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Section IV: Other Items of Interest

This section contains other items of interest related to the CFIA’s 2008–09 plans and priorities. The following items are included:

• 4.1 Sound Agency Management
• 4.2 Partners and Stakeholders
• 4.3 Acronyms

4.1 Sound Agency Management

The MAF sets out the Treasury Board’s expectations of senior public service managers for good public service management. The framework provides a vision of excellence in management that is the basis for initiatives to improve performance launched at all levels of organizations within the federal government.

The CFIA uses the results of annual MAF assessments to report to Parliament on management plans and performance in the RPP.

Over the next years the CFIA will continue to integrate the overall modern management principles of MAF, demonstrating the Agency’s commitment to accountability and sound management.

This section highlights the CFIA’s key management initiatives for 2008–09 (in addition to the Management Priorities identified in section I of this report).

More information on the MAF can be found at: http://www.tbs-sct.gc.ca/maf-crg/index_e.asp.

4.1.1 Key Management Initiatives:

Quality Management in Operations — “Consistency Initiative”

Since September 2003, the CFIA has taken steps to improve the consistency of operational delivery of the Agency’s services across the country. A key component is the implementation of a quality management system which applies to three broad areas of activity: verification of compliance to regulations, provision of services for fees, and incident management.

The Quality Management System and Consistency Initiative, while internal processes, will have a definite impact on Canadians through the improvement of our effectiveness and impact in delivering the CFIA mandate. Implementation of consistency initiatives will continue for all program sectors in 2008–09.

Compliance and Enforcement Policy

In 2008, the CFIA issued a new Compliance and Enforcement Policy. The 2008 Policy is in place to update and address various issues with the previous Compliance and Enforcement Policy. The Agency needs to ensure that all stakeholders understand the principles that guide the CFIA in carrying out its compliance and enforcement activities. The 2008 Policy aims to:

• explain how the CFIA interprets compliance and enforcement;
• clarify the roles and responsibilities of regulated parties and CFIA officials; and
• promote the concepts of consistency, fairness and transparency.

The CFIA’s plans for 2008–09 relating to the 2008 Compliance and Enforcement Policy include internal and external communication initiatives; development and implementation of enforcement strategies for agricultural inputs, animal and plant health, and food; and development of training material to support the 2008 Policy.

Corporate Communications Strategy

In 2008-2009, the CFIA will implement a proactive Corporate Communications Strategy (CCS). The multifaceted strategy will guide communications activities across the CFIA over the next 3 years (2008-2011).

Management issues that CCS will address include:

• delivering on the Government’s priority and Communications Policy objective of providing communications programs that are well-coordinated, effectively managed and responsive to the diverse needs of all its stakeholders;
• continuing to meet the Management Accountability Framework (MAF) expectation for “Citizen Focussed Service” by responding to citizens’/clients’ needs and expectations, informing the public and stakeholders of CFIA government policies, programs and services and ensuring that communications services and programs are designed around the needs, expectations and abilities of citizens/clients; and
• supporting the delivery of the CFIA’s long-term plans and priorities by providing effective and rapid communications programs and responses.

Strategic Review

In 2007, the Canadian Food Inspection Agency conducted an in-depth review of the funding, relevance and performance of all its programs and spending to ensure results and value for money from programs that are a priority for Canadians. The results of this Strategic Review were submitted to Treasury Board last fall, for subsequent review by Cabinet. The results of this Review will be reflected in future reporting to Parliament.

Procurement and Contract Management

The CFIA delegation of Financial Signing Authorities provides managers with Spending Authority but restricts all Contracting Authority above $10K to Finance, Administration and Information Technology Branch employees within the National Procurement and Contracting Services (NPCSC) and the National Asset and Fleet Management Services Center (NAFMSC).

The organizational structure and mandate of the NPCSC continues to evolve to remain in line with the Government of Canada “Way Forward” Procurement Reform initiative. The organization’s approach continues to shift from transactional to providing strategic procurement planning and sourcing advisory services. Under the Acquisition Card program, the NPCSC is looking at ways to increase the use of this efficient procurement tool. The NPCSC is also reviewing the Emergency Contracting Policy and Procedures with the view that goods and services required for emergency response be delivered in a timely fashion without compromising financial controls.

Integrated Asset Management Framework (IAMF)

The CFIA’s Integrated Asset Management Framework (IAMF) was developed in response to the Treasury Board condition on the 2005 approval of the Agency’s Long-term Capital Plan for 2005-06 to 2009-10.

The CFIA’s asset portfolio plays an integral part in providing sound agency management. CFIA’s IAMF will ensure sound management and safeguarding of real property and moveable assets (critical information technology infrastructure, fleet vehicles, and capital equipment) and include a governance regime for asset management strategies, integrated capital investment planning, and process improvements for life-cycle management practices.

The IAMF is a continuously evolving management regime. In 2008–09, an Environmental Strategy for the Management of Assets will be developed. The strategy will provide direction for the implementation of best practices to meet current environmental challenges and their various management responsibilities for the lifecycle management of assets. It will contain an action plan that will layout the scope, timelines, and resources (human and financial) to implement the strategy, and will also include four environmental management directives (for fleet, real property, IT, and laboratory and scientific equipment) to guide the implementation of the action plan.

By the end of 2008–09, the Major Capital Investment Planning Directive will be complete and under implementation Agency-wide. The Directive will provide formal direction for the management and accountability of capital investment planning for the Agency’s capital assets.

For the effective implementation of IAMF, providing employees with the skills and knowledge to be successful in their job as asset experts is of paramount importance. A Core Competency Guide for Asset and Security Management Directorate (ASMD) has been developed. Core Competency profiles are a set of competencies and levels of proficiency required for achieving quality results in a specific business role. By the end of 2008–09, a core competency baseline for ASMD employees and the related positions will be established. The baseline will be used to link training and learning opportunities to the business of the Agency and ensure that ASMD employees have the skills, knowledge, attributes, and values required for the delivery of an efficient and effective asset portfolio.

Environmental Management Program

As an agency of the federal Government, the CFIA is responsible for ensuring that its activities and operations are conducted in an environmentally sustainable manner and meet federal environmental laws and policies. With the announcement of a revised environmental policy in 2007, the Agency has committed itself to complying with applicable environmental regulatory requirements, reducing resource consumption and associated operating costs, reducing environmental liabilities and impacts as well as conserving significant biological resources. One of the main drivers for this initiative is the Government of Canada’s effort to green its own operations as well as supporting the Federal Government’s Ecoaction plan to reduce greenhouse gases and air pollution.

In 2008–09, the CFIA will:

• increase employee awareness of CFIA environmental policy and increase employee participation in environmental management programs and initiatives;
• manage and minimize the release of pollutants into the environment;
• integrate environmental considerations into CFIA decision-making; and
• conserve resources and communicate best practices.

Specific targets:

• The CFIA commits to reducing, by 10%, its greenhouse emissions per vehicle kilometre from CFIA fleet by 2010;
• The CFIA plans to implement its environmental communication strategy and tools by 2009; and
• The CFIA plans to reduce by, 10%, its average per person mass of solid waste generated by 2010.

Strategic Plan for Sustainable Development

As an agency responsible for food safety, animal health and plant protection, the CFIA must manage significant issues with potential economic, environmental and social impacts. A sustainable development plan for the Agency would aim to consider social and environmental issues along side economic priorities in policy development, management practices and decision making procedures. Although the CFIA is not obligated to table a sustainable development strategy in the House of Commons, outlining its plan forward on sustainable development would position the Agency in step with Government of Canada priorities and strategies, as sustainability is one of the federal government’s main goals.

In 2008–09, the CFIA will:

• complete a Strategic Plan for Sustainable Development;
• identify of pilot projects (sustainable initiatives); and
• carry out education and awareness activities.

4.2 Partners and Stakeholders

Food safety and public health as well as animal and plant health and production systems are complex activities which can involve the expertise and interdependence of many of the groups and organizations charged with protecting the health of Canadians, our environment and our economy. Some the CFIA’s partners and stakeholders are:

• Industry: Farmers, processors, distributors and retailers must all work to ensure that food safety is maintained throughout the production and distribution continuum. Industry may also help to identify potential issues and assist in food safety investigations and recalls.

• Consumers: Consumers are responsible for the safe handling and preparation of foods in the home. Safe practices, such as fully cooking ground beef, can eliminate the most common food-borne risks such as E. Coli contamination, which makes education a vital part of any food safety strategy. Also, consumer complaints play a significant role in triggering food safety investigations by the CFIA . Consumers are also responsible for the proper use of agricultural products such as feed, fertilizer or Plants with Novel Traits, and to follow the regulations to prevent the introduction and spread of plant and animal pests and diseases.

• Health Professionals: When people fall ill, a physician is often the first point of contact for treatment and will inform public health officials if a food link is suspected. Also, the safety of food derived from animals is intrinsically tied to the health and well-being of livestock. Therefore, veterinarians, given their role in overseeing the use of veterinary drugs and in monitoring animal health, are also critical to securing a safe food supply.

• Provincial and Municipal Public Health Community: During a food-borne illness outbreak or investigation, these organizations often collect evidence and undertake epidemiological investigations to demonstrate a linkage between a consumed food and a human illness. As many of the CFIA’s investigation and recall activities are predicated on this work, the speed and efficiency with which it is completed play a major role in shaping the CFIA’s actions.

• Provincial/Territorial Food Safety Departments: These partners are responsible for approximately 70 provincial statutes relating to food manufactured, traded or sold within their respective borders. However, there are significant differences among jurisdictions with respect to their capacity to carry out inspection and enforcement activities. Provinces and territories may also work with the CFIA on food-borne illness investigations.

• Provincial and Municipal Agricultural and Environmental Departments: The Agency recognizes the value of working with provincial and municipal governments to address threats posed by plant and animal pests and diseases, including invasive species. Effective response requires a wider range of tools and expertise than is found in any single agency; by sharing expertise and acting jointly to prevent the introduction, spread or impacts of critical species, governments can protect Canadian resources. In addition, these partners play a significant role in the oversight of agricultural products/inputs at specific points along the product continuum from application through disposal.

• Federal Departments and Agencies:
  • The Canadian Food Inspection Agency is responsible for all federal food inspection and compliance activities as per Health Canada’s regulatory requirements, and is also responsible for the development and enforcement of all non-health and safety related requirements that apply to food. (e.g. truthful labelling, grade standards, compositional requirements). The CFIA is also responsible for safety and efficacy/quality assessments of agricultural inputs and for the regulatory oversight protecting plant health and animal health along with the inspection and audit activities associated with these programs;
  • Health Canada is responsible for establishing regulations and standards relating to the safety and nutritional quality of food sold in Canada;
  • Pest Management Regulatory Agency is responsible for establishing regulations and standards relating the safety and use of pest control products in Canada.
  • Agriculture and Agri-Food Canada provides funding for initiatives that help to strengthen the national food safety system (e.g. on-farm food safety programs). They also provide high level policy direction and support for initiatives related to agricultural inputs, innovative agricultural products, and compensation associated with plant and animal health programs;
  • The Public Health Agency of Canada implements national surveillance and alert systems for potential food-borne illness outbreaks;
  • Canadian Grain Commission main activities include the regulation of grain handling in Canada, and the establishment and maintenance of standards of quality for Canadian grains;
  • Public Safety Canada was created in 2003 to ensure coordination across all federal departments and agencies responsible for national security and the safety of Canadians;
  • The Canada Border Services Agency is responsible for providing integrated border services that support national security and public safety priorities and facilitate the movement of persons and goods, including animals and plants, that meet all import requirements under the program legislation;
  • Fisheries and Oceans Canada is the federal government department responsible for developing and implementing policies and programs in support of Canada’s economic, ecological and scientific interests in oceans and inland waters;
  • Natural Resources Canada champions innovation and expertise in earth sciences, forestry, energy and minerals and metals to ensure the responsible and sustainable development of Canada’s natural resources;
  • Canadian Forest Services promotes the responsible and sustainable development of Canada’s forests. They play a strong research role relating to plant health risks associated with our forest resource;
  • Foreign Affairs and International Trade has the mandate to strengthen rules-based trading arrangements and to expand free and fair market access at bilateral, regional and global levels. It works with a range of partners inside and outside government to achieve increased economic opportunity and enhanced security for Canada and for Canadians at home and abroad;
  • Environment Canada’s mandate is to preserve and enhance the quality of the natural environment; conserve Canada’s renewable resources; conserve and protect Canada’s water resources; forecast weather and environmental change; enforce rules relating to boundary waters; and coordinate environmental policies and programs for the federal government

• International bodies:
  • World Trade Organization (WTO): The WTO establishes the multilateral rules which govern global trade. The Agreement on Sanitary and Phytosanitary (SPS) Measures of the WTO outlines how governments can adopt food safety and animal and plant health measures without creating unncessary barriers to trade;
  • World Organisation for Animal Health (OIE): The OIE is an organization for which the main objectives are to ensure transparency in the global status of animal disease and zoonotics and, through a number of activities, to safeguard world trade by publishing health standards for international trade in animals and animal products. As a member country, Canada is a key player in OIE standard-setting processes and has access to early notification of animal disease outbreaks that may affect trade;
  • Codex Alimentarius Commission (Codex): Codex is an international standard-setting organization created by the Food and Agriculture Organization (FAO) of the United Nations and the World Health Organization (WHO). The WHO’s mandate is to develop food standards to protect the health of consumers and to facilitate fair practices in international food trade;
  • International Plant Protection Convention (IPPC): The IPPC is an international treaty to secure action to prevent the introduction and spread of pests of plant products and to promote appropriate measures for their control.
  • North American Plant Protection Organization (NAPPO): The NAPPO provides a continental approach to plant protection by affording a means of sharing information and furthering common goals in regional plant health activities;
  • Organisation for Economic Co-operation and Development (OECD): The OECD brings together the governments of countries from around the world to support sustainable economic growth, boost employment, raise living standards, maintain financial stability assist other countries’ economic development and contribute to growth in world trade. The OECD also shares expertise and exchanges views with countries and economies. The CFIA has chaired the OECD Seed Schemes, which certify seed varieties being traded internationally, ensuring consistently high-quality seed. The CFIA has also contributed to the development of international standards and programs for seeds, such as standards for canola.

4.3 Acronyms

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