) whose membership consists of the senior cadre of the Agency. The IM Way Forward is an umbrella IM approach that encompasses a number of IM projects and project proposals, including those required in support of litigation. The approach includes awareness sessions to Agency staff on their IM obligations.

Modernization of the PAA and MRRS

The Agency will continue to advance its PAA and MRRS, including integration, use and reporting of performance information. In 2008–09, with the updated MRRS in place, the CFIA will use the renewed PAA as the basis for planning and reporting and use the associated Performance Measurement Framework to collect and integrate performance information into decision making at all levels of the organization.

For information on other key management initiatives, see Section 4.1 of this report.

1.8 Linking Priorities to Strategic Outcomes and Program Activity Expected Results and Resources

For planning, performance reporting and management decision making, it is essential that performance results are linked with resources. The table below shows the alignment of CFIA’s strategic outcomes and program activities to resources and priorities. Details on priorities follow in section II.


Expected Results

Planned Spending
($ millions)

Contributes to the following program priorities

2008–09

2009–10

2010–11

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

1 and 2

Food Safety and Nutrition Risks

Risks associated with food, including nutrition, are managed within acceptable limits

260.9 254.2 254.8 1

Zoonotic Risk

Risks of the transmission of animal diseases to humans are managed within acceptable limits

126.1

101.6

102.0

2

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

2

Animal Health Risks and Production Systems

Risks to the animal resource base are managed within acceptable limits

74.7

70.8

71.0

2

Plant Health Risks and Production Systems

Risks to the plant resource base are managed within acceptable limits

79.0

77.0

62.6

2

Biodiversity Protection

Risks to the biodiversity within the animal and plant resource base are managed within acceptable limits

14.8

13.9

13.9

2

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

3

Integrated Regulatory Frameworks

The CFIA’s regulatory framework provides the greatest net benefit for Canadians as it is based on scientific approaches and takes into account international contributions and stakeholders’ interests

19.5

18.3

18.4

3

Domestic and International Market Access

Canadian producers of food, plants, animals and related products operate within a fair and efficient marketplace, from which Canadian consumers benefit

30.3

28.6

28.7

3