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8.5 The federal government will take action now to reduce levels of greenhouse gas emissions from its operations to match the national target of 17% below 2005 by 2020.

Performance Measure		RPP	DPR
Target Status
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-21, relative to fiscal year 2005-06.		13%
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent.		6.43 Kt CO2e
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent.	FY 2011-12	N/A
	FY 2012-13	N/A
	FY 2013-14	N/A
	FY 2014-15	N/A
	FY 2015-16	N/A
	FY 2016-17	N/A
	FY 2017-18	N/A
	FY 2018-19	N/A
	FY 2019-20	N/A
	FY 2020-21	5.59 Kt CO2e
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year.	FY 2011-12	N/A
	FY 2012-13	N/A
	FY 2013-14	N/A
	FY 2014-15	N/A
	FY 2015-16	N/A
	FY 2016-17	N/A
	FY 2017-18	N/A
	FY 2018-19	N/A
	FY 2019-20	N/A
	FY 2020-21	13%
Existence of an implementation plan to reduce GHG emissions.		Yes

Strategies / Comments

1. This target only captures CFIA's GHG emissions from its fleet sources (e.g. on-road vehicles, marine vessels, agricultural equipment, recreational vehicles and lawn and garden equipment).
2. Excluded emission sources in certain instances are those from operations during which primary function is national safety or security.
3. Indirect emission sources are excluded (e.g. business travel employee commuting, movement of goods, private mileage and outsourced activities).
4. CFIA is developing a Ground Transportation Management Strategy; this strategy will include emissions reduction action items.

8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.

Performance Measure		RPP	DPR
Target Status
Existence of implementation plan for the disposal of all departmentally-generated EEE.		Yes (Completed April 2010)
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year.	FY 2011-12	80%
	FY 2012-13	90%
	FY 2013-14	90%

Strategies / Comments

1. Location is defined as all CFIA locations where CFIA personnel maintain a physical presence.
2. Number of locations within the Agency is 445.

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.

Performance Measure		RPP	DPR
Target Status
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configuration allow.
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow.	FY 2011-12
	FY 2012-13

Strategies / Comments

1. Printing units are defined as: desktop printers, network printers, multifunctional devices (MFD), photocopiers, faxes and scanners. This definition has been expanded since 2011-2012 when it only comprised desktop printers, network printers, MFDs and photocopiers.
2. Work locations with less than 20 CFIA employees have been excluded because efficiency increase opportunities are minimal. Further, all laboratories are excluded, as many of their units are connected to specialized equipment and cannot be replaced by a MFD.
3. Excluded printing units include plotters, label printers, and thermal printers.
4. Printing unit inventories will be determined using software that counts all networked printing units, as well as units connected to networked computers at one date in time. Faxes are non-networked and will be counted manually; a physical count will also be completed to exclude certain locations.
5. Office employees are defined as indeterminate staff.
6. The method used to determine the number of office employees will be CFIA's internal accommodation reports with employees located in scoped-out facilities subtracted.
7. The estimated number of employees subject to the target is approximately 4,800 - 74% of CFIA indeterminate staff

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.

Performance Measure		RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed per office employee in the 2008-2009 fiscal year.		3,702
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected.	FY 2011-12	-10%
	FY 2012-13	-15%
	FY 2013-14	-20%

Strategies / Comments

1. Office employees are defined as indeterminate, term, student, seasonal, and as required staff.
2. Paper is defined as printer paper purchased in bundles of 500 sheets
3. The method used to determine paper consumption is a manual count of printer paper bundles purchased by canvassing CFIA locations with over 30 people. This accounts for approximately 70% of CFIA staff. The method used to calculate the remaining 30% is an extrapolation based on the known 70% as this is a reasonable representation of employee base.
4. The method used to determine the number of office employees is using the CFIA Human Resources "Population Snapshot" website. Year end population totals will be used as the number of office employees for each fiscal year.
5. The number of employees subject to the target changes in a given year as it is based on employee numbers. For the baseline year 2008-2009, the count performed March 31, 2009 was 7,053 employees.

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.

Performance Measure	RPP	DPR
Target Status
Presence of a green meeting guide. (Optional in RPP 2011-12)	Yes

Strategies / Comments

1.  Adoption of the green meetings guide is defined by its approval by senior management.
2. The Guide is applicable to all internal CFIA meetings as well as external meetings with other government departments, industry and stakeholders. It provides green options in the areas of hospitality, paper use, procurement, accommodations, and travel.
3. The Guide defines the roles and responsibilities of CFIA managers, meeting planners and the National Environmental Office in terms of its application and implementation.
4. The Guide will be communicated to all staff via the CFIA internal newsletter.

8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.

Performance Measure		RPP	DPR
Target Status
Number of photocopiers and printers procured in 2011-2012.		No
Percent of photocopiers and printers procured in a given fiscal year where green consolidated procurement instruments were used.	FY 2011-12	75%
	FY 2012-13	95%

Strategies / Comments

1. The target only includes photocopiers and printers procured by CFIA's Contracting and Procurement Policy Directorate.
2. This self-selected target is SMART:
   1. Specific: Well defined achievement level of 95%
   2. Measurable: Allows comparison over time
   3. Achievable: Tools are in place to achieve results
   4. Relevant: CFIA procures a significant amount of photocopiers and printers and using green procurement instruments will reduce energy use and green house gas emissions
   5. Time-bound: Date established for target implementation

By April 1, 2013, the CFIA will utilize green consolidated procurement instruments for 95% of its computers procured in a given fiscal year.

Performance Measure		RPP	DPR
Target Status
Number of photocopiers and printers procured in 2011-2012.		N/A
Percent of computers procured in a given fiscal year where green consolidated procurement instruments were used.	FY 2011-12	75%
	FY 2012-13	95%

Strategies / Comments

1. The target only includes computers procured by CFIA's Contracting and Procurement Policy Directorate.
2. Computers are defined as the CPUs of PCs, as these have the most green procurement opportunities.
3. This self-selected target is SMART:
   1. Specific: Well defined achievement level of 95%
   2. Measurable: Allows comparison over time
   3. Achievable: Tools are in place to achieve result
   4. Relevant: CFIA procures a significant amount of computers and using green procurement instruments will reduce energy use and green house gas emissions
   5. Time-bound: Date established for target implementation

By March 31, 2014, 75% of vehicles purchased annually will be from the CFIA Preauthorised Vehicle List (PAVL), where operational requirements allow.

Performance Measure		RPP	DPR
Target Status
Number of vehicles procured in 2011-2012.		N/A
Percent of vehicles procured in a given fiscal year from the CFIA Preauthorised Vehicle List (PAVL).	FY 2011-12	N/A
	FY 2012-13	N/A

Strategies / Comments

1. The target does not include farm equipment, boats, ATVs or snowmobiles.
2. This self-selected target is SMART:
   1. Specific: Well defined achievement level of 75%
   2. Measurable: Allows comparison over time
   3. Achievable: Tools are in place to achieve result
   4. Relevant: The CFIA develops a PAVL every year based on vehicles that are the most fuel-efficient in their class in the Government Motor Vehicle Ordering Guide.
   5. Time-bound: Date established for target implementation

As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.

Performance Measure		RPP	DPR
Target Status
Number of new materiel managers, procurement personnel and acquisition card holders in 2011-2012.		N/A
Percent of new materiel managers, procurement personnel and acquisition card holders who have completed the online course on Green procurement provided by the Canada School of the Public Service.	FY 2011-12	100%
	FY 2012-13	100%

Strategies / Comments

1. Materiel managers and procurement personnel are identified only as those who work in CFIA's Contracting and Procurement Policy Directorate.
2. This self-selected target is SMART:
   1. Specific: Well defined achievement level of 100%
   2. Measurable: Allows comparison over time
   3. Achievable: Tools are in place to achieve result
   4. Relevant: The CFIA procures a significant amount of goods; procuring "green" goods minimizes the CFIA's environmental footprint
   5. Time-bound: Date established for target implementation

By March 31, 2013, all identified procurement and materiel management functional specialists and their managers and functional heads will have environmental considerations clauses incorporated into their performance evaluations.

Performance Measure		RPP	DPR
Target Status
Number of identified positions that have environmental consideration clauses in their performance evaluations in 2011-2012.		0
Percentage of identified positions that have environmental consideration clauses incorporated into their performance evaluations.	FY 2011-12	N/A
	FY 2012-13	100%

Strategies / Comments

1. The number of identified positions equals two, both of which are procurement managers.
2. This self-selected target is SMART:
   1. Specific: Well defined achievement level of all (100%)
   2. Measurable: Allows comparison over time
   3. Achievable: Tools are in place to achieve result
   4. Relevant: CFIA procures a significant amount of goods and services, and procuring "green" goods or services minimizes CFIA's environmental footprint
   5. Time-bound: Date established for target implementation

By March 31, 2014, the CFIA Ground Transportation Management Strategy will be developed.

Performance Measure		RPP	DPR
Target Status
Existence of Ground Transportation Management Strategy	FY 2011-12	No
	FY 2012-13	No
	FY 2012-14	Yes

Strategies / Comments

1. This self-selected target is SMART:
   1. Specific: The target identifies processes related to a specialized area of procurement
   2. Measurable: Allows comparison over time
   3. Achievable: Resources and responsibilities for target completion have been identified.
   4. Relevant: CFIA procures a significant amount of vehicles and having a ground transportation management strategy that marries traditional fleet practices with green procurement principles will ensure CFIAs fleet is procured and managed in a manner that contributes to a sustainable Canada.
   5. Time-bound: Date established for target implementation

Name of Horizontal Initiative: Bovine Spongiform Encephalopathy (BSE) Program

Name of lead department(s): Canadian Food Inspection Agency (CFIA)

Lead department program activity: CFIA: Animal Health and Zoonotics Program

Start date of the Horizontal Initiative: 2003-04 (enhanced programming)

End date of the Horizontal Initiative: Ongoing

Total federal funding allocation (start to end date): $3,601.1M (2003-04 to 2013-14) and $26.6M ongoing

Description of the Horizontal Initiative (including funding agreement): Building on work commenced in the early 1990's, the BSE program protects human and animal health by: conducting surveillance, research and risk assessments concerning BSE and other transmissible spongiform encephalopathies (TSEs); minimizing the risk of exposure to infected materials; maintaining consumer confidence through the assessment of the effectiveness of risk mitigation measures and the presence of implemented measures to control any potential outbreaks; supporting market access for cattle, beef and related products through the promotion and explanation of Canada's BSE program to domestic and international stakeholders.

Health Canada conducts research and risk assessments concerning human exposure to BSE and other TSEs, and the Public Health Agency of Canada (PHAC) also performs surveillance and targeted supporting research in this area. The CFIA enforces requirements that: specified risk material (SRM) are removed from the animal feed chain and the human food chain; monitors products entering and leaving Canada for adherence to Canadian standards or the standards of the importing country; monitors the prevalence of BSE in the cattle population (through surveillance); verifies that measures to control potential outbreaks are in place; and explains Canada's BSE control measures to domestic and international stakeholders (for example, through the Veterinarians Abroad Program) to maintain confidence in Canada's BSE program. AAFC has been involved in supporting, stabilizing and repositioning Canada's beef and cattle industry, including through the provision of compensation payments to stakeholders impacted by BSE in Canada.

Year	Departments	Funding Period	Intent of Funds
2003-04	CFIA, AAFC, HC	2003-04 to 2007-08	- measures to secure the future of the Canadian beef industry
2003-04	CFIA	2003-04 to 2007-08	- removal of SRM from the food chain and re-entry into export markets (referred to as the Enhanced BSE Initiative)
2004-05	CFIA, AAFC	2004-05 to 2008-09	- repositioning of the Canadian beef and cattle industry to operate on a profitable and sustainable basis
2004-05	CFIA	2004-05 to 2005-06	- strengthening of animal feed restrictions
2005-06	CFIA	2005-06 to 2008-09	- additional measures to address critical pressures facing the ruminant industry
2006-07	CFIA	2006-07	- continuation of the Agency's work concerning the enhanced feed ban
2007-08	CFIA	On-going	- implementation of enhanced feed ban restrictions
2008-09	CFIA	2008-09	- extend sunsetting elements of the Enhanced BSE Initiative
2009-10	CFIA, PHAC, HC	2009-10 to 2013-14	- continuation of work on core BSE activities

Shared outcome(s): Contributing to human and animal health protection, which supports domestic and international market access for Canadian cattle, beef and beef products.

Governance structure(s): The CFIA is the federal lead for the delivery of the BSE Program. In 2008, a summary evaluation of the CFIA's BSE program was conducted, which noted that the program's governance should be strengthened to enhance coordination and communication conrcerning BSE-related activities, both internally and with other partner organizations. The CFIA accepted this recommendation and agreed to develop improved governance model options, to facilitate horizontal dialogue that is consistent with governance models for related horizontal initiatives. In 2010, the CFIA launched a new committee structure to bring the Agency's overall governance approach more in line with evolving business needs. The new governance structure focuses on the importance of sharing information internally and ensures a more efficient and streamlined senior-level committee structure. It is expected that the renewed structure will foster a whole-of-Agency approach to decision making and will support day-to-day operations across the Agency. To ensure business line perspectives are integrated into decision making, three senior executive-level committees are supported by four committees: Animal Health, Plant, Food and Horizontal Management.

Planning Highlights: For 2012-13, the key plans and priorities from a horizontal perspective are to continue to deliver the BSE Program to current standards, as well as improve communication and coordination (for example, governance), performance measurement and reporting, and financial tracking.

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Animal Health and Zoonotics Program Internal Services	SRM Removal from the Human Food Chain	$91.5M (2003-04 to 2013-14)	$9.5M
	Import Controls	$2.8M (2004-05 to 2013-14)	$0.3M
	BSE Surveillance	$159.9M (2003-04 to 2013-14)	$15.4M
	Cattle Identification	$29.2M (2003-04 to 2013-14)	$2.8M
	Export Certification	$53.2M (2003-04 to 2013-14)	$5.7M
	Technical Market Access Support	$44.1M (2004-05 to 2013-14)	$5.0M
	Enhanced Feed Ban	$241.0M (2004-05 to 2013-14) and $26.6M ongoing	$26.6M
	Establishment Review	$2.3M (2004-05 to 2006-07)	$0.0M
	Oversupply of Aged Cattle	$0.3M (2004-05)	$0.0M
	Meat Inspection Reform	$9.2M (2005-06 to 2007-08)	$0.0M
Total		$633.5M (2003-04 to 2013-14) and $26.6M ongoing	$65.3M

Expected results by program:

SRM Removal from the Human Food Chain:

Outcome: Safe food.

Output/Activities: Compliance with current regulations / continuation of the enforcement and verification of SRM removal, handling, and disposal by CFIA inspection staff.
Indicator³: Compliance rate of industry for removal of SRM.
Targets and Tracking³: 100% Compliance, Internal program files/ & documents

Import Controls:

Outcome: Products imported into Canada meet Canadian standards.

Output/Activities: Up-to-date import controls / review and update current import policies and conditions for BSE as required, to reflect changes to international standards and evolving science.
Indicator³: # of import policies verified and updated as required
Targets and Tracking³: 25%/year
Indicator³: BSE Import Policy is verified and updated as required
Targets and Tracking³: annually, when the OIE updates the lists

BSE Surveillance:

Outcome: Safe animals and food.

Output/Activities: Measure of BSE level and distribution in cattle population/Analyze options to redesign the BSE surveillance program and consult with stakeholders to explore further targeting of surveillance.
Indicator³: Temporal trend in exposure to the BSE agent in the cattle population.
Targets: Testing 30,000 samples from the high risk category of cattle is the minimum national target.

Targets:³ Internal files/documents/ databases (LSTS, provincial lab data, National Livestock Identification Database, Canadian Animal Health Surveillance Network)

Cattle Identification:

Outcomes:

• Governments and other entities make informed decisions to manage animal and related human health issues
• Risk to Canadian livestock resource base are mitigated
• Canadian livestock sector is compliant with regulations

Output/Activities:

Activity: Inspections, compliance verification, investigations and enforcement actions

Output: Compliance verification and enforcement strategy; Inspection reports; Data quality audits; Trace-out reports; Letters of non-compliance; Administrative penalties; Prosecutions

Activity: Develop and administer program and related policies

Output: Regulations; program and related policies; privacy impact assessment; threat risk assessment; Administrator agreement; tools for CFIA staff (e.g. program related policy, positions, manuals, SoPs, etc.)

Indicators, Targets and Tracking³:

Indicator: Number and development status of inspection tools in place

Target: Training, tools and materials are relevant and up to date

Indicator: Number of inspectors trained

Target: All inspectors verifying compliance are trained

Indicator: Ratio of non-compliance versus number of Compliance Verification System (CVS) tasks carried out by CFIA staff expressed as a percentage

Target: 95% compliance

Indicator: Percentage of response to disease and epidemiological investigations that are completed within service standards.

Target: 100%

Export Certification:

Outcome: Products exported from Canada meet requirements imposed by foreign countries.

Output/Activities: Export Certificate / continue provision of export-related certification services to a wide range of affected industries.
Indicator³: Independent assessment reviews.
Targets and Tracking³: Currently being revised

Indicator³: # of quality assurance program developed and certified
Targets and Tracking³: as requested

Technical Market Access Support:

Outcome: Maintain and improve confidence in Canada's animal production and food system, facilitating access to domestic and international markets.

Output/Activities: Increased market demand and confidence / continue the establishment and maintenance of strong relationships with trading partners, and the provision of global leadership and influence concerning international policies and standards development.

Indicator³: Trends in market demand for Canadian bovines and beef products; media tracking for consumer confidence in beef in Canada.

Targets and Tracking³: an ongoing record of markets that are open, and the Exports of Canadian Beef and Cattle

Enhanced Feed Ban:

Outcome: Safe feed, fertilizer, animals and food.

Output/Activities: Compliance with EFB regulations / continue enforcement of enhanced feed ban restrictions.

Indicator³: Trends in compliance with regulations associated with the enhanced feed ban, including SRM removal, handling and disposal; trends in the proportion of feed mills and renderers using prohibited materials/SRM and producing ruminant feeds.

Targets and Tracking³: Currently being revised

Federal Partner: Health Canada (HC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Health Products	Risk Assessment and Targeted Research	$44.0M (2004-05 to 2013-14)	$2.6M
	Compliance and Enforcement4	$1.0M (2003-04 to 2007-08)	$0.0M
	Product Assessment4	$6.2M (2003-04 to 2007-08)	$0.0M
	Tracking and Tracing4	$3.1M (2003-04 to 2007-08)	$0.0M
Food and Nutrition	Risk Assessment and Targeted Research	$18.1M (2004-05 to 2013-14)	$3.6M
Total		$72.4M (2003-04 to 2013-14)	$6.2M

Expected results by program:

Risk Assessment and Targeted Research:

Immediate Outcome: Increased expertise and knowledge of BSE/TSE science, risks and product surveillance

Performance Indicators and Targets*: Number of direct consultations/visits with stakeholders as a result of Canadian expertise; Number and type of training, conferences, symposiums, etc. attended by HC staff on BSE/TSE topics; Number of research citations related to BSE/TSE peer reviewed publications produced by HC; Number and description of new knowledge shared with CFIA and PHAC on BSE/TSE; Number of reviewed master files and product license applications which may contain ingredients sourced from animals and which may be susceptible to BSE/TSE

Immediate Outcome: Increased knowledge-based decision-making

Performance Indicators and Targets*: Number and type of recommended and /or implemented changes to directives, regulations, policies and procedures as a result of the identification of issues/gaps Number of times BSE/TSE issues are raised at internal risk management meetings

Intermediate Outcome: Reduced risk of acquiring TSEs associated with animal-sourced ingredients in the food and products regulated by HC.

Performance Indicators and Targets*: Number of documented human TSE cases in Canada; number of reported cases of variant Cruetzfeldt Jakob Disease in humans

*Note: The above performance information was extracted from Health Canada's revised 2011 draft Performance Measurement Framework for BSE; targets have yet to be determined.

Federal Partner: Public Health Agency of Canada (PHAC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Surveillance and Population Health Assessment Public Health Surveillance	Prion Diseases Program	$7.9M (2004-05 to 2013-14)	$0.8M
Total		$7.9M (2004-05 to 2013-14)	$0.8M

Expected results by program:

Surveillance and Research for Human TSEs:

Outcome: Risks of human TSEs in Canada remain clearly defined and well controlled.

Output/Activities: Continued, detailed, case-by-case, laboratory-based investigation of all human TSEs across Canada; improved methods and strategies for efficient case investigation; surveillance data; research publications; provision of policy advice for food safety, healthcare safety and international trade.

Indicator: Alignment of PHAC data from human TSE surveillance with international benchmarks; application of policy advice in decision-making.

Targets and Tracking: TBD

Federal Partner: Agriculture and Agri-Food Canada (AAFC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Food Safety and Biosecurity Systems (FSBRMS)	Facilitating the Disposal of Specified Risk Material (SRM)	$79.9M (2006-07 to 2009-10)	$0.0M
	Establishment	$276.0M (2003-04)	$0.0M
	Implementation	$36.0M (2003-04)	$0.0M
	Tracking and Tracing Systems	$7.8M (2003-04 to 2004-05)	$0.0M
	Transitional Industry Support Program	$934.6M (2003-04)	$0.0M
	Accelerating Implementation of Traceability in Livestock and Meat Sources	$16.1M (2004-05 to 2006-07)	$0.0M
	Farm Income Payment Program	$999.9M (2004-05 to 2005-06)	$0.0M
	Cull Animal Program	$202.4M (2003-04 to 2005-06)	$0.0M
	Loan Loss	$38.4M (2004-05 to 2008-09)	$0.0M
	Feeder/Fed Cattle Set-Aside Program	$296.3M (2004-05 to 2005-06)	$0.0M
Total		$2,887.3M (2003-04 to 2009-10)	$0.0M

Expected results by program: A summary outlining expected results for AAFC is not included in the RPP as their resources sunsetted in 2008–09.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$3,601.1M (2003-04 to 2013-14) and $26.6M ongoing	$72.3M

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:

Canadian Food Inspection Agency
Colleen Barnes
Executive Director
Domestic Policy Directorate
(613) 773-5901

Public Health Agency of Canada
Dr. Michael B. Coulthart
Director
Prion Diseases Program
(204) 789-6026

Health Canada
Geoff Middleton
Manager Accountability
Policy, Planning, International Affairs Directorate (PPIAD)
(613) 954-2039

Agriculture and Agri-food Canada
John Ross
Director
Animal Industry Division
(613) 773-0220

³ A trial period of the CFIA's performance measurement framework for BSE is currently being completed, which includes the effectiveness of the draft key indicators for certain program elements (as indicated above). Targets and tracking methods have not yet been finalized for certain program elements.

The purpose of the Enterprise Operational Reporting/Performance Management Reporting Solution (EOR/PMRS) complementary projects are to develop more robust program-level reporting solutions for performance indicators and targets, to enable the Agency to report reliably for specific program objectives, and to improve program decision making. This 5-year initiative will be completed in 2013, at which time 15 programs will have developed Performance Measurement Frameworks, key performance indicators, performance targets and improved reporting capabilities. Animal Health and Meat Hygiene are being inducted into EOR/PMRS this fiscal year. Feed and Fertilizer programs have been inducted into EOR/PMRS, and are doing on-going testing and refinement of indicators and targets. A great deal of progress has been made in terms of reporting capacity for inducted programs, but at this time, indicators and targets for all the programs in the BSE initiative have not yet been identified.

⁴ Funding sunsetted in 2007-08

⁵ Due to rounding, figures may not add to the totals shown.

Name of Horizontal Initiative: National Aquatic Animal Health Program (NAAHP)

Name of lead department(s): Canadian Food Inspection Agency (CFIA) and Fisheries and Oceans Canada (DFO)

Lead department program activity: CFIA: Animal Health and Zoonotics Program DFO: Aquatic Animal Health

Start date of the Horizontal Initiative: April 1, 2005

End date of the Horizontal Initiative: Ongoing

Total federal funding allocation (start to end date): $59.0M (2005-06 to 2009-10) and $10.4M ongoing

Description of the Horizontal Initiative (including funding agreement): The NAAHP's goal is to protect Canada's aquatic animal resources and productivity by preventing the introduction and spread of aquatic animal diseases, and by maintaining the seafood industry's competitiveness in international markets. This is in line with the Government of Canada's priority to protect Canada's natural resources and economic stability. The Agency's priority in this area is a safe and sustainable animal aquatic resource base.

Shared outcome(s): Sustainable Aquatic Resource Productivity and Internationally Competitive Aquatic Animal Resource Base Industry, which will allow trade to continue and expand.

Governance structure(s): The CFIA is the federal lead for delivery of the NAAHP in collaboration with DFO; respective federal roles and responsibilities are outlined in a Memorandum of Understanding (MOU). The Animal Health Business Line and the Horizontal Steering Committee for Aquatic Animal Health are responsible for monitoring financial governance within the CFIA budget. At the Federal, Provincial and Territorial (FPT) level, the Canadian Council of Fisheries and Aquaculture Ministers (CCFAM) has oversight over the program through a working group with the CFIA. There is also an industry/Federal/Provincial/Territorial advisory committee, the Aquatic Animal Health Committee, which meets annually to guide the development of the program.

Planning Highlights: The implementation of the NAAHP is on-going; this includes the implementation of the import controls for aquatic animals under the Health of Animals Regulations, which came into effect December 10, 2011. Prior to full enforcement of the Regulations, there will be a one-year transition period supported by a Stream of Commerce Policy from December 2011 to December 2012. The development and implementation of surveillance initiatives in support of domestic or international trade, and development of domestic trade permitting the safe movement of susceptible species of finfish, molluscs, and crustaceans within Canada will also continue, and further consultations will be conducted. Other program functions will also be conducted, including: certifying aquatic animals exports, engaging in emergency disease response activities, developing risk assessments, and performance of disease surveillance plans.

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Animal Health and Zoonotics Program Internal Services	National Aquatic Animal Health Programs	$32.1M (2005-06 to 2009-10) and $6.3M ongoing	$6.3M
Total		$32.1M (2005-06 to 2009-10) and $6.3M ongoing	$6.3M

Expected results by program:

Implementation of the Aquatic Animal Health Import Program for 405 regulated species including documentation development (policies and procedures); commodity-specific conditions for the issuance of permits; inspection and sampling plans for high risk commodities; implementation of quarantine procedures and inspections. Implementation of the Aquatic Animal Health Compartmentalization Program to support trade (import and export) in aquatic animals and replace Fisheries and Oceans Canada's Fish Health Protection Regulations which was amended to accommodate the implementation of amendments to the Health of Animals Regulations on December 10th, 2011.

Discussions with stakeholders and right holders for Surveillance Delivery, Emergency Response, domestic movement permission, and Delineation of Domestic Disease Control zones.

Conduct of aquatic animal health risk assessments and country evaluations related to: import/ export; aquatic animal health diseases; scientific advice; and, evaluation of the disease status of countries, zones and regions.

Development of survey plans to support domestic control and trade.

Develop and implement plans to host foreign country audits (EU and Chile).

NAAHP integration into priority Information Management Information Technology (IM/IT) systems & linkage to Fisheries and Oceans Canada's Laboratory Information Management System (LIMS) interfaces.

Changes to CFIA IMIT systems to accommodate the NAAHP, including updates to Import Permit System (IPS) / Automated Import Requirement System (AIRS) / Enterprise Reporting System (COGNOS) implementation.

Outcome 1: Certification of aquatic animal commodities exported from Canada to meet requirements imposed by foreign countries.

Output/Activities: Negotiation of export certificates based on importing country requirements; documentation development for the delivery of each certificate; development of training modules to support delivery of export inspection and certification of aquatic animals; training of Animal Health operations staff to deliver the program; analysis of industry trends and modifications to the system to meet new trade requirements and evolving country health statuses; publication of domestic disease status at the national, regional, and compartment level; performance of sampling required for export delivery; negotiations for continued and new market access.

Indicator: Development of negotiated certificates and dossiers to support market access; development of technical arrangements to support market access. Number of new certificates negotiated.

Target: Historical trends of certificates issued, new certificates negotiated and trade market access issues. An adequate number of staff is trained to perform inspections and issue certificate.

Outcome 2: Protection of the National Aquatic Animal Health Resources

Output/Activities: Develop a zonation and national movement permitting program, and a licensing program which are phased-in. Training will be required for aquatic animal inspection and sample submissions. Develop survey plans to support domestic control and trade as required.

Indicator: Development of the zonation and national movement permitting program, and a licensing program which will be phased-in. Development of survey plans to support domestic control and international trade as required. Successful use of survey information and data for negotiations and technical arrangements.

Target: Historical trends of trade market access issues.

Outcome 3: Implementation of the Import and Compartmentalization Programs.

Output/Activities: Changes to CFIA IMIT systems to accommodate the NAAHP, including updates to Import Permit System (IPS) / Automated Import Requirement System (AIRS) / Enterprise Reporting System (COGNOS) implementation. Implement import controls (permits and zoosanitary certificates) for aquatic animals regulated under the Health of Animals Regulations, which came into effect December 10, 2011. Develop import conditions for all 405 species and related commodities. Negotiate export/zoosanitary certification by foreign countries to meet Canada's new import requirements. Analyze import data from CBSA to evaluate resources for program implementation, and readjust design as required. Conduct import data analysis to reveal trends in terms of the delivery of import permits. Implement the Aquatic Animal Health Compartmentalization Program to support trade (import and export) in aquatic animals.

Indicator: Number of technical arrangements and export certificates negotiated with trade partners that meet Canada's new import requirements. Number of import permits issued, as compared to the number of regulated animal imports (total transactions) to determine potential compliance issues for 2012-2013. Program redesign and regulatory amendments as necessary to support program delivery with NAAHP-allocated resources.

Target: Development of technical arrangements and negotiated export certificates for 80% of regulated aquatic animals and commodities imported.

Federal Partner: Department of Fisheries and Oceans (DFO)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Aquatic Animal Health	National Aquatic Animal Program	$26.9M (2005-06 to 2009-10) and $4.0M ongoing	$4.0M
Total		$26.9M (2005-06 to 2009-10) and $4.0M ongoing	$4.0M

Expected results by program:

DFO's NAAHP laboratories use standards and tracking systems that meet international requirements such as the International Standards Organization (ISO) 17025 Standard for Laboratory Accreditation, and World Organisation for Animal Health (OIE) standards for diagnostic testing.

Outcome 1: Diagnostic tests validated to World Organisation for Animal Health (OIE) Requirements

Output/Activities: Ongoing development and validation of diagnostic tests required to support NAAHP program activities. Priority disease list established collaboratively with the CFIA

Indicator: Validated test methods incorporated into National Aquatic Animal Health Laboratory System diagnostic repertoire for the priority disease.
Target: End of Fiscal Year 2012-13

Outcome 2: Operational Laboratory Information Management System (LIMS)

Output/Activities: Implementation and development of LIMS to facilitate tracking and management of sample testing and reporting.

Indicator: LIMS is fully operational.
Target: April 2012

Outcome 3: DFO NAAHP Laboratories are accredited to ISO 17025 Standards

Output/Activities: Accredited laboratories can demonstrate compliance to internationally accepted standards. Laboratories are implementing controls and will be assessed individually as they are ready.

Indicator: One of three diagnostic laboratories has received ISO accreditation.
Target: End of Fiscal Year 2012-13

Outcome 4: Ensure adequate capacity for diagnostic testing

Output/Activities: In collaboration with the CFIA, establish a network of third-party testing laboratories to support NAAHP program activities.

Indicator: Network of approved provincial, territorial, and private laboratories providing specific diagnostic services.
Target: End of Fiscal Year 2012-13

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$59.0M (2005-06 to 2009-10) and $10.4M ongoing	$10.4M

Results to be achieved by non-federal partners (if applicable): Controlling aquatic animal diseases

Contact information:

Canadian Food Inspection Agency
Cornelius Kiley
Director
Aquatic Animal Health Division
(613) 773-7028

Fisheries and Oceans Canada
Stephen J. Stephen
Director
Biotechnology and Aquatic Animal Health Science
(613) 990-0292

Name of Horizontal Initiative: Invasive Alien Species (IAS)

Name of lead department(s): Canadian Food Inspection Agency (CFIA)

Lead department program activity: Plant Resources Program

Start date of the Horizontal Initiative: 2010-11

End date of the Horizontal Initiative: Ongoing

Total federal funding allocation (start to end date): $95.0M (2010-11 to 2014-15) and $19.0M ongoing

Description of the Horizontal Initiative (including funding agreement): Invasive alien species (IAS) are species introduced through human action from outside their natural distribution (past or present), that threaten the environment, economy, or society - including human health. Annually, IAS results in billions of dollars in direct losses, control costs, increased production costs and lost market access. The annual impact of IAS is estimated to be as much as $20 billion to the forest sector, $7 billion for aquatic invasive species in the Great Lakes, and $2.2 billion for invasive plants alone in the agricultural sector. IAS have gained international attention as globalization, climate change, and international trade increases have elevated IAS introduction risks.

In recognition of the fact that responding to IAS is a shared responsibility, An Invasive Alien Species Strategy for Canada was adopted in 2004 by federal, provincial and territorial resource ministers as a national coordinated approach toward prevention and management of IAS. The Strategy's objective is to initiate implementation of priority objectives (i.e. prevention, early detection and rapid response to new invaders, and management of established and spreading invaders), which will be met via work contributions in five thematic areas: Risk Analysis, Science and Technology, Legislation, Regulation and Policy, Engaging Canadians and International Cooperation. Environment Canada is the lead for invasive animal species; Fisheries and Oceans Canada leads the aquatic invasive species issues; the Canadian Food Inspection Agency leads for invasive plants and other plant pests; and Natural Resources Canada leads for forest pests.

Budget 2010 allocated $19 million per year to Environment Canada, Department of Fisheries and Oceans, National Resources Canada and the Canadian Food Inspection Agency (CFIA) to continue the implementation of the Government of Canada's IAS Strategy as well as for the maintenance and enhancement of advances made in the previous five years in terms of invasive alien species activities. Ongoing implementation of the IAS Strategy is critical for the continuation of the protection of Canada's ecosystems and resource-based economy.

Shared outcome(s): Continuing the implementation of the Invasive Alien Species Strategy for Canada is essential for the protection of Canada's aquatic and terrestrial ecosystems; this includes the protection of native biological diversity, as well as domestic plants and animals, from the risks of invasive alien species. The key outcome of the Strategy is to make Canada a leader in the prevention and management of IAS in a manner that ensures environmental sustainability, economic competitiveness and societal well-being.

Governance structure(s): The government-wide IAS Strategy involves Fisheries and Oceans Canada, Environment Canada, Natural Resources Canada and the Canadian Food Inspection Agency. Departments and agencies are committed to ongoing collaboration for IAS issues. At a federal-level, coordination continues to be discussed through the Directors' General Interdepartmental Committee on Invasive Alien Species. Inter-jurisdictionally, federal-provincial-territorial (FPT) cooperation for IAS issues continues under the auspices of the annual joint meeting of Resource Ministers' Councils for Wildlife, Forests, Fisheries and Aquaculture, and Endangered Species, as well as within associated meetings with Deputy Ministers and Assistant Deputy Ministers. The Minister of Agriculture is the lead federal Minister responsible for responding to invasive alien plants and plant pests; efforts are on-going to seek the full engagement of federal, provincial, and territorial Ministers of agriculture and facilitate their participation in addressing invasive alien species.

Planning Highlights: For 2012-13, the key horizontal plans and are to: continue to develop, advance and implement concrete and practical prevention, detection, response and management activities for the IAS strategy; continue to enhance coordination mechanisms across species, jurisdictions and issues.

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Plant Resources Program Internal Services	Risk Analysis	$15.5M (2010-11 to 2014-15) and $3.1M ongoing	$2.9M
	Science and Technology	$33.0M (2010-11 to 2014-15) and $6.6M ongoing	$4.2M
	Legislation, Regulation and Policy	$6.0M (2010-11 to 2014-15) and $1.2M ongoing	$1.2M
	Engaging Canadians	$3.5M (2010-11 to 2014-15) and $0.7M ongoing	$0.7M
	International Cooperation	$2.0M (2010-11 to 2014-15) and $0.4M ongoing	$0.4M
Total		$60.0M (2010-11 to 2014-15) and $12.0M ongoing	$9.4M

Expected results by program:

Risk Analysis:

The development and use of risk assessment tools and models to identify potential IAS and their associated pathways of introduction. These activities also include the design and implementation of appropriate programs to prevent, detect and manage current and potential IAS risks and pathways.

Outcomes: Entry and domestic spread of invasive plants and plant pests is managed in a risk-based manner.

Outputs/Activities: The CFIA will continue to identify highest-risk potential IASs, their pathways, and appropriate means by which to mitigate identified risks by continuing to conduct pest and weed risk analyses, developing import controls and initial response to early detections. For example, pathways of focus for 2012-2013 include pet toys, grain, ethno-botanical (food and medicinal plants) and internet sales.

The Agency will also continue to facilitate risk identification and analysis information-sharing among federal and provincial partners to ensure efficient information generation and communication.

Indicator: To Be Developed (TBD)*
Target: To Be Developed (TBD).

Science and Technology:

Information gathering, the performance of verification activities and the development of scientific tools and expertise, and program delivery to support the prevention, early detection and rapid response to IAS.

Outcomes: Entry and domestic spread of invasive plants and plant pests is managed and response to invasive plants and plant pests is planned and implemented.

Outputs/Activities: The Agency will support IAS prevention, detection and response through continued efforts to develop scientific tools and expertise. Projects on-going for 2012-2013 include: development of weed molecular identification methods and reference sequence databases; genetic barcoding of invasive plant-eating beetles for rapid pest identification; pest diagnostics; illustrated identification; Lucid Key; genetic barcode and trans-Pacific capacity building for Emerald Ash Borer and its relatives; weed biology and seed identification features for Chinese weedy species that are a risk to Canadian biosecurity.

The CFIA will also minimize the impact of IAS introductions by continued foresight projects and early detection efforts, such as import monitoring and inspection, and continuing to develop diagnostic methods and tools for the rapid and accurate identification of high risk IAS. Specific activities include the development of invasive weed seed identification fact sheets; acquisition of reference material for IAS species that are or will be regulated in the near future; monitoring of seed and grain samples to determine the presence and frequency of alien weed species; inspection and auditing of facilities importing grain and other plant products.

The CFIA will continue to work with North American and international scientific partners towards the improvement of our current IAS detection tools, and the offshore evaluation of new methods for organisms not present in North America.

Domestically, the CFIA will continue to work with Provincial and municipal partners on collaborative IAS plant pest surveys. Domestic regulatory response plans, including surveys, inspection and monitoring will continue to be developed and delivered for specific pests such as jointed goatgrass.

Indicator: To Be Developed (TBD)*
Target: To Be Developed (TBD).

Legislation, Regulation and Policy:

Creating and updating legislation, regulations, policies and programs to support the effective implementation of CFIA commitment to the IAS Strategy.

Outcomes: Entry and domestic spread of invasive plants and plant pests is managed, and response to invasive plants and plant pests is planned and implemented.

Outputs/Activities: The Agency will continue legislative framework modernization by updating regulations, creating new ones and harmonizing approaches (where possible) in consultation with stakeholders.

To ensure consistency with international standards and legislated mandate, the CFIA will continue to develop new science-based programs and policies as well as to update existing ones, while focusing on higher risk pathways of introduction. These will support the implementation and delivery of associated import and domestic measures to protect Canada's resource base from potential IAS.

The CFIA will continue to collaborate with federal and provincial partners to coordinate implementation of An Invasive Alien Species Strategy for Canada, to maintain strong lines of communication, engage stakeholders, and contribute to interdepartmental governance as well as strengthening internal governance across branches.

Indicator: To Be Developed (TBD)*
Target: To Be Developed (TBD).

Engaging Canadians:

Increase public awareness and access to IAS information, prevention, and control strategies, as well as activities that seek to maintain partnerships with governments and stakeholders.

Outcomes: Increased stakeholder and partner cooperation, and stakeholder and partner awareness of plants and plant pests, and compliance with policies and regulations.

Output/Activities: The Agency will continue to work collaboratively with stakeholders and government partners to raise awareness about IAS, their potential pathways and associated policies and programs, thereby promoting early reporting of IAS, best management practices and compliance with regulations to reduce risks to Canada's plant resources. The CFIA will continue to develop and participate in IAS training and outreach sessions for municipal and provincial staff as well as regional IAS organizations. The former will be supported by inspection tools and publications intended to broaden surveillance reach.

Broad stakeholder consultation will continue, and cooperation will be sought when new policies and programs - such as the invasive plants program - are implemented.

Indicator: TBD*
Target: TBD*

International Cooperation:

Collaborate with key international phytosanitary organizations and trading partners to reduce risks of IAS introduction from imported products, and to maintain access to foreign markets for Canadian exports through the development and implementation of harmonized standards and guidelines.

Outcomes: Increased international engagement, cooperation and awareness of invasive species and compliance with policies and regulations. A key objective of international cooperation is ensuring that international standards and processes reflect Canadian interests.

Output/Activities:

The CFIA will continue its active participation in the establishment of international standards, negotiations and bilateral meetings with key trading partners to mitigate IAS introduction risks through trade pathways, and the maintenance of access to foreign markets. The CFIA anticipates enhanced sharing of risk analysis information, notification, and discussion of new policies and programs as well as approach harmonization where appropriate and feasible.

Indicator: TBD*
Target: TBD*

*Note: The CFIA, DFO, EC, and NRCan will report ongoing implementation and effectiveness of the Strategy through their respective annual Report on Plans and Priorities and Departmental Performance Reports. In addition, the CFIA, DFO, EC, and NRCan will develop an approach to assess IAS Strategy performance for Canada, in which indicators and targets are expected to be jointly reviewed by the four partners.

Federal Partner: Natural Resources Canada (NRCan)

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Protection for Canadians and Natural Resources	Risk Analysis	$3.0M (2010-11 to 2014-15) and $0.6M ongoing	$0.6M
	Science and Technology	$5.0M (2010-11 to 2014-15) and $1.0M ongoing	$1.0M
	Legislation, Regulation and Policy	$1.0M (2010-11 to 2014-15) and $0.2M ongoing	$0.2M
	Engaging Canadians	$0.5M (2010-11 to 2014-15) and $0.1M ongoing	$0.1M
	International Cooperation	$0.5M (2010-11 to 2014-15) and $0.1M ongoing	$0.1M
Total		$10.0M (2010-11 to 2014-15) and $2.0M ongoing	$2.0M

Expected Results by program as per (13):

Risk Analysis:

Increased capacity to identify and address forest invasive alien species risks, and to prevent their introduction.

Outcome: Increased capacity to identify and address forest invasive alien species risks, and to prevent their introduction.

Outputs/Activities: NRCan will continue to improve the understanding of forest invasive alien species pathways: assessment of human-assisted introduction, and the impact of invasive alien forest pests; the  development of national risk analysis models; an historical database of forest alien species in Canadian forests and national and cross-border risk maps for forest invasive alien species.

Indicator and Target: TBD*

Science and Technology:

Knowledge of forest invasive alien species taxonomy, biology, and ecology is improved.
Likelihood of establishment or spread of forest alien forest species is minimized and their impacts are mitigated.

Outcome 1: Knowledge of forest invasive alien species taxonomy, biology, and ecology is improved.

Outputs/Activities: Continued engagement in scientific research to address knowledge gaps in taxonomy, biology, ecology, distribution, pest-host and forest-pathogen relationships, including the development and testing of molecular and genetic tools to identify non-native insects.

Indicator and Target: TBD*

Outcome 2: Likelihood of establishment or spread of forest alien forest species is minimized and their impacts are mitigated.

Outputs/Activities: Production of detection, diagnostic and surveillance tools and strategies, including molecular, pheromone and chemical attractant methods for forest invasive alien species. The development of response tools and methods, including communication to responsible agencies of scientific recommendations to address the control and eradication of forest invasive alien species.

Indicator and Target: TBD*

Legislation, Regulation and Policy:

Decision-making related to forest invasive alien species management by regulatory agencies and other organizations is informed by scientific and policy expertise.
Canadian positions in national and international discussions on phytosanitary matters are informed by scientific and policy expertise.

Outcome 1: Decision-making related to forest invasive alien species management by regulatory agencies and other organizations is informed by scientific and policy expertise.

Outputs/Activities: Provision of Science and policy expertise on forest invasive alien species prevention, detection and response are provided to regulatory agencies and other federal Departments, Provinces and Territories, Municipalities Industry and First Nations. Development of a decision framework for forest invasive species decisions has been initiated and is ongoing in partnership with the Canadian Food Inspection Agency and stakeholders. Availability of risk information is being enhanced.

Indicator and Target: TBD*

Outcome 2: Canadian positions in national and international discussions on phytosanitary trade issues are informed by scientific and policy expertise.

Outputs/Activities: Continued provision of scientific and policy advice to support phytosanitary trade negotiations and the development of national and international forest phytosanitary standards. Development of training material and guidance for implementation of phytosanitary standards and forest education. Continued communication to the forest sector of strategies to reduce barriers to the international trade of forest products.

Indicator and Target: TBD*

Engaging Canadians:

Scientific information about forest invasive alien species is made available to agencies, researchers and the public.

Outcome: Scientific information on FIAS is made available to agencies, researchers and the public.

Outputs/Activities: The CanFIAS Database will be enhanced and expanded with new functionalities and information. The database will be made available to the National Forest Pest Strategy partners before global release. A communications strategy for release will be developed which will involve publication and presentations aimed at enabling all end-users to utilize information to develop strategic knowledge.

Indicator and Target: TBD*

International Cooperation:

International cooperation is facilitated with phytosanitary organizations and trading partners.

Outcome: International cooperation is facilitated with phytosanitary organizations and trading partners.

Outputs/Activities: Continued engagement in international forest sector consultation, development of research and analysis to respond to Canadian export trade issues and develop national and international phytosanitary standards that reduce global movement of forest pests. Knowledge transfer support for science-based decision-making in terms of international fora to facilitate international cooperation, reduce pest threats to Canadian forests, and minimize disruption of Canadian forest products by phytosanitary concerns.

Indicator and Target: TBD*

*Note: A review of Natural Resources Canada's performance measurement framework for Forest Invasive Alien Species will be undertaken. Targets and tracking methods have not yet been determined.

Federal Partner: Department of Fisheries and Oceans (DFO)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Science for Sustainable Fisheries and Aquaculture	Risk Analysis	$2.0M (2010-11 to 2014-15) and $0.4M ongoing	$0.4M
	Science and Technology	$5.1M (2010-11 to 2014-15) and $1.02M ongoing	$1.02M
	Legislation, Regulation and Policy	$1.1M (2010-11 to 2014-15) and $0.21M ongoing	$0.21M
	Engaging Canadians	$0.4M (2010-11 to 2014-15) and $0.09M ongoing	$0.09M
	International Cooperation	$11.4M (2010-11 to 2014-15) and $2.28M ongoing	$2.28M
Total		$20.0M (2010-11 to 2014-15) and $4.0M ongoing	$4.0M

Expected results by program:

Risk Analysis:

Risk analysis for priority species and pathways.

Science and Technology:

Decision makers are provided with information in order to manage species and pathways in a risk-based manner.

Legislation, Regulation and Policy:

Fisheries and Oceans is developing a regulatory proposal under the Fisheries Act, which will seek to prevent the introduction of new aquatic invasive species, as well as enable management and control activities. Cooperation and coordination with provincial and territorial partners on this regulatory proposal is underway via the National Aquatic Invasive Species Committee under the Canadian Council of Fisheries and Aquaculture Ministers.

Work is underway to refine the regulatory proposal including addressing issues related to policy, legal, and implementation.

Engaging Canadians:

Stakeholders and partners are aware of activities that can mitigate the risk of aquatic invasive species.

Canadians will be consulted on the AIS regulatory proposal as part of the regulatory process.

International Cooperation:

The impact of Sea Lamprey is effectively managed in the Great Lakes.

Canada is involved in international discussions to address the introduction and spread of aquatic invasive species.

Federal Partner: Environment Canada (EC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Biodiversity - Wildlife and Habitat	Engaging Canadians-Invasive Alien Species Partnership Program	$5.0M (2010-11 to 2014-15) and $1.0M ongoing	$1.0M
Total		$5.0M (2010-11 to 2014-15) and $1.0M ongoing	$1.0M

Expected results by program:

As per the Updated 2012-13 Departmental Program Performance Framework:

Expected Result: Canadians increasingly participate in priority activities set out in An Invasive Alien Species Strategy for Canada (IASSC).

Indicator: Number of participants in IASPP funded projects (Target: 1000)

Output: Funding for locally-initiated projects that meet eligibility criteria

Indicator: Ratio of funding leveraged from non-federal partners for program funding (Target: Partner $ : Federal $ = 3:1)

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$95.0M (2010-11 to 2014-15) and $19.0M ongoing	$16.4M

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:

Canadian Food Inspection Agency
Wendy Asbil
National Manager
Invasive Alien Species and Domestic Program
Plant Health and Biosecurity Directorate
(613) 773-7236

National Research Council of Canada
Jacques Gagnon
Director
Science Policy Division
(613) 990-5827

Fisheries and Oceans Canada
Sophie Foster
Science Advisor, Aquatic Invasive Species Program
Environment and Biodiversity Science
(613) 990-9480

Environment Canada
Elizabeth Roberts
Manager
Conservation Partnerships and Programs
(819) 934-5277

Name of Horizontal Initiative: Plum Pox Management and Monitoring Program (PPMMP)

Name of lead department(s): Canadian Food Inspection Agency (CFIA)

Lead department program activity: Plant Resources Program

Start date of the Horizontal Initiative: 2011-12

End date of the Horizontal Initiative: 2015-16

Total federal funding allocation (start to end date): $17.2M (2011-12 to 2015-16)

Description of the Horizontal Initiative (including funding agreement): Plum Pox Virus (PPV) is a viral plant disease that infects Prunus species including peach, plum, apricots and other stone fruit plants. PPV does not affect human or animal health but reduces fruit yields, mottles leaves, and causes visual symptoms on stone fruit which thus reduces their marketability. The virus is spread locally by aphids (an insect) and through the movement of infected propagative material, including live trees of all age classes, rootstock, bud wood, cuttings or other green branches and twigs, and tissue cultures.

PPV was first discovered in Ontario and Nova Scotia in 2000. The Government of Canada responded in 2001 with a three-year, $49.3 million PPV program to suppress PPV, and to evaluate the feasibility of eradication. Based on the recommendations of a PPV International Expert Panel (IEP), the seven-year, Plum Pox Eradication Program (PPEP) was launched in 2004 ($85 million) and augmented in 2007 with an additional $58.6 million totaling $143.6 million in federal and Ontario government funding. The PPEP expired on March 31, 2011.

Eradication of PPV has been achieved in six of the seven quarantine areas established at the beginning of the eradication program. These six quarantine areas are Blenheim, Fonthill, Stoney Creek and Vittoria in Ontario, and the Annapolis Valley and Wolfville in Nova Scotia. All of the regions continue to be surveyed and monitored, and no new virus cases have been found outside the Niagara region. Although eradication was not achieved in Niagara, the infection rate has been reduced from 1.9% of tree samples to less than 0.02% in 2010.

By implementing a PPV monitoring and management strategy, PPV will remain in the Niagara region in perpetuity, thus the industry will need to manage the risks it poses to production and marketability of products.

The PPMMP consists of regulatory plant protection activities and, for the first five years of the program, significant research to develop PPV risk mitigation tools and educational and awareness program components to build the capacity within the industry to implement best management practices.

CFIA and Agriculture and Agri-food Canada (AAFC) funding was obtained from Budget 2011 which allocated $17.2 million over five years for the PPMMP, whose goal is to be a management and monitoring strategy to contain and prevent the spread of plum pox.

Shared outcome(s): The outcome of the Government's PPMMP is to fulfill the Government of Canada's plant protection obligations and international responsibilities through measures to mitigate the spread of PPV to other regions of Canada and internationally. The PPMMP's other outcome is to facilitate industry management of PPV.

Governance structure(s): The CFIA's PPMMP activities and deliverables are managed and governed by the Plant Health Business Line Committee as PPV is an established, regulated plant pest requiring ongoing decision making to protect Canada's plant resource base. Also, AAFC's A-Base activities are managed and governed by a committee of Science Directors from the Research Branch who report to the Director General of Science Operations. The DG has the final "sign-off" authority for AAFC Research Branch activities including PPMMP. An AAFC Science Director has been assigned as responsible for ensuring PPV research activities are implemented, managed and reported as required.

A PPV Steering Group (PPV-SG), consisting of CFIA and AAFC director-level officials, was established for the first five years to make recommendations about program delivery to the above CFIA and AAFC governance committees. The PPV-SG liaises with internal and external stakeholders as required, including international plant protection bodies, to provide updates and seek input about program and research parameters at stakeholder conferences and meetings. After a period of five years, when AAFC's role in the PPMMP has concluded, CFIA's Plant Health Business Line Committee will be responsible for managing the PPMMP on an ongoing basis.

Planning Highlights: For 2012/13, the key horizontal plans are: implement appropriate sampling and detection of Plum Pox Virus host material to update, as required, the quarantine area boundary; enforce restrictions to mitigate the spread of Plum Pox Virus; and undertake research activities to improve the regulatory program.

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Plant Resources Program Internal Services	Monitoring and Detection	$4.2M (2011-12 to 2015-16)	$1.0M
	Regulatory Enforcement	$4.6M (2011-12 to 2015-16)	$1.0M
	PPV Regulatory Research	$1.1M (2011-12 to 2015-16)	$0.3M
	PPV Suppression Research	$0.7M (2011-12 to 2015-16)	$0.2M
Total		$10.6M (2011-12 to 2015-16)	$2.5M

Expected results by program:

Monitoring, Detection:

Outcome:

Mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/activities:

Monitoring activities will be performed by the CFIA to confirm and adjust Niagara area quarantine boundaries as necessary. In accordance with NAPPO guidelines, the CFIA will conduct detection activities annually, by taking samples along the Niagara quarantine area perimeter. Laboratory testing of samples to determine the presence of PPV will be conducted by the CFIA. To detect whether PPV has spread beyond the quarantine area, samples will be collected annually from commercial orchards and nurseries from PPV-susceptible species in other regions of Ontario, Nova Scotia, Quebec, and British Columbia.

Indicator:

Established quarantine areas and areas with PPV-susceptible species will determine the location where sampling will occur. Samples will be collected from specific species (peach, plum, nectarine, apricot) located inside and outside of the quarantine area.

Target:

An estimated 22,850 samples will be taken and tested annually until 2015 and reduced to 17,000 samples in 2016 and ongoing.

Outcome:

Mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/Activities:

Through its inspection activities, the CFIA will monitor and assess the compliance of regulated parties with the PPMMP regulatory requirements. Monitoring activities include issuing movement certificates for regulated material (dormant root stock, seedlings, seeds, and plant material for research) and conducting audits and compliance verifications of retail outlets, nurseries and other facilities that may sell, distribute or propagate susceptible Prunus species. When non-compliance is identified, the CFIA will take the most appropriate response to obtain compliance in view of factors such as potential or actual harm, the compliance history of the regulated party, and intent.

To help maintain a lower level of virus prevalence within the quarantine area, the prohibition and restriction to propagate regulated Prunus plants within the quarantine area will continue. The prohibition of propagation will ensure that only PPV-free, or certified clean stock (planting material that is free of all viruses including PPV) is used within the Niagara quarantine zone.

Indicator:

Growers, residents and retailers within the quarantine area.

Target:

Annual inspection of a sub-set of growers, residents and retailers to determine if movement of material or propagation has occurred. Property scouting will commence during the 2012-13 fiscal year which will determine the number of properties to be annually scouted.

PPV Regulatory Research

Outcomes:

Restrain the prevalence of PPV in the Niagara region, mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/Activities:

To support the clean stock program, a research project will be conducted by the CFIA to develop strategies for eliminating PPV from rootstock; this program supports the enforcement of the prohibition on propagation. The most effective method(s) to eliminate PPV from infected nursery stock materials will be evaluated so that desirable foreign varieties may become eligible for use by industry through clean stock services.

Regulatory research will also develop improved detection tools and more extensive knowledge about PPV to support PPV surveillance, monitoring and detection. CFIA research projects include characterizing genetic variation within individual strains of PPV found in Canada, monitoring the introduction of new strains, and mapping the movement of the virus within Canada.

Beyond 2016, the CFIA will conduct similar research, such as evaluating the host range for newly discovered strains of PPV to determine the range of Prunus hosts to be regulated in Canada. This research will ensure that the ongoing regulatory program remains effective in mitigating the spread of PPV.

Indicator:

In total, three indicators are identified: 1) protocol for the production of virus-free nursery stock for domestic and export clean stock programs using virus elimination techniques; 2) genetic maps to understand the movement of PPV strains and isolates, to allow for continuous improvement of regulatory surveillance protocols; and 3) identification of any new strains and isolates of PPV not previously reported in Canada along with protocols for their detection.

The requirement of a comprehensive list of host plants for new strains of PPV detected in Canada to enhance surveillance protocols and industry.

Target:

Other than creating a protocol for virus elimination, the genetic map and identification of new strains are dependant on the number of samples collected that test positive. Host range target is variable depending on the identification of new strains and isolates in Canada during routine surveillance activities.

PPV Suppression Research

Outcomes:

Screening of foreign plant material for pests and diseases and conduct pre-evaluation.

Outputs/Activities:

AAFC will identify foreign varieties with potential resistance to PPV. The CFIA has phytosanitary measures in place to mitigate pest movement into Canada from imported products. The CFIA will screen identified foreign plant material in order for its use in growth trials in Canada.

Indicator:

Plant material identified by AAFC and imported into Canada.

Target:

Variable, based on the number of identified potential candidate varieties and laboratory capacity.

Federal Partner: Agriculture and Agri-Food Canada (AAFC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Science, Innovation and Adoption	PV Regulatory Research	$0.4M (2011-12 to 2013-14)	$.15M
	Virus Resistance Research	$3.0M (2011-12 to 2015-16)	$.65M
	PPV Suppression Research	$2.9M (2011-12 to 2015-16)	$.65M
	Education and Awareness Activities	$0.3M (2011-12 to 2015-16)	$.15M
Total		$6.6M (2011-12 to 2015-16)	$1.6M

Expected results by program:

Industry Management of PPV:

Outcomes:

Immediate Outcomes

Immediate outcomes are enhanced PPV best management tools, PPV resistant varieties, and improved methods for industry detection of PPV. Research findings will contribute to PPMMP educational and awareness activities.

Intermediate outcomes

Intermediate outcomes are that industry will be equipped and positioned to effectively contain PPV within the Niagara region and moderate the prevalence of PPV in the Niagara region.

Virus Resistant Research - Outcomes

Research will develop virus resistance strategies to help protect against PPV and manage the virus in the long term. Specific research projects that support virus resistance include 1) developing a new PPV resistant peach tree line through gene silencing (switching off a gene to make susceptible hosts resistant to infection); 2) developing transferable resistance in rootstock that can be transmitted through grafting to existing fruit trees; and 3) developing a virus vector which will act like a vaccine to induce resistance by gene silencing.

Indicator:

Knowledge and technology about how to induce PPV resistance in peach trees; Knowledge about the gene expression of PPV infection, for use by plant breeders in public/private peach breeding programs. Peach germplasm resistance to PPV for transfer to public/private peach breeding programs; PPV resistant plum germplasm for transfer to public/private plum breeding programs; New knowledge to prevent PPV infection of non-infected peach germplasm in the field.

Target:

Development of a peach line with genetic resistance to PPV; Development of genetic resistance to PPV through use of root-stocks; Development of a PPV vaccine; Knowledge about PPV-host-tree interactions for the development of new technologies to combat PPV and related viruses

PPV Suppression Research - Implementation Plan

PPV suppression will be pursued through research to reduce PPV transmission in orchards. Research projects include assessing practices and processes to suppress PPV transmission by aphids, specifically the use of oil sprays on Prunus plant leaves; evaluating the influence of tree variety and age on the level of seasonal resistance to natural infection by aphids; determining the efficacy of newly registered insecticides on the transmission of PPV, which will result in the development of guidelines for application for use by industry; examining the impact of PPV infection in young peach tree growth, hardiness and productivity in subsequent years; and evaluating foreign material for use in Canada (in collaboration with the CFIA).

Education and Awareness Activities

Outcomes

Immediate outcomes

Immediate outcomes are increased industry understanding and awareness of PPV best management practices.

Intermediate outcomes

Intermediate outcomes are increased industry uptake of PPV management, which will also help to prevent the spread of PPV.

Implementation Plan

Several activities will be conducted to increase industry knowledge and awareness of PPV management practices, and facilitate the transition from eradication to long term management. These activities will be conducted in collaboration with OMAFRA, which is responsible for providing PPV management crop advice and training to Ontario growers and nurseries. AAFC will also liaise with the OTFPMB and the Canadian Nursery Landscape Association (CNLA) to develop and promote an effective educational and awareness campaign.

Currently, the industry has very little information about the spread and risks of managing PPV. As such, educational services will be pursued for the first five years of the program. AAFC will collaborate with OMAFRA to distribute information to Ontario tender fruit industry members about PPV best management practices by publishing pamphlets and articles. An AAFC-OMAFRA fact sheet and web postings related to PPV management will provide information about the disease, including symptom recognition, proper use of treatments, virus testing methods, and service provider contact information.

In addition to publications, best management practices will be shared with producers by delivering presentations at grower meetings, conferences and information sessions. European tender fruit producers and crop advisors who have experience managing the disease will be invited to participate in the conferences, meetings and information sessions to leverage their expertise. Information and research findings will also be provided by local crop advisors and researchers.

During field tours, hands-on training and practical demonstrations will be conducted to increase the efficacy of the education and awareness campaign. Producers will be shown how to recognize PPV symptoms and properly apply treatments.

In 2015-16, AAFC will transfer the additional knowledge and specific recommendations to enhance best management practices acquired through the research projects to OMAFRA and industry stakeholders.

PPV Regulatory Research

Outcomes:

Restrain the prevalence of PPV in the Niagara region, and mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/Activities:

Regulatory research will also develop improved detection tools by AAFC and more extensive knowledge about PPV to support PPV surveillance, monitoring and detection. CFIA research projects include characterizing genetic variation within individual strains of PPV found in Canada, monitoring for the introduction of new strains, and mapping virus movement within Canada.

AAFC will conduct research to develop a more sensitive broad spectrum diagnostic tool to detect PPV and determine the most efficient sampling methodology for that tool's user. Upon its completion, the diagnostic tool technology will be transferred to Canadian private laboratories and the CFIA for the regulatory program.

Indicator:

AAFC indicator will be production and purification of PPV proteins for use in a more sensitive test (tool) to detect PPV infection in the field; this technology will be transferred for use by CFIA.

Target:

Targets of AAFC research include:

1. Production and purification of high levels of PPV protein
2. Development of a PPV detection system
3. Assessment of the sensitivity and breadth of detection for PPV strains
4. Determination of most efficient sampling methodology for PPV detection

PPV Suppression Research:

Outcomes:

Contain PPV in the Niagara quarantine area by implementing measures to mitigate the spread of PPV to the rest of Canada and internationally. Generate new knowledge and transfer this knowledge of PPV management by industry to maintain industry viability and profitability (Best Management Practices).

Outputs/Activities:

Commercial orchards will be surveyed to establish a database of both infected and healthy trees for use in research study. Limited studies will be performed on young peach trees using containment room conditions. Annual collection of samples and data from these sites will be used to assess the effects of PPV on tree physiology, growth, yield, and viability to inform the improved development of management recommendations to the industry.

Beyond 2016, the CFIA will conduct research, such as evaluating the host range for newly discovered strains of PPV, to determine the range of Prunus hosts to be regulated in Canada. This research will ensure that ongoing regulatory programs remain effective in mitigating PPV spread.

Indicator:

New knowledge, recommendations, and tangible tools to improve best management practices such as the use of oil sprays to manage PPV spread within orchards, and information on susceptibility and impact of PPV of different tree varieties. In particular these studies will help identify periods of maximal susceptibility of trees to PPV so that targeted oil or antifeedant applications can be made. Research findings will be presented at grower conferences, expert panel meetings and workshops, scientific meetings, and published in both grower newsletters and scientific journals. Research findings will be transferred to provincial extension personnel, and posted on an industry website.

Target:

Research will be conducted on:

The use of horticultural oils to minimize aphid transmission of PPV and to examine possible phytotoxicity on foliage and fruit when applied in close proximity to other commercially used pesticides

The efficacy of antifeedants or excitants in preventing aphid transmission of PPV

The impact of PPV on peach tree productivity, viability, and symptom expression

The use of organic or mineral amendments, and plant growth regulators as a management practice.

Results achieved by non-Federal Partners (if applicable): N/A

Contact information:

Canadian Food Inspection Agency
Anthony Parker
A/Director - Horticulture Division
Plant Health and Biosecurity Directorate
(613) 773-7188

Trent Herman
A/National Manager - Greenhouse and Nursery
Plant Health and Biosecurity Directorate
(613) 773-7630

Eric Wierenga
Horticulture Specialist - Greenhouse and Nursery
Plant Health and Biosecurity Directorate
(519) 826-2843

Agriculture and Agri-Food Canada
Gary Whitfield
Science Director - Environmental Health
Science Centres Directorate
(519) 738-1218

Lorne Stobbs
Research Scientist - Vineland
(905) 562-4113(241)

Name of Horizontal Initiative: Food Safety Modernization (FSM)

Name of lead department(s): Canadian Food Inspection Agency (CFIA)

Lead department program activity: Food Safety Program

Start date of the Horizontal Initiative: 2011-12

End date of the Horizontal Initiative: 2015-16

Total federal funding allocation (start to end date): $99.8M (new funding) and $40.0M (internal reallocation) (2011-12 to 2015-16)

Description of the Horizontal Initiative (including funding agreement): The CFIA was created in 1997 to enhance food safety systems through the consolidation of inspection and quarantine services that were being delivered by Agriculture and Agri-Food Canada, Health Canada, Fisheries and Oceans Canada and Industry Canada. The current inspection system comprises numerous independent inspection delivery models.

In Budget 2011, the Government of Canada committed funding amounting to $96.8 million to the CFIA to improve and modernize its food safety inspection system. A number of CFIA initiatives were identified to modernize Canada's food safety inspection system. In support of Agency modernization initiatives, HC received $3.0M of this funding for enhanced health risk assessment capacity.

The main objectives of this modernization initiative are to move the CFIA away from a system of independent commodity-specific inspection approaches and inspector training, and paper-based record keeping and interactions with stakeholders, to that of a single-inspection approach consistent across the food safety program, supported by standardized training, technology information solutions, enhanced proactive science capacity and improved service to stakeholders.

The plan consists of three elements:

• a) inspection system modernization, including the development of an improved inspection model which will provide standardized activities across the food program, national training for inspectors, enhanced listeria control in high risk ready-to-eat foods, enhanced HC health risk assessment capacity in support of CFIA modernization activities, and the development of an electronic service delivery platform;
• b) supporting risk-based decision making through enhanced scientific capacity, including a proposal for a food laboratory network, enhanced capacity for scientific testing and improved facilities and equipment; and
• c) increasing efficiency through improved information management and information technology, including data storage and back-up capacity; enhanced connectivity and more support for inspector tools such as wireless devices, and laptops.

Shared outcome(s): Modernize CFIA's inspection system by providing up-to-date and relevant training and necessary technology support. This shared outcome will address the increasing complexity of inspection associated with industry advancements in food production, and international advancements to improve food safety systems.

Governance structure(s): The CFIA has imposed an internal governance framework for the delivery of activities related to Food Safety Modernization. The CFIA's Senior Management Committee, chaired by the President, will provide direction for initiatives, and is accountable for overall implementation. Three VP-level advisory committees responsible for each of the three elements (inspection system modernization, science and IM/IT) will report to the Agency's Senior Management Committee, and will be accountable for ensuring activities are on track and on budget. Each will operate individual governance structures, led by a business sponsor and a dedicated Project Manager, with representation from all implicated areas. The Project Governance and Investment Board provides the forum to ensure horizontal integration between the three elements.

Planning Highlights: For 2012-13, consultations will be held for the drafting of an improved inspection delivery model. Project approval will be sought for the IM/IT solution to support the implementation of the draft model, as well as the electronic service delivery platform. The electronic service delivery platform project team will develop the required project documentation for project approval, and work with stakeholders will be initiated to develop detailed business requirements. With respect to the implementation of Health Canada's Listeria policy for non-meat ready-to-eat food, the Agency will continue staffing actions to provide additional inspection staff for inspection activities in high-risk areas, validate new laboratory methodologies for Listeria in non-meat commodities, and analyze additional food and environmental samples. A new core training program will be piloted for new inspection staff. CFIA subject matter experts will also provide refresher training to existing staff to keep inspectors current with emerging trends and developments related to their work. Adjustments to the core training program will occur as the new inspection model is developed and refined. The Agency will strengthen its information integration capability by introducing Agency-wide data standards. Planning will commence for desktop operating system and tools upgrading and standardization, as well as increasing data storage and backup capacity.

To enhance scientific capacity in 2012-13, the CFIA will assemble a small team to work in collaboration with partners and explore with experts the concepts, processes and mechanisms available to conduct a laboratory systems analysis of the Canadian food laboratory system. Partners will be engaged in exploring data and information requirements and opportunities in anticipation of future feasibility assessments, with respect to the use of existing, or in the creation of an IM/IT platform for secure data sharing. The Modernizing Equipment and Laboratories sub-projects at the GTA and St. Hyacinthe Food laboratories will move into the Project Planning stage with the award of contracts for the Engineering/Design phase of the projects. This will provide support to move to the execution stage of the projects with construction beginning in 2013-14. Additionally, highly skilled scientists will be hired in targeted laboratories.

Federal Partner:

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Food Safety Program	Inspection Modernization	$100.2 (2011-12 to 2015-16)	$16.2M
	Enhancing Scientific Capacity	$19.8M (2011-12 to 2015-16)	$2.4M
Internal Services	Improved IM/IT	$16.8M (2012-13 to 2015-16)	$3.8M
Total		$136.8M (2011-12 to 015-16)	$22.4M

Expected results by program:

Inspection System Modernization

Improved Inspection Delivery Model:

Development of improved inspection delivery model and IM/IT solutions to support the model.

Outcome: The development of an improved inspection delivery model, with supporting IM/IT solutions that will result in the improved management of food safety risks.

Outputs/activities: A single food inspection program will be developed, supported by IM/IT solutions for food inspection. The improved inspection delivery model will include standard collection, reporting and analysis across food commodities and will provide a more consistent inspection and enforcement approach for regulated parties.

Indicator: To be developed (TBD)*
Target: To be developed (TBD)*

Verifying Compliance with HC's Revised Listeria Policy

Outcome: Fewer illnesses caused by Listeria monocytogenes resulting from the consumption of high-risk, non-meat RTE foods.

Outputs and Activities: The Agency will enhance inspection and testing activities to verify industry control of Listeria in all high-risk, non-meat Ready to Eat (RTE) food. The Agency will increase the number of inspections and samples taken and analyzed, and provide technical support for risk assessments resulting from positive findings. Sampling data will be used to support risk-based decision making. Industry will be encouraged to implement preventative Listeria control programs. New Listeria testing methods will be validated and trend analysis will be developed.

Indicator: To be developed (TBD)*
Target: To be developed (TBD)*

Electronic Service Delivery Platform

Outcome: The CFIA can interact with business and international trading partners in an effective, transparent and timely fashion.

Outputs and Activities: The Agency will develop an electronic service delivery platform (ESDP) to enable regulated parties to more readily access CFIA programs and information. Secure service delivery applications will be developed and integrated within an electronic portal. The first deliverable under the ESDP will be electronic export certification.

Indicator: To be developed (TBD)*
Target: To be developed (TBD)*

Recruitment and Training of Inspectors

Outcome: Recruitment and training process for inspections within the CFIA will be designed to meet the requirements of the modernized inspection model.

Outputs and Activities: A comprehensive national recruitment, selection and training strategy based on a core, competency-based curriculum for inspection staff will be developed. Core training to new recruits as well as enhanced ongoing training for existing inspection staff will be provided.

Indicator: To be developed (TBD)*
Target: To be developed (TBD)*

Enhanced Scientific Capacity

Developing a Laboratory Network Strategy

Outcome: Improved CFIA food laboratory capacity and improved ability to detect and respond to food safety related hazards.

Outputs and Activities: Collaborative opportunities between partners will be identified. Best practices from existing laboratory networks will be reviewed and an analysis of gaps and needs within the food laboratory system will be completed. A commitment from partners to build and implement a food laboratory network will be sought. Feasibility studies describing a system to share laboratory information will be completed. A plan and steps to implement a food laboratory network will be developed and put in place.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

Modernizing Equipment and Laboratories

Outcome: Improved CFIA food laboratory capacity to detect and respond to food safety related hazards.

Outputs and Activities: Laboratory expansion and renovation of targeted laboratories will be completed. Laboratory equipment will be upgraded with the procurement of modern testing equipment.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

Enhancing Laboratory Response Capacity

Outcome: The CFIA is able to detect and respond faster to food safety hazards.

Outputs and Activities: The number of highly skilled scientists in targeted laboratories will be enhanced through hiring additional scientists. New rapid, scientific, and sensitive food safety testing methods will be developed.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

Improved IM/IT

Outcome: Foundational IM/IT elements in place to support business needs in the delivery of the food safety management risks.

Outputs and Activities: Increase connectivity for front line staff. Acquisition and deployment of modern devices to inspection staff. Provide the Agency and Agency staff with stable and up-to-date information management and integration capabilities. Negotiate with Shared Services Canada for the provision of additional data storage and backup capacity.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

*Note: A review of the CFIA's performance measurement framework for Food Safety Modernization is currently being undertaken, which has included the development of draft key indicators for certain program elements (as indicated above). Targets and tracking methods have not yet been determined. A Performance Measurement Strategy will be finalized.

Federal Partner: Health Canada (HC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Food Safety and Nutrition	Enhancing Health Risk Assessment Capacity to Support CFIA Food Safety Inspection Activities	$2.6M (2012-13 to 2015-16)	$517K
Total		$2.6M (2012-13 to 2015-16)	$517K

Expected results by program:

Inspection System Modernization

Enhanced Health Risk Assessment Capacity:

Outcome 1: CFIA-led food safety investigations will be supported by timely health risk assessments that will further support swift action being taken to minimize/mitigate the potential exposure of Canadians to hazards in food and the number of associated illnesses.

Outputs/Activities: Health Canada will build additional flexibility in its health risk assessment capacity to sustain its current level of service through hiring of additional employees, ongoing training, review and analysis of health risk assessment activities, and the proactive development of new policies and guidelines, where appropriate.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

Results achieved by non-Federal Partners (if applicable): N/A

Contact information:

Canadian Food Inspection Agency
Vance McEachern
Executive Director
Inspection Modernization
(613) 773-7031

or

Jennifer McLean
Project Manager
Inspection Modernization Office
(613) 773-7176

Health Canada
Amanda Whitfield
Senior Policy Analyst
Director General's Office, Food Directorate
(613) 948-2761