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Green Building Targets

8.1 As of April 1, 2012, and pursuant to departmental strategic frameworks, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance.
Performance Measure	RPP	DPR
Target Status
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	TBD
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	TBD
Existence of strategic framework. (Optional in RPP 2011-12)	NO

Strategies / Comments

Although the CFIA is not legally bound by the Federal Sustainable Development Act (FSDA), the organization is committed to adhering with the intent of the Act wherever feasible. In this context:

• The CFIA is currently undertaking the development of departmental strategic frameworks to facilitate the inclusion an industry-recognized level of high environmental performance considerations in Agency real property projects.

8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m2 will be assessed for environmental performance using an industry-recognized assessment tool.
Performance Measure	RPP	DPR
Target Status
Number of buildings over 1000m2, as per departmental strategic framework. (Optional in FY 2011-12)	TBD
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. (Optional in FY 2011-12)	TBD
Existence of strategic framework. (Optional in RPP 2011-12)	NO

Strategies / Comments

Although the CFIA is not legally bound by the Federal Sustainable Development Act (FSDA), the organization is committed to adhering with the intent of the Act wherever feasible. In this context:

• The CFIA anticipates the completion of assessments of existing custodial buildings over 1000 m², following the development of departmental strategic frameworks noted in Target 8.1.

8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m2, where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool.
Performance Measure	RPP	DPR
Target Status
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Existence of strategic framework. (Optional in RPP 2011-12)	N/A

Strategies / Comments

• At this time it is not feasible for the CFIA to participate in Target 8.3

8.4 As of April 1, 2012, and pursuant to departmental strategic frameworks, fit-up and refit projects will achieve an industry-recognized level of high environmental performance.
Performance Measure	RPP	DPR
Target Status
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	TBD
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	TBD
Existence of strategic framework. (Optional in RPP 2011-12)	NO

Strategies / Comments

Although the CFIA is not legally bound by the Federal Sustainable Development Act (FSDA), the organization is committed to adhering with the intent of the Act wherever feasible. In this context:

• The CFIA is undertaking the development of the applicable departmental strategic frameworks (see Target 8.1) and will utilize the frameworks to inform real property fit-up and refit projects.

Greenhouse Gas Emissions Target

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% Reduction by 2020-211
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent.		6.4 Kt CO2e
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent.	FY 2011-12	TBD2
	FY 2012-13	TBD
	FY 2013-14	TBD
	FY 2014-15	TBD
	FY 2015-16	TBD
	FY 2016-17	TBD
	FY 2017-18	TBD
	FY 2018-19	TBD
	FY 2019-20	TBD
	FY 2020-21	TBD
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year.	FY 2011-12	TBD2
	FY 2012-13	TBD
	FY 2013-14	TBD
	FY 2014-15	TBD
	FY 2015-16	TBD
	FY 2016-17	TBD
	FY 2017-18	TBD
	FY 2018-19	TBD
	FY 2019-20	TBD
	FY 2020-21	TBD

Strategies / Comments

Although the CFIA is not legally bound by the Federal Sustainable Development Act (FSDA), the organization is committed to adhering with the intent of the Act wherever feasible. In this context the CFIA will undertake fleet based GHG reduction initiatives wherever possible within the mandate and operating context of the organization.

• CFIA GHG emission targets are identified for fleet only.
• The CFIA is undertaking the development and implementation of a Ground Transportation Management Strategy which will contribute to the development of detailed and specific GHG emissions strategies for fleet.

¹ The predicted 13% reduction in fleet based GHG emissions has been based on current PWGSC and CFIA assumptions relating to future fuel efficiency, predicted variance in value between conventional and hybrid vehicles, projected fleet replacement requirements and practices.

² A CFIA Ground Transportation Management Strategy has been initiated that will inform the projected GHG emission target for fiscal year 2011-2012.

Surplus Electronic and Electrical Equipment Target

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. (Optional in RPP 2011-12)		No
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	TBD
	FY 2012-13	TBD
	FY 2013-14	TBD

Strategies / Comments

• At this time all CFIA locations have been informed of the requirement to follow e-waste processes.
• The CFIA is currently developing compliance instruments to specify the disposal requirements and processes for electronic waste. The disposal processes will include consideration of the following disposal mechanisms: Computers for Schools, Crown Assets Distribution, transfer/donation to other departments, provincial e-waste programs, Departmental Individual Standing Offer, etc.
• An educational element will be incorporated into the tools and templates associated with e-waste disposal.
• A transition plan will be developed for the implementation of environmentally sound e-waste disposal mechanisms at CFIA locations, and this will be used as the basis to set annual targets for implementation.
• Implementation of a communications strategy will be critical in support of effective implementation.

Printing Unit Reduction Target

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. (Optional)		TBD
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	TBD
	FY 2012-13	TBD
	FY 2013-14	TBD

Strategies / Comments

• Print Units have been defined as: desktop printers, network printers, multifunctional devices, and photocopiers.
• The CFIA will undertake a targeted strategy for reduction of the print unit per office employee ratio based on a 2010-2011 baseline. An element of this targeted strategy will include potential amendments to purchasing, accommodations and/or IM/IT practices and procedures.
• The CFIA strategy will target an over-all Agency 1:8 print units per office employee ratio. However individual buildings or work units may have a smaller ratio due to building occupancy and/or security considerations.
• In the short term, a variety of methods are to be utilized to set the print unit baseline including asset tracking and physical inventories. This will be followed by a longer term strategy for tracking print unit information which will support an annual reporting capacity for the organization.
• Implementation of a communications strategy will be critical in support of effective implementation.

Paper Consumption Target

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 baseline year selected, as per departmental scope. (Optional in RPP 2011-12)		TBD
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011-12)	FY 2011-12	TBD
	FY 2012-13	TBD
	FY 2013-14	TBD

Strategies / Comments

Although the CFIA is not legally bound by the Federal Sustainable Development Act (FSDA), the organization is committed to adhering with the intent of the Act wherever feasible. In this context:

• The CFIA anticipates the scope of the paper consumption reduction initiative to include all Agency employees instead of just office employees.
• The CFIA intends to develop strategies to target high paper consumption functions as a primary area of focus, and to develop strong communications plans to educate all employees regarding the environmental considerations associated with paper consumption including recommended printing practices.
• A focus will be placed on the development of mechanisms to facilitate tracking of paper consumption / purchase.

Green Meetings Target

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)	NO

Strategies / Comments

• A CFIA-specific green meeting guideline will be developed in order to inform and guide CFIA meeting practices. This guide will be developed by the National Environmental Management Office in consultation with key partners throughout the Agency. The CFIA guideline will build on best practices identified in other Departments, Agencies and organizations and align these best practices to the needs of the Agency.
• A strong implementation and communication strategy will be critical in support of effective implementation of the green meeting guideline once developed.

TBC – The CFIA will establish 3 SMART green procurement targets before April 1, 2010. (at the time of the RPP data collection the 3 SMART targets have not been fully established and validated)
Performance Measure	RPP	DPR
Target Status
(The applicable Performance Measures are unavailable at the time of RPP data collection)	N/A
Progress against measure in the given fiscal year.	TBD

Strategies / Comments

Although the CFIA is not legally bound by the Federal Sustainable Development Act (FSDA), the organization is committed to adhering with the intent of the Act wherever feasible. In this context:

• Prior to April 1, 2011 the CFIA will identify and validate 3 SMART green procurement targets, and develop appropriate performance measures in support of the Targets.
• Identification of SMART green procurement targets will be based on volume, value and implementation feasibility.
• Tracking mechanisms will be developed in support of each of the identified SMART green procurement targets.
• A strong implementation and communication strategy will be critical in support of the effective implementation of these targets.

Training for select employees

100% of new material managers, procurement personnel and acquisition card holders will complete the online course on Green Procurement provided by the CSPS.
Performance Measure	RPP	DPR
Target Status
% of material managers, procurement personnel and acquisition card holders who have completed the on-line course on green procurement by March 31st each year.	TBD
Progress against measure in the given fiscal year.	TBD

Strategies / Comments

• As of March 31, 2009 all existing Material managers and procurement personnel had completed the online course on Green procurement. Ongoing monitoring will occur to ensure all new employees in these areas complete the required training.
• As of April 1, 2011 a new Standard on the Use of Acquisition Cards will require all acquisition card holders to complete the online course on Green Procurement and will require all new acquisition card holders to complete the training prior to receipt of the acquisition card.
• The CFIA Procurement and Contracting Policy also requires competitive requests for proposals to include, where applicable, environmental sustainability criteria.
• The CFIA will continue to provide procurement training sessions throughout the year to program managers, and these sessions include information sharing and encouragement to consider Green procurement in their procurement requests.

Employee performance evaluations for managers and functional heads of procurement and materiel management. TBC – The CFIA will establish green procurement performance evaluation targets before April 1, 2010. (at the time of RPP data collection the performance evaluation targets have not been established and validated)
Performance Measure	RPP	DPR
Target Status
Performance Measure TBC	TBD
Progress against measure in the given fiscal year.	TBD

Strategies / Comments

• Data not available at the time of 2011-2012 RPP drafting

Management processes and controls. TBC – The CFIA will establish green procurement management processes and controls before April 1, 2010. (at the time of RPP data collection the management processes and control targets have not been established and validated)
Performance Measure	RPP	DPR
Target Status
Performance Measure TBC	TBD
Progress against measure in the given fiscal year.	TBD

Strategies / Comments

• Data not available at the time of 2011-2012 RPP drafting

Reporting on the Purchases of Offset Credits

Mandatory reporting on the purchase of greenhouse gas emissions offset credits, as per the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events, should be reported here.
Performance Measure	RPP	DPR
Quantity of emissions offset in the given fiscal year. (Optional for all RPPs)	N/A

Strategies / Comments

• The CFIA has not identified any plans to purchase greenhouse gas emissions offset credits at this time.

Green Procurement Reporting For Departments and Agencies Not Bound by the Federal Sustainable Development Act

Mandatory reporting on meeting the requirements of Section 7 of the Policy on Green Procurement, as applicable to departments and agencies bound by the Policy on Green Procurement but not the Federal Sustainable Development Act, should be reported here.
Performance Measure	RPP	DPR
Policy Implementation Status (Optional)

Strategies / Comments

CFIA is presently researching its green procurement data for the last two fiscal years to serve as a comparison with the current fiscal year and future years. This is intended to support progress monitoring in this area and institution of remedial measures as necessary.

A comprehensive listing of all PWGSC's certified green suppliers, per commodity group is being developed by the CFIA. This list will be communicated to all Agency procurement specialists, acquisition card holders and responsibility centre managers in order to promote its use in their purchasing of goods and services.

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

2. Name of lead department(s): Canadian Food Inspection Agency (CFIA); Agriculture and Agri-Food Canada (AAFC) (2003-04 to 2007-08)

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

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

5. End date of the Horizontal Initiative: Ongoing

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

7. Description of the Horizontal Initiative (including funding agreement): The BSE program protects human and animal health by conducting surveillance, research and risk assessments regarding BSE and other transmissible spongiform encephalopathies (TSEs) and minimizing the risk of exposure to infected materials; maintains consumer confidence through assessing the effectiveness of the risk mitigation measures and having measures in place to control any potential outbreaks; and supports market access for cattle, beef and related products through promoting and explaining Canada's BSE program to domestic and international stakeholders.

Health Canada conducts research and risk assessments regarding human exposure to BSE and other TSEs, and the Public Health Agency of Canada (PHAC) carries out surveillance and targeted supporting research in this area as well. The CFIA verifies that specified risk material (SRM) is being 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 for 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) in order 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	-the removal of SRM from the food chain and re-entering export markets (refered to as the enhanced BSE initiative)
2004-05	CFIA	2004-05 to 2008-09	-reposition the Canadian beef and cattle industry to operate on a profitable and sustainable basis
2004-05	CFIA	2004-05 to 2005-06	-strengthen 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	-continue the work the Agency was undertaking for the enhanced feed ban
2007-08	CFIA	On-going	-implement the 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	-continue work on the core BSE activities

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

9. Governance structure(s): The CFIA is the federal lead for the delivery of the BSE Program. In 2008, a summative evaluation of the CFIA's BSE program was conducted, which noted that the governance of the program should be strengthened to enhance coordination and communication regarding BSE-related activities, both internally and with other partner organizations. The CFIA accepted this recommendation and agreed to develop options for an improved governance model 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 approach to governance 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, the three senior executive-level committees are supported by four committees: Animal Health, Plant, Food and Horizontal Management.

10. Planning Highlights: For 2011-12, 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.

11. Federal Partner: Canadian Food Inspection Agency (CFIA)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
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

16. Expected Results by program as per (13):

SRM Removal from the Human Food Chain:

Outcome: Safe food.

Output/Activities: Compliance with current regulations/Continue the enforcement and verification of SRM removal by CFIA inspection staff.
Indicator³: Compliance rate of industry for removal of SRM.
Targets and Tracking³: Currently being revised

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 in order to reflect changes to international standards and evolving science.
Indicator³: Currently being revised
Targets and Tracking³: Currently being revised

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 and Tracking³: Currently being revised

Cattle Identification:

Outcome: Safe animals and food.

Output/Activities: Enhanced traceability in cattle herd /Continue work on cattle identification enforcement activities, including verification at auctions and federally and provincially inspected abattoirs that cattle are identified with an approved ear tag.
Indicator³: Currently being revised
Targets and Tracking³: Currently being revised

Export Certification:

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

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

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 regarding 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: Currently being revised

Enhanced Feed Ban:

Outcome: Safe feed, fertilizer, animals and food.

Output/Activities: Compliance with EFB regulations/Continue the enforcement of enhanced feed ban restrictions.
Indicator³: Trends in compliance with regulations associated with the enhanced feed ban; trends in proportion of feed mills and renderers using prohibited materials/SRM and producing ruminant feeds.
Targets and Tracking³: Currently being revised

 

11. Federal Partner: Health Canada (HC)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Food Safety and Nutrition	Risk Assessment and Targeted Research	$62.1M (2004-05 to 2013-14)	$6.2M
	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
Total		$72.4M (2003-04 to 2013-14)	6.2M

16. Expected Results by program as per (13):

Risk Assessment and Targeted Research:

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

Output/Activities: Conduct consultations with stakeholders, external collaborations/research and training and conferences attendance.
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 policies/standards on BSE/TSE contributed by HC to the international community
Number and dollar amount of external collaborations

*Note: A review of Health Canada's performance measurement framework for BSE is currently being undertaken, which has included the development of draft key indicators for certain program elements (as indicated above). Targets have yet to be determined. An interdepartmental Performance Measurement Strategy will be finalized.

11. Federal Partner: Public Health Agency of Canada (PHAC)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Science and Technology for Public Health Surveillance and Population Health Assessment	Surveillance and Research for Human TSEs	$7.9M (2004-05 to 2013-14)	$0.8M
Total		$7.9M (2004-05 to 2013-14)	$0.8M

16. Expected Results by program as per (13):

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.
Indicator: Alignment of PHAC data from human TSE surveillance with international benchmarks.
Targets and Tracking: TBD

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

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
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 2013-14)5	$0.0M

16. Expected Results by program as per (13): 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 Date to End Date)	Total Planned Spending for all Federal Partners for 2011-12
$3,601.1M (2003-04 to 2013-14) and $26.6M ongoing	$72.3M

17. Results achieved by non-federal partners (if applicable): N/A

18. 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 performed, 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.

The purpose of the Enterprise Operational Reporting/Performance Management Reporting Solution (EOR/PMRS) complementary projects are to develop more robust program level reporting solutions against performance indicators and targets, in order to enable the Agency to report reliably on specific program objectives and 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 their indicators and targets. Much progress has been made in reporting capacity for the inducted programs, but at this time the indicators and targets for all the programs in the BSE initiative have not been identified.

⁴ Funding sunsetted in 2007-08

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

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

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

3. Lead department program activity: CFIA: Aquatic Animal Health Division – Animal Health Directorate

4. Start date of the Horizontal Initiative: April 1, 2005

5. End date of the Horizontal Initiative: Ongoing

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

7. Description of the Horizontal Initiative (including funding agreement): The NAAHP goal is to protect Canada's aquatic animals 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 the natural resources of Canada and economic stability. The Agency's priority in this area is a safe and sustainable animal aquatic resource base.

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

9. 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 the financial governance within the CFIA budget. An Executive Steering Committee at the Assistant Deputy Minister (ADM) level from both organizations, is responsible for the strategic direction, monitoring and analysis of the NAAHP implementation. 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, that meets annually to guide the development of the program.

10. Planning Highlights: Specific regulations related to reportable diseases and import controls were published in December 2010. Import requirements will come into force December 10, 2011. Diseases are reportable, mandatory notification of these diseases are in effect since January 5, 2011. A surveillance system will be in place and serious disease incursions will be investigated. These regulations are under the Health of Animals Act. Other initiatives include development of disease response plans and Memoranda of Understanding (MOU) with the provinces on disease response.

11. Federal Partner: Canadian Food Inspection Agency (CFIA)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Animal Health and Zoonotics Program Internal Services	National Aquatic Animal Health Programs	$32.1M (2005-06 to 2009-10) and $6.4M ongoing	$6.4M
Total		$32.1M (2005-06 to 2009-10) and $6.4M ongoing	$6.4M

16. Expected Results by program as per (13):

Regulatory amendments based on full consultation (Federal/Provincial/Territorial groups, Aboriginal Groups, & World Trade Organizations (WTO));
Discussions with FPT on MOU, Mandatory Reporting, Surveillance Delivery, Emergency Response & Delineation of Domestic Disease Control zones;
Priority P&Ps required to enforce revised regulations;
NAAHP integration into priority Information Management Information Technology (IM/IT) systems & linkage to Fisheries and Oceans Canada’s Laboratory Information Management System interface;
Development of Survey plans to support trade and domestic control;
Development of training material for key NAAHP implementation activities (5 National Training Initiatives).

Development of standards and P&Ps for compartmentalization to replace Fisheries and Oceans Canada’s Fish Health Protection Regulations

Outcome 1: Certification of aquatic animal commodities exported from Canada meet requirements imposed by foreign countries.
Output/Activities: Negotiate export certificates based on importing country requirements, development of training modules to support delivery for inspection and certification of aquatic animals, training of Animal Health operational staff to deliver the program, analysis and publication of domestic disease status at the regional and compartment level, carry out sampling plans, and negotiate for continued and new market access.
Indicator: Time taken to issue aquatic animal certificate.
Target: An adequate number of staff are trained to carry out inspections and issue certificate.*

Outcome 2:Protection of the National Aquatic Animal Health System
Output/Activities: A database system that captures Mandatory Reporting information reported by the industry, provinces and laboratories. Initially the determination of whether the report requires further inspection will be made in the program division. Training will be required for aquatic animal inspection and sample submission.
Indicator: Implementation of the Disease Reporting and Response infrastructure.
Target: 100% are triaged for disease reporting.

Outcome 3: Develop and establish an import system for products meeting Canadian standards
Output/Activities: Adapt the Automated Import Requirement System (AIRS) to accommodate live aquatic species. AIRS is a public internet interface for importers and will require a restructuring with creation of new international import codes. Training of Canada Border Services Agency, importers and CFIA delivery staff will be required in order to perform live animal and premises inspections and to develop import health conditions based on country of origin risk assessments.
Indicator: CFIA Automated Import Requirement System is ready and sufficient staff are trained.
Target: System is 100% ready for implementation and an adequate number of staff are trained to use it.

* Note: The target will be determined once the program is ready for implementation, and will therefore be established for the 2011-12 Performance Report.

11. Federal Partner: Department of Fisheries and Oceans (DFO)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Aquatic Animal Health	National Aquatic Animal Health Laboratory System (NAAHLS)	$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

16. Expected Results by program as per (13):

Laboratory standards and tracking system that meets international requirements for audit/challenge of export certificates and/or import controls, and International Organization for Standardization (ISO) 17025 Laboratory Accreditation

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. Laboratory standards and tracking systems meet international requirements for audit/challenge of export certificates and/or import controls International Standards Organization 17025, the main standard used by testing and calibration laboratories. 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 2011-12

Outcome 2: Operational Laboratory Information Management System (LIMS)
Output/Activities: Continued development of the LIMS.
Indicator: LIMS is operational.
Target: April 2011

Outcome 3: Fish Health Protection Regulations (FHPR) amended and then ultimately rescinded
Output/Activities: Work collaboratively with the CFIA on a transition framework for moving from the FHPR to the authorities under amended Health of Animals Regulations (HAR) when they come into force.
Indicator: FHPR is rescinded.
Target: End of Fiscal Year 2011-12

Outcome 4: Ensure adequate capacity for diagnostic testing
Output/Activities: In collaboration with the CFIA, establish a network of third party testing laboratories in support of NAAHP program activities.
Indicator: Network of approved provincial, territorial and private laboratories providing specific diagnostic services.
Target: End of Fiscal Year 2011-12

Total Allocation for all Federal Partners (from Start Date to End Date)	Total Planned Spending for all Federal Partners for 2011-12
$59.0M (2005-06 to 2009-10) and $10.4M ongoing	$10.4M

17. Results achieved by non-Federal Partners (if applicable): Controlling aquatic animal diseases

18. Contact information:

Canadian Food Inspection Agency
Annie Champagne
Director
Aquatic Animal Health Division
(613) 221-3779

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

1. Name of Horizontal Initiative: Government Response and Action Plan to the 2008 Listeriosis Outbreak.

2. Name of lead department(s): Canadian Food Inspection Agency (CFIA); Health Canada (HC); and, Public Health Agency of Canada (PHAC)

3. Lead department program activity: CFIA: Food Safety Program; HC: Food Safety and Nutrition; and, PHAC: Surveillance and Population Health Assessment

4. Start date of the Horizontal Initiative: 2009-10

5. End date of the Horizontal Initiative: 2011-12

6. Total federal funding allocation (start to end date): $75.0M (2009-10 to 2011-12)

7. Description of the Horizontal Initiative (including funding agreement): The objective of this horizontal initiative is to address some of the 57 recommendations made in the report by the government-appointed Independent Investigator, Sheila Weatherill, who reviewed the circumstances leading to the 2008 Listeriosis outbreak in Canada. The Government developed an action plan based on three thematic areas: address immediate food safety risks, enhance surveillance and early detection, and improve Government response to food-borne illness outbreaks in Canada.

To implement the action plan, the three federal organizations – CFIA, HC, PHAC – received a total spending authority of $75.0 million over three years (CFIA: $46.8 million, PHAC: $17.7 million, and HC: $10.5 million). Each federal organization has identified the resource requirements, strategic outcomes, objectives and implementation plan for each thematic area. Implementation of this horizontal initiative will further enhance Canada's food safety system.

8. Shared outcome(s): Address Immediate Food Safety Risks by increasing the number of Ready to Eat (RTE) meat inspection staff, updating food safety programs and directions to industry, building 24/7 capacity for health risk assessments, and improving electronic access for inspection staff.

Enhance Surveillance and Early Detection by upgrading (web-based) national public heath surveillance system, improving detection methods for Listeria, enhancing laboratory testing capacity, and improving laboratory diagnostic tools.

Improve Government Response to Food-borne Illness Outbreaks in Canada by strengthening federal leadership capacity for outbreak response, revising the national Foodborne Illness Outbreak Response Protocol (FIORP), improving risk communication during food-borne emergencies, targeting communications to vulnerable populations, and improving public access to integrated Government of Canada food safety information.

9. Governance structure(s): Responsibility for the implementation of the recommendations made by the Independent Investigator is based on the mandates of the CFIA, HC, PHAC. In addition, the Deputy Minister of AAFC chairs a special committee of deputy heads from CFIA, HC and PHAC which provides recommendations to improve the ways the organizations work together to deliver their food safety mandates. The CFIA, PHAC, HC, and AAFC work horizontally through a governance structure to implement and monitor the implementation of the recommendations.

The governance framework includes an ADM-level Committee on Food Safety (ADM-CFS) that is supported by a DG-level committee. The ADM-CFS receives support and direction from the AAFC, CFIA, PHAC, and HC deputy heads. Furthermore, each department monitors the implementation of the recommendations through a department specific governance structure that includes inter-branch director-level, executive director or DG-level, vice-president or ADM-level, and senior management-level committees.

10. Planning Highlights: In 2011-12, the federal government will continue to enhance Canada's ability to prevent, detect and respond to outbreaks of food-borne illness.

11. Federal Partner: Canadian Food Inspection Agency (CFIA)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Food Safety Program Internal Services	Hiring of Inspection staff in Ready to Eat Meat Facilities	$21.3M	$9.1M
	Scientific and technical training programs	$11.6M	$4.3M
	Enhanced connectivity of Inspectors	$3.0M	$1.0M
	Enhanced Food Safety Program Risk Management	$4.6M	$1.8M
	Improve test detection methods for Listeria and other food-borne hazards	$1.2M	$0.5M
	Additional Listeria testing	$4.1M	$1.4M
	Government of Canada food safety portal	$1.0M	$0.4M
Total		$46.8M	$18.5M

16. Expected Results by program as per (13):

Hiring of Inspection staff in Ready to Eat Meat Facilities:

Outcome: The CFIA will continue to increase inspection capacity and deliver new inspection activities for federally registered RTE meat establishments.

Output/Activities: Staff will be hired to deliver new inspection tasks (CVS).
Targets and tracking: Number of new hires verses planned hires.

Scientific and technical training programs:

Outcome: The CFIA will continue to enhance the scientific and technical knowledge among RTE meat inspection staff in all federally registered meat establishments.

Output/Activities: Training specialists will deliver food processing science and technology sessions and food emergency training, laboratory staff will be trained on novel and emerging lab techniques.
Targets and tracking: Number of inspectors trained, number of person days for this training, number of courses offered on food technology, number of staff trained on updated policies, number of e-learning products developed.

Enhanced connectivity of Inspectors:

Outcome: The CFIA will continue to improve the management of food safety risks by providing frontline inspection staff secure access to the Agency's network and applications to better utilize inspection resources through improved and timely documentation and communication of inspection results.

Output/Activities: Solutions to improve access will be deployed across the Agency.
Targets and tracking: Number of inspectors with high speed access verses total number of inspectors.

Enhanced Food Safety Program Risk Management:

Outcome: CFIA will continue to review food safety programs to apply lessons learned.

Output/Activities: Hiring of remaining food safety specialists who will continue to review, analyse, design and deliver required program enhancements.
Targets and tracking: Number of reviews/ updates/ directives/projects completed verses the number planned.

Improve test detection methods for Listeria and other food-borne hazards:

Outcome: CFIA will continue to improve management of food safety risks and the early detection and faster response to potential foodborne illness outbreaks.

Output/Activities: Continued testing and validation work against established criteria; determination if test detection methods meet regulatory requirements.
Targets and tracking: Number of new analysts hired verses number planned, completion of validation protocol and project, decisions made on use of new methods.

Additional Listeria testing:

Outcome: Improved management of food safety risks through improved decision making.

Output/Activities: Continued testing and monitoring and trend analysis.
Targets and tracking: Increase in number of product samples submitted, reports produced on data trends at defined frequency, number of food program specialists dedicated to trend analysis.

Government of Canada food safety portal:

Outcome: A streamlined portal for all Government of Canada food safety information. Canadians are aware of and contribute to management of food safety risks.

Output/Activities: Additional enhancements to the portal based on qualitative and quantitative evaluation of the previous 2 years.
Targets and tracking:

• Number of advertisements to portal.
• Percentage increase in page views as a result of advertisement campaigns.

11. Federal Partner: Public Health Agency of Canada (PHAC)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Surveillance and Population Health Assessment	Surveillance of Infectious Diseases	$2.9M	$1.3M
Public Health Preparedness and Capacity	Public Health Tools	$4.5M	$1.5M
	Emergency Preparedness	$4.2M	$2.2M
Disease and Injury Prevention and Mitigation	Foodborne, Environmental and Zoonotic Diseases	$2.8M	$1.5M
Regulatory Enforcement and Emergency Response	Health Emergency Response Team	$3.3M	$1.5M
Total		$17.7M	$8.0M

16. Expected Results by program as per (13):

The activities can be characterized under two themes: Detection and Response

Surveillance and early detection are key activities to prevent food-borne illnesses and measure the effectiveness of food safety programs. PHAC activities in these areas include assessing and tracking food-borne risks and outbreaks through surveillance tools and platforms, and analyzing food-borne illnesses to develop genome sequences that aid in response, recovery and risk management.

The ability to respond to food-borne illness is supported through PHAC's network of response partnerships in the provinces/territories and local health authorities.

Surveillance of Infectious Diseases:

Outcome Strengthen laboratory diagnostic tools and networking tools by completing genomic sequences and fingerprint uploading to PulseNet; develop training material on new prototypes and methodologies.

Targets and Tracking: Percentage of completed genomic sequences of Listeria monocytogenes against plan (20 over a two-year period 2010-2012); Percentage increase of direct PFGE fingerprinting uploads to PulseNet annually.

Public Health Tools & Emergency Preparedness:

Outcome: National public health tools and platforms are implemented in the outbreak module.

Targets and Tracking: Percentage of active provincial/territorial participants in Panorama outbreak module; Percentage of provinces/territories deploying Panorama outbreak module.

Outcome: Public health professionals identified in the National Food-borne Illness Surge Capacity are trained and ready to respond to a food-borne illness outbreak activities in Canada.

Targets and Tracking: Percentage of public health professionals in National Food-borne Illness Surge Capacity roster that is trained and ready to respond to food-borne illness outbreak activities identified within Canada.

Outcome: A multi-faceted risk communications plan is developed and implemented to increase the number of Canadians with knowledge of how to protect themselves against the risk of food-borne illness during an outbreak; develop a model for public health resources.

Targets and Tracking: Percentage of Canadians with knowledge of how to protect themselves against the risk of food-borne illness during an outbreak, measured against baseline awareness levels that HC has established.

Foodborne, Environmental and Zoonotic Diseases:

Outcome: Exercise the FIORP with federal/provincial/territorial partners.

Targets and Tracking: Percentage of planned FIORP exercises completed with federal/provincial/territorial partners; Percentage of positive post-outbreak reviews by federal/provincial/ territorial partners.

Health Emergency Response Team:

Outcome: Develop an operational framework that provides procedures and guidance to the Health Portfolio for the coordination and management of foodborne illness emergencies.

Targets and Tracking: Percentage of public health professionals trained in a national food-borne illness outbreak management.

11. Federal Partner: Health Canada (HC)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Food Safety and Nutrition	Build Health Risk Assessment Capacity	$4.9M	$2.1M
	Improve Test Detection Methods for Listeria and Other Foodborne Hazards	$3.6M	$1.5M
Internal Services	Social Marketing Strategy	$2.0M	$0.4M
Total		$10.5M	$4.0M

16. Expected Results by program as per (13):

Build Health Risk Assessment Capacity:

Outcome: HC will continue to enhance its ability to provide risk assessments, based on the best available science and risk modelling methods to strengthen prevention and response to food safety incidents.

Output/Activities: Validation of risk modelling methods, implementation of appropriate systems to facilitate the sharing of analysis and data across jurisdictions and validation of risk assessment approaches.

Targets and tracking: Number of staffing actions, number HRAs completed within service standard, number quality management practices (including SOPs, templates, inter-departmental HC-CFIA protocols) implemented.

Improve Test Detection Methods for Listeria and Other Foodborne Hazards:

Outcome: HC will continue to have a suite of rapid, validated tools available to industry and government partners, to allow action to be taken at the earliest opportunity, reducing the exposure of Canadians in a food safety emergency.

Output/Activities: Piloting and validation of methodologies & prototypes for the detection of Listeria & other hazards in foods in real time, and the identification of methods for priority validation by the Microbiological Methods Committee (MMC) and the Chemicals methods Committee (RCMC).

Targets and tracking: Number of FTEs hired/allocated to developing/improving microbiological and chemical methods, number of validated methods, and #of methods prioritized for fast tracking and validation by MMC and RCMC, number of completed pilots and validated methodologies/prototypes for the detection of Listeria and other hazards in foods.

Social Marketing Strategy:

Outcome: Increased awareness of safe food handling behaviours.

Output/Activities: Web advertising campaign; stakeholders' web links kit; insert in <acronym title="Office of the Auditor General">OAS</acronym>, strategic alliances.
Targets and Tracking: Number of collateral materials distributed; web statistics and advertising statistics.

Total Allocation for all Federal Partners (from Start Date to End Date)	Total Planned Spending for all Federal Partners for 2011-12
$75.0M (2009-10 to 2011-12)	$30.5M

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

18. Contact information:

Canadian Food Inspection Agency
Theresa Iuliano
Senior Director
Policy and Strategies Directorate
(613) 773-5867

Public Health Agency of Canada
Mark Raizenne
Director General
Centre for Food-Borne, Environmental and Zoonotic Infectious Diseases
(613) 948-6883

Health Canada
Samuel Godefroy
Director General
Food Directorate
(613) 957-1821

1. Name of Horizontal Initiative: Invasive Alien Species (IAS)

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

3. Lead department program activity: Plant Resources Program

4. Start date of the Horizontal Initiative: 2010-11

5. End date of the Horizontal Initiative: Ongoing

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

7. Description of the Horizontal Initiative (including funding agreement): Invasive alien species (IAS) are those species introduced by human action outside their natural distribution (past or present), that threaten the environment, economy, or society, including human health. Annually, IAS causes 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 increases in international trade have elevated the risks of IAS introductions.

In recognition 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 objective of the Strategy is to initiate implementation of the priority objectives (i.e. prevention, early detection and rapid response to new invaders and management of established and spreading invaders) and will be met through contributions to work 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 implementation of the Government of Canada's IAS Strategy as well as maintain and enhance the advances made in the previous five years in invasive alien species activities. Ongoing implementation of the IAS Strategy is critical to continue the protection of Canada's ecosystems and resource-based economy.

8. Shared outcome(s): Continuing the implementation of the Invasive Alien Species Strategy for Canada is essential to protect Canada's aquatic and terrestrial ecosystems and their native biological diversity and 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.

9. Governance structure(s): The government-wide IAS Strategy involves Fisheries and Oceans Canada, Environment Canada, Natural Resources Canada and the Canadian Food Inspection Agency. The departments and agencies are committed to ongoing collaboration on IAS issues. Federally, coordination continues to be discussed through the Directors' General Interdepartmental Committee on Invasive Alien Species. Currently, the governance model for the National IAS Strategy is under revision. Inter-jurisdictionally, federal-provincial-territorial (FPT) cooperation on IAS issues continue under the auspices of the annual joint meeting of Resource Ministers' Councils for wildlife, forests, fisheries and aquaculture, and endangered species, as well as associated meetings of 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 will continue to seek the full engagement of federal, provincial, and territorial Ministers of agriculture and facilitate their annual participation in addressing invasive alien species.

10. Planning Highlights: For 2011-12, the key horizontal plans and are to: continue to develop, advance and implement concrete and practical prevention, detection, response and management activities of the IAS strategy; improve coordination mechanism across species, jurisdictions and issues.

11. Federal Partner: Canadian Food Inspection Agency (CFIA)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Plant Resources Program Internal Services	Risk Analysis	$15.5M (2010-11 to 2014-15) and $3.1M ongoing	$3.1M
	Science and Technology	$33.0M (2010-11 to 2014-15) and $6.6M ongoing	$6.6M
	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)	$12.0M

16. Expected Results by program as per (13):

Risk Analysis:

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

Outcome 1: Entry of invasive plants and plant pests is managed in a risk based manner and domestic spread of invasive plants and plant pests is controlled.

Outputs/Activities: The CFIA will continue to identify highest risk potential IAS, their pathways, and appropriate means by which to mitigate identified risks through continuing to conduct pest and weed risk analyses, import controls and initial response to early detections. Additionally, the Agency will continue to facilitate information sharing among federal departments to ensure information flows to and from both parties, thereby ensuring CFIA's mandate is met.
Indicator: To Be Developed (TBD)*.
Target: To Be Developed (TBD).

Science and Technology:

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

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. The CFIA will also minimize the impact of IAS introductions by continued foresight projects and efforts in early detection such as import monitoring and inspection, continuing to develop diagnostic methods and tools for the identification of high risk IAS and that provide rapid and accurate identification of invasive alien species.
Indicator: TBD
Target: TBD

Legislation, Regulation and Policy:

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

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 modernizing the legislative framework by updating regulations or 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 program policies and update existing ones with a focus on higher risk pathways of introduction. The CFIA will continue to design new programs and modernize existing ones to support the implementation of policies and to deliver associated import control to protect Canada's resource base from potential IAS. The CFIA will continue to collaborate with federal and provincial partners to co-ordinate implementation of An Invasive Alien Species Strategy for Canada, to maintain strong lines of communication, engage stakeholders, and contribute to good interdepartmental governance as well as strengthening internal governance across branches.
Indicator: TBD
Target: TBD

Engaging Canadians:

Increased cooperation and awareness from stakeholders on plants and plant pests and compliance with policies and regulations.

Outcomes: Increased cooperation and awareness from stakeholders on plants and plant pests and compliance with policies and regulations.

Output/Activities: The Agency will continue to work collaboratively with stakeholders and other government departments 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 for reducing the risk to Canada's plant resources.
Indicator: TBD
Target: TBD

International Cooperation:

Increased international engagement, cooperation and awareness of invasive species and compliance with policies and regulations.

Outcomes: Increased international engagement, cooperation and awareness of invasive species and compliance with policies and regulations.

Output/Activities: One of the main goals of international cooperation is to ensure that international standards and processes reflect Canadian interests. The CFIA will continue its active participation in international standard setting, harmonization of approaches, negotiations and bilateral meetings with key trading partners to mitigate the risk of IAS introduction through trade pathways and maintain access to foreign markets.
Indicator: TBD
Target: TBD

*Note: Indicators, targets and tracking methods have not yet been determined. A joint logic model and individual Results-Based Management and Accountability Frameworks were prepared pursuant to the previous Treasury Board Submission for the IAS Strategy by participating departments and agencies. The CFIA, EC, DFO and NRCan will jointly review and update the logic model and Performance Measurement Strategies to reflect minor changes to their respective programs.

11. Federal Partner: Natural Resources Canada (NRCan)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Adapting to a Changing Climate and Hazard Risk Management	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

16. Expected Results by program as per (13):

Risk Analysis:

The capacity to identify and address forest invasive alien species risks and prevent their introduction is increased.

Outcome: The capacity to identify and address forest invasive alien species risks and prevent their introduction is increased.

Outputs/Activities: National risk analysis models and risk maps for selected forest invasive alien species are developed to improve understanding of the pathways of forest invasive alien species movement and help to better assess human-assisted introductions and spread of new invasive alien forest pests and their impacts.
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: Scientific research is undertaken to address knowledge gaps in taxonomy, biology, ecology, distribution, and pest-host and forest-pathogen relationships.
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: Detection, diagnostic and surveillance tools and strategies are developed for forest invasive alien species. Response tools and methods are developed and provided to responsible agencies to deal with 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: 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.
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: Scientific and policy advice is provided in support to phytosanitary trade negotiations and the development of national and international forest phytosanitary standards.
Indicator and Target: TBD*

Engaging Canadians:

Scientific information on 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: Application functionality and content of the CanFIAS Database and the Forest Invasive Alien Species Web Portal are enhanced and expanded.
Indicator and Target: TBD*

International Cooperation:

International cooperation with phytosanitary organizations and trading partners is facilitated.

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

Outputs/Activities: Collaboration is fostered through active participation in scientific activities and knowledge transfer in support to international phytosanitary organizations such as the North American Plant Protection Organization and the International Forestry Quarantine Research Group that provides internationally coordinated research analyses to the International Plant Protection Convention's Technical Panel on Forest Quarantine and Commission of Phytosanitary Measures.
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.

11. Federal Partner: Department of Fisheries and Oceans (DFO)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Science for Sustainable Fisheries and Aquaculture Internal Services	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	$1.05M (2010-11 to 2014-15) and $0.21M ongoing	$0.21M
	Engaging Canadians	$0.45M (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

16. Expected Results by program as per (13):

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:

Development of components of aquatic invasive species regulations.

Engaging Canadians:

Stakeholder and partner are aware of activities that can mitigate the risk of aquatic invasive species.

International Cooperation:

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

Canada is engaged with international discussion to address the introduction and spread of aquatic invasive species.

11. Federal Partner: Environment Canada (EC)

12. Federal Partner Program Activity	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011-12
Biodiversity - Wildlife and Habitat	Engaging Canadians	$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

16. Expected Results by program as per (13):

Increased number and quality of proposals
Increased contribution of individuals and organizations in activities related to IAS

Outcome 1: Increased targeted awareness of key stakeholders in priority pathways of introduction.

Outcome 2: Improved ability to detect and respond early to IAS introduction and spread in Canada.

Outcome 3: Maintained jurisdictional partnership for coordination and communication of on the ground activities.

Outputs/Activities: Communication and promotional products and services; information and advice regarding development and submission of project proposals; funding agreements; project verification and monitoring.

Indicators and Targets: Multiple indicators have been identified for each result and are available as part of the draft Program's Performance Measurement Strategy (to be finalized in 2011-12).

Total Allocation for all Federal Partners (from Start Date to End Date)	Total Planned Spending for all Federal Partners for 2011-12
$95.0M (2010-11 to 2014-15) and $19.0M ongoing	$19.0M

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

18. Contact information:

Canadian Food Inspection Agency
Wendy Asbil
National Manager
Plant Health and Biosecurity Division
(613) 773-7236

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

Fisheries and Oceans Canada
Patrice Simon
Director
Environment and Biodiversity Science
(613) 990-0289

Environment Canada
Tracy Schneider
A/Manager
Conservation, Partnerships and Programs
(819) 934-5277