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Minister’s Message

I am pleased to present the Canadian Food Inspection Agency’s (CFIA) Report on Plans and Priorities for 2009-10. This plan illustrates the CFIA’s ongoing commitment to safeguarding food, animals and plants and outlines how the Agency will use its resources to enhance the health and well-being of Canadians, the environment and our economy.

Food safety is, and always will be, the CFIA’s top priority. The Government of Canada is committed to making sure we have a strong and rigorous inspection system that protects Canadian families so they can have confidence in the safety of the food they buy.

As a former producer and breeder myself, I personally know that Canadian farmers grow high-quality and safe food for our families. I also know that responsible companies in the food industry take their food safety obligations seriously. However, we must continually improve our inspection system to make it as strong as we can. That is why the Agency is strengthening controls in federally registered processing plants and is reviewing all aspects of the system in order to prevent future food safety issues.

Over the coming year, the CFIA will also deliver on the commitments of the Food and Consumer Safety Action Plan. This plan focuses on providing better safety information to consumers and guidance to industries on building safety throughout the supply chain. It’s a balanced plan that encourages vigilance and recognizes that food safety is in everyone’s interest and that everyone−Canadians, industries and governments alike−all have an important role to play.

As part of the Food and Consumer Safety Action Plan, the Government also developed a new policy on the use of “Product of Canada” and “Made in Canada” claims on food labels and in advertising. We listened when Canadians told us they wanted labels to be truthful and not misleading. The new policy which came into effect on December 31, 2008, will provide Canadians with better information about the content of food products in the marketplace to help them choose high-quality Canadian foods.

While the Government recognizes that this transition will take time, Canadians should soon see these changes on store shelves. When Canadians buy food with a new “Product of Canada” label, they can be assured that the contents are truly Canadian. When they see a “Made in Canada” label, they can be confident that their choice is contributing to Canadian jobs and the Canadian economy.

Protecting Canada’s food supply, as well as its animal and plant resource base, has become increasingly complex due to increased globalization and changes in technology. In order to deal effectively with these changes, the Agency will continue to work with its existing partners, other governments and stakeholders to strengthen our ability to identify and respond to food safety, animal health or plant health emergencies.

The CFIA will report on the progress against this plan in the Agency’s 2009-10 Performance Report.

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

President’s Message

On behalf of the Canadian Food Inspection Agency (CFIA), I am pleased to present the Agency’s Report on Plans and Priorities for 2009–10. The CFIA is responsible for safeguarding Canada’s food supply and the animal and plant resource base upon which it depends.

The CFIA’s plans and priorities correspond directly to the Government of Canada’s priorities to keep Canadians safe, strengthen our economy and protect the environment.

As this report outlines, we will improve inspection and surveillance systems, focusing efforts on areas of high risk to manage the entry and spread of regulated animal diseases. Canada has been recognized internationally as a bovine spongiform encephalopathy (BSE) "controlled risk" country.

The continued implementation of the Food and Consumer Safety Action Plan and the compliance verification system (CVS), including the hiring of additional food inspection staff, will enhance the Agency’s ability to anticipate and respond to food safety emergencies.

As part of its compliance and enforcement activities, the CFIA will continue to address product misrepresentation with respect to labelling practices by implementing revised regulations for organic products and the use of “Product of Canada” / “Made in Canada” claims.

We will also work with our partners and stakeholders to modernize the Agency’s regulatory framework, developing and enhancing tools that support the Agency’s ability to anticipate, prevent and mitigate risks.

Through these and other initiatives, the Agency will minimize and manage public health risks associated with food and the transmission of animal diseases to humans. We will also better protect consumers and support market access based on the application of science and adherence to international standards.

Carole Swan
President, Canadian Food Inspection Agency

Section I – Agency Overview

1.1 Raison d’être

With close to 7,000 dedicated professionals working across Canada, the Canadian Food Inspection Agency (CFIA) is committed to safeguarding food, animals and plants, which contributes to enhancing the health and well-being of Canada’s people, environment and economy.

1.2 Responsibilities

The Agency’s activities benefit farmers, fishers, foresters, processors, distributors (importers and exporters) and, ultimately, are aimed at protecting Canadian and international consumers.

The CFIA, with responsibilities flowing from 13 federal statutes and 42 sets of regulations, is responsible for delivering all federally mandated programs for food inspection, food-related consumer protection and for delivering programs for plant and animal health and production systems. The CFIA shares many areas of jurisdiction and responsibility with other federal departments; provincial, territorial and municipal authorities; and other stakeholders. In collaboration with its partners, the Agency develops, implements and enforces regulations that support the policy frameworks of other government departments.

The CFIA faces an increasingly complex operating environment amplified by a number of factors including increasing trade volumes with goods sourced from a greater diversity of markets, changing consumer demands driven by demographic and social trends, higher international standards and new business and production practices.

An increasingly global food supply means markets have become progressively interconnected. Increasing trade volumes of products subject to the CFIA’s regulation have placed greater demands on the Agency’s inspection and certification efforts, increased the difficulty of tracking commodities and posed higher risks to both plant and animal health by providing more pathways for the unintentional flow of pests and pathogens.

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

Changing demographics, lifestyles and eating patterns have resulted in a demand for a broader variety of foods, more convenience foods and greater choices from an increasing number of countries. Consumers are also demanding informative labels about nutrition and production methods that assist them in their food choices; in particular, they are seeking greater transparency on what products are produced or made in Canada.

These factors, combined, have underscored the importance of the CFIA’s responsibilities and the need for the Agency to continue enhancing its strong foundation of sound science, partnerships, effective inspection programming, risk management and its legislative and regulatory base.

SOUND SCIENCE High-quality, timely and relevant science is the foundation upon which informed decision making is based at the CFIA. Science informs policy development and program design and delivery through the scientific practices of foresight, advice, risk assessment, research and development, and testing. The type of science advice required has become increasingly complex, and the demand for science advice, products and services is rising. The CFIA strives to maintain a flexible and responsive science program in support of Government of Canada priorities by maximizing flexibility in a constantly evolving regulatory environment, by developing partnerships that facilitate the delivery of integrated science, by leveraging existing and future science capacity in Canada and by investing optimally in testing and research and development capacities.

1.3 Organizational Information

The CFIA is led by its President, who reports to the Minister of Agriculture and Agri-Food. The Agency has an integrated governance structure whereby all branch heads have specific accountabilities that contribute to the achievement of each of the CFIA’s strategic objectives. Figure 1 depicts the reporting structure within the CFIA.

With its headquarters in the National Capital Region, the CFIA is organized into four operational areas (Atlantic, Quebec, Ontario and Western) that are subdivided into 18 regional offices, 185 field offices (including border points of entry) and 408 offices in non-government establishments (such as processing facilities). The Agency also has 12 laboratories that provide scientific advice, develop new technologies, provide testing services and conduct research.

Figure 1: The CFIA’s Organizational Chart

1.4 Strategic Outcomes and Program Activity Architecture

To effectively deliver its responsibilities to safeguard Canada’s food and to sustain the animal and plant resource base, the CFIA aims to achieve three strategic outcomes.¹ The CFIA’s Program Activity Architecture (PAA), shown in Figure 2, illustrates the alignment of the Agency’s strategic outcomes with those of the Government of Canada and reflects how the Agency plans to allocate and manage its resources in order to achieve the corresponding expected results. The Agency’s priorities are reviewed annually to facilitate effective resource management within the context of the PAA framework. The three priorities established for 2009–10 are detailed further in Section 1.6 and Section II.

Figure 2: Program Activity Architecture for the CFIA

1.5 Planning Summary

Taking a comprehensive and proactive approach to its annual planning and priority-setting exercises and aligning these to the Government of Canada outcomes, the Agency considers the impact of several factors including the global, national and economic environment; Government priorities; Agency strategic risks; its human and financial resource capacity; and outcomes of its past performance and related lessons learned. Planning and the assessment of its performance are carried out at all levels of the Agency and, as such, these exercises form a part of its ongoing business. Presently, the Agency is examining its approach to human and financial resource allocation in order to better integrate its planning and reporting processes. This proactive approach to planning ensures that the CFIA is consistently moving forward on its priorities in order to bolster the achievement of its strategic outcomes.

1.5.1 Financial Resources and Human Resources

The Agency has experienced the largest budgets in its history during the past two years and has increased its staff by 13.7 per cent from 2006 in support of its programs. While the Agency will continue to increase its resources through the Food and Consumer Safety Action Plan, some of these resources are offset by the sunsetting of resources for the Invasive Alien Species (IAS) Initiative, the Plum Pox Eradication Program, the Security and Prosperity Partnership of North America and the ongoing implementation of previous years' savings exercises, thus showing a minor projected decline during this three year planning horizon. However, the Agency will seek new authorities to strengthen its long term program delivery.

The following table presents the Agency’s planned spending levels and human resources complement for the next three fiscal years, excluding anticipated funding extensions.

Financial Resources ($ millions)

2009-10	2010-11	2011-12
597.0	592.8	583.8

Human Resources (Full-time Equivalents - FTEs)⁴

2009-10	2010-11	2011-12
6,357	6,311	6,271

1.5.2 Planning Summary Table

The following table highlights the Agency’s strategic outcomes and presents (i) a summary of the Agency’s performance indicators⁵ and targets⁶ and (ii) the Agency’s forecasted spending for 2008–09 and planned spending over the next three fiscal years for each program activity.⁷

Planning Summary

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

Performance Indicators	Targets
Extent to which inspected federally registered establishments comply with federal food safety requirements	≥ 98 per cent compliance
Extent to which domestic and imported food products comply with federal chemical residue requirements	≥ 95 per cent compliance
Time taken to issue public warnings for Class I recalls	100 per cent of Class I recalls are issued within 24 hours of a recall decision
Extent to which nutrition information on food products inspected is accurate	≥ 80 per cent of food products inspected declare nutrition information which is accurate
Number of Canadians who become infected with federally controlled zoonotic diseases by direct contact with animals or their products	No Canadians become infected with federally controlled zoonotic diseases through direct contact with animals or their products

Program Activity	Forecast Spending 2008-09 ($ Millions)8	Planned Spending ($ Millions)			Alignment to Government of Canada Outcomes
		2009-10	2010-11	2011-12
Food Safety and Nutrition Risks9	246.3	245.5	256.6	254.3	Healthy Canadians
Zoonotic Risks2, 10	85.8	75.3	75.1	74.9	Healthy Canadians
Total Spending	332.1	320.8	331.7	329.2

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

Performance Indicators	Targets
Extent to which the CFIA’s data indicates that foreign regulated animal diseases have entered Canada via specified regulated pathways.	No evidence, as confirmed by the CFIA’s data, that foreign regulated animal diseases have entered into Canada through specified regulated pathways
Extent to which the CFIA’s data indicates the spread of foreign regulated animal diseases that entered into Canada this fiscal year11	No evidence, as confirmed by the CFIA’s data, of spread of foreign regulated animal diseases beyond the initial control zone
Extent to which renderers and feed mills inspected are without any major deviations with respect to the Feeds Regulations and the Health of Animals Regulations (Enhanced Feed Ban)12	≥ 95 per cent compliance
Extent to which the CFIA’s data indicates the entry and establishment of new, foreign regulated plant diseases and pests into Canada (listed diseases/pests in the regulated pest list for Canada)	No evidence, as confirmed by the CFIA’s data, of the entry and establishment of new, foreign regulated plant diseases and pests into Canada through specified regulated pathways
Extent of change in the presence of regulated plant diseases or pests beyond the regulated areas	No evidence of increase in the size of regulated areas for plant diseases/pests attributable to human activity
Extent to which plant health risks identified by the CFIA (within and outside Canada) are communicated to the affected stakeholders	Following the identification of a plant health risk, appropriate information is communicated with the relevant stakeholders in less than one month
Extent to which authorized novel products, having undergone an environmental assessment, comply with CFIA requirements and standards outlined in the authorization	To be determined13
Extent to which the CFIA’s data identifies potential new invasive plants and plant pests and demonstrates that introduction by known pathways has been mitigated where possible	Data available to the CFIA (including data from pest risk analyses, inspections, audits, surveys and other activities) indicates that the introduction of invasive plants and plant pests by regulated pathways has been mitigated

Program Activity	Forecast Spending 2008-098 ($ Millions)	Planned Spending ($ Millions)			Alignment to Government of Canada Outcomes
		2009-10	2010-11	2011-12
Animal Health Risks and Production Systems14	70.5	56.7	56.6	56.4	Strong Economic Growth
Plant Health Risks and Production Systems15	73.3	61.3	49.9	44.0	A Clean and Healthy Environment
Biodiversity Protection16	12.6	11.1	11.1	11.0	A Clean and Healthy Environment
Total Spending	156.4	129.1	117.6	111.4

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

Performance Indicators	Targets
The proportion of regulatory initiatives that are prepublished in the Canada Gazette, Part I, prior to publication in the Canada Gazette, Part II17	≥ 95 per cent of regulatory initiatives are prepublished in the Canada Gazette, Part I, prior to publication in the Canada Gazette, Part II
Extent to which the net quantity, composition, labelling and advertising of food products inspected is accurate.	70 per cent of products, labels and advertisements inspected are accurately represented18
Extent to which certified food, animal and plant shipments meet the receiving country’s import requirements	≥ 99 per cent meet requirements of the importing country

Program Activity	Forecast Spending 2008-098 ($ Millions)	Planned Spending ($ Millions)			Alignment to Government of Canada Outcomes
		2009-10	2010-11	2011-12
Integrated Regulatory Frameworks3,19	16.1	14.2	14.2	14.2	A Fair and Secure Marketplace
Domestic and International Market Access20	27.3	24.6	21.7	21.5	A Prosperous Canada through Global Commerce
Total Planned Spending	43.4	38.8	35.9	35.7

1.6 Contribution of Priorities to Strategic Outcome(s)

The Agency has set out three key priorities for 2009–10 in order to strengthen the Agency’s foundations, mitigate strategic risks and help deliver effectively on its core program activities. The following table summarizes the Agency’s priorities, the plans set out to achieve these priorities and illustrates how these activities are expected to contribute to the Agency’s strategic outcomes. Additional details are provided in Section II.

Contribution of Priorities to Strategic Outcome(s)

Priorities	Type21	Links to Strategic Outcome(s)	Description
Improve inspection and surveillance approaches	Ongoing	SO 1: Public health risks associated with the food supply and transmission of animal diseases to humans are minimized and managed SO 3: Consumer protection and market access	Why is this a priority? By remaining current with scientific advancements, responding effectively to risks and improving the effectiveness of compliance and enforcement approaches, the CFIA aims to strengthen its contribution to the Government of Canada’s efforts to protect Canadians from preventable health risks related to unsafe food and to further support market access. Plans for meeting the priority Enhance the capacity to anticipate and respond to food safety incidents Enhance food safety programming through the continued implementation of the Compliance Verification System (CVS) Continue to address product misrepresentation issues with respect to labelling Facilitate trade and market access for Canadian exports through activities related to surveillance, animal welfare, disease control and import/export
Enhance compliance and enforcement activities	Ongoing	SO 2: A safe and sustainable plant and animal resource base	Why is this a priority? Enhancements aim to improve the Agency’s ability to anticipate and prevent the entry and spread of regulated diseases and pests affecting the animal and plant resource base. Plans for meeting the priority Enhance efforts to support the humane treatment and transportation of animals Maintain capacity for plant protection programs Focus efforts on areas of high risk to manage the entry and spread of regulated animal and plant diseases.
Modernize the Agency’s regulatory framework and tools	Previously committed	All strategic outcomes	Why is this a priority? Using current scientific knowledge and responding to risks, the Agency aims to build tools such as manuals, outreach products and guidelines that support efficient program delivery and strengthen its abilities to deliver on its responsibilities. Plans for meeting the priority Work with partners and stakeholders to improve coordination and overall legislative and regulatory framework for food safety Develop and enhance tools that support the Agency’s ability to anticipate, prevent and mitigate risks Continue consumer protection activities, including outreach, enforcement and investigation activities

1.7 Risk Analysis

Strategic risk management is fundamental to policy development, program design and delivery at the CFIA. The Agency’s Corporate Risk Profile (CRP) identifies nine key strategic risks to which the Agency is exposed. The CFIA’s priorities, along with its complement of ongoing programming, are aimed at mitigating these risks and remaining abreast of these risk factors.

The strategic risks faced by the CFIA and its partners are as follows. The strategies in place to mitigate these risks are detailed in Section II.

Risk Area	Link to Strategic Outcome
Foodborne Hazards	SO 1
Zoonotic Outbreaks/Incidents	SO 1
Animal and Plant Pests and Diseases	SO 2
Human Resources	All SOs
Science and Technology Capacity	SO 2 and 3
Information and Decision making	All SOs
Partnerships	All SOs
Internal Co-ordination	All SOs
Effective Frameworks	All SOs

Foodborne Hazards: The CFIA, and co-operating jurisdictions, may fail to detect, track and/or mitigate foodborne pathogens, toxins, chemical contaminants and other foodborne hazards that could pose a threat to human health. This risk is underscored by the variable nature of foodborne hazards, coupled with the rapidly emerging threats to food safety resulting from evolving global, economic, social and environmental factors.

Zoonotic Outbreaks / Incidents: The CFIA may fail to detect and/or prevent the entry and/or spread of an animal disease that is potentially transmissible to humans (“a zoonotic”). The Agency collaborates with partners both domestically and abroad to effectively manage these diseases; however, zoonotic agents are unpredictable and adaptable.

Animal and Plant Pests and Diseases: The CFIA may fail to appropriately prevent, detect, contain and mitigate a pest or disease that threatens the plant and/or animal resource base. The increasing variety of plant products imported into Canada, coupled with the emergence of new pathogens, threaten animals and plant resources.

Human Resources: The CFIA may be unable to attract, develop and retain a human resource base with the necessary competencies to fully and effectively deliver on its responsibilities. To deliver its programming to the fullest extent possible, the CFIA depends upon a highly skilled, multidisciplinary staff complement located across the country. Pending retirements, demographic shifts and competitive labour market conditions demand that the Agency plan for long-term recruitment, retention and development of its human resource base.

Science and Technology Capacity: The CFIA’s science and/or technology capacity (e.g. methods, tests and practices) may not remain abreast of new scientific or regulatory developments. This risk is driven by the extraordinarily rapid pace of technological and methodological change in relation to food, animal and plant products.

Information and Decision making: Performance, analytical and scientific information may be insufficiently compiled, focused and defined to appropriately support decision making and reporting in the CFIA. Effective management of any organization, particularly one of the size and complexity of the Agency, depends upon a stable analytical foundation for strategic and operational decision making and the demonstration of value and performance.

Partnerships: The roles and responsibilities of key partners may be insufficiently coordinated to support program delivery. Alignment with both domestic and international partners that share a responsibility for food safety and plant and animal health is critical to the achievement of all of the Agency’s strategic outcomes and the mitigation of all other strategic risks.

Internal Co-ordination: There may be insufficient coordination within the CFIA to support program design and delivery. An organization as large and complex as the CFIA must have its component parts constantly working in alignment to effectively deliver on its programs.

Effective Frameworks: The CFIA’s legislative, regulatory and program framework may be insufficient to protect Canadian consumers and facilitate trade. As a regulatory Agency, the CFIA’s successful achievement of its strategic outcomes depends upon a legislative base and regulatory framework that enables the Agency to develop effective, fair and efficient programming.

1.8 Expenditure Profile

1.8.1 Spending Trend

Figure 3 shows the Agency’s spending within the context of a seven-year trend.

Figure 3: The CFIA’s Spending Trend

The CFIA’s spending steadily increased from 2005–06 to 2007–08, predominantly due to incremental resources for BSE, avian influenza (AI) and IAS. The 2008–09 Forecast Spending reflects the Agency’s best estimate of its cash expenditures. Actual 2008–09 spending will be published in the 2008–09 Public Accounts.

The Planned Spending for 2009–10 to 2011–12 shows a minor decline as incremental Food and Consumer Safety Action Plan resources are offset by the sunsetting of resources for the IAS Initiative, the Plum Pox Eradication Program, the Security and Prosperity Partnership of North America and the ongoing implementation of previous years savings exercises. As a portion of BSE funding sunsets at the end of 2008–09, the Agency will seek new authorities to fund long term, ongoing BSE programming. The Agency will also seek funding extensions aimed at stabilizing annual authority levels in order to strengthen its overall program delivery.

Figure 4 depicts the allocation of 2009–10 planned spending amounts against each of the Agency’s program activities.

Figure 4: Percentage of 2009–10 Planned Spending by Program Activity

1.8.2 Voted and Statutory Items

The following table presents the Agency’s 2008–09 and 2009–10 Main Estimates. The Main Estimates identify the initial spending authority (Votes) approved by Parliament for a fiscal year. The Main Estimates exclude incremental authorities granted during a fiscal year through Supplementary Estimates and Treasury Board Votes. Therefore, the 2008–09 and the 2009–10 Main Estimates are lower than the 2008–09 Forecast Spending and lower than the 2009–10 Planned Spending shown in section 1.5.1. Statutory items, for which legislative approval already exists, are included in the Main Estimates for information purposes only and are denoted by an (S) in the following table.

Vote or Statutory Item (S)	Vote or Statutory Wording	Main Estimates22 ($ Millions)
		2008-2009	2009-2010
30	Operating Expenditures and Contributions	471.9	480.6
35	Capital Expenditures	34.7	22.6
(S)	Compensation Payments	1.5	1.5
(S)	Contributions to employee benefit plans	67.5	67.3
Total		575.6	572.0

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