2011-2012 Departmental Performance Report

PDF (1275 kb)

The original version was signed by The Honourable Gerry Ritz, PC, MP Minister of Agriculture and Agri-Food

For the period ending March 31, 2012

Minister's Message

The Honourable Gerry Ritz, Privy Councillor, Member of Parliament

The Honourable Gerry Ritz, PC, MP
Minister of Agriculture and Agri-Food

I am pleased to present the Performance Report 2011–12 for the Canadian Food Inspection Agency (CFIA). It outlines the Agency's wide range of achievements in helping to ensure that Canada has a safe and accessible food supply and plant and animal resource base. The CFIA works within the Agriculture Portfolio team to tackle the agriculture sector's challenges, while helping the sector to capitalize on its tremendous potential for growth and future profitability.

In protecting both consumers and the interests of Canadian industry; the CFIA continues to address the challenges of a complex and ever-changing food safety landscape and to respond to emerging animal and plant health risks. This is thanks in large measure to its highly trained and adaptive workforce that is supported by effective training and improved tools. The Government of Canada has taken important steps to help ensure the CFIA's continued capacity to deal with the complexities associated with the protection of food safety and to support the ongoing evolution of Canada's world class food safety system.

So that we may maintain the quality of our food safety system into the future, there is a need to strengthen and modernize the legislation on which it is based. That is why the Government recently tabled, in Parliament, the Safe Food for Canadians Act. This legislation, once enacted, will: improve food safety oversight to better protect consumers; streamline and strengthen legislative authorities; and enhance international market opportunities for Canadian industry.

Further, Budget 2012 made an additional investment in food safety of $51.2 million over the next two years for Listeriosis. Resources to support increased frequency of food inspections in meat processing plants was also extended as part of Budget 2012 and will be added to the Agency's budget later in the year. Investments in Canada's food safety system such as these continue to help the CFIA modernize its inspection system, update its program frameworks, and strengthen its relationship with Canadians, industry, and international stakeholders. The Government is also pursuing complementary activities to strengthen Canada's food safety system, including plans to streamline and accelerate the process by which foods are regulated.

To follow through on its commitment for action in protecting consumers and the food they eat, the Government published the final progress report on its work to address the recommendations found in the Report of the Independent Investigator into the 2008 Listeriosis Outbreak. Every recommendation has been acted upon and completed.

From an industry perspective, the CFIA continued to support Canadian agricultural and agri-food businesses' ability to access domestic and global markets. More specifically, as a key partner in the Market Access Secretariat, the CFIA actively participated in the resolution of 47 technical market access issues thereby helping to facilitate international trade in Canadian food products, animals and plants, and their products.

The CFIA also took steps in 2011–12 to strengthen communication and interaction between the Agency, consumers, producers, and the entire value chain. By defining and publishing its Statement of Rights and Service, developing user fee standards and launching a new Complaints and Appeals Office, the CFIA has provided consumers and businesses alike with a more transparent and accessible way to learn what they can expect in terms of service and to register complaints and appeals regarding CFIA's decisions or service quality. These were foundational steps towards strengthening interaction with our regulated parties, stakeholders, and partners.

All of this contributes to better health, safety and economic outcomes for Canadians.

The Honourable Gerry Ritz, PC, MP
Minister of Agriculture and Agri-Food

Management Representation Statement for Performance Information

George DaPont

The Canadian Food Inspection Agency's (CFIA) 2011–12 Performance Report for the year ending March 31, 2012, was prepared under my direction and the CFIA's Senior Management Committee, and approved by the Minister of Agriculture and Agri-Food. In accordance with the Canadian Food Inspection Agency Act, the report also includes an assessment of the fairness and reliability of the performance information conducted by the Auditor General of Canada.

I submit for tabling in Parliament the 2011–12 Performance Report for the CFIA.

This document has been prepared based on the following reporting principles contained in the Guide for the Preparation of Part III of the Estimates: 2012–13 Report on Plans and Priorities and 2011–12 Departmental Performance Report:

  • It adheres to the specific reporting requirements outlined in Treasury Board Secretariat guidance;
  • It is based on the CFIA's Strategic Outcome and Program Activity Architecture that were approved by Treasury Board;
  • It presents consistent, comprehensive, balanced and reliable information;
  • It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
  • It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

George DaPont
President, Canadian Food Inspection Agency

Section I: Agency Overview

1.1 Raison d'être

The Canadian Food Inspection Agency (CFIA) is Canada's largest science-based regulatory agency. It has over 72001 employees working across Canada, in the National Capital Region (NCR) and in four operational areas (Atlantic, Quebec, Ontario and Western).

The CFIA is dedicated to safeguarding food, animal and plant health, which enhances the health and well-being of Canada's people, environment, and economy.

CFIA develops and delivers inspection and other services to:

  • prevent and manage food safety risks;
  • protect plant resources from pests, diseases and invasive species;
  • prevent and manage animal and zoonotic diseases;
  • contribute to consumer protection; and
  • contribute to market access for Canada's food, plants, and animals.

CFIA bases its activities on science, effective management of risk, commitment to service and efficiency, and collaboration with domestic and international organizations that share its mandate.

THE CFIA'S LEGISLATIVE AUTHORITY

CFIA Wide

  • Agriculture and Agri-Food Administrative Monetary Penalties Act
  • Canadian Food Inspection Agency Act

Food

  • Canada Agricultural Products Act
  • Consumer Packaging and Labelling Act (as it relates to food)
  • Fish Inspection Act
  • Food and Drugs Act (as it relates to food)
  • Meat Inspection Act

Plant

  • Fertilizers Act
  • Plant Breeders' Rights Act
  • Plant Protection Act
  • Seeds Act

Animal

  • Health of Animals Act
  • Feeds Act
  • Seeds Act

1.2 Responsibilities

The CFIA is responsible for administering and enforcing 13 federal statutes and 38 sets of regulations, for regulating the safety and quality of food sold in Canada and for supporting a sustainable plant and animal resource base. The CFIA shares many of its core responsibilities with other federal departments and agencies, with provincial, territorial and municipal authorities, and with other stakeholders.

The CFIA works with its partners to implement food safety measures; manage food, animal and plant risks and emergencies; and promote the development of food safety and disease control systems to maintain the safety of Canada's high-quality agriculture, agri-food, aquaculture and fishery products. The CFIA's activities include verifying the compliance of imported products; registering and inspecting establishments; testing food, animals, plants, and their related products; and approving the use of many agricultural inputs. The CFIA also provides scientific advice, develops new technologies, provides testing services, and conducts regulatory research.

At the CFIA, decisions are based on high-quality, timely, relevant science. Science informs policy development and program design and delivery through foresight, advice, risk assessment, the influence of international standards, research and development, and testing.

THE CFIA's KEY FEDERAL PARTNERS

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

1.3 Strategic Outcome and Program Activity Architecture (PAA)

To effectively fulfill its responsibilities in safeguarding Canada's food and sustaining its animal and plant resource base, the CFIA aims to achieve one strategic outcome (a safe and accessible food supply and plant and animal resource base).2 The CFIA's Program Activity Architecture (PAA), shown in Figure 1, illustrates how the CFIA's strategic outcome aligns with those of the Government of Canada (GOC) and reflects how the CFIA plans to allocate and manage its resources to achieve the corresponding expected results. In 2011–12, a new PAA, consisting of one Strategic Outcome and five Program Activities, was established to better reflect how the CFIA operates. The CFIA's priorities are reviewed annually to facilitate effective resource management within the context of the PAA framework.

Click on image for larger view
Flowchart - Figure 1: Program Activity Architecture for the Canadian Food Inspection Agency

Figure 1: Program Activity Architecture for the CFIA

Description for Flowchart - Program Activity Architecture for the CFIA

The CFIA's Vision
To excel as a science-based regulator, trusted and respected by Canadians and the international community
The CFIA's Mission
Dedicated to safeguarding Canada's food, animals and plants, which enhances the health and well-being of Canada's people, environment and economy

Strategic Outcome
A safe and accessible food supply and plant and animal resource base
Program Activity Expected Results GoC Outcome Areas
Internal Services* Food Safety Program
  • Risks to the Canadian public associated with the food supply system are mitigated
  • Domestic and imported food products are compliant with Canadian regulations and international agreements

Healthy Canadians

Strong Economic Growth

A Clean and Healthy Environment

Animal Health and Zoonotics Program
  • Risks to Canadians from the transmission of animal diseases to humans are minimized
  • Domestic and imported animals and animal products are compliant with Canadian regulations and international agreements
  • Risks to the Canadian animal resource base are mitigated
  • Effective preparedness to prevent, control, and eradicate transboundary diseases and emerging diseases
  • Disease outbreaks in Canada are promptly and effectively responded to
Plant Resources Program
  • Risks to the Canadian plant resource base from imported plants and plant products are mitigated
  • Domestic plants and plants products are compliant with Canadian regulations and international agreements
  • Confirmed incidences of new quarantine pests in Canada are contained and risk-mitigated (eradicated/controlled) through the issuance of Notices of Prohibition of Movement, Quarantine, up to and including the issuance of Ministerial Orders
  • Canadian exports of plants and plant products meet the country of destination regulatory requirements and Canada's reputation is maintained
International Collaboration and Technical Agreements
  • Canadian interests are reflected in science-based international rules, standards, and technical arrangements
  • International markets are accessible to Canadian food, animal, plant, and their products
  • International regulatory cooperation to support CFIA's mandate

A Fair and Secure Marketplace

A Prosperous Canada through Global Commerce

The CFIA's Foundation

  • Sound Science
  • Effective Regulatory Base
  • Effective Inspection Programs
  • Effective Inspection Programs
  • Effective Risk Management
  • Strong Partnerships
  • Transparent Timely Communications

The CFIA's Priorities

  • Focus on programs
  • Strengthen strategic directions, performance measurement and transparency
  • Focus on people
  • Focus on stewardship

Key Risk Areas

  • Foodborne Hazards
  • Science and Technology Capacity
  • Information for Decision-Making
  • Partnerships
  • Internal Co-ordination
  • Program Framework
  • Animal Diseases (including Zoonotics) / Outbreaks / Incidents
  • Plant Pests and Diseases
  • Human Resources

* The Internal Services program activity supports the CFIA's strategic outcome and all its program activities

1.4 Organizational Priorities

For 2011–12, the CFIA identified four Agency-wide Business Priorities to continue to strengthen the CFIA's foundations, mitigate strategic risks, and help effectively deliver its core program activities. The following table summarizes the CFIA's performance with respect to achieving these priorities. Additional details are provided in Section II.

Operational Priority Type3 Strategic Outcome(s) and/or Program Activity(ies)
Focus on Programs OngoingLink to Food Safety Program (2.2.1.1), Animal Health and Zoonotics Program (2.2.1.2), and Plant Resources Program (2.2.1.3)

The CFIA's services are built on a foundation of legislation, regulatory programs, and inspection delivery. Keeping this foundation strong is key to the CFIA's effective and efficient service delivery. In this regard the CFIA continued to systematically review and strengthen its program and regulatory framework in order to protect the public, consumers, animals and plants, and contribute to trade and fair market access.

Additionally, knowing that the stewardship of food safety and plant and animal health is a shared responsibility, the CFIA, through its collaborative efforts and partnership opportunities with industry, consumers, federal, provincial, and municipal governments and organizations, as well as international partners, continued to work towards protecting Canadians from preventable health risks related to unsafe food and zoonotic diseases as well as preventable risks solely related to animal and plant health.

Management Priority Type3 Strategic Outcome(s) and/or Program Activity(ies)

Strengthen Strategic Directions, Performance Measurement and Transparency

New

This management priority is part of Internal Services (2.2.1.5), which contributes to all Program Activities

The CFIA developed a service-centered agenda focused on prevention and on improving service delivery. In an effort to determine how it will position itself in the future, the CFIA continued to work on the development of a Long-Term Strategic Plan (LTSP). This plan will be instrumental in setting a long-term vision for the CFIA, determining focus areas, major goals, and strategies in order to ultimately create a strategic framework for the CFIA.

The CFIA also took concrete steps in the development of a suite of transparency and service-related initiatives that will provide a basis for interaction with stakeholders. This suite includes a transparency policy, a statement of rights and service, guides to inspection, the establishment of service standards, and a consultation policy and framework. The CFIA also launched a Complaints and Appeals Office which will provide a more transparent way for external partners to register complaints.

Further to this, because stakeholders desire and expect information and services to be available on the internet, the CFIA is implementing its Web Communications Strategy. Once fully implemented, the CFIA's website will provide Canadians with easy access to services and important information in a format that Canadians want and expect.

Management Priority Type3 Strategic Outcome(s) and/or Program Activity(ies)

Focus on People

New

This management priority is part of Internal Services (2.2.1.5), which contributes to all Program Activities

The CFIA depends on a highly skilled, multi-disciplinary staff complement located across the country to deliver on its mandate. With this in mind the CFIA continued to implement its 2008 –2013 CFIA Renewal Plan in an effort to have the right people in the right place at the right time.

Furthermore, to attract, develop and retain a human resources base with the necessary skills and competencies to effectively deliver on its responsibilities, the CFIA continued to engage and train employees, including front line staff, in support of career development. These actions continue to improve organizational performance and to maintain a vibrant workforce.

Management Priority Type3 Strategic Outcome(s) and/or Program Activity(ies)
Focus on Stewardship NewThis management priority is part of Internal Services (2.2.1.5) which contributes to all Program Activities

The effective management of any organization, particularly one as large and complex as the CFIA, depends upon a stable analytical foundation for strategic and operational decision making and the demonstration of value and performance.

In support of this priority, the CFIA finalized work on the information management & information technology campaign plan. This plan was developed collaboratively and cooperatively with the horizontal committees and enables the CFIA to invest in areas that will give inspectors and scientists the ability to leverage technology in order to be successful in their day-to-day operations in safeguarding the nation's food supply and plant and animal health.

The CFIA also continued to review and strengthen its project management capacity to ensure effective delivery of large-scale projects within the CFIA.

1.5 Risk Analysis

A cornerstone of the CFIA's risk management process is the development of a Corporate Risk Profile (CRP). While the CFIA's day-to-day service delivery is focused on controlling and mitigating operational risks, the CRP, which was updated for 2011–12, focuses on strategic risks and identifies mitigation strategies for addressing those risks. The following is a summary of the CFIA's strategic risk areas, as outlined in the CRP, and the associated mitigation strategies. Detailed information on progress achieved under each of the mitigation strategies can be found in Section 2.2.1 where a leaf icon symbol has been included.

CFIA Risk Areas Mitigation Strategies

1. Foodborne hazards

The CFIA, and co-operating jurisdictions, may fail to detect, track and/or mitigate foodborne pathogens, toxins, chemical contaminants and other food-borne hazards that could pose a threat to human health.

Improving and modernizing inspection approaches

  • Food and Consumer Safety Action Plan
  • Compliance Verification System
  • Address key recommendations of the Report of the Independent Investigator into the 2008 Listeriosis Outbreak
  • Inspection Modernization Initiative

Maintaining capacity to predict and respond to emergencies

  • Public Warnings for Class I Food

Carrying out education and outreach activities

  • The Consumer Association Roundtable

Collaborating with partners and stakeholders to enhance program and regulatory frameworks

  • Food Import Program

2. Animal Diseases (including zoonotics) / outbreaks / incidents

The CFIA may fail to prevent the entry and/or spread of an animal disease that either threatens the animal resource base and/or is potentially transmissible to humans (a zoonotic).

Conducting animal disease surveillance, detection and control activities

  • National Biosecurity Strategy
  • National Aquatic Animal Health Program (NAAHP)
  • Bovine Spongiform Encephalopathy (BSE) Program

Collaborating with partners to enhance program and regulatory frameworks

  • National Farmed Animal Health and Welfare Strategy
  • Implement recommendations from Auditor General's report on CFIA preparedness for animal disease emergencies (“Animal Disease – Canadian Food Inspection Agency”)
  • Traceability framework

Collaborating with partners and stakeholders to enhance program and regulatory frameworks

  • Animal Import Program

3. Plant Pest and Diseases

The CFIA may fail to appropriately prevent, detect, contain and mitigate a pest or disease that threatens the plant resource base.

Conducting plant disease surveillance, detection and control activities

  • Implement recommendations from Auditor General's Report on “Managing risks to Canada's plant resources – Canadian Food Inspection Agency “

Preventing the spread of invasive alien species and assessing agricultural products for safety and efficacy

  • National Invasive Alien Species (IAS) Strategy

Collaborating with partners and stakeholders to enhance program and regulatory frameworks

  • National farm level biosecurity standards (under the Growing Forward initiative)
  • Modernization of plant import program

4. 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.

Implement the CFIA Renewal Plan (2008–2013)

Conducting engagement, training and career development

  • Implement priority-setting for and consistent delivery of scientific and technical training and leadership development at the Agency
  • Continue to support mandatory and developmental language training
  • Develop an internal communications and employee engagement strategy that provides opportunities for two-way communications and promotes an environment that encourages employee satisfaction, motivation and commitment
  • Budget 2011 investments in inspector training

5. 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.

Ensure research activities align with risks, develop science and technology capacity, foster stronger research collaborations, and stay abreast of new scientific or regulatory developments.

  • Genomics Research and Development Initiative
  • Develop new detection and identification methodologies such as molecular methods for the identification and differentiation of various crop kinds and the development of improved diagnostic tests for henipaviruses4
  • Develop, modify, validate and implement methods and rapid tests to detect and characterize viruses and parasites in food
  • Budget 2011 investments in science capacity

6. Information for Decision Making

Performance, analytical and scientific information may be insufficiently compiled, focused and defined to appropriately support decision making and reporting in the CFIA.

Developing the basis for the compilation, interpretation and analysis of organizational information

  • Develop an IM/IT Strategic Plan (referred to as the IM/IT Campaign Plan)
  • Complete analysis of aging IM/IT systems and infrastructure as well as a complete capacity assessment
  • Develop Performance Management and Reporting System (PMRS) to enhance performance tracking and reporting in the Agency
  • Creation of Business Intelligence Management Centre to produce timely, consistent, accessible and trusted information

7. Partnerships

The roles and responsibilities of key partners may be insufficiently coordinated to support program delivery.

Enhancing relationships with partners and stakeholders

  • Leverage partnerships with other government departments, and with provinces and universities to strengthen laboratory and scientific networks
  • Implement the renewed Consultation Framework
  • Engaged with the United States through the Beyond the Border Initiative (BtB): and the Canada – United States Regulatory Cooperation Council (RCC)

8. Internal Coordination

There may be insufficient coordination within the CFIA to support program design and delivery.

Improving internal coordination

  • Continue to improve governance and horizontal management

9. Program Framework

The CFIA's legislative, regulatory and program framework may be insufficient to protect Canadian consumers and facilitate trade.

Enhancing the Agency's regulatory framework with respect to consumer protection

  • Continue to work towards renewal of the legislative framework for food safety
  • Develop a legislative framework for traceability
  • Plan to modernize/update the regulatory framework

1.6 Summary of Performance

2011–12 Financial Resources ($ millions)

Planned Spending Total Authorities* Actual Spending*
744.0 794.4 737.7

*Excludes amount deemed appropriated to Shared Services Canada. Please see Section 2.3 for more information.

The variance between Planned Spending and Total Authorities is mainly attributed to the following: new funding received for Food Safety Modernization and for the development of a Traceability Information Sharing Solution; funding received to continue the Growing Forward Program Suite; funding from the 2010-11 carry forward as well as increases related to statutory items. In addition, the CFIA transferred resources to Shared Services Canada. The variance between Total Authorities and Actual spending can be explained in part by unspent resources in several initiatives such as the Food and Consumer Safety Action Plan; Food Safety Modernization; the Government's response to Listeriosis; Bovine Spongiform Encephalopathy (BSE); funding received for the development of a Traceability Information Sharing Solution and Invasive Alien Species (IAS). In addition, the Agency put in place spending restraint measures during the last quarter of the fiscal year to ensure that there would be resources available via the carry forward to address known pressures in 2012–13.

2011–12 Human Resources Full-Time Equivalents (FTEs)

Planned Actual Difference
6,914 6,623 (291)

FTE is a standard financial measure used to capture the total paid hours of an organization's workforce over the course of a fiscal year. For example, one FTE could represent one full-time employee or two part-time employees whose time is split equally over the year. FTE amounts differ from the total number of employees shown in Section 1.1 (7,200) as the latter considers the number of individuals employed by the CFIA at a specific point in time, including active employees, those on leave status as well as suspended employees. Actual FTEs are lower than Planned primarily due to spending restraint measures put in place by the Agency during the last quarter of the fiscal year. This resulted in fewer hires than planned.

Summary of Performance Tables

Strategic Outcome: A safe and accessible food supply and plant and animal resource base

Performance Summary, Excluding Internal Services

Program Activity 2010-11 Actual Spending ($ millions) 2011-12 ($ millions) Alignment to Government of Canada Outcomes
Main Estimates Planned Spending Total Authorities Actual Spending
Food Safety Program 313.8 326.5 351.5 355.9 328.9 Healthy Canadians
Animal Health and Zoonotics Program 133.9 131.3 131.3 149.4 140.3 Healthy Canadians
Plant Resources Program 80.1 84.6 84.6 91.6 84.0 A Clean and Healthy Environment
International Collaboration and Technical Agreements 33.3 44.3 44.3 45.4 34.8 A Prosperous Canada through Global Commerce
Total 561.1 586.7 611.7 642.3 588.0

Internal Services

Internal services consist of groups that perform related activities and resources that are administered to support the needs of the programs and the corporate obligations of an organization. These groups include the following: Management and Oversight Services, Communication Services, Legal Services, Human Resources Management Services, Financial Management Services, Information Management Services, Information Technology Services, Real Property Services, Security Management Services, Environmental Management Services, Materiel Management Services, Procurement Services, and Travel and Other Administrative Services.

Performance Summary for Internal Services

Program Activity 2010-11 Actual Spending ($ millions) 2011-12 ($ millions)
Main Estimates Planned Spending Total Authorities* Actual Spending*
Internal Services 160.7 132.3 132.3 152.1 149.7

*Excludes amount deemed appropriated to Shared Services Canada. Please see Section 2.3 for more information.

1.7 Expenditure Profile

Departmental Spending Trend

Bar Chart - Departmental Spending Trend

Description for Bar Chart - Departmental Spending Trend
Spending Trend ($ Millions)
Planned Spending Actual Spending
2009-10 2010-11 2011-12 2009-10 2010-11 2011-12
597.0 689.1 744.0 718.1 721.8 737.7

Planned Spending has increased steadily from 2009–10 to 2011–12. This is mainly due to incremental resources received for new or existing initiatives such as: the Food and Consumer Safety Action Plan; the Government's Response to Listeriosis; increased frequency of food inspections in meat processing establishments; the Pork Industry Recovery and Expansion Strategy; collective bargaining; Food Safety Modernization; and funding received for a traceability information sharing solution.

1.8 Estimates by Vote

For information on Canadian Food Inspection Agency's organizational votes and/or statutory expenditures, please see the Public Accounts of Canada 2012 (Volume II). An electronic version is available at http://www.tpsgc-pwgsc.gc.ca/recgen/txt/72-eng.html

1.9 Office of the Auditor General Reports

The Auditor General has assessed the Canadian Food Inspection Agency's performance information presented in Section 2 of this report. This assessment is only a review level of assurance, and does not constitute an audit. The Auditor General's Assessment Report is included in front of the performance information in Section 2.

The Auditor General has audited the Canadian Food Inspection Agency's financial statements. These financial statements and the auditor's report are presented in Section 3.

The Auditor General has not evaluated or audited any other sections of this report.

Section II: Analysis of Program Activities by Strategic Outcome

2.1 How the Agency Plans and Reports Outcomes

In accordance with the Treasury Board Secretariat's (TBS) Management, Resources and Results Structure (MRRS) Policy, the CFIA planning and reporting framework is based on a desired strategic outcome, a PAA, and an associated governance framework. The PAA is aligned with desired GoC outcomes and takes into consideration the impact of several factors – including the global and national environment, GoC priorities, CFIA strategic risks, CFIA's human and financial resource capacity, and the outcomes of CFIA's past performance and related lessons learned.

This report highlights key accomplishments and gives an account of the progress made in advancing the plans and priorities identified in the CFIA's 2011–12 Reports on Plans and Priorities (RPP). Under strategic outcome and program activities, details are given on performance as it relates to special initiatives, risk mitigation strategies, and ongoing activities. Special focus is given to how this affects Canadians.

Section 2.2 of this report describes performance information, including highlights, challenges, lessons learned, and expected results for the strategic outcome, measured against targets through the use of compliance and other relevant performance indicators.

2.1.1 Assessment of Compliance and Performance Targets

Given the complexity and inherent variability of the agriculture, agri-food, forestry, and fishery production, processing, and distribution sectors, the approach to assessing compliance varies across commodity groups. The CFIA uses a variety of tools to monitor and promote compliance, including inspections, audits, product sampling, and testing. The CFIA uses risk-based approaches that target the areas of highest risk. For example, the CFIA focuses its efforts on systems, processes, and facilities that directly affect the safety of food, animal and plant health. The resulting compliance rates indicate the extent to which regulated parties have adhered to requirements specified in federal acts and regulations. As the Agency implemented a new PAA and PMF at the beginning of fiscal year 2011–12, the Agency is unable to perform a trend analysis (using year-over-year data) as this 2011–12 Departmental Performance Report (DPR) represents the first year we are reporting against this new PAA and PMF. For detailed information on compliance assessment, see Section 4.2 in the 2011–12 DPR.

Qualitative and quantitative performance targets provide a basis for measuring the performance of regulated parties and of the CFIA in relation to how they achieve the results expected of them. The targets in this report are for critical program areas and are based either on historical averages of actual performance or on the expected results of effective programming (e.g. rate of industry compliance with regulatory standards). The CFIA has assessed the extent to which performance has met or exceeded established targets and provided analysis when performance fell below the established targets. Targets for programs that monitor activities are set differently than those for programs that focus on specific areas of non-compliance. Where applicable, performance indicator results have been rounded down to the nearest percentage point.

The CFIA assigns a data quality rating to every performance result indicator in the CFIA's DPR. The ratings provide a reasonable assessment of the reliability and limitations of the CFIA's performance information. For each indicator, the CFIA applied a consistent methodology for evaluating the data and processes used to derive performance results.

Information on performance result methodologies and data is used to substantiate that the information reported in the CFIA's DPR is valid, reliable, fair, and supported by appropriate evidence. This information is also the basis for determining the data quality ratings for each indicator. Ratings are based on an assessment of the systems and processes used to manage data and the systems and processes used to derive performance results from the data.

A data quality rating of Higher Confidence, Moderate Confidence or Lower Confidence, as categorized below, is determined for each indicator and included in the performance tables in Section 2.2.

Table 2-1 Data Quality Rating

Data Quality Rating
Higher Confidence Results rating where (1) the data used to derive performance results is stored and managed using reliable systems and methods; and (2) performance results are derived using reliable systems and methods.
Moderate Confidence Results rating where (1) the data used to derive performance results is stored and managed in most cases using reliable systems and methods; and (2) performance results are derived in most cases using reliable systems and methods.
Lower Confidence Results rating where there are gaps in the reliability of data sources and/or performance results: data and performance results are supported or derived from systems and methods that do not support data robustness and reliability.

2.1.2 Auditor General's Assessment of Performance Information

Assessment - Auditor General's Assessment of Performance Information in the Canadian Food Inspection Agency's 2010–11 Performance Report - Page 1

Description for Assessment - Auditor General's Assessment of Performance Information in the Canadian Food Inspection Agency's Performance Report - Page 1

Auditor General's Assessment of Performance Information in the Canadian Food Inspection Agency's 2011-12 Performance Report

Review Engagement Report

To the President of the Canadian Food Inspection Agency
and the Minister of Agriculture and Agri-Food

What I Assessed

As required by the Canadian Food Inspection Agency Act, I have assessed the fairness and reliability of the Canadian Food Inspection Agency's performance information for 2011-12 with respect to the objectives established in its 2011-12 corporate plan.

Management's Responsibility

The performance information reported in the Agency's performance report and the objectives established in its corporate plan are the responsibility of management.

My Responsibility

My responsibility is to assess the fairness and reliability of the performance information included in the Agency's performance report against the objectives established in its corporate plan. My assessment did not include the objectives set out in the corporate plan or commenting on the Agency's actual performances.

The Nature of My Assessment

My assessment covered only the performance information included in the section of the Agency's performance report titled "Analysis of Program Activities by Strategic Outcome". My assessment did not include the information referenced by Web links included in the report.

My assessment consisted of a review performed in accordance with Canadian generally accepted standards for review engagements established by the Auditing and Assurance Standards Board (AASB) and, accordingly, consisted primarily of enquiry, analytical procedures, and discussion related to the Agency's performance information as supplied to me by the Agency. I conducted this assessment using the criteria for the assessment of fairness and reliability described in the Annex. There were no changes to the criteria from those of the prior year report.

My assessment is based on a review which provides a moderate level of assurance and does not constitute an audit. Consequently, I do not express an audit opinion on the Agency's performance information.

Conclusion

Based on my assessment, nothing has come to my attention that causes me to believe that the Agency's performance information for 2011-12, with respect to the objectives established in its corporate plan, is not, in all significant respects, fair and reliable using the criteria described in the Annex to this report.

Dale Shier, CA
Principle
for the Auditor General of Canada

21 September 2012
Ottawa, Canada

Assessment - Criteria for the Assessment of Fairness and Reliability

Description for Assessment - Criteria for the Assessment of Fairness and Reliability

Criteria For The Assessment Of Fairness And Reliability

Office Of The Auditor General

The following criteria were developed to assess the fairness and reliability of the information about the Agency's performance with respect to the objectives in its corporate plan. Two key issues were addressed: Has the Agency reported on its performance with respect to its objectives? Is that information fair and reliable? Performance information with respect to objectives is fair and reliable if it enables Parliament and the public to judge how well the entity or program in question is performing against the objectives it set out to accomplish.

Fairness

RELEVANT: The performance information reports in context, tangible, and important accomplishments against objectives and costs.

MEANINGFUL: The performance information describes expectations and provides benchmarks against which performance is compared.

ATTRIBUTABLE: The performance information demonstrates why the program made a difference.

BALANCED: A representative and clear picture of performance is presented, which does not mislead the reader.

Reliability

RELIABLE: The performance information adequately reflects the facts.

These criteria were developed specifically for the assessment. The Canadian Food Inspection Agency has acknowledged that they were suitable for the assessment.

More information on the criteria is available on our website at http://www.oag-bvg.gc.ca/internet/English/meth_gde_e_10217.html

2.2 Performance by Strategic Outcome

2.2.1 Strategic Outcome: A Safe and Accessible Food Supply and Plant and Animal Resource Base

Mitigating risks to food safety is the CFIA's highest priority, and the health and safety of Canadians is the driving force behind the design and development of CFIA programs. The CFIA, in collaboration and partnership with industry, consumers, and federal, provincial and municipal organizations, continues to work towards protecting Canadians from preventable health risks related to unsafe food and zoonotic diseases, and maintaining a stable plant and animal resource base.

The current and future economic prosperity of the Canadian agriculture, fishery and forestry sectors relies on a healthy and sustainable animal and plant resource base. As such, the CFIA is continually improving its program design and delivery in the animal and plant area in order to minimize and manage risks. In an effort to protect the natural environment from invasive animal and plant diseases and plant pests, the CFIA also performs extensive work related to the protection of environmental biodiversity.

The CFIA supports Canadian agriculture and agri-food businesses' ability to enter domestic and global markets and their success therein. The CFIA works to develop and implement regulatory frameworks that: address risks to consumers; verify truth in labelling information (prevent misleading information); and confirm that imports and exports meet Canadian and international requirements. To support these objectives, the CFIA engages in outreach and consultation activities with key stakeholders and partners (including those in industry), consumers, and international trade and standards organizations.

Table 2-2: Strategic Outcome Performance Indicators

Stategic Outcome: A safe and accessible food supply and plant and animal resource base
Performance Indicators Targets Performance Status Data Quality Rating
Standards-related restrictions on exports of Canadian commodities (food, animals, plants, and their products) are addressed.5 Not Applicable The CFIA regularly engages with our international regulatory counterparts to seek science-based solutions to over-come technical market access barriers. The CFIA contributes to market access based on the integrity of Canada's food safety and animal and plant health systems, negotiation export provisions to meet trading partners' needs; and leading on SPS negotiations to protect the health of Canadian consumers and Canada's agricultural resources, while seeking to address unjustifi ed barriers to trade. Higher Confidence
Canada's status on the OIE6 disease risk status lists remains either "free, controlled risk, or negligible risk"7 Status maintained Status maintained Met Higher Confidence
Percentage of Canadians who have confidence in the Canadian food supply system Historical trend (Increasing) 68% Met Higher Confidence

Key strategic risks, as identified in the CFIA's Corporate Risk Profile:

  • Foodborne Hazards
  • Animal and Zoonotic Outbreaks/Incidents
  • Plant Pests and Diseases
  • Human Resources
  • Science and Technology Capacity
  • Information and Decision Making
  • Partnerships
  • Internal Coordination
  • Program Frameworks

To mitigate risks and achieve its strategic outcome, the CFIA concentrated its efforts in 2011–12 on the delivery of the following four priorities:

  • Focus on Programs
  • Strengthen Strategic Directions, Performance Measurement, and Transparency
  • Focus on People
  • Focus on Stewardship

Percentage of 2011–12 Actual Spending by Program Activity

Pie Chart - Percentage of 2011-12 Actual Spending by Program Activity

Description for Pie Chart - Percentage of 2011-12 Actual Spending by Program Activity
Percentage of 2011-12 Actual Spending by Program Activity
Food Safety and Nutrition Risks Animal Health and Zoonotics Program Plant Resources Program International Collaboration and Technical Agreements Internal Services
45%19%11%5%20%
2.2.1.1 Program Activity 1: Food Safety Program

Flowchart - Program Activity 1: Food Safety Program

Flowchart - Program Activity 1: Food Safety Program
Program Activity Expected Results GoC Outcome Areas
Food Safety Program
  • Risks to the Canadian public associated with the food supply system are mitigated
  • Domestic and imported food products are compliant with Canadian regulations and international agreements
Healthy Canadians

Key Risk Areas

  • Foodborne Hazards
  • Program Framework
  • Partnerships
  • Science and Technology Capacity

Program Activity Description:

The Food Safety Program aims to mitigate public health risks associated with diseases and other health hazards in the food supply system and to manage food safety emergencies and incidents. The program achieves these objectives by promoting food safety awareness through public engagement and outreach activities and through the verification of industry compliance to standards and science-based regulations. The CFIA works closely with federal/provincial/territorial governments and other Federal Government partners, as well as consumers, producers, farmers, and industry. The program helps consumers receive information about food safety and nutrition more easily, and it serves to diminish unfair market practices targeting consumers and industry through a robust program design supported by inspection and sampling procedures. Collaboration with other governments and stakeholders further enhances the CFIA's ability to manage risks associated with food and the food supply system, including foodborne illness. In instances of non-compliance, the CFIA takes regulatory action using a suite of tools that include investigation and enforcement. This program supports public health and instils confidence in Canada's food system.

Activities within the Food Safety Program supported the Focus on Programs priority as well as the Strengthen Strategic Direction priority and helped mitigate the following strategic risks:

  • Foodborne Hazards
  • Program Framework
  • Partnerships
  • Science and Technology Capacity

2011-12 Financial Resources ($ millions)

Planned Spending Total Authorities Actual Spending
351.5 355.9 328.9

2011-12 Human Resources (FTEs)

Planned Actual Difference
3,177 3,238 61

Variance Analysis:

Several initiatives included in this program activity did not spend all their resources this fiscal year resulting in a variance of $27.0 million between Total Authorities and Actual Spending. These initiatives include the Food and Consumer Safety Action Plan, the Government's response to Listeriosis and Food Safety Modernization. The Food and Consumer Safety Action Plan experienced a delay in obtaining Treasury Board approval to proceed with the Agency's IM/IT projects. Also, delays in the development of the importer licensing program resulted in the deferment of dependent activities such as hiring and training the inspection staff required to deliver the program. Food Safety Modernization was not able to spend all of its resources as they were received late in the fiscal year. Part of the overall Food Safety Program variance can also be attributed to the administrative spending restraint measures that were put in place during the last quarter of the fiscal year. These measures were implemented to ensure that there would be resources available via the carry forward to address known pressures in the 2012–13. With the renewal of the PAA in 2011–12, the CFIA worked hard to accurately align its authorities and FTEs to the new Program Activities. Since this initial exercise and further review, some discrepancies have been identified. The CFIA is making every effort to address these to allow for better representation in the 2012–13 DPR.

Performance Summary and Analysis of Program Activity

The CFIA implemented a new PAA and PMF at the beginning of fiscal year 2011–12. As such, trend analysis information cannot be provided for 2011–12.

Table 2-2a: Summary of Performance: Food Safety and Nutrition Risks

Expected Results: Risks to the Canadian public associated with the food supply system are mitigated
Performance Indicators* Targets Performance Status Data Quality Rating*
Number of commodity areas whose target for the percentage of inspected, federally registered establishments found to be in compliance with federal regulations has been met8 6 out of 6 met 3 out of 6 met Not Met Not Applicable
Meat and Poultry 98% 92% Not Met Higher Confidence
Egg 98% 99% Met Higher Confidence
Dairy 98% 100% Met Lower Confidence
Fish and Seafood 98% 97% Not Met Higher Confidence
Fresh Fruits and Vegetables 98% 100% Met Higher Confidence
Processed Products 98% 94% Not Met Moderate Confidence
Percentage of Public Warnings for Class I food recalls that are issued within 24 hours of a recall decision leaf icon 100% 100% Met Higher Confidence
Percentage of Public Warnings for Class II food recalls that are issued within 24 hours of a recall decision9 95% 100% Met Higher Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Performance Summary and Compliance Methods

Percentage of inspected federally-registered establishments in compliance with federal regulations

Meat & Poultry

As a result of the Weatherill Report, 12 new Processed Meat inspectors were hired in the Montreal West Region in Quebec. This increase in inspectors was due to the large concentration of ready-to-eat (RTE) establishments (52) in this region. With more inspectors onsite, more inspection tasks were delivered which led to an increase in non-conformities being identified in the Corrective Action Requests (CAR). The CFIA continues to communicate and work with industry to increase understanding of requirements and of the related Compliance Verification System (CVS) policies. The CFIA aims to increase the levels of industry compliance through ongoing communication and education. As such, it is expected that the number of CARs will fall within the normal range next fiscal year.

Fish and Seafood

In 2011–12, the CFIA updated its guidelines relating to fish inspection regulations to help industry better understand the existing regulatory requirements. The new guidelines established new procedures around Corrective Action Plans (CAPs) and subsequently caused compliance rates to decrease. It is expected that compliance rates will improve as industry adjusts to the new guidelines. For more information on the updated guidelines visit: http://www.inspection.gc.ca/english/fssa/fispoi/qual/qaqre.shtml

Processed Products

The target was not met due to a change in methodology. Compliance is now defined as having been achieved when the initial establishment inspection is satisfactory, rather than when the follow-up inspection is satisfactory.

Compliance Approaches and Methods

A monitoring approach10 is used to assess compliance for all commodities under this indicator. For all commodities under this indicator, except for Processed Products, compliance results are determined at the initial inspection, in the audit, or in the first follow-up visit. Processed Products determines compliance results on initial inspection.

Table 2-2b: Summary of Performance: Food Safety and Nutrition Risks

Expected Results: Domestic and imported food products are compliant with Canadian regulations and international agreements
Performance Indicators* Targets Performance Status Data Quality Rating*
Number of commodity areas whose target for the percentage of domestic food products found to be compliant with federal regulations has been met11 6 out of 6 met 4 out of 6 met Not Met Not Applicable
Meat and Poultry 95% 96% Met Higher Confidence
Egg 95% 93% Not Met Higher Confidence
Dairy 95% 96% Met Higher Confidence
Fish and Seafood 95% 98% Met Higher Confidence
Fresh Fruits and Vegetables 95% 97% Met Higher Confidence
Processed Products 95% 94% Not Met Higher Confidence
Number of commodity areas whose target for the percentage of imported food products found to be compliant with federal regulations has been met12 6 out of 6 met 4 out of 6 met Not Met Not Applicable
Meat and Poultry 95% 99% Met Higher Confidence
Egg 95% 99% Met Higher Confidence
Dairy 95% 90% Not Met Higher Confidence
Fish and Seafood 95% 84% Not Met Higher Confidence
Fresh Fruits and Vegetables 95% 95% Met Higher Confidence
Processed Products 95% 95% Met Higher Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Performance Summary and Compliance Methods

Percentage of Domestic Food Products in Compliance with Federal Regulations

Egg

The performance is below the target due to an increase in the reported violations of a certain chemical residue from a group of chemicals called Ionophores. Health Canada has determined that the levels present do not represent a risk to the consuming public. The CFIA is in consultation with industry to provide them guidance on the preparation of feed in order to bring down the level of residues thereby reducing the residue levels carrying over into eggs.

Processed Products

The target was not met due to quality issues with the maple sap and tomato inputs used in producing certain processed products. These quality issues stemmed from adverse weather conditions in 2011–12. The unseasonably warm spring negatively affected the quality of the maple syrup harvest while the rainy summer negatively affected the quality of the tomato harvest. These were not food safety issues.

Percentage of Imported Food Products in Compliance with Federal Regulations

Dairy

The majority of non compliances came from chemical residue tests that detected Thyreostatica. Investigations showed that these violations were caused by background levels from Brassica crops being fed to production animals. There are no health and safety issues identified with this compound at the levels indicated.

Fish & Seafood

In 2011–12, the sampling approach used was more risk-based than in previous years. This naturally focused attention towards product types that were more likely to be non-compliant, thereby decreasing the overall compliance rate compared to previous years.

Compliance Approaches and Methods

A monitoring approach10 is used to assess compliance for all commodities under this indicator. Compliance results are determined during the initial testing phase of food and product samples.

Additional Information:

The CFIA's Food Safety Action Plan: http://www.inspection.gc.ca/english/fssa/concen/concengov/govplane.shtml

Listeria Policy update: http://www.inspection.gc.ca/eng/1339424983711/1339425115046

Compliance Verification System Procedures: http://www.inspection.gc.ca/eng/1335181754842/1335241998814

Strategic Performance Analysis13

Modernizing the Current Inspection System and Approach

As part of the Agency-wide Inspection Modernization initiative, a dedicated team worked with inspectors, subject matter experts and industry to review current programs, identify and challenge current practices, and identify elements that would be fundamental to a single and consistent approach to inspection across food commodities. By the end of 2011 –12, key components of a draft improved food inspection model were developed and discussed with the Ministerial Advisory Board, and the External Audit Sub-Committee. Listeria icon

DID YOU KNOW?

In 2011–12 the CFIA conducted over 2,900 inspection/audits:

  • Meat and Poultry (755)
  • Dairy (176)
  • Fish and Seafood (553)
  • Shell Eggs (1,002)
  • Fresh Produce (88)
  • Processed Products (332)

The CFIA began work in 2011–12 to modernize its manuals, policies, and procedures with the goal of reducing the number of these documents and moving towards establishing a common set of documents covering the food safety area.

The development of an integrated approach for identifying and ranking food safety risks was initiated in order to assist in priority setting and planning. Concurrently, the Meat Program implemented a new risk-based sampling plan for Ready-to-Eat (RTE) Listeria icon products and food contact surfaces where the frequency of sampling is based on the established relative risk associated with the product. As a result, a higher risk product is sampled more frequently than a lower risk product. Listeria icon

In support of these initiatives, the CFIA worked with its federal partners (Health Canada and Agriculture and Agri-Food Canada) on developing legislation that would improve food safety oversight to better protect consumers, streamline and strengthen legislative authorities, and enhance international market opportunities for Canadian industry. This legislation (Safe Food for Canadians Act) was subsequently tabled early in 2012–13 and its implementation will be reported on in future performance reports.

leaf icon As part of its efforts to modernize inspection, and building on its success with the compliance verification system (CVS), the CFIA initiated work to develop a task-based approach to compliance verification for the Imported and Manufactured Food Program. The goal of this work, which continues into the current fiscal year, is to improve inspection accountability, efficiency and consistency for domestic and imported food in the Non-Federally Registered Sector (NFRS). Listeria icon Ultimately, this approach will enable improved program delivery and a more uniform application of inspection procedures.

leaf icon Various reports and studies, including the Weatherill Report, have identified the need for consistent, timely, and up-to-date training for CFIA inspection staff. Additionally, Budget 2011 also provided a further $100 million over five years to invest in inspector training, tools and technology, and science capacity. Listeria icon In response, the CFIA has developed a plan to deliver core training to all new inspection staff as they enter the Agency. The pilot will begin in the fall of 2012. To support current staff in the consistent performance of their duties in their current and future roles, CFIA has delivered "refresher training" to over 430 existing inspection staff members. This is the first installment of a plan to provide training to all current inspection staff. The core and refresher programs form part of a four-year effort to ensure staff have the training they need to deliver the CFIA's modernized inspection model. In addition, all inspection staff tasked with Listeria inspection received nine weeks of meat processing training, and over 250 inspectors working in meat processing establishments have received part of the training.

leaf icon The ability for frontline staff to deliver on their priorities was strengthened through the development and implementation of the National Recruitment Group in Fall 2010, which launched a National Selection process resulting in a National pool of fully assessed applicants being created by the end of June 2011. This will streamline the process of hiring inspectors and create a sustainable pool from which managers can draw, thereby freeing the time of managers to focus on program delivery instead of recruitment.

On December 19, 2011, the Government of Canada released its final report to Canadians on the actions taken to respond to all of the recommendations by Ms. Sheila Weatherill outlined in the Report on the Independent Investigator into the 2008 Listeriosis Outbreak. More specifically, the CFIA advanced the implementation of Health Canada's Listeria policy on multiple fronts:

  • Manuals of procedure, policies and guidance documents for meat and for high-risk, non-meat RTE foods were revised to reflect the food safety practices recommended in Health Canada's revised Policy on Listeria monocytogenes in Ready-to-Eat Foods;
  • New environmental sampling plans were implemented in federally registered non-meat establishments to monitor for Listeria in the food processing environment, and new resources were provided for technical support to risk-assessments resulting from positive Listeria samples;
  • The CFIA, Health Canada, and the Public Health Agency of Canada (PHAC) developed a standard operating procedure (SOP) addressing how provincial/municipal/territorial agencies should request laboratory testing support from their federal partners. This SOP will help to ensure that analytical testing capacity is in place in the event of another outbreak and that food samples that arrive in federal labs can be more easily traced back to the food product sampled; and
  • The internal evaluation of Changes to Inter-Departmental Interfaces14 noted that "Overall, the review found that the inter-departmental, inter-jurisdictional ability to manage and respond to foodborne illness outbreaks has been significantly strengthened since the release of the Weatherill Report in 2009". The report suggested a review of federal/provincial/territorial memoranda of understanding (MOUs) to determine if a higher level of consistency can be obtained. Revisions of the MOUs are underway. Listeria icon

The CFIA worked with 17 businesses in a pilot project to simplify and streamline registration requirements. This led to the development and publication of procedural changes to the Meat Hygiene Manual of Procedures in September 2011. These changes make it easier for small businesses to set up on-site retail operations and to apply for federal registration.

Implementing the Food Safety Action Plan

leaf icon During 2011–12 the CFIA continued implementation of its portion of the Government of Canada's Food and Consumer Safety Action Plan – the Food Safety Action Plan (FSAP). Work continued towards better understanding food safety risks through targeted microbiological and chemical food hazard surveys. Further information was gathered through border blitzes and both food safety and labeling compliance inspection activities, which focused on areas of highest risk in both the non-federally registered and fresh fruit and vegetables sectors.

The CFIA collaborated with Health Canada, the PHAC, and its provincial counterparts on the development of a risk prioritization model. Collaborations and information sharing also took place with international trading partners and regulatory counterparts on food safety issues and risk management approaches.

Past food safety issues have highlighted the importance of gathering regular feedback from Canadians on food safety, food recalls, and confidence in Canada's food safety system. Public Opinion Resarch (POR) results have helped inform outreach initiatives and policies related to food safety and have provided the Agency with a better understanding of consumers' awareness, attitudes, and behaviors in terms of food safety, and have helped ensure communications material is consistent with the needs of Canadians.

In the Fall of 2011, the CFIA published the results of four targeted POR surveys. One of these looked at the issue of food safety confidence and measured public awareness of food recalls and inspections. Ninety-three percent of Canadians surveyed expressed a degree of confidence in Canada's food safety system15. Results revealed that the percentage of Canadians that gave Canada's food safety system a favourable to strong confidence rating remains steady from last year at 68 percent. That is up from 60 percent in 2008. The POR report shows Canadians are increasingly likely to feel more confident in the system when there is a food recall because it demonstrates the system is working.

Moreover, the CFIA received approximately 750 media calls on food safety, including approximately 200 on food recalls in 2011-12.

leaf icon Following stakeholder consultation undertaken in 2010–11, the CFIA responded to feedback on the proposed licensing regime for imported food sector products. As a result, progress was made on the regulations, supporting documents, and information technology (IT) requirements associated with the proposed licensing regime. The proposed regulatory framework will help to improve importers' ability to:

  • quickly identify, respond to and advise the CFIA of potentially unsafe imported food; and
  • increase the CFIA's ability to communicate important information to industry to mitigate food safety incidents;

One example demonstrating the impact of efforts over the first three years of the FSAP project was seen in March 2011. Efforts to enhance the CFIA's ability to identify and track imported food products facilitated a successful rapid response to potentially contaminated food during the nuclear crisis in Japan. Border lookouts and enhanced import controls were put in place to mitigate the risk of Japanese products contaminated with radionuclides from entering the Canadian market and, in concert with Agency-wide collaboration and with Health Canada, enabled the identification and testing of over 600 shipments between March 24 and June 11, 2011. None of the products tested showed results above the Canadian action levels for radiation in food.

Maintaining Capacity to Deliver Programs and Respond to Emergencies while Enhancing Science Capacity

The CFIA conducted innovative work in the area of trend analysis that brings together multiple data sources to identify patterns and determine areas of improvement for the greatest risks. To support this work, the Agency's experts initiated discussions with academia, the United States Department of Agriculture, and the United States Food and Drug Administration to provide guidance in the analysis of Listeria data and validation of risk-based sampling and trend analysis models. Listeria icon

leaf icon The CFIA also developed a novel method for the rapid confirmation and identification of Listeria from meat and food contact surfaces in order to enable the reporting of Listeria-positive samples two to three days sooner than in current approaches. Evaluation and publication of other new, rapid screening methods were completed and have been validated and published in the Health Canada Compendium of Analytical Methods. The CFIA also engaged in an interdepartmental pilot project to bring together the latest in genomics technologies aimed at improving food and water safety. Listeria icon

In collaboration with provinces and territories, the CFIA designed a national baseline study for Salmonella and Campylobacter in broiler chicken to establish prevalence levels of pathogens, develop pathogen reduction targets, and identify/improve strategies to monitor and reduce pathogen levels. Collaboration also took place with several provinces to complete an inventory and analysis of food safety surveillance activities within the agriculture portfolios. The analysis identified opportunities for more efficient and coordinated food safety surveillance through joint planning, collaborative priority setting and improved information sharing. The information collected through this baseline study will contribute to the development of pathogen reduction programs and serve as a benchmark to measure the effectiveness of intervention measures. This baseline study is part of the broader FPT Pathogen Reduction Initiative aimed at decreasing the health risks and economic impact of food-borne pathogens in Canadian meat and poultry.

The development of a post-farm recognition process was completed in 2011–12. The purpose of the CFIA recognition programs, developed under funding from the Minister of Agriculture's Growing Forward initiative, is to provide national government food safety recognition oversight to industries that did not previously have access to such programs, thereby filling food safety gaps in the food continuum. The completion of the post-farm food safety recognition program means that national food safety programs are now available to industry across the full continuum—from the farm to retail levels. A pilot of the initial technical review (first part of the recognition process) was successfully launched with the Canadian Produce Marketing Association (CPMA) using Growing Forward funding.

Carrying out education and outreach

In July 2011, the CFIA completed an internal evaluation on the stakeholder consultation process16 within the Agency. As a result of this evaluation, the CFIA's consultation process now has a web presence. Current and past consultations are available, as is the new Consultation Policy and Framework, finalized in January 2012. This is intended to bring a consistent approach to consultation that will better serve the needs of stakeholders and, ultimately, Canadian consumers. Listeria icon

Also, in an ongoing effort to support transparency and open dialogue with Canadians, the CFIA continued to provide email, Really Simple Syndication (RSS), and social media notifications to consumers and industry stakeholders for high-risk health hazards and all classes of allergy alerts. Listeria icon

Further, the Consumer Association Roundtable, a forum for dialogue between the CFIA and consumer organizations, met twice in 2011–12 (June 9 and October 20-21, 2011). They discussed issues such as country-of-origin labeling in wine, the Japanese nuclear incident, and allergen food labeling. The CFIA communicates with the Roundtable on various subjects of interest throughout the year, via email and teleconference. Records of discussion from each meeting are posted on the CFIA website. The CFIA is currently planning its fifth face-to-face meeting with the Roundtable in November 2012.

Collaborating with Stakeholders and Partners to Enhance Program Frameworks

The CFIA worked with AAFC to develop a traceability framework in order to track the movement of animals throughout their life cycle. Details on progress in this area can be found in the Animal Health and Zoonotics Program area.

leaf icon In 2011–12, the CFIA created a Regulatory Transformation Office which will prioritize and identify a plan forward on food safety regulations. Additionally, regulatory amendments were made in areas concerning compensation for seeds and meat inspection.

In February 2012, the CFIA began a food safety investigation and instituted a national recall of beef products that may have been contaminated with E. coli. This investigation was prompted by an illness in one person in Alberta that was linked to products from a food processing company. Based on the CFIA investigation results, Health Canada determined there could be a risk of product contamination going as far back as July of 2011. The recalled products, which were produced between July 1, 2011, and February 15, 2012, included beef burgers that were sold at supermarkets and prepared in restaurants and institutional establishments across the country. Only one illness could be demonstrated to have resulted from contaminated product related to this investigation. A post incident analysis and lessons learned exercise was launched following this event and was ongoing as of the end of the fiscal year 2011–12.

Lessons Learned

In 2011–12, an internal audit of the CFIA's Management of Food Export Certificates was completed with the goal of assessing whether CFIA export certificates for food were well-managed and issued in accordance with relevant legislations, policies, directives, and standards. The findings of this audit identified that the management of export certificates for food has weaknesses, with risk exposures related to control and risk management. One of the key findings was that data related to issued export certificates was not consistently recorded, was incomplete and could have been at risk of being lost.

CFIA management recognizes that there is a need to build a more effective and efficient information tracking system. As such, in 2011–12 the CFIA initiated the Enterprise Electronic Certification project with the aim to address issues relating to the completeness of export certificate data. Pending completion of this project, the CFIA is implementing short-term solutions to ensure that the required information regarding export certificates is available.

Another finding from the audit was that security standards with respect to export certificates had not been established for all programs. Additionally, security practices were not consistent between programs. The CFIA will work to assess and identify the security risks related to export certificates and develop and implement appropriate security guidelines for the effective and consistent protection of export certificate information across all Food programs.

2.2.1.2 Program Activity 2: Animal Health and Zoonotics Program

Flowchart - Program Activity 2: Animal Health and Zoonotics Program

Description for Flowchart - Program Activity 2: Animal Health and Zoonotics Program
Program Activity
Program Activity Expected Results GoC Outcome Areas
Animal Health and Zoonotics Program
  • Risks to Canadians from the transmission of animal diseases to humans are minimized
  • Domestic and imported animals and animal products are compliant with Canadian regulations and international agreements
  • Risks to the Canadian animal resource base are mitigated
  • Effective preparedness to prevent, control, and eradicate transboundary diseases and emerging diseases
  • Disease outbreaks in Canada are promptly and effectively responded to

Strong Economic Growth

A Clean and Healthy Environment

Key Risk Areas

  • Animal Diseases (including Zoonotics) / Outbreaks / Incidents
  • Science and Technology Capacity
  • Program Framework

Program Activity Description:

The purpose of the Animal Health and Zoonotic Diseases Program is to diminish risks to Canada's animal resource base, animal feed, and animal products, which are integral to a safe and accessible food supply system as well as to public health. The program's objectives will be achieved by reducing risks to Canada's animals (including livestock, terrestrial and aquatic animals) from regulated diseases, managing animal disease emergencies and incidents, mitigating and managing risks to livestock and derived food products associated with feed, promoting animal welfare, and guarding against deliberate threats to the animal resource base. In addition, the program will continue to mitigate risks associated with animal diseases that can be transmitted to humans (i.e. zoonoses) by controlling diseases within animal populations. The Animal Health and Zoonotic Program supports the health and welfare of Canada's animal resources and instills confidence in the safety of Canada's animals, animal products and by-products, and production systems.

Planned activities within the Animal Health and Zoonotics Program support the Focus on Programs priority as well as the Strengthen Strategic Direction priority and will help to minimize the following strategic risks:

  • Animal Diseases (including zoonotic) Outbreaks/Incidents
  • Partnerships
  • Science and Technology Capacity
  • Program Frameworks

2011-12 Financial Resources ($ millions)

Planned Spending Total Authorities Actual Spending
131.3 149.4 140.3

2011-12 Human Resources (FTEs)

Planned Actual Difference
1,524 1,199 (325)

Variance Analysis:

With the renewal of the PAA in 2011–12, the CFIA worked hard to accurately align its authorities and FTEs to the new Program Activities. Since this initial exercise and further review, some discrepancies have been identified. CFIA is making every effort to address these to allow for better representation in the 2012–13 DPR.

Performance Summary and Analysis of Program Activity

The CFIA implemented a new PAA and PMF at the beginning of fiscal year 2011–12. As such, trend analysis information cannot be provided for 2011–12.

Table 2-3a: Summary of Performance: Animal Health and Zoonotics Program

Expected Result: Risks to Canadians from the transmission of animal diseases to humans are minimized
Performance Indicators* Targets Performance Status Data Quality Rating*
Number of reportable animal diseases that have entered into Canada via specified regulated pathways17 0 Entries 0 Entries Met Higher Confidence
Percentage of cases where investigations were completed following the positive identification of a reportable zoonotic disease18 100% 100% Met Moderate Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Table 2-3b: Summary of Performance: Animal Health and Zoonotics Program

Expected Result: Domestic and imported animals and animal products are compliant with Canadian regulations and international agreements
Performance Indicators* Targets Performance Status Data Quality Rating*
Percentage of legally exported animal shipments destined for foreign markets that meet certification requirements19 99% 99% Met Higher Confidence
Canada's status on the OIE6 disease risk status lists remains either "free, controlled risk, or negligible risk"7 Status maintained Status maintained Met Higher Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Table 2-3c: Summary of Performance: Animal Health and Zoonotics Program

Expected Result: Risks to the Canadian animal resource base are mitigated
Performance Indicators* Targets Performance Status Data Quality Rating*
Percentage of cases where investigations were completed following the positive identification of a reportable animal disease20 100% 100% Met Moderate Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Table 2-3d: Summary of Performance: Animal Health and Zoonotics Program

Expected Result: Effective preparedness to prevent, control, and eradicate trans-boundary diseases and emerging diseases
Performance Indicators* Targets Performance Status Data Quality Rating*
Manuals for CFIA animal health officials are updated as needed21 All necessary manual updates are completed All necessary manual updates were completed Met Higher Confidence
Number of emergency preparedness simulation exercises in which CFIA participates22 9 9 Met Higher Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Table 2-3e: Summary of Performance: Animal Health and Zoonotics Program

Expected Result: Disease outbreaks in Canada are promptly and effectively responded to
Performance
Indicators*
Targets Performance Status Data Quality Rating*
Percentage of detections of reportable transboundary diseases and significant emerging diseases in which an investigation was commenced in a timely fashion23 100% There were no cases of trans-boundary and significant emerging diseases Not Applicable Higher Confidence
Percentage of cases where CFIA communicated with key stakeholders in a timely fashion following the confirmation of a transboundary or significant emerging disease24 100% There were no cases of trans-boundary and significant emerging diseases Not Applicable Higher Confidence

* For more information on data ratings and limitations regarding CFIA's performance indicators, please see Section 2.1.1

Additional Information:

BSE Enhanced Surveillance Program: http://www.inspection.gc.ca/english/anima/disemala/bseesb/surv/surve.shtml

Animal Diseases: http://www.inspection.gc.ca/english/anima/disemala/disemalae.shtml

Aquatic Animal Health Export Program:
http://www.inspection.gc.ca/english/anima/aqua/exp/expe.shtml

Livestock Traceability: http://www.inspection.gc.ca/english/anima/trac/trace.shtml

OAG Report: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201010_09_e_34292.html#hd3c

Strategic Performance Analysis

Day-to-Day Risk Management

To maximize program efficiency and effectiveness, the CFIA developed an Animal Health Program Framework. This framework consolidates all existing information on animal health activities within the CFIA, including efficient delivery practices and roles and responsibilities. The development of this framework is a significant step toward establishing a risk-based strategic plan that will guide all work within the animal health program.

leaf icon To more effectively manage animal emergencies and continue strengthening preparedness for emergencies and future challenges, the CFIA continued to implement the recommendations of the Auditor General from the CFIA Preparedness for Animal Disease Emergencies report. Specifically, the CFIA:

  • completed, and published online, the hazard specific plan (HSP) which provides guidelines to operational staff on how to respond to disease outbreaks for Notifiable Avian Influenza (AI);
  • made significant progress towards making the electronic Canadian Emergency Management Response System (CEMRS) available in both official languages; CEMRS is a platform used for capturing information related to disease outbreaks electronically, mostly in real-time. The provision of disease intelligence in real-time enables more timely and precise decision making, thereby limiting the extent of a disease incursion; and
  • conducted Lessons Learned processes after each emergency disease outbreak. For example, the CFIA completed a Lessons Learned exercise with respect to the 2010 AI outbreak in Alberta. As a result the need for the CFIA to ensure rapid access to equipment for poultry flock depopulation though placement of such equipment at multiple sites across Canada was identified. This equipment has since been provided. Also, communication issues, information storage processes, and surge capacity challenges were recognized as areas for improvement and are now factored into emergency planning and training activities.

In 2011–12, the CFIA made progress towards modernizing its surveillance activities by developing a terrestrial animal health surveillance inventory and by examining laboratory testing capacities to identify options available to increase the efficiency of surveillance testing activities. This work was carried out in concert with the ongoing development of a five-year strategic surveillance plan and has improved the CFIA's ability to objectively prioritize and conduct effective surveillance activities within the Animal Health Program.

Strengthening Partnerships, Communication and International Collaboration

In 2011–12, the CFIA continued to protect animal health and welfare by conducting inspection activities and delivering programs to prevent and control the entry and spread of animal diseases. More specifically, the CFIA continued to work with partners and stakeholders to better identify and respond to existing and emerging zoonotic threats. This was achieved through activities such as the Agency's participation in the Inter-Agency Wild Bird Influenza Survey, its efforts with respect to the Canadian Notifiable Avian Influenza Surveillance System, and the ongoing work of the CFIA's National Centre for Foreign Animal Diseases in Winnipeg, Manitoba. Additionally, the CFIA worked with other federal partners, as well as the U.S. government, to manage a comprehensive diagnostic system focusing on zoonotic influenza viruses of concern. Lastly, the CFIA collaborated with the University of Tokyo for the development of improved diagnostic tests for henipaviruses. Development of vaccines and appropriate risk mitigation strategies for henipaviruses is critical for Canada's emergency preparedness as it relates to animal diseases.

leaf icon Working with the PHAC, the CFIA continued to pursue more integrated surveillance methods. For example, the CFIA participated in discussions that led to revisions of the 2007 North American Plan for Animal and Pandemic Influenza (NAPAPI). The revised plan will support broader coordination with Mexico and the US and will provide Canada with opportunities to anticipate threats and mitigate against potential impacts (such as border disruptions) resulting from animal or pandemic influenza.

The CFIA showed leadership in international standard-setting and science-based technical agreements intended to improve animal health worldwide by actively participating in annual international trade meetings such as the quadrilateral meeting between Canada, the U.S., Australia and New Zealand, the Canada/EU Joint Management Committee Meeting, and the Canada/ U.S. cross border meetings. Additionally, the CFIA, through AAFC's Market Access Secretariat, continued to work to support market access for Canadian producers and exporters. For example, in 2011–12, the CFIA worked with officials from the United Arab Emirates and reached agreement on health certificate requirements for live cattle. Canada also successfully secured access for live cattle, sheep and goats to the Philippines.

DID YOU KNOW?

Given a dynamic and rapidly changing world economy, the unprecedented scale of movement of people, animals and goods, the uncertainty of climate change impacts and the accelerated pace of technological innovation, the challenge of addressing emerging animal-disease-related emergencies has never been greater. Fore-CAN, a long-term planning initiative led by the CFIA, is designed to anticipate and prepare for all types of animal-disease-related emergencies and the potential consequences associated with them. The Fore-CAN project team developed a number of conceptual and planning tools. These include a framework for an integrated animal health risk management system which highlights the key aspects that need to be considered when looking at animal disease emergency scenarios, such as avian influenza or foot-and-mouth disease.

leaf icon The CFIA implemented several key initiatives designed to improve its ability to protect the health and sustainability of the Canadian animal resource base. For example, the CFIA continued the development of national farm-level biosecurity standards for the beef, dairy, mink, sheep, goat, and bee sectors. The establishment of standards, and supporting producer guides, involved extensive consultations with a broad range of stakeholders, including producers, industry associations, provincial and federal governments, and academia. These standards will provide stakeholders with a framework that they can use by stakeholders for the development of a nationally consistent approach to biosecurity. In addition, an animal biosecurity planning guide was produced under the Growing Forward initiative to assist provinces and stakeholders in biosecurity programming until commodity-specific standards are available.

The Agency also continued to promote animal biosecurity through the Animal Health Starts on the Farm campaign. In its third year, the campaign focuses on simple, on-farm measures that livestock and poultry producers can take to protect the health of their animals. Communications materials, including mail-outs, brochures, posters, and DVDs, were distributed to livestock and poultry producers online, by mail, and at exhibits and other events.

leaf icon As part of its ongoing measures to mitigate threats related to BSE, the CFIA continued to enforce the removal of specified risk material (SRM), bovine tissues that are at risk of containing BSE-causing prions, from the human food chain. This was primarily accomplished through the enforcement and verification of SRM removal during the compliance inspections in federally registered facilities. The CFIA also continued to monitor the level of BSE and the effectiveness of measures taken to control it in the domestic cattle population. The CFIA successfully collected and tested 30,307 samples from rendering facilities, dead stock facilities and provincial and federal abattoirs. No cases of BSE were detected in Canada during the 2011–12 fiscal year. Monitoring the level and distribution of BSE in Canada has allowed the country to maintain a controlled BSE risk status and to maintain and expand market access. In addition, following the Annual General Session of the World Organization for Animal Health (OIE), the CFIA reviewed and updated the BSE import policy annex containing the country status list.

Key Strategic Initiatives

leaf icon The CFIA continued the development and implementation of the National Aquatic Animal Health Program (NAAHP). This included the implementation of import controls for aquatic animals under the Health of Animals Regulations. Prior to full enforcement of the Regulations, there is a one-year transition period supported by the Stream of Commerce Policy from December 2011 to December 2012. The control of imports is an important tool in preventing the introduction and spread of aquatic animal diseases and helps protect Canada's aquatic animal resources. Additionally, in support of market access, the CFIA developed the policy, procedures and training for the Aquatic Animal Health Compartmentalization Program and began the implementation of this Program to facilitate and support the import and export of salmonids25. The Compartmentalization Program is allowing trade from compartments26 even when located in areas infected with federally regulated aquatic diseases.

Other program functions, such as certifying exports of aquatic animals, engaging in emergency disease response activities, developing risk assessments, and carrying out disease surveillance plans, were also conducted. For instance, the NAAHP developed the Surveillance Plan for Infectious Salmonid Anemia Virus (ISAV), Infectious Pancreatic Necrosis Virus (IPNV) and Infectious Hematopoietic Necrosis Virus (IHNV) in Anadromous Salmonids in British Columbia.

The CFIA continued building strong relationships with key aquatic animal health stakeholders through several consultation sessions that involved federal, provincial, and territorial partners and industry groups. For example, the CFIA met with provincial and territorial departments to discuss regulatory options around the proposed domestic movement control program and delineation of zones to control the spread of federally reportable diseases that currently exist in Canada.

Legislative and Regulatory Modernization

leaf icon In support of the National Agriculture and Food Traceability System (NAFTS) initiative, the CFIA has made significant progress towards completing regulatory amendments that would authorize the implementation of a pig identification and movement reporting system. This regulatory amendment supports the CFIA's ability to trace animals back to the origin farm in the event of a disease outbreak and supports the rapid normalization of trade following disease outbreaks. In parallel, the CFIA made progress on the development of, and consultations on, a proposed regulatory amendment for cattle, bison, sheep, goat, deer, elk and horses.

The CFIA continued to work jointly with AAFC to develop the Traceability National Information Portal (TNIP). This portal will provide authorized users with a single electronic point of access to livestock traceability information and will allow authorized users to conduct traceability investigations more rapidly, accurately, and efficiently.

leaf icon In the context of the National Farmed Animal Health and Welfare Strategy, which is designed to support and enhance Canada's farmed animal system, the CFIA continued to enhance Canada's system by conducting a review of the Health of Animals Regulations, specifically as they relate to modernizing the regulations concerning humane transportation. This review included consultation with stakeholders and a detailed consideration of current science. To this end, any changes to the Regulations will recognize the most recent advances in animal welfare and science and will address new technology and industry practices that did not exist when the humane transportation portion of the Regulations was first drafted. As well, following consultations with the National Farm Animal Care Council, the CFIA is participating in the revision of eight on-farm codes of practice for beef, horses, poultry, sheep, and pigs, which will contribute to the improved fitness of animals for transport. This is in line with one of the findings made in the CFIA internal evaluation on the Administrative Monetary Penalties (AMPs),27 which responds to non-compliance in areas where corrective action requests are insufficient.

Lastly, the CFIA continued to strengthen its capacity to respond to future threats by developing contingency plans in cooperation with our international and domestic partners through the International Animal Health Emergency Reserve (IAHER) agreement and the Canadian Veterinary Reserve and Foreign Animal Disease Emergency Support (FADES) agreements, and by enhancing diagnostic capacity through the creation and expansion of the Canadian Animal Health Surveillance Network (CAHSN) laboratories.

Lessons Learned

In 2010, the CFIA conducted an internal review of the 2009 pandemic H1N1 outbreak at a pig farm. The report noted that the 2009 H1N1 pandemic presented unique challenges, including the risk of human-to-animal transmission. The potential threat to human health by infected swine was also a concern, as was the impact on the pork industry in the event that countries began imposing trade restrictions on Canadian exports.

The report concluded that the CFIA should take steps to ensure relevant emergency response training is provided to all levels of response personnel. It went on to state that in order to mitigate the risk of response personnel becoming infected and ill and/or passing on the illness to other swine they come in contact with, training should include familiarity with the requirements of protocols, directives and guidelines on the use of personal protective equipment and the shipping of biological samples. The report also noted that an Occupational Health and Safety (OHS) advisor position should be located at the Incident Command level for all suspected zoonotic outbreaks with the goal that new and/or emerging risk to the health and safety of response personnel may be identified and mitigated early.

The Agency has developed an action plan to address the opportunities for improvement identified by the report. The CFIA is fully committed to providing all front-line responders with the relevant emergency response training to animal health emergencies and is currently identifying ongoing training needs for animal disease emergency response preparedness. Additionally, the role and responsibilities of the OHS officer were reviewed, and the OHS officer will now report to the Incident Commander in the field and regional levels, and continue to report directly to the Logistics Chief in the area and national levels.

2.2.1.3 Program Activity 3: Plant Resources Program

Flowchart - Program Activity 3: Plant Resources Program

Description for Flowchart - Program Activity 3: Plant Resources Program
Program Activity Expected Results GoC Outcome Areas
Plant Resources Program
  • Risks to the Canadian plant resource base from imported plants and plant products are mitigated
  • Domestic plants and plants products are compliant with Canadian regulations and international agreements
  • Confirmed incidences of new quarantine pests in Canada are contained and risk-mitigated (eradicated/controlled) through the issuance of Notices of Prohibition of Movement, Quarantine, up to and including the issuance of Ministerial Orders
  • Canadian exports of plants and plant products meet the country of destination regulatory requirements and Canada's reputation is maintained

Strong Economic Growth

A Clean and Healthy Environment

Key Risk Areas

  • Plant Pests and Diseases
  • Science and Technology Capacity
  • Program Framework

Program Activity Description:

The Plant Resources Program aims to mitigate risks to Canada's plant resource base, which is integral to a safe and accessible food supply as well as to public health and environmental sustainability. The program's objectives are achieved through the regulation of agricultural and forestry products; the mitigation of risks to the plant resource base (including crops and forests) arising from regulated pests and diseases; the regulation of the safety and integrity of seeds, fertilizers, and plant products; and the management of plant health emergencies and incidents. The program facilitates the introduction of emerging plant technologies and protects the rights of plant breeders, and is also designed to guard against deliberate threats to the plant resource base. As the program achieves its objectives, confidence is instilled in Canada's plant production systems and plant products, and the health of Canada's plant resources is strengthened.

Planned activities within the Plant Resources Program support the Focus on Programs priority as well as the Strengthen Strategic Direction priority, and will also help to mitigate the following strategic risks:

  • Plant Pests and Diseases
  • Partnerships
  • Science and Technology Capacity
  • Program Frameworks

2011-12 Financial Resources ($ millions)

Planned Spending Total Authorities Actual Spending
84.6 91.6 84.0

2011-12 Human Resources (FTEs)

Planned Actual Difference
809 851 42

Variance Analysis:

With the renewal of the PAA in 2011–12, the CFIA worked hard to accurately align its authorities and FTEs to the new Program Activities. Since this initial exercise and further review, some discrepancies have been identified. CFIA is making every effort to address these to allow for better representation in the 2012–13 DPR.

Performance Summary and Analysis of Program Activity

The CFIA implemented a new PAA and PMF at the beginning of fiscal year 2011–12. As such, trend analysis information cannot be provided for 2011–12.

Table 2-4a: Summary of Performance: Plant Resources Program

Expected Result: Risks to the Canadian plant resource base from imported plants and plant products are mitigated
Performance Indicators* Targets Performance Status Data Quality Rating*
Number of new foreign reportable plant diseases and pests that enter into Canada through regulated pathways and establish themselves Historical Trend (Year over year) 0 entries Not Applicable Higher Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Table 2-4b: Summary of Performance: Plant Resources Program

Expected Result: Domestic plants and plant products are compliant with Canadian regulations and international agreements
Performance Indicators* Targets Performance Status Data Quality Rating*
Percentage of domestic plants and plant products in compliance with Canadian regulations and international agreements. 90%28 95% Met Higher Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Table 2-4c: Summary of Performance: Plant Resources Program

Expected Result: Confirmed new incidences of new quarantine pests in Canada are contained and risk-mitigated (eradicated/controlled) through the issuance of Notices of Prohibition of Movement, Quarantine, up to and including the issuance of Ministerial Orders
Performance Indicators* Targets Performance Status Data Quality Rating*
Percentage of confirmed cases of quarantine pests for which notices were issued 100% 100% Met Higher Confidence
Percentage of notices issued in a timely manner 90% 100% Met Higher Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Table 2-4d: Summary of Performance: Plant Resources Program

Expected Result: Canadian exports of plants and plant products meet the country of destination regulatory requirements and Canada's reputation is maintained
Performance Indicators* Targets Performance Status Data Quality Rating*
Percentage of certified plant and plant product shipments (lots) that meet the country of destination regulatory requirements 99% 99% Met Higher Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Additional Information:

December 2008 OAG report on "Managing Risks to Canada's Plant Resources":
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200812_e_31776.html

Invasive Species: http://www.inspection.gc.ca/invasive

Growing Forward initiative:
http://www.tbs-sct.gc.ca/hidb-bdih/initiative-eng.aspx?Org=1&Hi=104

Strategic Performance Analysis29

Day-to-Day Risk Management

Mitigating the risks to Canada's plant resource base that arise from regulated plant pests and diseases is integral to maintaining a safe, accessible and environmentally sustainable food supply. As an example of important work performed in this area, Budget 2011 provided the CFIA with close to $10 million over 5 years to help mitigate the movement of the Plum Pox Virus (PPV); a plant disease that drastically reduces yields of stone fruit. In 2011 and 2012, measures such as surveys and activities to monitor the movement of stone fruit material were conducted by the CFIA. These surveys did not detect the virus outside of the established quarantine area. With the implementation of these and other activities, the CFIA will be able to monitor the virus and mitigate potential to spread to other stone fruit growing areas of Canada.

The CFIA protects the Canadian plant resource base by regulating the movement and use of plants, plant products and associated goods to mitigate the introduction and spread of insects, pathogens, pest plants and other invasive species (IAS), and by managing plant health emergencies. In support of this, the CFIA developed a Plant Program Framework that captures all plant-related activities in an effort to plan and manage the Agency's plant priorities in a strategic fashion. In addition, the CFIA aims to sustain the marketability of Canadian plants and plant products by strengthening Canada's reputation for being free of certain insects, pathogens, and pest plants and by meeting international quality standards for plant products.

leaf icon IAS are frequently introduced via imported plants, plant products, or packaging and shipping materials. Effective regulation of these pathways reduces the likelihood of new introductions of IAS through trade, thus helping to protect Canada and Canadians from their negative impacts while facilitating access to international markets for Canadian plants and plant products. It is not always possible to prevent introductions from occurring, which makes surveillance and early detection of IAS within Canada an important complement to preventative measures. The prevention and management of IAS is a responsibility the CFIA shares with federal partners. As such, when an invasive species is detected, the CFIA works with its partners to implement appropriate measures to protect the Canadian plant resource base.

DID YOU KNOW?

In 2011–12, the CFIA:

  • issued approximately 4,860 import permits (and 788 letters) for plant and plant products;
  • conducted more than 139,000 product assessments and inspections of plants, plant products, and crop inputs for import, domestic, or export purposes;
  • issued approximately 67,776 phytosanitary certificates for Canadian products; and
  • performed more than 1,575 ship inspections to secure access to foreign markets for Canadian products.

leaf icon Because preventing the introduction and spread of invasive species in Canada is a shared responsibility, collaboration on a national coordinated approach is required to streamline activities, roles, and responsibilities. This approach involves establishing and maintaining strong partnerships and effective and proactive communication in an effort to coordinate the protection of Canada's plant resources. For example, the CFIA, along with provincial, territorial, and federal partners and with invasive species councils and other stakeholders developed an Early Detection Rapid Response (EDRR) network plan for invasive plants in Canada. Throughout 2011–12 the plan was implemented through an EDRR working group that had regular discussions on issues of mutual concern. One example that was of mutual interest to multiple stakeholders was the current lack of registered herbicides for aquatic plants in Canada and possible options for controlling these invasive plants. The EDRR network provided a mechanism to bring together all parties to better understand concerns and begin developing solutions.

Strengthening Partnerships, Communications, and International Collaboration

In accordance with its Statement of Values30, the CFIA's Risk Analysis Framework was developed to address plant and animal health and food safety risks in an approach that is consistent with international standard-setting bodies (i.e. International Plant Protection Convention, Codex Alimentarius Commission, and the Office Internationale des Epizooties). The initial part of the Risk Analysis is risk assessment, which is the determination of the degree of risk involved in a particular activity, such as potential pest introduction through a particular commodity or pathway. Guided by its Risk Analysis Framework, the CFIA completed a plant risk analysis of Russian dandelion in response to a request to import the species for latex production. The risk analysis concluded that the species did not pose an unacceptable risk to the Canadian plant resource base.

leaf icon To mitigate the risk of the introduction and spread of pests and diseases in the potato, grain, and oilseed sectors, the CFIA made significant progress toward the development of voluntary national farm-level biosecurity standards. In particular, the CFIA completed a producer-level consultation within the potato sector to better understand common farm-level biosecurity practices currently in use. These consultations provided insight into best practices, common gaps, and high-risk areas, and ultimately informed the redevelopment of the current biosecurity standards. This collaboration provided a useful mechanism to engage producers and identify challenges associated with adopting a voluntary biosecurity standard for the commodity sectors, and it will provide for a practical and realistic national farm level biosecurity standard. Plant icon These voluntary standards are intended to:

  • provide a nationally consistent approach for producers to mitigate the risk of pest and disease introduction, spread and release;
  • facilitate advancements in industry's knowledge of the risks associated with pests;
  • identify and increase awareness to encourage implementation of measures that will support improved biosecurity practices; and
  • help identify potential gaps in current biosecurity measures, which can help producers improve the control of pests and diseases in potatoes, grains, and oilseeds at the farm level.

DID YOU KNOW?

The CFIA has developed a primer on importing plants and plant products31 to raise awareness and understanding of the CFIA's Plant Health Import Control Program and related import requirements for plants, plant products and other articles regulated under the Plant Protection Act.

This communication piece primarily targeted Canadian importers, but it was also aimed at foreign national plant protection organizations and foreign exporters. The primer was posted on the CFIA web site on February 29, 2012, and hard copies were printed and distributed to key stakeholder groups in February and March of 2012. Due to high demand, this publication has been reprinted twice since its first issue.

leaf icon The CFIA is continuing efforts to better protect the plant resource base and maintain market access for Canadian commodities. With regards to the regulation of agricultural and forestry products, the CFIA is strengthening alternative service delivery models in an effort to create a more efficient and comprehensive mechanism for monitoring compliance using existing resources. In particular, in 2011–12, the Agency worked collaboratively with the United States Department of Agriculture (USDA) to improve the Greenhouse Certification Program by addressing import and export challenges with the goal of continuing to streamline trade of greenhouse plants between Canada and the U.S. As a result, the modernization of the Greenhouse Certification Program was selected as a North American Perimeter Approach pilot project under the Regulatory Cooperation Council (RCC) initiative, designed to deepen regulatory cooperation with the U.S.

The CFIA also partnered with the Ministère de l'Agriculture, des Pêcheries et de l'Alimentation du Québec (MAPAQ) to work with Quebec crop producers affected by woolly cup grass32 to identify practical solutions to reduce the spread of this pest plant and to support on-farm eradication, where feasible. These efforts serve to underscore the CFIA's commitment to making pest management decisions in a transparent, accountable, and collaborative manner. Plant icon

leaf icon In addition to our collaborative efforts with other government departments, other levels of government, and industry, the CFIA also collaborated with research organizations such as universities and private institutions in an effort to obtain and share knowledge and expertise. Notably, the CFIA engaged with the Chinese Academy of Science, the Heilongjiang Forest Protection Institute, and the National Forest Center of Slovakia in operational field trials examining the effectiveness of the CFIA's forest pest survey methods. This project provided the CFIA with foresight regarding potential survey detection tools and provided reference material for the Ottawa Plant Laboratory and the Canadian National Collection of Arthropods on pests threatening Canada's forests.

In an effort to facilitate effective market access activities for Canada's plants, plant products, and related goods, the CFIA developed an International Plant Engagement Strategy in conjunction with Agriculture and Agri-Food Canada's Market Access Secretariat to support a more strategic approach to international engagement for plant activities.

In 2011–12, in an effort to enhance the public's awareness of the key role they play, the CFIA developed a new section in its website33 to inform the public on risks associated with invasive species introduced into Canada. Additionally the CFIA attended the "Canada Blooms" festival in Toronto in March 2012 and distributed fact sheets as a means to raise awareness of the negative impact of invasive plants in agricultural and natural areas. This event provided an opportunity to inform the public of how the CFIA contributes to preventing the introduction and spread of invasive plants in Canada; this includes the regulation of imports, and the monitoring and surveillance of invasive species. Furthermore, it was an opportunity for Canadians to learn how they can help in these efforts (ex. by importing and planting non-invasive ornamentals and reporting invasive plants to the CFIA).

Legislative and Regulatory Modernization

leaf icon In the fall of 2011, the CFIA began a systematic review of the Fertilizers Regulations in an effort to modernize the regulatory framework related to fertilizers, add flexibility, and reduce the burden on the regulated sector while also maintaining the highest possible product safety and environmental protection standards. The CFIA commenced consultations with the Canadian Fertilizer Products Forum (CFPF), a stakeholder-led initiative with a goal to improve the regulatory system regarding fertilizers and supplements, on the review, modernization, and implementation of the Regulations. As a result, the CFPF established a series of working groups in order to develop recommendations and provide advice to the CFIA on the review, modernization, and implementation of possible regulatory changes.

Infrastructure Improvement

leaf icon Finally, in an effort to invest in areas that will allow its inspectors and scientists to leverage technology in their roles of safeguarding the nation's plant health and ensure that our information management (IM) needs keep pace with our ability to maintain our programs and services; the Agency examined existing data sources to identify specific IM gaps. Recent initiatives, such as the Import Control and Tracking System and the Automated Directive Management System, have already helped address identified gaps for our Import function. Plant icon

Utilizing the new Import Control and Tracking System has enabled the monitoring of targeted imports to ensure the integrity of the import inspection program. Transaction details can be analyzed in real time, reducing delays in addressing non-compliance, rather than having to wait for field examination of documentation from the National Import Service Centre.

Lessons Learned

Field inspection of pedigreed seed crops is a requirement for field crop certification by the Canadian Seed Growers Association (CSGA). This in turn is a requirement for the CFIA's seed certification program, which included the issuing of official certified seed tags. As seed crop inspection largely benefits industry and due to the large resource demand for annually inspecting over 16,000 fields comprising approximately 1.1 M acres for pedigreed seed production, the CFIA took a proactive approach to finding an alternative service delivery (ASD) mechanism that is less resource-intensive, thus allowing the Agency to address our core mandate of health and safety.

In 2011, the CFIA initiated a pilot project to assess the opportunities for ASD of seed crop inspection by private authorized service providers. The lessons learned from the pilot provided insight into the challenges and opportunities for broader ASD of seed crop inspection. Specific lessons learned were related to:

  • Training and communications: a first-time learning experience for the CFIA, since we dealt with non-CFIA personnel who required more training, more shadow inspecting in the field, and more communication initially;
  • Second-party versus third-party models: the third-party fee-for-service model may not pique the interest of providers, depending on the crop, the timing of inspections, competing priorities, the geography and logistics involved, and the fees that the market can bear;
  • CFIA's approval process and oversight: for example, deciding on the percentage (per provider and per year) of fields that would require audit inspections;
  • Impacts on industry: the Canadian Seed Growers' Association has indicated that the CFIA may be moving too quickly on this initiative; if a viable alternative is to be established, they would require more advance notice and a longer transition period;
  • CFIA fees structure: CFIA fees only reflect a portion of the true cost of field inspections and seed certifications; a rise in fees, closer to the true cost, would drive the market from status quo to the ASD model more quickly and would provide more incentive to ASD providers;
  • CFIA's operations: shifting from inspecting to auditing and the need for re-training staff.

As it is implemented, Phase 2 of the pilot project in 2012 will allow the Agency to improve and expand its training and learning opportunities, improve crop inspection quality, and fine tune the level of field auditing of ASD providers.

2.2.1.4 Program Activity 4: International Collaboration and Technical Agreements

Flowchart - Program Activity 4: International Collaboration and Technical Agreements

Description for Flowchart - Program Activity 4: International Collaboration and Technical Agreements
Program Activity Expected Results GoC Outcome Areas
International Collaboration and Technical Agreements
  • Canadian interests are reflected in science-based international rules, standards, and technical arrangements
  • International markets are accessible to Canadian food, animal, plant, and their products
  • International regulatory cooperation to support CFIA's mandate
A Fair and Secure Marketplace A Prosperous Canada through Global Commerce

Key Risk Areas

  • Partnerships
  • Program Framework

Program Activity Description:

The CFIA's international collaboration and market access activities aim to contribute to a coherent, predictable, and science-based regulatory framework relating to food safety, animal health, and plant health that facilitates trade for the benefit of the Canadian economy. This is achieved by actively participating in international forums for the development of international science-based rules, standards, and guidelines and in the management of sanitary and phytosanitary committees established under international agreements. The CFIA's active promotion of the Canadian science-based regulatory system with foreign trading partners and its negotiations to resolve scientific and technical issues contribute to market access.

Based on market demand, the CFIA will also continue to negotiate and certify against export conditions in order to support access to export markets. The CFIA, working with industry and interested stakeholders, will continue to develop and maintain export certification standards (which vary from country to country and commodity to commodity), conduct inspections, and issue export certificates.

Planned activities in this area support the Focus on Programs priority as well as the Strengthen Strategic Direction priority, and will also help to mitigate the following strategic risks:

  • Partnerships
  • Program Frameworks

2011-12 Financial Resources ($ millions)

Planned Spending Total Authorities Actual Spending
44.3 45.4 34.8

2011-12 Human Resources (FTEs)

Planned Actual Difference
363 361 (2)

Variance Analysis:

With the renewal of the PAA in 2011–12, the CFIA worked hard to accurately align its authorities and FTEs to the new Program Activities. Since this initial exercise and further review, some discrepancies have been identified. CFIA is making every effort to address these to allow for better representation in the 2012–13 DPR.

Performance Summary and Analysis of Program Activity

The CFIA implemented a new PAA and PMF at the beginning of fiscal year 2011–12. As such, trend analysis information cannot be provided for 2011–12.

Table 2-5a: Summary of Performance: International Collaboration and Technical Agreements

Expected Result: Canadian interests are reflected in science-based international rules, standards, and technical arrangements
Performance
Indicators*
Targets Performance Status Data Quality Rating*
Number of Canadian positions on key rules and standards affecting trade in food, animal, plant, and their products that are effectively promoted. 10/Year 29 Met Moderate Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Table 2-5b: Summary of Performance: International Collaboration and Technical Agreements

Expected Result : International markets are accessible to Canadian food, animal, plant, and their products
Performance Indicators* Targets Performance Status Data Quality Rating*
Number of actions taken to resolve issues identified through the Market Access Secretariat 5/Year 47 Met Moderate Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Table 2-5c: Summary of Performance: International Collaboration and Technical Agreements

Expected Result : International regulatory cooperation to support the CFIA's mandate
Performance Indicators* Targets Performance Status Data Quality Rating*
Number of cooperation initiatives achieved 3/Year 11 Met Moderate Confidence

* For more information on data ratings and limitations regarding the CFIA's performance indicators, please see Section 2.1.1

Please note: Five indicators found in the International Collaboration and Technical Agreements section of the 2011-12 RPP have been omitted from this report. The indicators that were omitted reported on performance at a low-level of detail which would not have added to the strategic performance story presented herein.

Additional Information:

AAFC's Market Access Secretariat (MAS):
http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1257798989228&lang=eng

Strategic Performance Analysis

Canadian industries operate in a multilateral trading system within which the volume and diversity of trade in food, plant, and animal products continues to increase. To adapt to global trade patterns, new varieties of risks, increased engagement of international bodies in trade-related activities, and complex partnerships with national and international partners and stakeholders, the CFIA continued to be an architect and advocate for a science-based approach to international rules and standards which can be applied within Canada and within the context of international trade. This is the basis for Canada's participation in multilateral fora and is essential for the management of bilateral and multilateral relationships.

Facilitating Market Access

Canada participates in a highly competitive trade environment and relies on Canadian animal, plant and food systems to serve as a basis for market access. As market access issues arise, effective resolution is facilitated by maintaining, and expanding the reputation of Canadian producers abroad and also by enhancing working relationships with federal partners and stakeholders and careful management of technical issues. For example, in 2011–12, as a partner in the Market Access Secretariat, the CFIA actively participated in a 47 related technical issues. These included:

  • In May 2011, India approved Canada's amended health certificate to restore access for the export of breeding horses, allowing Canadian exporters to compete for a share of India's $3.1 million market in 2010.
  • Canada - European Union (EU) recognition of equivalency of organic products was published in the EU Official Journal on June 20, 2011, formally recognizing the Canadian Organic Regime as equivalent to the EU system. Export values are estimated at approximately $46 million.
  • On August 1, 2011, Vietnam's Ministry of Agriculture and Rural Development officially approved the import of live breeding cattle, live sheep, and live goats from Canada. This represented the first opening of a major Asian market for ruminant livestock. Industry estimates the Vietnamese market to have a potential worth of $50 million, and Canada can now compete for a share therein.
  • The United States Department of Agriculture made public, procedures for shipments of Canadian-origin sheep and goats transiting the United States by air or land to a third country. Small ruminants not currently eligible to enter the United States may move to approved airports in the United States for immediate export to third countries. In 2002, which represents the last year that Canadian small ruminants were eligible to enter the United States, exports to all destinations were valued at $12 million.

DID YOU KNOW?

Following the success of its technical specialists in Beijing, the CFIA increased its presence abroad with a new veterinary technical specialist placed in Moscow to help facilitate and sustain market access and advance regulatory cooperation. CFIA technical specialists abroad continued communicating with foreign authorities to explain the CFIA's rules, regulations, and inspection standards.

leaf icon On February 4, 2011, the Prime Minister of Canada and the President of the United States (US) announced the creation of two initiatives: the Beyond the Border Initiative (BtB): A Shared Vision for Perimeter Security and Economic Competitiveness, and the Canada - United States Regulatory Cooperation Council (RCC). Subsequently, CFIA officials began working with central agencies to implement the objectives of these initiatives. Concerning the RCC, the CFIA contributed to the drafting of the Terms of Reference, Joint Action Plan, and work plans for the seven CFIA-led initiatives and three CFIA-supported initiatives. On BtB, the CFIA engaged with its US counterparts to draft language for initiatives identified through the BtB Working Group consultations. These served as the basis for the Border Action Plan, resulting in five CFIA-led initiatives and three CFIA-supported initiatives.

The CFIA also contributed to consultation sessions, coordinated by the Privy Council Office (PCO) and the Treasury Board Secretariat (TBS), with Canadian stakeholders and Federal Departments on the BtB and the RCC. The CFIA has also begun implementing the work plans finalized under the RCC and the BtB, providing regular progress reports to PCO and TBS.

Finally, the CFIA led the Government of Canada delegation for the World Trade Organization Sanitary and Phytosanitary (WTO SPS) committee in negotiating the elaboration of science-based standards that form a component of the international regulatory framework. The SPS Committee focused on dispute avoidance (guidance for ad hoc consultations) and presented proposals to further enhance the implementation of the SPS Agreement (ex. a joint Canada-Japan proposal in support of the coordination of work amongst the international standard-setting bodies was adopted).

Canada hosted an IPPC workshop on the international movement of grain. The workshop provided an opportunity for participants from 20 countries to exchange useful information and identify potential issues related to the international movement of grain. The information collected will provide a solid basis for the development of an IPPC standard on the best practices on the international movement of grain.

The CFIA represented Canada in the OIE General Session of the World Assembly of Delegates of the OIE to adopt resolutions:

  • to guide the administration and future work program for the organization; and
  • for the adoption of revisions to the Aquatic Animal Health Code, the Terrestrial Animal Health Codes, and to their respective manuals of diagnostic tests and vaccines.
Emerging Issues and Risks

The number and variety of new and emerging issues relevant to the mandate of the CFIA stem from greater international movement of goods, new technologies, and changing consumer demands. The CFIA, in collaboration with other government departments, is increasingly active in developing or contributing to the development of policy positions, strategies and regulatory responses on a broad spectrum of emerging issues. For example, in one of its efforts to resolve specific bilateral trade issues and harmonize approaches to disease issues, the CFIA participated in discussions that led to the development of new conditions to address the Schmallenberg virus. The virus, transmitted from insects, is currently circulating in Europe and appears to be causing a range of adverse health effects in ruminant livestock, including fever, diarrhea, reduced milk yield, and birth defects.

leaf icon The CFIA further developed regulatory relationships on food safety, animal health, and plant health through continued engagement in existing committees and foreign and regulatory organizations such as the:

  • Health Canada – CFIA – United States Food and Drug Administration (US FDA) Food Safety Committee;
  • Canada – European Union (EU) Joint Management Committee; and
  • China's General Administration of Quality Supervision, Inspection, and Quarantine (AQSIQ).

The CFIA also created new senior level committees and technical working groups in order to exchange information on food safety initiatives and identify best practices, including those targeted at managing import risks. For example, the CFIA created a new senior level committee with Russia on sanitary requirements for animal products. The committee provides a forum for the CFIA to strengthen its relationship with regulatory counterparts in Russia while also working to resolve trade issues.

Lessons Learned

In 2011–12, trading partners in certain export markets informed the CFIA that official Canadian export certificates were being counterfeited, and as such, access to certain export markets was being threatened. Recognizing an area of weakness for Canada, and the potential loss of key markets for Canadian exporters, the CFIA implemented a strategy and further measures to increase the integrity of the CFIA's meat export certificates, an effort aimed at the prevention of counterfeit official certificates for export. As a result, not only is a system now in place to validate CFIA certificates with the government authorities of a few crucial countries where counterfeit documents have been detected, but the CFIA has begun applying this to other commodities to prevent similar incidents from occurring.

2.2.1.5 Internal Services

Internal Services provide robust, sustainable, and affordable enabling services in support of the CFIA's responsibilities and its strategic outcome. Internal services and internal operations ensure that the CFIA has sufficient resources to operate successfully and that matters of administration and human and capital resources are addressed.

Planned activities within the Internal Services Program support the Focus on People priority, the Focus on Stewardship priority and the Strengthen Strategic Directions, Performance Measurement and Transparency priority. It will also help to mitigate the following strategic risks:

  • Information and Decision Making
  • Internal Co-ordination
  • Human Resources

2011-12 Financial Resources ($ millions)

Planned Spending Total Authorities* Actual Spending*
132.3 152.1 149.7
* Excludes amount deemed appropriated to Shared Services Canada. Please see Section 2.3 for more information.

2011-12 Human Resources (FTEs)

Planned Actual Difference
1,041 974 (67)

Variance Analysis:

With the renewal of the PAA in 2011–12, the CFIA worked hard to accurately align its authorities and FTEs to the new Program Activities. Since this initial exercise and further review, some discrepancies have been identified. The CFIA is making every effort to address these to allow for better representation in the 2012–13 DPR.

Performance Summary and Analysis of Program Activity

The CFIA implemented a new PAA and PMF at the beginning of fiscal year 2011–12. As such, trend analysis information cannot be provided for 2011–12.

Strategic Performance Analysis

Build a Stronger Foundation to Enable Effective and Efficient Program Delivery

To strengthen its strategic direction, senior management at the CFIA continued to enhance its decision making and program delivery capacity through the implementation of the horizontal committee structure. Specifically, in 2011–12, the CFIA revised its business line structure to strengthen senior management decision-making capacity. The resulting three business line committees are generally comprised of and lead by Executive Directors and are organized along the core CFIA program activities: food safety and animal and plant health. Part of the revision included the creation of an International Coordination Committee (ICC). The ICC improves the integration and coordination of international issues across the three core business lines and includes members from Agriculture and Agri-food Canada's Market Access Secretariat. The revised structure fosters a more transparent communications approach and improves senior management's ability to monitor the implementation of strategic decisions. It also facilitates efforts to strengthen and integrate corporate planning and reporting functions and ensure priority setting and performance reporting are managed in a systematic way.

The 2010–11 internal audit report on plant health and biosecurity indicated that senior management was not being provided with reliable, consistent, and useful performance information that provided an overview of progress towards planned Plant program-wide objectives and priorities. In response, reporting and performance monitoring have been enhanced this past year within the CFIA. This has occurred through the implementation of a new Program Activity Architecture (PAA), Performance Measurement Framework (PMF), and financial coding structure that went into effect on April 1, 2011. These new structures will allow the CFIA to more effectively report on its performance and progress as the PAA, PMF and codes used in financial tracking are now more directly aligned to how the CFIA functions.

leaf icon The Performance Management Reporting Solution (PMRS), a multi-phased project to integrate and automate management and reporting requirements for PMF indicators, fully automated 16 PMF indicators, as well as 8 program delivery indicators, and 4 associated sub-indicators. Automated reporting of these PMF indicators and program delivery indicators will enhance efficiency and access to performance information, thereby improving report reliability and effective program management.

In 2011–12, the scope and budget of the PMRS project were re-base lined by the Multi-Project Special Project Advisory Committee (MP-SPAC) and the completion date was brought forward by one year to March 31, 2012. In acknowledgement of efforts currently underway within the Agency to integrate its diverse IM, performance measurement and reporting initiatives under one overarching strategy and plan, the PMRS project was instructed to complete the automation of the 16 indicators identified as ready for automation and then close out operation. The infrastructure and benefits of the PMRS will be leveraged as the CFIA moves forward with its more comprehensive Agency-wide approach to performance information management reporting.

The CFIA also continued to work on the development of its Long Term Strategic Plan (LTSP). This involved setting a vision for the CFIA and determining focus areas, major goals and strategies that will ultimately create a strategic framework for the CFIA. Until the LTSP is completed the CFIA is using its comprehensive change agenda in conjunction with its corporate risk profile to provide the equivalent level of strategic direction for priority setting and Agency business planning.

Enhance Service Focus to Improve Results for Regulated Parties and Consumers

In 2011–12 the CFIA began several initiatives to enhance transparency, improve engagement with stakeholders, and increase accountability. On February 27, 2012, the Minister of AAFC announced that the CFIA had developed a Statement of Rights and Service for Producers, consumers and other Stakeholders as well as six guides to inspection. The Statement and guides are important tools for stakeholders to use in their interactions with the CFIA. They outline what the CFIA does, what its service standards are, and what stakeholders can expect when dealing with the Agency. The purpose of the Statement and guides is to continue to strengthen transparency and communication with stakeholders and the public.

Additionally, in an effort to enhance communications with stakeholders, the CFIA realized that there was an opportunity to create a more transparent way for external partners to register complaints and appeals related to quality of service, administrative errors, and regulatory decisions. These efforts, combined with the development of the Statement and guide led to the creation of the Complaints and Appeals Office which was launched on April 2, 2012.

The CFIA is also implementing its Web Communications Strategy. Once fully implemented, the CFIA's website will provide Canadians with easy access to services and important information in a format that Canadians want and expect. Further to this, the CFIA also implemented a Web Content Management System (WCMS) that enhances the web publishing process, reducing potential errors and providing greater consistency in the structure of the CFIA web pages.

The CFIA has continued working to improve its access to information and privacy (ATIP) process. New mechanisms continue to be developed to and will be put in place to allow greater oversight, coordination, accountability and transparency over the ATIP process.

Following an assessment and internal audit of the CFIA's IM/IT capacity and infrastructure, the IM/IT Campaign Plan was developed. This strategic plan identifies specific goals and objectives to guide the IM/IT Program during the next 3 to 5 years. It aligns the Agency's IM/IT capability to its strategic goals and outcomes and provides the framework to address current and future capacity. The IM/IT Campaign Plan also creates a logical IM/IT service model by defining its services into four Lines of Operation: Information Management and Collaboration (IM&C), Enhanced Information Technology Infrastructure (EITI), Secure Integrated Information Environment (SIIE), and Modernized Business Applications (MBA). The Plan was developed collaboratively and cooperatively with the CFIA's horizontal committees and enables the CFIA, to invest in areas that will allow inspectors and scientists to leverage technology in their day-to-day operations in safeguarding the nation's food supply and plant and animal health.

The CFIA continues to work on the assessment of its security risks, through its Agency Security Plan (ASP). The CFIA is implementing activities identified in the plan while continuing to monitor controls that are currently in place. In accordance with the plan, measuring and monitoring results and progress reports will be submitted to Senior Management at the end of each fiscal year.

The CFIA focused on people management through the continued support of its communities of executives, managers, and youth. These include the Executive Community Committee (CEXCC), National Managers' Community (NMC), and Synapse (CFIA Youth Network). These networks are integral to the development of management and leadership skills, offering participants individualized learning opportunities, lunch and learn workshops, and job shadowing activities.

DID YOU KNOW?

Shared Services Canada was established on August 4, 2011, to consolidate and streamline existing resources and personnel relating to email, data centres, networks, and associated internal services from 44 departments and agencies across the Government of Canada.

Shared Services Canada will support all departments and agencies, including the Canadian Food Inspection Agency (CFIA), in infrastructure services for the delivery of email, data centres, and networks. CFIA clients will continue to receive the high level of service that is already being provided.

leaf icon The CFIA has focused on building a highly trained and adaptive workforce that is able to keep pace with an increasingly complex business environment. Significant examples of work in this area include:

  • refresher training delivered to over 430 existing inspection staff members in an effort to ensure they have the competencies they need to deliver the modernized inspection model;
  • an Essentials for Supervision course (of which over 400 supervisors participated in) that focused on developing basic leadership skills aimed at supervisors or future supervisors; and
  • part-time official language training involving 5 hours of training during work hours and 5 hours of practice on employee time; this resulted in several employees receiving their enhanced language levels several months ahead of schedule.

leaf icon Planning and priority setting for technical training was improved with the use of the Inspector Commodity Identification Program and the curricula for each of our 14 inspection programs. The use of these two resources has allowed planners to verify training activities undertaken against required curricula and plan for any additional training required to fully meet the needs of each program.

During 2011–12, the CFIA created an integrated Union-Management Policy and Framework. This Framework has allowed the CFIA and the unions to foster improved communications and dialogue, better union and management relationships, and a healthier and more productive workplace.

leaf icon A National Joint Employment Transition Steering Committee was created in the winter of 2011 to address concerns and questions coming out of the implementation of the Deficit Reduction Action Plan (DRAP) and to better prepare for subsequent workforce adjustments. As well, a National Employment Transition Mailbox was created to deal with questions and concerns related to the implementation of DRAP on behalf of employees and union representatives. Additionally, the President's Corner was launched on the CFIA's intranet as a means of improving communication between the President and senior management and staff across the country.

Building on the work which began with the establishment of an Enterprise Project Management Office (ePMO) in 2010, the CFIA has continued to enhance its project management capacity. This includes the launch of the Enterprise Project Management Framework (ePMF) which included an ePMF Handbook and Governance, Rating and Reporting Guides. By putting the ePMF in place and developing guide materials, the CFIA has improved project delivery and outcomes by ensuring the projects are managed with the correct level of rigour and supervision.

2.3 Impacts on Financial and Human Resources Resulting from the Establishment of Shared Services Canada

2011-12 Financial Resources ($ millions)
Planned Spending Total Authorities*
Net transfer post Orders in Council (OIC)** to Shared Services Canada (SSC) 07.1
2011-12 Human Resources (FTEs)
Planned Actual
Deemed to SSC016

* Pursuant to section 31.1 of the Financial Administration Act and Orders in Council P.C. 2011-0881, P.C. 2011-0877 and P.C. 2011–1297, this amount was deemed to have been appropriated to SSC, which resulted in a reduction in the appropriation for the Canadian Food Inspection Agency.

** Total authorities, as presented in the "2011–12 Financial Resources" table and the "Summary of Performance" section, is the net of any transfers to SSC. Actual spending does not include expenditures incurred on behalf of SSC as of the OIC date.

Section III: Supplementary Information

3.1 Financial Information

3.1.1 Financial Highlights

The financial highlights presented within the Agency's Performance Report are intended to serve as a general overview of the CFIA's financial position and operations. Financial statements are prepared in accordance with accrual accounting principles, Treasury Board accounting policies and year-end instructions issued by the Office of the Comptroller General which are based on Canadian generally accepted accounting principles for the public sector as required under Section 31 of the Canadian Food Inspection Agency Act. The Agency has been audited since its creation and has always received an unqualified opinion from the Office of the Auditor General of Canada.

The main highlights for 2011-2012 are the application of the new Treasury Board Accounting Standard 1.2 – Departmental and Agency Financial Statements, the Shared Services Canada expenses presented as services received without charge, the recording of a work force adjustment liability, the change in the accounting of the Agency's respendable revenues, the change in the program architecture and the inclusion of the planned results in the Statement of Operations and Agency Net Financial Position.

(In thousands of dollars)
Condensed Statement of Financial Position
As at March 31
% Change 2012 2011
Total net liabilities 5.50% 233,510 221,338
Total net financial assets -34.54% 53,605 81,890
Agency - net debt 29.01% 179,905 139,448
Total non-financial assets -12.06% 206,767 235,115
Agency - net financial position -71.92% 26,862 95,667
(In thousands of dollars)
Condensed Statement of Operations and Agency Net Financial Position
Year ended March 31
% Change 2012 2011
Total expenses 5.42% 884,525 839,040
Total revenues 2.71% 57,560 56,041
Net cost of operations 5.62% 826,965 782,999
Net cost of operations after government funding and transfers 68,805 (10,777)
Agency - net financial position - Beginning of year -12.70% 95,667 84,890
Agency - net financial position -71.92% 26,862 95,667

Pie chart - Assets by Type

Description for Pie Chart - Assets by Type
Tangible Assets Due from CRF Accounts Receivable Inventory Prepaid expenses
78.54%18.01%2.68%0.38%0.38%

The total net financial assets of $54 million represent a decrease of $28 million (35%), which is mainly the result of a decrease in the amount of Due from the Consolidated Revenue Fund ($28 million) resulting from the 2012 budget restraints. The non-financial assets also decreased by $28 million (12%) from $235 million to $207 million. This is a result of a decrease in the net book value of tangible capital assets as the amortization was more significant compare to the new acquisitions for 2012. Tangible capital assets represented the largest portion of the total assets, at $205 million (79%), while Due from CRF represented 18% at $47 million. Accounts receivable and advances only represented 3%, followed by the inventory and prepaid expenses which represented less than 1% of total assets.

Pie chart - Liabilities by Type

Description for Pie Chart - Liabilities by Type
Employee severance benefits Accounts payable Vacation Pay Deferred revenue
52.14%33.33%13.68%0.85%

Total net liabilities at the end of 2011-2012 were $234 million, an increase of $13 million (6%) over the previous year's total net liabilities of $221 million. The $13 million increase is mostly explained by an increase in employee severance benefits ($16 million) resulting from a higher rate provided by the Office of the Chief Actuary. Employee severance benefits represented 52% of total net liabilities, at $122 million, followed by the accounts payable and accrued liabilities which represented 33 % of total net liabilities, at $78 million. Vacation pay and compensatory leave represented $32 million (14%), while deferred revenue represented less than 1% of total net liabilities.

Pie chart - Expenses by Program Activities

Description for Pie Chart - Expenses by Program Activities
Expenses by Program Activities
Food Safety Program Animal Health and Zoonotics Program Plant Resources Program International Collaboration and Technical Agreements Internal Services
45.54%19.32%11.75%4.86%18.53%

The Agency's total expenses were $885 million in 2011-2012, an increase of $46 million ( 5%) compare to last year. The significant increases come from the costs recorded for the workforce adjustment resulting from the deficit reduction action plan ($23 million), the increase in severance benefits expenses ($12 million), greater amortization ($6 million), and higher services received without charges, not including Shared Services Canada expenses ($9 million). The majority of the expenses, $403 million (46%) were under the Food Safety Program. Both the Animal Health and Zoonitics Program as well as the Internal Services formed 19% of total expenses, while the Plant Resources Program represented 12 % at $104 million. Approximately 5% of all expenses were under the International Collaboration and Technical Agreements.

Pie chart - Revenues by Program Activities

Description for Pie Chart - Revenues by Program Activities
Revenues by Program Activities
Food Safety Program Animal Health and Zoonotics Program Plant Resources Program International Collaboration and Technical Agreements Internal Services
58.62%5.17%12.07%22.41%1.72%

The Agency's total revenues amounted to $58 million for 2012-2011. Revenues for 2011-2012 remained fairly consistent with the revenues earned in 2010-2011, with a slight increase of $2 million (3%). The inspection fees forms the biggest portion of the revenues at $43 million, representing 74 % of all revenues. More than half of the revenue was derived from the Food Safety Program, while the International Collaboration and Technical Agreements represented 22% at $13 million. The Plant Resources Program represented 12% of all revenues while the Animal Health and Zoonitics Program represented approximately 5%. Less than 2% of all revenues were derived from Internal Services.

Comparison between Future-Oriented Financial Information and Actual Results

CFIA reported planned results for the fiscal year 2012 in its Financial Statements. Those figures are taken from the 2011–2012 Future-Oriented Statement of Operations.

The total expenses planned were $817 million versus actual expenses of $885 million for a variance of $68 million. That variance is explained by a difference ($19 million) between the appropriation available forecasted ($719 million) versus the actual appropriation used ($738 million). That difference is mostly explained by $8 million more in capital votes than expected, $3 million more in statutory contributions to the employee benefits plans and $5 million more in compensation payments than expected. Given the nature of the Agency's compensation payments, the forecasted amount is established at $1.5 million automatically. In addition, as a result of the recent announcement related to the deficit reduction action plan by the Government, the Agency recorded a liability of $23 million for workforce adjustment costs. The amortization also came in higher than expected at $38 million versus the original estimate of $29 million. That difference of $9 million is explained by a significant increase of assets under construction completed during the fiscal years 2011 and 2012, which increased significantly the amortization for the 2012 fiscal year. The remaining of the variance ($14 million) is mostly explained by the revision of the employee severance benefits allowance following an adjustment to the rates used in the calculation of this liability.

The Agency's inspection fees have increased following reinforcements surrounding the completeness of revenue therefore resulting in the $5 million difference seen between the original forecast and the actual revenues for 2012.

3.1.2 Auditor General's Audit Opinion on Financial Statements and Audited Financial Statements

Financial Statement - Auditor General's Audit Opinion on Financial Statements and Audited Financial Statements Page 1

Description of Financial - Auditor General's Audit Opinion on Financial Statements and Audited Financial Statements Page 1

To the President of the Canadian Food Inspection Agency and the Minister of Agriculture and Agri-Food

Report on the Financial Statements

I have audited the accompaning financial statements of the Canadian Food Inspection Agency, which comprise the statement of financial position as at 31 March 2012, and the statement of operations and agency net financial position, statement of change in agency net debt and statement of cash flows for the year then ended, and a summary of significant accounting policies and explanatory information.

Management's Responsibility for the Financial Statements

Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor's Responsibility

My responsibility is to express an opinion on these financial statements based on my audit. I conducted my audit in accordance with Canadian generally accepted auditing standards. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Financial Statement - Auditor General's Audit Opinion on Financial Statements and Audited Financial Statements Page 2

Description of Financial - Auditor General's Audit Opinion on Financial Statements and Audited Financial Statements Page 2

In my opinion, the financial statements present fairly, in all material respects, the financial position of the Canadian Food Inspection Agency as at 31 March 2012, and the results of its operations and its cash flows for the year then ended in accordance with Canadian public sector accounting standards.

Dale Shier, CA
Principle
for the Auditor General of Canada

21 September 2012
Ottawa, Canada

Financial Statement - Financial Statements Page 1

Description of Financial - Financial Statements Page 1

Financial Statements of Canadian Food Inspection Agency

Year ended March 31, 2012

Financial Statement - Financial Statements Page 2

Description of Financial - Financial Statements Page 2

Statement of Management Responsibility Including Internal Control Over Financial Reporting
(Unaudited)

Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2012 and all information contained in these statements rests with the Agency's management.  These financial statements have been prepared by management using the Government's accounting policies, which are based on Canadian public sector accounting standards.

Management is responsible for the integrity and objectivity of the information in these financial statements.  Some of the information in the financial statements is based on management's best estimates and judgment, and gives due consideration to materiality.  To fulfill its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of the Agency's financial transactions.  Financial information submitted to the Public Accounts of Canada and included in the Agency's Departmental Performance Report is consistent with these financial statements.

Management is also responsible for maintaining an effective system of internal control over financial reporting (ICFR) designed to provide reasonable assurance that financial information is reliable, that assets are safeguarded and that transactions are properly authorized and recorded in accordance with the Financial Administration Act and other applicable legislation, regulations, authorities and policies.

Management seeks to ensure the objectivity and integrity of data in its financial statements through careful selection, training and development of qualified staff; through organizational arrangements that provide appropriate divisions of responsibility; through communication programs aimed at ensuring that regulations, policies, standards, and managerial authorities are understood throughout the Agency and through conducting an annual risk-based assessment of the effectiveness of the system of ICFR.

The system of ICFR is designed to mitigate risks to a reasonable level based on an on-going process to identify key risks, to assess effectiveness of associated key controls, and to make any necessary adjustments.

A risk-based assessment of the system of ICFR for the year ended March 31, 2012 was completed in accordance with the Treasury Board Policy on Internal Control and the results and action plans are summarized in the annex.

The Departmental Audit Committee is responsible for providing the President with independent, objective advice and guidance in relation to the adequacy of the Agency's control and accountability processes. The Departmental Audit Committee provides this support through oversight of core areas of the Agency's controls and accountabilities, including values and ethics, risk management, management control framework, internal audit functions, and accountability reporting.

Financial Statement - Financial Statements Page 3

Description of Financial - Financial Statements Page 3

Statement of Management Responsibility Including Internal Control Over Financial Reporting
(Unaudited)

The financial statements of the Agency have been audited by the Auditor General of Canada, the independent auditor for the Government of Canada which does not include an audit opinion on the statement of management responsibility including internal control over financial reporting and annual assessment of the effectiveness of the department's internal controls over financial reporting.

George Da Pont
President

Peter Everson
Vice-President, Corporate Management Branch

Ottawa, Canada
September 21, 2012

Financial Statement - Financial Statements Page 4

Description of Financial - Financial Statements Page 4

Statement of Financial Position

As at March 31
(In thousands of dollars)

2012 2011 Restated
(Note 2)
Liabilities
Accounts payable and accrued liabilities (Note 5) $ 78,125 $ 81,653
Vacation pay and compensatory leave 31,593 31,407
Deferred revenue 2,024 2,242
Employee severance benefits (Note 6 (b)) 121,773 106,036
Total gross liabilities 233,515 221,338
Deferred revenue held on behalf of Government (5) -
Total net liabilities 233,510 221,338
Financial Assets
Due from Consolidated Revenue Fund 46,524 73,809
Accounts receivable and advances (Note 7) 8,062 8,927
Total gross financial assets 54,586 82,736
Accounts receivable and advances held on behalf of Government (Note 7) (981) (846)
Total net financial assets 53,605 81,890
Agency - net debt 179,905 139,448
Non-Financial assets
Prepaid expenses 1,161 1,168
Inventory 1,048 1,013
Tangible capital assets (Note 8) 204,558 232,934
Total non-financial assets 206,767 235,115
Agency - net financial position $ 26,862 $ 95,667

Contingent liabilities (Note 9)
Contractual obligations (Note 10)

The accompanying notes are an integral part of these financial statements.

George Da Pont
President

Peter Everson
Vice-President, Corporate Management Branch

Ottawa, Canada
September 21, 2012

Financial Statement - Financial Statements Page 5

Description of Financial - Financial Statements Page 5

Statement of Operations and Agency Net Financial Position

Year ended March 31
(In thousands of dollars)

2012 Planned Results 2012 2011 Restated
(Note 2)
Expenses
Food Safety Program $ 370,294 $ 402,503 $ 384,455
Animal Health and Zoonotics Program 149,686 170,987 167,285
Plant Resources Program 96,714 103,993 97,967
International Collaboration and Technical Agreements 50,231 42,965 39,362
Internal Services 149,662 164,080 149,974
Expenses incurred on behalf of Government - (3) (3)
Total expenses 816,587 884,525 839,040
Revenues
Inspection fees 37,492 43,088 40,625
Registrations, permits, certificates 9,433 8,478 9,027
Miscellaneous fees and services 3,726 3,959 4,405
Establishment license fees 1,724 1,888 1,788
Administrative monetary penalties 537 837 501
Grading 203 211 200
Interest 46 44 24
Revenues earned on behalf of Government (583) (945) (529)
Total revenues 52,578 57,560 56,041
Net cost of operations 764,009 826,965 782,999
Government funding and transfers
Net Cash provided by government 705,399 715,867
Change in due from Consolidated Revenue Fund (27,285) 5,582
Services provided without charge by other government departments (Note 11) 82,764 65,821
Assets funded by other government departments (OGD) 138 303
Transfer of assets and liabilities from/to OGD (Note 12) (2,856) 6,203
Net cost of operations after government funding and transfers 68,805 (10,777)\
Agency - net financial position - Beginning of year 95,667 84,890
Agency - net financial position - End of year $ 26,862 $ 95,667

Segmented information (Note 13)
The accompanying notes are an integral part of these financial statements.

Financial Statement - Financial Statements Page 6

Description of Financial - Financial Statements Page 6

Statement of Change in Agency Net Debt

Year ended March 31
(In thousands of dollars)

2012 2011
Net cost of operations after government funding and transfers $ 68,805 $ (10,777)
Change in tangible capital assets
Acquisition of tangible capital assets 14,277 50,065
Amortization of tangible capital assets (37,640) (31,550)
Proceeds from disposal of tangible capital assets (119) (218)
Loss on disposal of tangible capital assets (113) (543)
Post-capitalization of tangible capital assets 47 818
Transfer from/to low value assets - (87)
Tangible capital assets funded by other government departments (OGD) 91 200
Tangible capital assets transfer to OGD (Note 12) (4,919) 6,203
Total change due to tangible capital assets (28,376) 24,888
Change in inventories 35 (158)
Change in prepaid expenses (7) 706
Net increase in Agency net debt 40,457 14,659
Agency - net debt - Beginning of year 139,448 124,789
Agency - net debt - End of year $ 179,905 $ 139,448

The accompanying notes are an integral part of these financial statements.

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Statement of Cash Flows

Year ended March 31
(In thousands of dollars)

2012 2011 Restated
(Note 2)
Operating activities
Cash received from:
Fees, permits and certificates $ (60,240) $ (56,864)
Cash paid for:
Salaries and employees benefits 611,756 581,369
Operating and maintenance 137,415 136,677
Transfer payments 3,086 5,096
Revenues collected on behalf of Government (776) (258)
Cash used by operating activities 691,241 666,020
Capital investment activities
Acquisition of tangible capital assets 14,277 50,065
Proceeds from disposal of tangible capital assets (119) (218)
Cash used by capital investment activities 14,158 49,847
Net cash provided by Government of Canada $ 705,399 $ 715,867

The accompanying notes are an integral part of these financial statements.

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1. Authority and Purposes

The Canadian Food Inspection Agency (the "Agency") was established, effective April 1, 1997, under the Canadian Food Inspection Agency Act. The Act consolidates all federally mandated food and fish inspection services and federal animal and plant health activities into a single agency.

The Agency is a departmental corporation named in Schedule II to the Financial Administration Act and reports to Parliament through the Minister of Agriculture and Agri-Food.

The mandate of the Agency is to enhance the effectiveness and efficiency of federal inspection and related services for food, animals and plants. The objectives of the Agency are to contribute to a safe food supply and accurate product information; to contribute to the continuing health of animals and plants; and to facilitate trade in food, animals, plants, and related products.

In delivering its mandate, the Agency operates under the following 4 program activities supported by internal services:

  • (a) Food Safety Program: The Food Safety Program aims to mitigate risks to public health associated with diseases and other health hazards in the food supply system and to manage food safety emergencies and incidents. The program achieves its objectives by promoting food safety awareness through public engagement and verification of compliance by industry with standards and science-based regulations. The program delivers initiatives to verify that consumers receive food safety and nutrition information and to mitigate unfair market practices targeting consumers and industry. Collaboration with other governments and stakeholders further enhances the Agency's ability to track, detect and mitigate risks associated with food and the food supply system, including food-borne illness. This program supports public health and instils confidence in Canada's food system.
  • (b) Animal Health And Zoonotics Program: The Animal Health and Zoonotics Program aims to mitigate risks to Canada's animal resource base, animal feeds and animal products, which are integral to a safe and accessible food supply system as well as to public health. The program achieves its objectives by mitigating risks to Canada's animals (including livestock and aquatic animals) from regulated diseases, managing animal disease emergencies and incidents, mitigating and managing risks to livestock and derived food products associated with feed, promoting animal welfare and guarding against deliberate threats to the animal resource base. The program helps to mitigate risks associated with animal diseases that can be transmitted to humans by controlling diseases within animal populations. This program supports the health of Canada's animal resources and instils confidence in the safety of Canada's animals, animal products and by-products, and production systems.
  • (c) Plant Resources Program: The Plant Resources Program aims to mitigate risks to Canada's plant resource base, which is integral to a safe and accessible food supply, as well as to public health and environmental sustainability.

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  • The program achieves its objectives by regulating agricultural and forestry products; mitigating risks to the plant resource base (including crops and forests) from regulated pests and diseases; regulating the safety and integrity of seeds, fertilizers and plant products; and managing plant health emergencies and incidents. The program also guards against deliberate threats to the plant resource base, facilitates the introduction of emerging plant technologies and protects the rights of plant breeders. Achieving the objectives of the program instils confidence in Canada's plants, plant production systems and plant products, and contributes to the health of Canada's plant resources.

    (d) International Collaboration And Technical Agreements: The CFIA's International Collaboration and Technical Agreements program contributes to a coherent, predictable, and science-based international regulatory framework that facilitates meeting regulatory requirements of importing countries' food, animals and plants, and their products, resulting in the facilitation of multi-billion dollar trade for the Canadian economy. The program achieves its objectives through actively participating in international fora for the development of international science-based rules, standards, guidelines and policies and, the management of sanitary and phytosanitary committees established under international agreements. The CFIA's active promotion of the Canadian science-based regulatory system with foreign trading partners and negotiations to resolve scientific and technical issues contribute to market access.
  • (e) Internal Services: Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization.

    These groups are: Management and Oversight Services; Communication Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Material Management Services; Travel and Other Administrative Services.

The Agency is responsible for the administration and enforcement of the following acts: Agriculture and Agri-Food Administrative Monetary Penalties Act, Canada Agricultural Products Act, Canadian Food Inspection Agency Act, Feeds Act, Fertilizers Act, Fish Inspection Act, Health of Animals Act, Meat Inspection Act, Plant Breeders' Rights Act, Plant Protection Act, and Seeds Act.

In addition, the Agency is responsible for enforcement of the Consumer Packaging and Labelling Act and the Food and Drugs Act as they relate to food, except those provisions that relate to public health, safety, or nutrition.

Operating and capital expenditures are funded by the Government of Canada through parliamentary authorities. Compensation payments under the Health of Animals Act and the Plant Protection Act and employee benefits are authorized by separate statutory authorities. Revenues generated by its operations are deposited to the Consolidated Revenue Fund and are available for use by the Agency.

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2. Accounting changes

During 2011, amendments were made to Treasury Board Accounting Standard 1.2 - Departmental and Agency Financial Statements to improve financial reporting by government departments and agencies. The amendments are effective for financial reporting of fiscal years ending March 31, 2012, and later. The significant changes to the Agency's financial statements are described below. These changes have been applied retroactively, and comparative information for 2010-11 has been restated.

Net debt (calculated as liabilities less financial assets) is now presented in the Statement of Financial Position. Accompanying this change, the Agency now presents a Statement of Change in Net Debt and no longer presents a Statement of Equity of Canada.

Revenue and related accounts receivable are now presented net of non-respendable amounts in the Statement of Operations and Agency Net Financial Position and Statement of Financial Position. The effect of this change was to increase the net cost of operations after government funding and transfers by $945,000 for 2012 ($529,000 for 2011) and decrease total financial assets by $981,000 for 2012 ($846,000 for 2011).

Government funding and transfers, as well as the credit related to services provided without charge by other government departments, are now recognized in the Statement of Operations and Agency Net Financial Position below "Net cost of operations before government funding and transfers.'' In previous years, the Agency recognized these transactions directly in the Statement of Equity of Canada. The effect of this change was to decrease the net cost of operations after government funding and transfers by $758,160,000 for 2012 ($793,776,000 for 2011).

(In thousands of dollars) 2011 As previously stated Effect of change 2011 Restated
Statement of Financial Position:
Financial assets $ 83,904 $ (1,168) $ 82,736
Assets held on behalf of Government - (846) (846)
Departmental financial position 96,513 (846) 95,667
Statement of Operations and Agency Net Financial Position:
Revenues 56,570 (529) 56,041
Expenses 839,043 (3) 839,040
Net Cash Provided by Government 715,631 236 715,867

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3. Summary of Significant Accounting Policies

These financial statements have been prepared using the Government's accounting policies stated below, which are based on Canadian public sector accounting standards. The presentation and results using the stated accounting policies do not result in any significant differences from Canadian public sector accounting standards.

Significant accounting policies are as follows:

  1. Parliamentary authorities

    The Agency is mainly financed by the Government of Canada through parliamentary authorities. Authorities provided to the Agency do not parallel financial reporting according to generally accepted accounting principles since authorities are primarily based on cash flow requirements. Consequently, items recognized in the Statement of Operations and Agency Net Financial Position and in the Statement of Financial Position are not necessarily the same as those provided through authorities from Parliament. Note 4 provides a high level reconciliation between the bases of reporting. The planned results amounts in the Statement of Operations and Agency Net Financial Position are the amounts reported in the future-oriented financial statements included in the 2011-12 Report on Plans and Priorities.

  2. Net cash provided by Government of Canada

    The Agency operates within the Consolidated Revenue Fund (CRF), which is administrated by the Receiver General for Canada. All cash received by the Agency is deposited to the CRF and all cash disbursements made by the Agency are paid from the CRF.

    The net cash provided by Government is the difference between all cash receipts and all cash disbursements including transactions between departments of the Government of Canada.

  3. Due from the Consolidated Revenue Fund (CRF)

    The amount of due from CRF are the result of timing differences at year-end between when a transaction affects authorities and when it is processed through the CRF. Amounts due from the CRF represent the net amount of cash that the Agency is entitled to draw from the CRF without further authorities to discharge its liabilities.

  4. Revenues

    Revenues for fees, permits and certificates are recognized in the accounts as the services are provided.

    Funds received from external parties for specified purposes are recorded upon receipt as deferred revenue. Revenue from external parties for specified purposes is recognized in the period in which the related expenses are incurred.

    Other revenues are accounted for in the period in which the underlying transaction or event occurred that gave rise to the revenues.

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Revenues earned on behalf of Government are non-respendable and are not available to discharge the Agency's liabilities. These revenues are presented as a reduction to the Agency's revenues. While the President is expected to maintain accounting control, he or she has no authority regarding the disposition of non-respendable revenues.

As a result, non-respendable revenues are considered to be earned on behalf of Government of Canada and are therefore presented in reduction of the Agency's revenues.

  • (e) Expenses

    Expenses are recorded on an accrual basis:

    Transfer payments are recognized in the year in which the recipient has met the eligibility criteria or fulfilled the terms of a contractual transfer agreement.

    Vacation pay and compensatory leave are expensed as the benefits accrue to employees under their respective terms of employment.

    Services provided without charge by other government departments for accommodation, the employer's contribution to the health and dental insurance plans and legal services are recorded as operating expenses at their estimated cost.

  • (f) Employee future benefits
    • (i) Pension benefits:

      The Agency's eligible employees participate in the Public Service Pension Plan (the ''Plan''), a multi-employer plan administered by the Government of Canada. Both the employees and the Agency contribute to the cost of the Plan. The Agency's contributions are expensed during the year in which the services are rendered and represent the total pension obligation of the Agency. Under present legislation the Agency is not required to make contributions with respect to actuarial deficits of the Plan.

    • (ii) Severance benefits:

      Eligible employees are entitled to severance benefits, as provided for under labor contracts and conditions of employment. The cost of these benefits is accrued as employees render the services necessary to earn them. The obligation relating to the benefits earned by employees is calculated using information derived from the results of the actuarially determined liability for employee severance benefits at the Agency level using specific rates provided by the Office of the Chief Actuary of Canada.

    • (iii) Other future benefit plans:

      The Government of Canada sponsors a variety of other future benefit plans from which employees and former employees can benefit during or after employment or upon retirement. The Public Service Health Care Plan and the Pensioners' Dental Services Plan represent the two major future benefit plans available to the Agency's employees.

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The Agency does not pay for these programs as they fall under the Government of Canada`s financial responsibilities, but the Agency records its share of the annual benefits paid under these programs as a service provided without charge by other government departments. No amount is recorded in the Agency's financial statements with regard to either the actuarial liability of these programs at year end or the annual increase of such liabilities.

  • (g) Accounts receivable and advances

    Accounts receivable and advances are stated at amounts expected to be ultimately realized; a provision is made for receivables where recovery is considered uncertain.
  • (h) Contingent liabilities

    Contingent liabilities are potential liabilities which may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur, and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded. If the likelihood is not determinable or an amount cannot be reasonably estimated, the contingency is disclosed in the notes to the financial statements.
  • (i) Inventory

    Inventory consists of laboratory materials, supplies and livestock held for future program delivery and not intended for re-sale. It is valued at cost. If it no longer has service potential, it is valued at the lower of cost or net realizable value.
  • (j) Tangible capital assets

    All tangible capital assets and leasehold improvements having an initial cost of $10,000 or more are recorded at their acquisition cost. Amortization of tangible capital assets is recorded on a straight-line basis over the estimated useful life of the asset as follows:

    Asset Class Amortization Period
    Buildings 20-30 years
    Machinery and equipment 5-20 years
    Computer equipment and software 3-10 years
    Vehicles 7-10 years
    Leasehold improvements

    Lesser of the remaining term of the lease or useful life of the improvement

    Assets under construction Once in service, in accordance with asset class
  • (k) Measurement uncertainty

    The preparation of these financial statements requires management to make estimates and assumptions that affect the amounts of assets, liabilities, revenues and expenses reported in the financial statements. At the time of preparation of these statements, management believes the estimates and assumptions to be reasonable.

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The most significant items where estimates are used are contingent liabilities, the liability for employee severance benefits and the useful life of tangible capital assets. Actual results could significantly differ from those estimated. Management's estimates are reviewed periodically and, as adjustments become necessary, they are recorded in the financial statements in the year they become known.

4. Parliamentary Authorities

The Agency receives most of its funding through annual Parliamentary authorities. Items recognized in the Statement of Operations and Agency Net Financial Position and the Statement of Financial Position in one year may be funded through Parliamentary authorities in prior, current or future years. Accordingly, the Agency has different net results of operations for the year on a government funding basis than on an accrual accounting basis. The differences are reconciled in the following tables:

a) Reconciliation of net cost of operations to current year authorities used:

(In thousands of dollars) 2012 2011
Net cost of operations before government funding and transfers $ 826,965 $ 782,999
Adjustments for items affecting net cost of operations but not affecting authorities:
Add (less):
Services provided without charge by other government departments (82,764) (65,821)
Amortization of tangible capital assets (37,640) (31,550)
Revenues pursuant to Section 30 of the CFIA act 56,570 -
Accounts receivable and liabilities transferred to Shared Services Canada (2,063) -
Bad debt (113) (193)
Net changes in future funding requirements (37,304) (13,576)
Low value assets funded by other government departments (47) (103)
Loss on disposal of tangible capital assets (113) (543)
Post-capitalization of tangible capital assets 47 818
Net book value of transfer in/out - (87)
(103,427) (111,055)
Adjustments for items not affecting net cost of operations but affecting authorities:
Add (less):
Acquisition of tangible capital assets 14,277 50,065
Proceeds from disposal of tangible capital assets (119) (218)
14,158 49,847
Current year authorities used $737,696 $721,791

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(b) Authorities provided and used:

(In thousands of dollars) 2012 2011
Vote 20 - Operating expenditures $617,231 $617,777
Vote 25 - Capital expenditures 29,209 44,971
Revenues pursuant to Section 30 of the CFIA act 58,835 -
Statutory contributions to employee benefits plans and compensation payments 89,100 88,020
Less:
Authorities available for future years (3,202) (145)
Lapsed authority – operating (38,024) (25,061)
Lapsed authority – capital (15,453) (3,771)
Current year authorities used $737,696 $721,791

5. Accounts Payable and Accrued Liabilities

The following table presents details of the Agency's account payable and accrued liabilities:

(In thousands of dollars) 2012 2011
Accounts payable to other government department (OGD) $6,071 $19,817
Accounts payable to external parties 30,855 47,891
  36,926 67,708
Accrued liabilities 41,199 13,945
Total $78,125 $81,653

In Canada's Economic Action Plan 2012, the Government announced savings measures to be implemented by departments over the next three fiscal years starting in 2012-2013.  As a result, the Agency has recorded at March 31, 2012 an obligation for termination benefits for an amount of $22,692,277 as part of accrued liabilities to reflect the estimated workforce adjustment costs.

6. Employee Benefits

  1. Pension benefits

    The Agency's employees participate in the Public Service Pension Plan (the ''Plan''), a multi-employer plan, which is sponsored and administered by the Government of Canada. Pension benefits accrue up to a maximum period of 35 years at a rate of 2 percent per year of pensionable service times the average of the best five consecutive years of earnings. The benefits are integrated with Canada/Quebec Pension Plans benefits and are indexed to inflation.

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  • Both the employees and the Agency contribute to the cost of the Plan. In 2011-2012, the Agency contributed $61,137,000 (2011 - $59,151,000), which represents approximately 1.8 times (2011 - 1.9 times) the contributions by employees.

    The Agency's responsibility with regard to the Plan is limited to its contributions. Actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan's sponsor.
  • (b) Severance benefits

    The Agency provides severance benefits to its employees based on eligibility, years of service and final salary. These severance benefits are not pre-funded and thus have no assets, resulting in a plan deficit equal to the accrued benefit obligation. Benefits will be paid from future authorities. Information about the severance benefits, measured for March 31, is as follows:

    As part of collective agreement negotiations with certain employee groups, and changes to conditions of employment for executives and certain non-represented employees, the accumulation of severance benefits under the employee severance pay program ceased for these employees commencing in 2012.

    Employees subject to these changes have been given the option to be immediately paid the full or partial value of benefits earned to date or collect the full or remaining value of benefits on termination from the public service. These changes have been reflected in the calculation of the outstanding severance benefit obligation.
(In thousands of dollars) 2012 2011
Accrued benefit obligation, beginning of year $106,036 $97,591
Transferred to SSC, effective November 15, 2011 (Note 12) (931) -
Subtotal 105,105 97,591
Expense for the year 28,117 16,178
Benefits paid during the year (11,449) (7,733)
Accrued benefit obligation, end of year $121,773 $106,036

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7. Accounts Receivable and Advances

The following table presents details of accounts receivable and advances:

(In thousands of dollars) 2012 2011 Restated (Note 2)
Receivables from other government departments (OGD) $2,385 $3,394
Receivables from external parties 6,038 5,887
Employee advances 82 78
8,505 9,359
Less:
Allowance for doubtful accounts on receivables from external parties (443) (432)
Accounts receivable 8,062 8,927
Accounts receivable and advances held on behalf of Government (981) (846)
Net accounts receivable $7,081 $8,081

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8. Tangible Capital Assets

(In thousands of dollars)

Cost Accumulated amortization
Capital asset class Opening balance Acquisi-tions Adjustments (1) Disposals and write-offs Closing balance Opening balance Amortiz-ation Adjustments (1) Disposals and write-offs Closing balance 2012 Net book value 2011 Net book value
Land $3,331 $ - $ - $ - $3,331 $ - $ - $ - $ - $ - $3,331 $3,331
Buildings 277,327 1,664 6,297 37 285,251 183,943 10,121 - 6 194,058 91,193 93,384
Machinery and equipment 83,626 4,190 14 751 87,079 36,330 5,620 (1) 471 41,478 45,601 47,296
Computer equipment and software 65,847 2,580 (6,900) 1,284 60,243 41,559 6,812 (10,952) 1,445 35,974 24,269 24,288
Vehicles 39,246 1,017 - 3,357 36,906 25,729 4,008 - 3,280 26,457 10,449 13,517
Assets under construction 23,945 4,264 (15,524) 60 12,625 - - - - - 12,625 23,945
Leasehold improvements 47,482 755 241 - 48,478 20,309 11,079 - - 31,388 17,090 27,173
Total $540,804 $14,470 $(15,872) $5,489 $533,913 $307,870 $37,640 $(10,953) $5,202 $329,355 $204,558 $232,934

(1) Adjustments include assets under construction of $15,524,000 that were transferred to the other categories upon completion of the assets.

Effective November 15, 2011, the Agency transferred computer equipment and software with a net book value of $ 4,919,000 for an acquisition cost of $15,872,000 and accumulated amortization of $10,953,000 to Shared Services Canada. This transfer is included in the adjustments columns (Note 12).

Amortization expense for the year ended March 31, 2012 is $37,640,000 (2011 - $31,550,000).

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9. Contingent Liabilities

Claims relating to both legal and employee grievances have been made against the Agency in the normal course of operations. Some of these potential liabilities may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur, and a reasonable estimate of the loss can be made, an estimate of liability is accrued and an expense recorded in the financial statements.

Amounts have been accrued for contingent liabilities as at March 31, 2012 pertaining to legal claims. The amount of the contingent liabilities for legal claims recognized is based on management's best estimate. Other legal claims against the Agency and other defendants include a class action suit related to bovine spongiform encephalopathy (BSE) for which amounts and likelihood of liability are not determinable.

Claims and litigations for which the outcome is not determinable and an amount of claim can be made by management amount to approximately $84,852,000 ($199,102,000 in 2010-2011) at March 31, 2012.

No amounts have been accrued pertaining to employee grievances as at March 31, 2012.

10. Contractual Obligations

The nature of the Agency's activities can result in some large multi-year contracts and agreements whereby the Agency will be obligated to make future payments when the services/goods are received. Significant contractual obligations that can be reasonably estimated are summarized as follows:

(In thousands of dollars) 2013 2014 2015 2016 2017 and thereafter Total
Operating leases $1,924 $4 $- $- $- $1,928
Transfer payments 960 500 - - - 1,460
Operating contracts 14,491 1,247 555 404 324 17,021
Total $17,375 $1,751 $555 $404 $324 $20,409

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11. Related Party Transactions

The Agency is related as a result of common ownership to all Government of Canada departments, agencies, and Crown corporations. The Agency enters into transactions with these entities in the normal course of business and on normal trade terms.

(a) Services provided without charge by other government departments

During the year, the Agency received the employer's contribution to the health and dental insurance plans, accommodation, and legal services, without charge from other government departments. These amounts have been recognized in the Agency's Statement of Operations and Agency Net Financial Position as follows:

(In thousands of dollars) 2012 2011
Employer's contribution to the health and dental insurance plans $43,558 $40,884
Accommodation 30,736 22,980
Legal services 1,909 1,957
Shared Services Canada expenses 6,561 -
Total $82,764 $65,821

(b) Other transactions with related parties

(In thousands of dollars) 2012 2011
Accounts receivable from other government departments and agencies $2,385 $3,394
Accounts payable to other government departments and agencies 6,071 19,817
Expenses – Other Government departments and agencies 121,494 123,070
Revenues – Other Government departments and agencies 242 262

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12. Transfers from/to other government departments

Effective November 15, 2011, the Agency transferred responsibility for the information technologies activities to Shared Services Canada in accordance with the Order-in-Council of November 15th 2011, including stewardship responsibility for the assets and liabilities. Accordingly, the Agency transferred the following assets and liabilities related to information technologies activities to Shared Services Canada on November 15, 2011:

(In thousands of dollars) 2012
Assets
Accounts receivable (Note 7) 105
Tangible capital assets (Note 8) $4,919
Total assets transferred 5,024
Liabilities:
Accounts payable and accrued liabilities (Note 5) 1,075
Vacation pay 162
Employee severance benefit (Note 6(b)) 931
Total liabilities transferred 2,168
Adjustment to the Agency net financial position $2,856

During the transition period, the Agency continued to administer the transferred activities on behalf of Shared Services Canada. The administered expenses amounted to $6,561,000 for the year. These expenses were recorded as service provided without charge (Note 11 (a)).

For fiscal year 2010-1011, Public Works and Government Services Canada transferred capital assets to the Agency for a net book value of $6,203,000.

13. Segmented information

Presentation by segment is based on the Agency's program activities architecture. The presentation by segment is based on the same accounting policies as described in the Summary of significant accounting policies in note 3. The following table presents the expenses incurred and revenues generated by program, by major object of expenses and by major type of revenues. The segment results for the period are as follows:

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(In thousands of dollars) 2012 2011 Restated (Note 2)
Food Safety Program Animal Health and Zoonotics Program Plant Resources Program International Collaboration and Technical Agreements Internal Services Total Total
Transfer Payments
Compensation payments $- $4,806 $183 $- $- $4,989 $3,590
Other - 229 - 950 - 1,179 1,584
Total transfer payments - 5,035 183 950 - 6,168 5,174
Operating Expenses
Salaries and employee benefits 321,071 123,939 82,813 36,071 105,939 669,833 619,085
Professional and special services 22,095 9,655 4,585 503 28,068 64,906 70,676
Amortization 17,233 7,327 4,426 1,852 6,802 37,640 31,550
Accommodation 16,828 6,495 4,411 1,912 5,354 35,000 33,233
Travel and relocation 9,400 3,782 2,490 1,049 1,931 18,652 21,369
Utilities, materials and supplies 7,896 5,044 2,932 363 2,185 18,420 20,183
Repairs 2,445 6,924 777 110 1,851 12,107 10,827
Furniture and equipment 2,994 1,752 321 24 3,631 8,722 10,993
Communications 1,426 593 321 85 6,952 9,377 10,889
Equipment rentals 467 230 426 19 696 1,838 2,289
Information 382 115 249 1 682 1,429 1,758
Miscellaneous 214 74 46 20 (31) 323 474
Loss of disposal of assets 52 22 13 6 20 113 543
Expenses incurred on behalf of Government - - - - (3) (3) (3)
Total operating expenses 402,503 165,952 103,810 42,015 164,077 878,357 833,866
Total expenses 402,503 170,987 103,993 42,965 164,077 884,525 839,040
Revenues
Inspection fees 28,910 1,173 4,762 8,243 - 43,088 40,625
Registrations, permits, certificates 2,602 869 794 4,213 - 8,478 9,027
Miscellaneous fees and services 198 1,340 1,836 267 318 3,959 4,405
Establishment license fees 1,874 - 14 - - 1,888 1,788
Administrative monetary penalties - - - - 837 837 501
Grading 208 - - 3 - 211 200
Interest - - - - 44 44 24
Revenues earned on behalf of Government - - - - (945) (945) (529)
Total revenues 33,792 3,382 7,406 12,726 254 57,560 56,041
Net cost of operations $368,711 $167,605 $96,587 $30,239 $163,823 $826,965 $782,999

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14. Subsequent events

Subsequent to year end Infectious Salmon Anaemia (ISA) outbreaks in Nova Scotia, Newfoundland & Labrador and British Columbia were identified.

The Nova Scotia outbreak resulted in product compensation payments of $12.3 million in total. Of this amount, $2.9 million has been recorded in these financial statements as a liability since some salmons were declared infected prior to year end. The remainder of the population was declared infected after March 31, 2012.

In Newfoundland & Labrador, no compensation payment has been issued to date. If all eligibility criteria are met, compensation is expected to be in the same order of magnitude as that of Nova Scotia.

The situation in British Columbia is still evolving and the Agency continues to monitor it.

15. Comparative information

Comparative figures have been reclassified to conform to the current year's presentation.

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Summary of the assessment of effectiveness of the systems of internal control over financial reporting and the action plan of the Canadian Food Inspection Agency for fiscal year 2011-12 (unaudited)

Annex to the Statement of Management Responsibility Including Internal Control over Financial Reporting

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NOTE TO THE READER

With the new Treasury Board Policy on Internal Control, effective April 1, 2009, departments and agencies are now required to demonstrate the measures they are taking to maintain effective systems of internal control over financial reporting (ICFR).

As part of this policy, departments and agencies are expected to conduct annual assessments of their system of ICFR, establish action plan(s) to address any necessary adjustments, and to attach to their Statements of Management Responsibility a summary of their assessment results and action plan.

Effective systems of ICFR aim to achieve reliable financial statements and to provide assurance that:

  • Transactions are appropriately authorized;
  • Financial records are properly maintained;
  • Assets are safeguarded from risks such as waste, abuse, loss, fraud and mismanagement; and
  • Applicable laws, regulations and policies are followed.

It is important to note that the system of ICFR is not designed to eliminate all risks, rather to mitigate risk to a reasonable level with controls that are balanced with and proportionate to the risks they aim to mitigate

The maintenance of an effective system of ICFR is an ongoing process designed to identify, assess and adjust as required, key risks and associated internal controls, as well as to monitor its performance in support of continuous improvement. As a result, the scope, pace and status of those departmental assessments of the effectiveness of their system of ICFR will vary from one organization to the other based on risks and taking into account their unique circumstances.

Financial Statement - Financial Statements Page 26

Description of Financial - Financial Statements Page 26

Introduction

This document is attached to the Canadian Food Inspection Agency's (CFIA) Statement of Management Responsibility Including Internal Control over Financial Reporting for the fiscal year 2011-12. As required by the new Treasury Board Policy on Internal Control, effective April 1, 2009, this document provides summary information on the measures taken by the CFIA to maintain an effective system of internal control over financial reporting (ICFR). In particular, it provides summary information on the assessments conducted by CFIA as at March 31, 2012, including progress, results and related action plans along with some financial highlights pertinent to understanding the control environment unique to the agency. This is the second annex produced by the CFIA.

1.1 Authority mandate and program activities

Detailed information on the CFIA's authority, mandate and program activities can be found in the Departmental Performance Report and Report on Plans and Priorities.

1.2 Financial highlights

Financial Statements (audited by the Office of the Auditor General of Canada) of the CFIA for fiscal year 2011-12 can be found in the Departmental Performance Report.

  • Total expenses were $885M, 76% of which is salaries and employee benefits.
  • Total revenues were $58M, 75% of which comes from inspection fees.
  • Total assets and net liabilities were $260M and $234M respectively. Tangible capital assets comprise 79% of total assets. Employee severance benefits comprise 52% of total net liabilities, followed by accounts payable and accrued liabilities of 33%.
  • The CFIA has a strong regional presence. There are decentralized finance functions in area offices that initiate and approve a significant portion of operating expenses. In order to maximize operational efficiency, all accounts payable and accounts receivable transactions are processed centrally in the service centres located in Guelph, Montreal and Moncton.
  • The CFIA utilizes an integrated financial system (SAP). This system interfaces with other human resources and operating systems to support CFIA's management of its resources.

1.3 Audited financial statements

The CFIA has always received an unqualified audit opinion from the Office of the Auditor General (OAG), the auditors of the CFIA's Financial Statements since the Agency's creation in 1997.

Financial Statement - Financial Statements Page 27

Description of Financial - Financial Statements Page 27

1.4 Service arrangements relevant to financial statements

The CFIA relies on other organizations and their internal controls for the processing of certain transactions that are recorded in its financial statements, as well as, systems development and maintenance services:

  • Public Works and Government Services Canada (PWGSC) centrally administers the payments of salaries.
  • Agriculture and Agri-Food Canada (AAFC) provides acquisition, system development and maintenance services for the information systems used in financial reporting.
  • Shared Services Canada (SSC) was created on August 4, 2011 to consolidate, streamline and improve the government's information technology (IT) infrastructure services, specifically email, data centre and network services for 43 federal departments and agencies. Effective November 15, 2011, the responsibility for email, data centre and network services, including associated resources, was transferred from the Agency to SSC. The administration and delivery of these services were shared during the 2011-12 transition period while SSC was being established.

1.5 Material changes in fiscal year 2011-12

Significant changes that have occurred during fiscal year 2011-12 are as follows:

  • George Da Pont was appointed President and Mary Komarynsky was appointed Executive Vice-President on July 11, 2011.
  • Peter Everson was appointed Vice President of Corporate Management Branch on July 4, 2011.
  • Joe Freamo was appointed Chief Audit Executive on December 19, 2011.

Control environment of the Agency relative to ICFR

The CFIA recognizes the importance of setting the tone from the top to help ensure that staff at all levels understand their roles in maintaining an effective system of ICFR and are well equipped to exercise these responsibilities effectively. CFIA's focus is to ensure that risks are well managed through a responsive and risk-based control environment that enables continuous improvement and innovation.

2.1 Key positions, roles and responsibilities relative to ICFR

Below are the CFIA's key positions and committees with responsibilities for maintaining and reviewing the effectiveness of its system of ICFR.

President - CFIA's President, as Accounting Officer, assumes overall responsibility and leadership for the measures taken to maintain an effective system of internal control. In this role, the President chairs the Senior Management Committee and is supported by the Executive Vice-President.

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Description of Financial - Financial Statements Page 28

Chief Financial Officer (CFO) - CFIA's CFO reports directly to the President and provides leadership for the coordination, coherence and focus on the design and maintenance of an effective and integrated system of ICFR, including its annual assessment.

Vice-Presidents - CFIA's Vice-Presidents in charge of program delivery are responsible for maintaining and reviewing effectiveness of their system of ICFR falling within their mandate.

Chief Audit Executive (CAE) - CFIA's CAE reports directly to the President and provides assurance through periodic risk-based internal audits which can be instrumental to the maintenance of an effective system of ICFR.

Agency Audit Committee (AAC) - The AAC is an advisory committee that provides objective views on the CFIA's risk management, control and governance frameworks. It includes three external members and was established in 2007.

2.2 Key measures taken by the organization

CFIA's control environment also includes a series of measures to enable its staff to manage risks well through raising awareness, providing appropriate knowledge and tools as well as developing skills and capacity. Key measures include:

  • The establishment of the Office of Values, Integrity and Conflict Resolution;
  • CFIA's Code of Conduct and CFIA's Conflict of Interest and Post-Employment Code;
  • Adopting the Values and Ethics Code for the Public Sector;
  • Annual performance agreements with senior managers clearly set out financial management responsibilities;
  • Training program and communications in core areas of financial management;
  • Agency policies tailored to CFIA's control environment;
  • Documentation of main business processes and related key risk and control points to support the management and oversight of its system of ICFR;
  • Active monitoring and quality assurance plans, and quarterly reporting for financial controls; and
  • Periodically updated delegation of financial signing authorities matrix.

Assessment of the CFIA's system of ICFR

The self-assessment is a systematic review conducted by management to provide assurance on ICFR.

3.1 Assessment elements

In support of the Policy on Internal Control, an effective system of internal control has the objective of providing reasonable assurance that:

  • Transactions are appropriately authorized;
  • Financial records are properly maintained;
  • Assets are safeguarded; and
  • Applicable laws, regulations and policies are followed.

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Description of Financial - Financial Statements Page 29

Over time, this includes assessment of design and operating effectiveness of the system of ICFR leading to ensuring the on-going monitoring and continuous improvement of the CFIA's system of ICFR.

Design effectiveness means to ensure that key control points are identified, documented, in place and that they are aligned with the risks (i.e. controls are balanced with and proportionate to the risks they aim to mitigate) and that any remediation is addressed. This includes the mapping of key processes and IT systems to the main accounts as applicable.

Operating effectiveness means that the application of key controls has been tested over a defined period and that any required remediation is addressed.

3.2 Assessment baseline

To determine the scope of the assessment, a scoping and planning exercise was undertaken to identify key business processes, entity level control areas and general computer control areas. During planning and scoping, both quantitative and qualitative factors were considered. These included, but were not limited to: materiality, transactions requiring significant judgment or estimates (e.g. contingent liabilities), complexity of operations, susceptibility to fraud, feedback or recommendations concerning the financial statements or related matters from the Office of the Comptroller General (OCG), and previous audit findings whether from the Internal Audit Directorate (IAD) or from the OAG.

Business processes are defined as the specific processes supporting the treatment of financial transactions.

Entity level controls are defined as the overarching controls of the organization that set the “tone from the top”.

General computer controls are defined as controls over the core financial systems and IT infrastructure used across the organization and which support financial transactions. The CFIA is responsible for assessing effectiveness of all the key IT general controls for systems that it fully manages. The service providers in the other government departments (OGD) are responsible for the internal control self-assessment on the systems that they maintain for the CFIA.

These control areas are the baseline by which the CFIA developed its initial three-year self-assessment plan. This three-year plan will be reviewed and updated on an annual basis to reflect changes in the control environment.

CFIA has completed two years of self-assessment activities which include the majority of areas identified in the three-year plan. The third year of the self-assessment will include completion of 2012-13 self-assessment activities identified in the three-year plan as well as preparation for transition to on-going monitoring commencing in 2013-14. At the end of fiscal year 2012-13, a risk-based multi-year monitoring plan will be in place to enable continuous improvement of the CFIA's system of ICFR.

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Description of Financial - Financial Statements Page 30

3.3 Assessment scope during fiscal year 2011-12

During fiscal year 2011-12, the CFIA has taken measures to assess its system of ICFR in the following areas:

Business Processes

  • Revenue
  • Pay
  • Statutory Compensation Payments
  • Financial Close and Reporting
  • Operating and Maintenance Expenses

Entity Level Controls

  • Governance
  • Risk Management

General Computer Controls

  • SAP / Enterprise
  • Peoplesoft
  • Electronic Invoicing
  • CFIA IT Access Control and Change Management

4. Assessment results

The following summarizes key assessment results from the design and operating effectiveness testing completed by the CFIA during fiscal year 2011-12.

4.1 Design effectiveness of key controls

When assessing design effectiveness, the CFIA updated process documentation and validated key processes with stakeholders. Design effectiveness testing also validated the appropriate alignment of each key control with risks. During fiscal year 2011-12, the CFIA identified the following improvement opportunities in the design effectiveness of its controls:

Pay

  • Strengthen the controls of pay transactions.

Revenue

  • Enhance the information captured in Quality Management System for revenue monitoring purposes; and
  • Improve the consistency of invoicing processes across the regional offices.

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Description of Financial - Financial Statements Page 31

4.2 Operating effectiveness of key controls

When assessing the operating effectiveness of key controls, the CFIA considered the results of the financial statement audits by the OAG, the recent internal audit reports, and the sample testing performed by the self-assessment team. During fiscal year 2011-12, the CFIA identified the following improvement opportunities in the operating effectiveness of its controls:

Revenue

  • Clarify the roles and responsibilities for the preparation and reconciliation of deposits.

5. Action plan

The following summarizes the actions taken during fiscal year 2011-12 as well as significant elements of work that are planned to be completed in subsequent years.

5.1 Progress during fiscal year 2011-12

During fiscal year 2011-12, the CFIA has made significant progress in assessing and improving its key controls within the system of ICFR. Progress made by the CFIA during 2011-12 is summarized below:

Business Processes

  • Completed the documentation, design effectiveness testing and operating effectiveness testing for: Revenue, Pay, Statutory Compensation Payments and Financial Close and Reporting.
  • Completed on-going operating effectiveness testing for: Operating and Maintenance Expenses.
  • Developed management response and action plan for improvement opportunities identified in fiscal year 2011-12.

Entity Level Controls

  • Completed the documentation, design effectives and operating effectiveness testing for: Governance and Risk Management.

General Computer Controls

  • Completed the documentation for: SAP / Enterprise, Peoplesoft, Electronic Invoicing and the CFIA IT Access Control and Change Management.

Follow-up on improvement opportunities identified in fiscal year 2010-11

The CFIA has completed work to improve its controls in the following areas:

  • An updated and widely communicated Commitment Policy which clearly defines the requirements of expenditure initiation;
  • Additional and updated training provided regarding the Financial Administration Act (FAA) requirements;

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Description of Financial - Financial Statements Page 32
  • Changes to specimen signature record (SSR) templates to ensure period acknowledgement of manager's responsibility under the CFIA Code of Conduct and the FAA. All revised SSRs have been reviewed and re-signed by managers;
  • Increased communication among financial staff to improve information sharing;
  • Improved messaging around the importance of revenue management to frontline staff and managers; and
  • Inclusion of revenue monitoring in the Quality Management System to ensure the quality of invoicing process.

The CFIA has substantially advanced work to improve its controls in the following areas:

  • Revision of Work Shift Agreements which more clearly identify the types of services provided by and invoiced by the CFIA.

5.2 Action plan for the next fiscal year and subsequent years

Building on progress to date, the CFIA is positioned to complete its initial three-year self-assessment plan in 2012-13 and commence on-going monitoring in 2013-14.

By the end of fiscal year 2012-13, the CFIA plans to:

  • Complete the documentation, design effectiveness and operating effectiveness testing for: Capital Assets and Financial Management.
  • Complete the design effectiveness and operating effectiveness testing for: SAP / Enterprise, PeopleSoft, Electronic Invoicing, and CFIA IT Access Control and Change Management.
  • Complete on-going operating effectiveness testing for: Revenue, Pay and Operating and Maintenance Expenses.
  • Continue to follow-up on any outstanding improvement opportunities identified in the previous years.
  • Develop a multi-year monitoring plan to identify the areas for continued or periodic observance, update and testing on a defined rotational basis consistent with the level of risk.

For fiscal year 2013-14 and thereafter, the CFIA plans to:

  • Conduct self-assessment activities as per the multi-year monitoring plan; and
  • Continue to follow-up on any outstanding improvement opportunities identified in the previous years.

3.2 List of Supplementary Information Tables

Details on Transfer Payment Programs (TPP)

Name of Transfer Payment Program: Statutory Compensation Payments

Start date: Not Applicable

End date: Not Applicable

Description of Transfer Payment Program: Compensation payments in accordance with requirements established by regulations under the Plant Protection Act, and authorized pursuant to the Canadian Food Inspection Agency Act. These payments are to compensate Canadians, in accordance with the appropriate regulations, for plants ordered destroyed for the purpose of disease control.

Strategic Outcomes: A safe and accessible food supply and plant and animal resource base.

Results Achieved: 28 Canadians were compensated for plants ordered destroyed.

Program Activity: Plant Resources Program
($ millions)
2009-10 Actual Spending 2010-11 Actual Spending 2011-12 Planned Spending 2011-12 Total Authorities 2011-12 Actual Spending Variance
Total Grants
Total Contributions
Total Other Types of Transfer Payments 3.0 0.7 0.8 0.2 0.2 (0.6)
Total Plant Resources Program 3.0 0.7 0.8 0.2 0.2 (0.6)

Comments on Variances:

Name of Transfer Payment Program: Statutory Compensation Payments

Start date: Not Applicable

End date: Not Applicable

Description of Transfer Payment Program: Compensation payments in accordance with requirements established by regulations under the Health of Animals Act and authorized pursuant to the Canadian Food Inspection Agency Act. These payments are to compensate Canadians, in accordance with the appropriate regulations, for animals ordered destroyed for the purpose of disease control.

Strategic Outcomes: A safe and accessible food supply and plant and animal resource base.

Results Achieved: 171 Canadians were compensated for animals ordered destroyed.

Program Activity: Animal Health and Zoonotics Program
($ millions)
2009-10 Actual Spending 2010-11 Actual Spending 2011-12 Planned Spending 2011-12 Total Authorities 2011-12 Actual Spending Variance
Total Grants
Total Contributions
Total Other Types of Transfer Payments 4.3 2.9 0.7 4.0 4.0 3.3
Total Animal Health and Zoonotics Program 4.3 2.9 0.7 4.0 4.0 3.3

Comments on Variances: Actual compensation payments made to Canadians were $3.3 million higher than the $0.7 million that was earmarked under Planned Spending. This increase is largely attribute to infectious Salmon Anaemia ($2.2M) in Nova Scotia.

Name of Transfer Payment Program: Federal Assistance Program (FAP)

Start Date: Not Applicable

End Date: Not Applicable

Description of Transfer Payment Program: is the CFIA's only contribution program. Its objective is to support projects and initiatives that advance the Agency's strategic outcome—specifically a safe and accessible food supply and plant and animal resource base. Since the total payment under FAP does not exceed $4.5 million per year, CFIA uses resources from its operating vote to fund this contribution program.

Strategic Outcome: A safe and accessible food supply and plant and animal resource base.

Results Achieved: Contributed to mitigation of risks to Canada's animal resource base which is integral to a safe and accessible food supply system as well as to public health.

Program Activity: Animal Health and Zoonotics Program
($ millions)
2009-10 Actual Spending 2010-11 Actual Spending 2011-12 Planned Spending 2011-12 Total Authorities 2011-12 Actual Spending Variance
Total Grants
Total Contributions 1.0 1.6 0.2 0.2 0.2 0.0
Total Other Types of Transfer Payments
Total Animal Health and Zoonotics Program 1.0 1.6 0.2 0.2 0.2 0.0

Comments on Variances: FAP is normally used to fund ad-hoc, short term projects.

Audits Completed or Planned: Audit of the Federal Assistance Program (2011) and Follow-up Audit of Federal Assistance Program (2011)

Evaluations Completed or Planned: Evaluation of Federal Assistance Program (2011)

Engagement of applicants and recipients: The CFIA's FAP Program has successfully engaged recipients by providing financial support related to training of individuals in animal epidemiology in areas most relevant to the CFIA: surveillance, risk analysis and disease modeling.

Name of Transfer Payment Program: Federal Assistance Program (FAP)

Start Date: Not Applicable

End Date: Not Applicable

Description of Transfer Payment Program: FAP is the CFIA's only contribution program. Its objective is to support projects and initiatives that advance the Agency's strategic outcome–specifically a safe and accessible food supply and plant and animal resource base.

Strategic Outcome: A safe and accessible food supply and plan and animal resource base.

Results Achieved: Contributed to a coherent, predictable, and science-based international regulatory framework that facilitates meeting regulatory requirements of importing countries' food, animals and plants, and their products, resulting in the facilitation of multi-billion dollar trade for the Canadian economy.

Program Activity: International Collaboration and Technical Agreements
($ millions)
2009-10 Actual Spending 2010-11 Actual Spending 2011-12 Planned Spending 2011-12
Total Authorities
2011-12 Actual Spending Variance
Total Grants
Total Contributions 0.1 0.0 0.0 1.0 1.0 1.0
Total Other Types of Transfer Payments
Total International Collaboration and Technical Agreements 0.1 0.0 0.0 1.0 1.0 1.0

Comments on Variances: FAP is normally used to fund ad-hoc, short term projects.

Audits Completed or Planned: Audit of the Federal Assistance Program (2011) and Follow-up Audit of Federal Assistance Program (2011)

Evaluations Completed or Planned: Evaluation of Federal Assistance Program (2011)

Engagement of applicants and recipients: The CFIA's FAP Program has successfully engaged recipients by providing financial support with an objective of supporting international science based guidelines that govern safe and competitive trade.

Greening Government Operations (GGO)

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 performance1.
Performance Measure RPP DPR
Target Status Opportunity for Improvement
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework. To Be Determined 0
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. To Be Determined 0
Existence of strategic framework. No No

Strategies / Comments

  1. The departmental strategic framework will be incorporated as part of the Real Property Management Framework and will be completed by September 2012.
  2. The CFIA is not reporting on this target in future years.
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 tool2.
Performance Measure RPP DPR
Target Status Opportunity for Improvement 
Number of buildings over 1000m2, as per departmental strategic framework. To Be Determined 9
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. FY 2011-2012 To Be Determined 0%
FY 2012-2013 To Be Determined
FY 2013-2014 To Be Determined
Existence of strategic framework. No No

Strategies / Comments

  1. The departmental strategic framework will be incorporated as part of the Real Property Management Framework and will be completed by September 2012
  2. The CFIA is not reporting on this target in future years.
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 tool3
Performance Measure RPP DPR
Target Status  Not Applicable
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework. Not Applicable Not Applicable
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. Not Applicable Not Applicable
Existence of strategic framework. Not Applicable Not Applicable

Strategies / Comments

  1. The departmental strategic framework will be incorporated as part of the Real Property Management Framework and will be completed by September 2012.
  2. All leased accommodations, where lessee of record is PWGSC, are excluded as per the strategic framework, as PWGSC is responsible for assessing and reporting on Green Building targets. Therefore, it is not feasible for CFIA to participate in this target.
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 performance4
Performance Measure RPP DPR
Target Status  Opportunity for Improvement
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. To Be Determined 0
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. To Be Determined 0
Existence of strategic framework. No No

Strategies / Comments

  1. The departmental strategic framework will be incorporated as part of the Real Property Management Framework and will be completed by September 2012.
  2. The CFIA is not reporting on this target in future years.

Notes:

  1. This would be demonstrated by achieving LEED NC Silver, Green Globes Design 3 Globes, or equivalent.
  2. Assessment tools include: BOMA BEsT, Green Globes or equivalent.
  3. Assessment tools include: BOMA BEsT, an appropriately tailored BOMA International Green Lease Standard, or equivalent.
  4. This would be demonstrated by achieving LEED CI Silver, Green Globes Fit-Up 3 Globes, or equivalent.

Greenhouse Gas Emissions (GHG) 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 Exceeded
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-21, relative to fiscal year 2005-06. 13% 13%
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent. 6.43 Kt CO2e 6.43 Kt CO2e
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. FY 2011-2012 Not Available 5.26 Kt CO2e
FY 2012-2013 Not Available
FY 2013-2014 Not Available
FY 2014-2015 Not Available
FY 2015-2016 Not Available
FY 2016-2017 Not Available
FY 2017-2018 Not Available
FY 2018-2019 Not Available
FY 2019-2020 Not Available
FY 2020-2021 5.59 Kt CO2e
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. FY 2011-2012 Not Available 18%
FY 2012-2013 Not Available
FY 2013-2014 Not Available
FY 2014-2015 Not Available
FY 2015-2016 Not Available
FY 2016-2017 Not Available
FY 2017-2018 Not Available
FY 2018-2019 Not Available
FY 2019-2020 Not Available
FY 2020-2021 13%

Strategies / Comments

  1. This target only captures CFIA's GHG emissions from its fleet sources (e.g. on-road vehicles, marine vessels, agricultural equipment, recreational vehicles and lawn and garden equipment).
  2. Excluded emission sources, in certain instances, are those from operations during which the primary function is national safety or security.
  3. Indirect sources of emissions are excluded (e.g. business travel, employee commuting, movement of goods, private mileage and outsourced activities).
  4. CFIA is developing a Ground Transportation Management Strategy. This strategy will include emissions reduction action items.
  5. This target has been exceeded for a number of reasons, the first being the procurement of more fuel efficient vehicles since 2005. Also, CFIA has considerably decreased its kilometres travelled over the years due to more efficient inspection planning, increased car pooling and increased use of videoconferencing and teleconferencing, thereby reducing travel to meetings.

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 Achieved
Existence of implementation plan for the disposal of all departmentally-generated EEE. No Yes
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 2011-2012 To Be Determined 100%
FY 2012-2013 To Be Determined
FY 2013-2014 To Be Determined

Strategies / Comments

  1. The CFIA implementation plan has been implemented in all CFIA locations across Canada.
  2. Location is defined as all CFIA locations where CFIA personnel maintain a physical presence.
  3. Number of locations within the Agency is 445.
  4. The process for proper disposal of EEE waste has been communicated to all CFIA staff.

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 Opportunity for Improvement
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configuration allow. To Be Determined Not Applicable
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 2011-2012 To Be Determined 1.9:1
FY 2012-2013 To Be Determined
FY 2013-2014 To Be Determined

Strategies / Comments

  1. Print units have been defined as: desktop printers, network printers, multifunctional devices (MFD), photocopiers, faxes and scanners. This definition has been expanded since the 2011-12 RPP where we only included desktop printers, network printers, MFDs and photocopiers.
  2. Excluded are work locations with less than 20 CFIA employees because opportunity for increasing efficiencies is minimal. Also, all laboratories will be excluded from the scope as many of their units are connected to specialized equipment and cannot be replaced by a MFD.
  3. Excluded print units are plotters, label printers and thermal printers.
  4. Print unit inventories will be determined using software that will count all networked printing units as well as units connected to networked computers at one date in time. Faxes are non-networked and will be counted manually. A physical count will also be done to exclude locations scoped-out.
  5. Office employees are defined as indeterminate staff.
  6. The method used for determining number of office employees will be CFIA's internal accommodation reports with employees located in scoped-out facilities subtracted.
  7. The estimated number of employees subject to the target is approximately 4,700, 74% of CFIA indeterminate staff.
  8. An integrated CFIA-AAFC IM/IT governance model is being developed which will lay the foundation for management and decisions for IM/IT at CFIA and AAFC, including policy on procurement and use of IT infrastructure.

Paper Consumption Target

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee (OE) by 20%. Each department will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.
Performance Measure RPP DPR
Target Status Achieved
Number of sheets of internal office paper purchased or consumed per office employee in the 2008-2009 fiscal year. To Be Determined 5,825
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. FY 2011-2012 To Be Determined 20% 4,640 sheets/OE
FY 2012-2013 To Be Determined
FY 2013-2014 To Be Determined

Strategies / Comments

  1. Office employees are defined as indeterminate, term, student, seasonal and as required staff.
  2. Paper is defined as printer paper purchased in packages of 500 sheets.
  3. The method used for determining paper consumption is a manual count of printer paper packages purchased by canvassing CFIA locations with 30 employees or more. This accounts for approximately 70% of CFIA staff. The method used for calculating the other 30% is an extrapolation based on the known 70% as this is a good representation of the employee base.
  4. The method used for determining number of office employees is by using the CFIA Human Resources "Population Snapshot" website. The year end population totals will be used as the number of office employees for each fiscal year.
  5. The number of employees subject to the target, changes in a given year as it is based on employee numbers. For the baseline year 2008-2009, the count on March 31, 2009 was 7,053 employees.
  6. The number of office employees for 2011-12 was 7,291.
  7. This target has already been achieved by better use of electronics (e-mail, text messaging) when sending messages and sharing documents. Double-sided print jobs have been promoted through internal communications and signage in business centres.

Green Meetings Target

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.
Performance Measure RPP DPR
Target Status Achieved
Presence of a green meeting guide. No Yes: Adopted March 31, 2012

Strategies / Comments

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

Green Procurement Targets

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

By April 1, 2013, the CFIA will utilize green consolidated procurement instruments for 95% of its photocopiers and printers procured in a given fiscal year.
Performance Measure RPP DPR
Target Status On Track
Number of photocopiers and printers procured in 2011-2012. Not Available 23
Percent of photocopiers and printers procured in a given fiscal year where green consolidated procurement instruments were used. FY 2011-2012 75% 87%
FY 2012-2013 95%

Strategies / Comments

  1. The target only includes photocopiers and printers procured or leased by CFIA's Contracting and Procurement Policy Division.
  2. This target excludes any procurement of specialized/technical equipment where green products are not available.
  3. This self-selected target is SMART:
    • Specific: Well defined achievement level of 95%
    • Measurable: Allows comparison over time
    • Achievable: Tools are in place to achieve result
    • Relevant: CFIA procures a significant amount of photocopiers and printers and using green procurement instruments will reduce energy use and green house gas emissions
    • Time-Bound: Date established for target implementation
  4. Data is gathered manually from procurement records
  5. Environmental benefits are derived from these products as they are leased or purchased from PWGSC certified green suppliers which use minimum greenhouse gas emissions and non-fossil fuel products for manufacturing and machining these commodities. As well, these products are fully recyclable thus minimizing hazardous waste disposal.
By April 1, 2013, the CFIA will utilize green consolidated procurement instruments for 95% of its computers procured in a given fiscal year.
Performance Measure RPP DPR
Target Status Achieved
Number of computers procured in 2011-2012. Not Available 10
Percentage of computers procured in a given fiscal year where green consolidated procurement instruments were used. FY 2011-2012 75% 100%
FY 2012-2013 95%

Strategies / Comments

  1. The target only includes computers procured by CFIA's Contracting and Procurement Policy Division.
  2. This target excludes any procurement of specialized/technical equipment where green instruments are not available.
  3. Computers are defined as the CPUs of PCs, as these have the most green procurement opportunities.
  4. This self-selected target is SMART:
    • Specific: Well defined achievement level of 95%
    • Measurable: Allows comparison over time
    • Achievable: Tools are in place to achieve result
    • Relevant: CFIA procures a significant amount of computers and using green procurement instruments will reduce energy use and green house gas emissions
    • Time-Bound: Date established for target implementation
  5. Data is gathered manually from procurement records
  6. Estimated environmental benefits: Personal Computers (PCs) are purchased from PWGSC certified green suppliers list and are completely recyclable through the PWGSC (OGGO) EEE waste disposal program initiative.
By March 31, 2014, 75% of vehicles purchased annually will be from the CFIA Preauthorised Vehicle List (PAVL), where operational requirements allow.
Performance Measure RPP DPR
Target Status On Track
Number of vehicles procured in 2011-2012. Not Available 55
Percent of vehicles procured in a given fiscal year from the CFIA Preauthorised Vehicle List (PAVL). FY 2011-2012 Not Available 69%
FY 2012-2013 Not Available
FY 2013-2014 75%

Strategies / Comments

  1. The target does not include farm equipment, boats, ATVs or snowmobiles.
  2. This self-selected target is SMART:
    • Specific: Well defined achievement level of 75%
    • Measurable: Allows comparison over time
    • Achievable: Tools are in place to achieve result
    • Relevant: The CFIA develops a PAVL every year based on vehicles that are the most fuel efficient in their class in the Government Motor Vehicle Ordering Guide.
    • Time-Bound: Date established for target implementation
  3. Of the 55 vehicles procured in 2011-12, 38 were purchased from the PAVL.
  4. The tracking for this target is done through a consolidated acquisition spreadsheet.
  5. The PAVL is distributed via email to all stakeholders every year in advance of vehicle procurement.

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

As of April 1, 2011, 100% of new materiel managers, procurement personnel and acquisition card holders will complete the online course on Green procurement provided by the Canada School of the Public Service.
Performance Measure RPP DPR
Target Status Opportunity for Improvement
Number of new materiel managers, procurement personnel and acquisition card holders in 2011-2012. Not Available 89
Percent of new materiel managers, procurement personnel and acquisition card holders who have completed the online course on Green procurement provided by the Canada School of the Public Service. FY 2011-2012 100% 25%
FY 2012-2013 100%

Strategies / Comments

  1. Materiel managers and procurement personnel are identified only as those who work in CFIA's Contracting and Procurement Policy Division.
  2. This self-selected target is SMART:
    • Specific: Well defined achievement level of 100%
    • Measurable: Allows comparison over time
    • Achievable: Tools are in place to achieve result
    • Relevant: CFIA procures a significant amount of goods and procuring goods that are "green" minimizes CFIA's environmental footprint
    • Time-Bound: Date established for target implementation
  3. The low percentage of conformity with this target is due partially to the fact that the policy for new Acquisition Card (AC) holders to take the training was not in full effect until September 1, 2011.
  4. Data is collected manually from Procurement data.
  5. CFIA is in the process of ensuring that all new 2011 AC Cardholders take the Green Procurement Course.
Employee performance evaluations for managers and functional heads of procurement and materiel management

By March 31, 2013, all identified procurement and materiel management functional specialists and their managers and functional heads will have environmental considerations clauses incorporated into their performance evaluations.
Performance Measure RPP DPR
Target Status On Track
Number of identified positions that have environmental consideration clauses in their performance evaluations in 2011-2012. 0 0
Percentage of identified positions that have environmental consideration clauses incorporated into their performance evaluations. FY 2011-2012 Not Available 0
FY 2012-2013 100%

Strategies / Comments

  1. The number of identified positions is two, both procurement managers.
  2. This self-selected target is SMART:
    • Specific: Well defined achievement level of all (100%)
    • Measurable: Allows comparison over time
    • Achievable: Tools are in place to achieve result
    • Relevant: CFIA procures a significant amount of goods and services and procuring goods or services that are "green" minimizes CFIA's environmental footprint
    • Time-Bound: Date established for target implementation
  3. Of the two positions identified to have environmental consideration clauses in their performance evaluations, the clauses have been drafted and will be inserted into the next round of performance evaluations, for fiscal year 2012-2013.
By March 31, 2014, the CFIA Ground Transportation Management Strategy will be developed.
Performance Measure RPP DPR
Target Status On Track
Existence of Ground Transportation Management Strategy FY 2011-2012 No No
FY 2012-2013 No
FY 2013-2014 Yes

Strategies / Comments

  1. This self-selected target is SMART:
    • Specific: The target identifies processes related to a specialized area of procurement
    • Measurable: Allows comparison over time
    • Achievable: Resources and responsibilities for target completion have been identified.
    • Relevant: CFIA procures a significant amount of vehicles and having a ground transportation management strategy that marries traditional fleet practices with green procurement principles will ensure CFIAs fleet is procured and managed in a manner that contributes to a sustainable Canada.
    • Time-bound: Date established for target implementation
  2. The Ground Transportation Management Strategy (GTMS) working group has developed a draft plan which identifies deliverables, responsibilities and timelines. The GTMS working group has also developed an options document which analyses the current system against 3 options with an objective of achieving utilization and cost efficiencies, meeting operational needs and achieving reductions in greenhouse gas emissions. The completion of the strategy is anticipated by March 31, 2014.

Horizontal initiatives

Table A: Bovine Spongiform Encephalopathy

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

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA); Agriculture and Agri-Food Canada (AAFC) (2003-04 to 2007-08)

Lead Department Program Activity: Animal Health and Zoonotics Program / Internal Services (CFIA only)

Start Date: 2003-04 (enhanced programming)

End Date: Ongoing

Total Federal Funding Allocation (start to end date): $3,601.1M (2003-04 to 2013-14) and $26.6M ongoing

Description of the Horizontal Initiative (including funding agreement):

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.

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. 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. 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, HC2003-04 to 2007-08-measures to secure the future of the Canadian beef industry
2003-04 CFIA2003-04 to 2007-08-the removal of SRM from the food chain and re-entering export markets (referred to as the enhanced BSE initiative)
2004-05 CFIA2004-05 to 2008-09-reposition the Canadian beef and cattle industry to operate on a profitable and sustainable basis
2004-05 CFIA2004-05 to 2005-06-strengthen animal feed restrictions
2005-06 CFIA2005-06 to 2008-09-additional measures to address critical pressures facing the ruminant industry
2006-07 CFIA2006-07-continue the work the Agency was undertaking for the enhanced feed ban
2007-08 CFIAOn-going-implement the enhanced feed ban restrictions
2008-09 CFIA2008-09-extend sunsetting elements of the enhanced BSE initiative
2009-10 CFIA, PHAC, HC2009-10 to 2013-14-continue work on the core BSE activities

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.

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.

Performance Highlights:
In 2011-12, the Government continued to work on core BSE activities that contribute to the protection of human and animal health.

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Canadian Food Inspection Agency (CFIA)

Animal Health and Zoonotics program

Internal Services

SRM Removal from the Human Food Chain $91.5M (2003-04 to 2013-14) $9.5M $6.7M Safe food. Continue the enforcement and verification of SRM removal by CFIA inspection staff

Federally inspected slaughter and boning establishments continue to be verified on-site by CFIA. Record reviews are also performed by CFIA inspection staff to verify that:

-compliance to the control program
- effectiveness of the control program

In the 2011-12 fiscal year, a compliance rate of 99.8% has been achieved in 4817 tasks delivered on the enforcement and verification of SRM removal.

Provincially inspected slaughter and boning establishments continue to be verified on-site and record reviews are performed by CFIA inspection staff to ensure that the removal, segregation and disposal of SRM, are carried out to determine the adequacy of Provincial oversight regarding plant controls.

These reviews have been and will continue to be a crucial part in our ongoing efforts to strive for continuous improvements to the consistency and overall quality of our inspection verifications and related activities in non-registered provincial establishments.

Import Controls $2.8M (2004-05 to 2013-14) $0.3M $0.2M

Products imported into Canada meet Canadian standards:

The CFIA reviews and updates all import policies and conditions applicable for BSE in order to reflect changes to international standards, domestic regulatory requirements and evolving science; this is done on an annual basis as the OIE amends the Terrestrial Animal Health Code and as required otherwise

1. Update relevant import policies and procedures (by priority, minimum 25% per year) to ensure compliance with regulatory requirements and CFIA domestic disease control; support market access by maintaining and improving Canada's animal health status and production of safe food, feed, fertilizer and other commodities from imported animal origin ingredients

2. CFIA acceptance of OIE BSE disease categorization for trading countries: negligible risk, controlled risk or undetermined risk

3. Co-partnered scientific review and analysis with Health Canada on the manufacture process of gelatine and other highly processed products from cattle hides sourced from controlled and undetermined risk for BSE countries

1. Revised BSE import policy (umbrella import policy) officially signed off by Health Canada partners, and Chief Veterinary Officer of CFIA. Submitted this to WTO for comments (2009) and implementation (2010).

2. Reviewed and updated as required, with a minimum of 25 percent of the procedural imports policies, by commodity type, reviewed annually for precision and clarity (example - combined the 5 different rendered and inedible products import policies into one document); further updates ongoing so that over a 4 year cycle, all import policies will have been reviewed for accuracy and scientific/ technological advancements.

3. All of Terrestrial Animal Health Division, import section activities go towards supporting domestic disease control (EFB, 1997 FB) programs, aligning with international obligations, and advancing scientific knowledge, as well as supporting market access by maintaining Canada's domestic reputation for animal health.

CFIA continues to conduct animal health risk assessments on TSE to support the National Terrestrial Animal Health Program.

CFIA conducted a joint scientific analysis on reduction of BSE infectivity in the production of bovine hide derived gelatine and other highly processed products in collaboration with Health Canada.

BSE Surveillance $159.9M (2003-04 to 2013-14) $15.4M $15.4M

Safe animals and food.

1. Monitoring prevalence of BSE in Canada and assessing the effectiveness of the BSE control measures including the Feed Ban and imports controls

2. Analyzing options to redesign the BSE surveillance program and consulting with stakeholders to explore further targeting of surveillance.

In 2011-12, the CFIA continued to deliver surveillance activities along with the national reimbursement program on at risk animals including clinical suspects and over 30 months of age cattle that are dead, down, dying or diseased. Surveillance samples were collected from cattle on-farm, at rendering facilities, dead stock facilities or provincial and federal abattoirs. The CFIA successfully collected and tested 30,872 samples, 19,654 of which were processed in CFIA laboratories. Monitoring the level and distribution of BSE in Canada through the weighing of surveillance samples with the OIE recommended allocating of points, has allowed Canada to maintain a controlled BSE risk status and to maintain and expand market access.

There were no detected cases of BSE in Canada during the 2011-12 fiscal year. The last detected case of BSE in Canada was in February 2011. The investigation report, containing the epidemiological investigation based on the OIE Terrestrial Animal Health Code for a country with controlled risk status, comprised of the trace out of all cattle reared with the BSE case during its first year of life (feed cohort) as well as all cattle born in the same herd as, and within 12 months of the birth of the BSE case (birth cohort). All 361 of these equivalent risk animals were traced from on-farm records during the investigation. The CFIA has completed the humane destruction of all remaining equivalent risk animals.

Cattle Identification $29.2M (2003-04 to 2013-14) $2.8M $2.3M

Safe animals and food.

Continue work on cattle identification enforcement activities, including verification at auctions and federally and provincially inspected abattoirs that cattle are identified with an official ear tag.

Federal abattoirs are inspected weekly to verify compliance for Part XV regulatory requirements, one of which is that cattle received at the abattoirs are bearing an approved tag. In 2011, 1,659 inspections conducted at federally-inspected abattoirs showed a compliance rate of 97% for this requirement.

The CFIA inspection staff continues to monitor and enforce the Canadian Livestock Identification and Traceability program (TRACE) at auctions, dead stock collectors, farms and livestock operations, feedlots, provincial abattoirs, renderers and tag distributors. 8,779 inspections were performed at those sites with a tagging compliance rate of 98%.

TRACE has performed extensive work on:

-training material for inspectors, development of a Manual of Procedures, adoption of compliance verification system (CVS) in the program;
-a livestock traceability data sharing agreement with Manitoba Agriculture, Food and Rural Initiatives
-an epidemiological, disease control and compliance verification perspective of acceptable enhancements to the cattle traceability system in support of a proposed regulatory amendment
-a revised tag approval and revocation framework with the objective of improving the performance of approved tags
-program delivery and design options in order to meet ministerial commitments with respect to livestock traceability
-a legislative framework which will provide stronger traceability regulatory-making authorities
-a single-window initiative through which authorized used would have access to traceability data collected in multiple databases in order to enhance our ability in managing a sanitary issue and verifying compliance.

Export Certification $53.2M (2003-04 to 2013-14) $5.7M $3.3M

Products exported from Canada meet requirements imposed by foreign countries.

Continue the provision of export-related certification services to a wide range of affected industries.

The CFIA remains committed to promote an international regulatory framework to protect Canadian exporters from discriminatory and unnecessary barriers. The CFIA also leads or participates in a number of international and bilateral agreements. Consistent with its international regulatory cooperation framework, the CFIA maintains close relations with key foreign regulatory counterparts.

Enhanced Feed Ban $241.0M (2004-05 to 2013-14) plus $26.6M ongoing $26.6M $14.4M

Safe feed, fertilizer, animals and food.

Continue the enforcement of enhanced feed ban restrictions.

The CFIA began enforcing an initial set of feed ban regulations in 1997. At that time, these new regulatory requirements (without benefit of any additional funding) were integrated into existing inspection programs for feed and feed ingredient manufactured, distributed and used by inedible rendering plants, commercial feed mills and on farms.

In response to the detection of a native-born case of BSE in Canada in 2003, the CFIA received additional funding in 2005-06 and subsequent fiscal years to support implementation and enforcement of an enhanced feed ban regulatory framework that took effect in 2007. The impact of implementing the enhancements principally involved:

1. Increasing inspection capacity and frequency throughout the feed supply and use chain (i.e. at inedible rendering plants, commercial feed mills, feed retail outlets, and farms); and

2. Implementing and administering a system of control permits and compliance inspection activities at abattoirs, dead stock collectors, landfills and other processing and disposal sites regarding the collection, transport, treatment and disposition of cattle Specified Risk Material (SRM) tissues. As part of the enhanced regulations, SRM must be segregated, identified and appropriately managed until final disposal. CFIA workload increased to include inspection oversight of SRM equipment and facilities, tracking movement at several points in the chain to final disposal or alternative use not historically subject to CFIA inspection.

3. During 2011-12 the CFIA maintained its marketplace monitoring program to verify compliance of fertilizers and supplements containing prohibited material (PM) with the requirements of the Enhanced Feed Ban. This included review of fertilizer and supplement labels for proper precautionary statements, record keeping and recall procedure verification to mitigate against potential feeding to animals, and to ensure manufacturers, distributors, importers and sellers could conduct an effective product recall if necessary. To address the potential use of SRM in fertilizers and supplements, the CFIA continued to issue permits, under the Health of Animals Regulations. Permit issuance was based on adherence to processing requirements (eg. composting) as well as conditions for final disposal (ie. use on non-food non-feed and non grazing land) to effectively mitigate against any potential risks to human, animal health and the environment).

4. During the 2011 calendar year, the CFIA continued to verify compliance with the enhanced 2007 regulatory framework at facilities along the animal food and production chain (i.e. at rendering plants, commercial feed manufacturers, feed retail outlets, on-farm feed manufacturers and ruminant feeders as well as at meat slaughter and processing establishments, cattle dead stock collectors, transporters and receivers of SRM, commercial composting and fertilizer manufacturing facilities).

Some of the major achievements were:

- Feed ban-related inspection in the 2011 calendar year
- Commercial Feed Mills: 4803 tasks assessed at 451 facilities
- Rendering Facilities: 792 tasks assessed at 47 facilities
- Retail: Retail: 2667 tasks assessed at 533 facilities
- Farms: 789 tasks assessed at 185 facilities
- Renewed and issued a total of 1454 permits for the control of SRM in Canada

Technical Market Access Support1 $44.1M (2004-05 to 2013-14) $3.6M $2.0M

Confidence in Canada's animal production and food system, facilitating access to domestic and international markets. 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.

The CFIA continues to play an active and participatory role at the international level. In addition, the CFIA is contributing and influencing international science based disease control standards for BSE, which are critical components of the foundation for safe trade and the maintenance of international market confidence. On a bilateral basis this involves the invitation to trading partners for incoming technical missions to confirm first hand the integrity and implementation of Canada's inspection controls. At the multilateral level, the CFIA is maintaining the official designation as a BSE Controlled Risk country through the evaluation process of the 176 member country World Organization for Animal Health (OIE). The CFIA continues to contribute to the discussions at OIE, not only with respect to the General Session and in revisions to the various Codes, but also with respect to having an OIE BSE reference laboratory as well as CFIA employees on a number of the OIE commissions.

Establishment Review $2.3M (2004-05 to 2006-07) $0.0M $0.0M

-Not Applicable

-Not Applicable

Over-supply of Aged Cattle $0.3M (2004-05) $0.0M $0.0M

-Not Applicable

-Not Applicable

Meat Inspection Reform $9.2M (2005-06 to 2007-08) $0.0M $0.0M

-Not Applicable

-Not Applicable

Subtotal CFIA $633.5M (2003-04 to 2013-14) plus $26.6M ongoing $63.9M $44.3M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Agriculture and Agri-food Canada (AAFC)2 Food Safety and Biosecurity Systems (FSBRMS) Facilitating the Disposal of Specified Risk Material (SRM) $79.9M (2006-07 to 2009-10) $0.0M $0.0M
Establishment $276.0M (2003-04) $0.0M $0.0M
Implementation $36.0M (2003-04) $0.0M $0.0M
Tracking and Tracing Systems $7.8M (2003-04 to 2004-05) $0.0M $0.0M
Transitional Industry Support Program $934.6M (2003-04) $0.0M $0.0M
Accelerating Implementation of Traceability in Livestock and Meat Sources $16.1M (2004-05 to 2006-07) $0.0M $0.0M
Farm Income Payment Program $999.9M (2004-05 to 2005-06) $0.0M $0.0M
Cull Animal Program $202.4M (2003-04 to 2005-06) $0.0M $0.0M
Loan Loss $38.4M (2004-05 to 2008-09) $0.0M $0.0M
Feeder/Fed Cattle Set-Aside Program $296.3M (2004-05 to 2005-06) $0.0M $0.0M
Subtotal AAFC $2,887.3M (2003-04 to 2013-14) $0.0M $0.0M

1 Technical Market Access Support: Planned Spending has been reduced by $1.4 million to take into account amounts transferred to the Department of Foreign Affairs and International Trade to provide support to CFIA staff located at missins abroad.

2 Agriculture and Agri-food Canada: Funding sunsetted in 2007/08

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Public Health Agency of Canada (PHAC)

Surveillance and Population Health Assessment

Science and Technology for Public Health

Surveillance and Research for Human TSEs $7.9M (2004-05 to 2013-14) $0.8M $0.8M

1. Continued prospective, case-by-case, laboratory-based investigation of all human TSEs across Canada.

2. Improved methods and strategies for efficient case investigation.

3. National surveillance data: incidence; TSE subtypes; etiology; risk factors.

4. Research publications on surveillance and research for human TSEs.

5. Provision of policy advice for food safety, healthcare safety and international trade.

1. Continued comprehensive, prospective national surveillance of all human TSEs, as per international standards (World Health Organization).

2. Developed quantitative statistical framework for accuracy of ante mortem diagnostic tests for human TSEs using cerebrospinal fluid.

3. Ongoing dissemination of surveillance data via PHAC web site.

4. Multiple peer-reviewed journal publications and conference presentations (PrPCanada; PRION2011).

5. Detection, characterization and presentation of Canada's second case of variant CJD.

6. Advice on policy for blood safety in relation to vCJD case.

Subtotal PHAC $7.9M (2004-05 to 2013-14) $0.8M $0.8M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Health Canada (HC) Health Products / Food Safety and Nutrition Risk Assessment and Targeted Research $62.1M (2004-05 to 2013-14) $6.2M $4.2M

Outcome:

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

Activities:

Conduct consultations with stakeholders, external collaborations/ research and training and conferences attendance.

To track and assess all ingredients in each application, which are sourced from animal tissues, with regards to BSE risk.

Decreased risk of BSE/TSE by identifying, assessing and mitigating risk issues.

Health Canada continued to conduct risks assessments related to:

1. reviews and provision of scientific-related input on guidance/ regulatory development initiatives.

2. products: a) reporting on/assessments of risk from products derived from donors identified with various forms of TSEs; b) participation on the Working Group on Prion Risk from Human-derived Biologics.

There was ongoing monitoring of country of origin of plasma for plasma derived products and Human derived Excipients.

Health Canada maintained and implemented Protocol Review Templates & Laboratory Information Management System tracking for Plasma derived Products & Human derived Excipients.

Animal-derived reagents/ excipients were tracked and assessed in cell therapy submissions to ensure risk mitigation measures had been put in place by the sponsor.

Vaccine products with animal derived materials were assessed to ensure that they were in compliance with relevant guidelines.

Health Canada also assessed changes to suppliers of animal derived materials in Notifiable Change submissions, and assessed submissions for products in which manufacturers replaced animal derived materials with yeast derived materials to ensure that the changes did not impact the quality, efficacy, and safety of the product.

Health Canada followed-up on reports of individuals with vCJD infection in order to assess potential risks to the blood supply and to determine whether or not changes should be made to the blood donor screening criteria (one case in 2011-12).

Health Risk Assessments were performed in cases where cell, tissue and organ (CTO) establishments failed to comply with prion-related donor screening questions (about six live donor kidney programs in Canada).

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 BSETSE contributed by HC to the international community

Number of master files and product license applications reviewed which may contain ingredients sourced from animals and which may be susceptible to BSETSE

All natural health product applications were assessed for animal tissue sources. For applications that were licensed,18% (1,183) of product licences issued (equal to 6,704 product licences) listed an active bovine or cattle animal tissue form.

Health Canada contributed to the revision of prion-related screening questions for donors of cells, tissues and organs in the Canadian Standards Association Standards that are referenced in Health Canada's Regulations for Cells, Tissues and Organs (Ongoing assessment and revision).

Health Canada employees attended meetings with WHO Blood Regulators, the WHO Expert Committee on Biologics Standardisation, and the European Directorate for Quality in Medicines.

Recently published: Simon Sauvé, Daniel Buijs, Geneviève Gingras1, and Yves Aubin. Interactions between the Conserved Hydrophobic Region of the Prion Protein and Dodecyl- phosphocholine Micelle. (Jan. 2012) Journal of Biological Chemistry, 287, 1915-1922.

3 citations for: LeBrun, Matthew; Huang, Hongsheng; He, Runtao; Booth, Stephanie; Balachandran, Aru; Li, Xuguang. Comparison of trichloroacetic acid with other protein-precipitating agents in enriching abnormal prion protein for Western blot analysis. Canadian Journal of Microbiology. (Jun. 2008). 54 (6), 467-471.

2 citations for: Matthew LeBrun, Hongsheng Huang, and Xuguang Li. Susceptibility of cell substrates to PrPSc infection and safety control measures related to biological and biotherapeutical products. Prion. (Jan-Mar. 2008). 2(1), 17-22.

Dr. Yves Aubin was an invited speaker at the Canadian Society for Chemistry 94th Canadian Chemistry Conference and Exhibition (Jun. 5-9, 2011). He presented his research on the structure of a component of the infectious prion protein that causes TSE and its interactions with human cell models.

Health Canada continued to review master files and product license applications which may contain ingredients sourced from animals and which may be susceptible to TSE. As part of the risk assessment, every review requires an assessment for animal sourced ingredients. Of the 12,685 drug products currently marketed in Canada, 23% or 2914 drug products have declared ingredients of bovine or cattle origin. A total of 1343 DINs were assigned to new products, 197 or 15% of those products were voluntarily declared to contain ingredients of animal origin. The products assigned new DINs include those resulting from brand name or company name changes. In addition, 17 Drug Master Files (DMF) were reviewed which contained material derived from bovine or cattle animal tissue.

Outcome:

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

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

Evaluation

Health Canada continued to conduct risk assessments and unique research projects in collaboration with external partners (CFIA, European research Institutions) to generate critical data related to the pathogenesis of BSE, TSEs, and specified risk material to support hazard characterization, risk assessment and standard setting. Health Canada continued its scientific and expert role as a member of Canada's national and international delegations for BSE and TSEs.

Health Canada held nine external consultations related to BSE including atypical BSEs and their pathogenesis, detection, risk assessment, specified risk material (SRM) as defined for food and feed, and the safety of Canadian beef and beef products. Additionally, chronic wasting disease (CWD) and scrapie were also consulted on but to a lesser degree but followed the same approach as for BSE.

Three direct consultations were held to discuss the safety of Canadian beef and beef products and BSE and risk assessment.

One consultation was held on the safety of tallow and the potential use of SRM as a feed and food.

Provincial, national, international and industry consultations on Canada's responses to BSE included consultation on new research findings primarily related to detection, pathogenesis and infectivity studies of BSE, atypical BSE and other TSEs and the potential to amend SRM lists and definitions, and Health Canada's food risk assessments. Health Canada participated as a member of Canada's expert BSE international delegation on BSE. All consultations focused on science findings, and their interpretation directed to improve and maintain human and animal health and to seek harmonisation with respect to BSE and other TSEs policies based on science.

Health Canada sponsored and participated in an international meeting: Prion 2011 in Montreal, and one Prion training session was held then.

Nine science posters and three publications were developed and peer reviewed. The content was the direct result of novel research activities and scientific findings related to BSE, atypical BSE and TSE. All were directed towards early detection of TSEs or prions (PrP), and the pathogenesis and associated infectivity of BSE, atypical BSE and other TSEs. The posters were presented at the International Prion 2011 Conference held in 2011 in Montreal, and were published through the conference venue and related to either BSE, atypical BSE, CWD or scrapie. All are original research based on oral challenge studies to focus on TSE infectivity, species barrier, pathogenesis for determining and defining SRM for food and product safety and for risk assessment. The three publications were: "Pathogenesis of BSE and Atypical BSE in Cattle", "Early Spread of BSE Prions from the Gut via the Peripheral Nervous System to the Brain", and "Histopathological observations on the neural pathogenesis of experimental BSE of cattle".

Health Canada contributed new research findings and expertise to existing BSE/ TSE policies in Canada (eg. definition of SRM) and internationally. The three international policies related to countries' re-assessment of their existing BSE food safety policies and the safety of beef and beef products in light of the new science published or being generated under Health Canada research. There were no new national or international policies developed.

Unique research projects in collaboration with external partners (CFIA, European research Institutions) totalled $1.3M.

A summative evaluation was conducted on the Bovine Spongiform Encephalopathy initiatives that were undertaken between 2003 and 2009. Both the first drafts of the evaluation and the Management Action Plan (MAP) were completed, with final versions of the document anticipated in summer 2012.

Compliance and Enforcement $1.0M (2003-04 to 2007-08) $0.0M $0.0M
Product Assessment $6.2M (2003-04 to 2007-08) $0.0M $0.0M
Tracking and Tracing $3.1M (2003-04 to 2007-08) $0.0M $0.0M
Total HC $72.4M $6.2M $4.2M
Total $3,601.1M $70.9M $49.3M

Comments on Variances:

CFIA: The variance between planned spending and actual spending is related to the reallocation of resources to other agency priorities.

AAFC: Not Applicable

PHAC: Not Applicable

Health Canada: The majority of the variance is the result of funds having been reallocated to support core business and mandated food regulatory activities. The remainder of the variance is due to a delay in the start of the summative evaluation, which will result in expenditures associated with the remaining evaluation activities to be incurred only in Q1 and Q2 of FY 2012-13 instead of FY 2011-12.

Results to be achieved by non-federal partners (if applicable): Not Applicable

Contact information:

Canadian Food Inspection Agency
Ian Alexander
Executive Director
Animal Health Directorate
613-773-7472

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

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

Health Canada
Robin Chiponski
Director General
Resource Management and Operations Directorate
Health Products and Food Branch
(613) 957-6690

Table B: National Aquatic Animal Health Program

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

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

Lead Department Program Activity: CFIA: Animal Health and Zoonotics Program and Internal Services DFO: Aquatic Animal Health

Start Date: April 1, 2005

End Date: Ongoing

Total Federal Funding Allocation (start to end date): $59.0M (2005-06 to 2009-10) and $10.4M ongoing

Description of the Horizontal Initiative (including funding agreement):

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

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

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

Performance Highlights:
The implementation of the NAAHP continued. This included the implementation of the import controls for aquatic animals under the Health of Animals Regulations, which came into force on December 10, 2011. Prior to full enforcement of the Regulations, there is a one-year transition period supported by a Stream of Commerce Policy from December 2011 to December 2012. The development and implementation of surveillance initiatives also continued. Other program functions, such as certifying exports of aquatic animals, engaging in emergency disease response activities, developing risk assessments, and carrying out disease surveillance plans, were conducted.

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Canadian Food Inspection Agency (CFIA)

Animal Health and Zoonotics Program

Internal Services

National Aquatic Animal Health Program $32.1M (2005-06 to 2009-10) and $6.4M ongoing $6.4M $5.3M

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 in relation with imports.

Consultations were organized with regional industry stakeholders to discuss the import controls. In addition, the process for information-sharing and consultations with First Nations and Aboriginal Groups relative to the Program was developed.

The NAAHP met with provincial and territorial departments to continue discussions on the development and implementation of surveillance initiatives, regulatory options around the proposed domestic movement control program and delineation of zones to control the spread of federally reportable diseases that currently exist in Canada.

The NAAHP wrote the policy on Import. Furthermore, the Program developed the import permit process, application form, the Stream of Commerce Policy, etc. For the Export Program, the NAAHP continued to develop the Standards Operating Procedures (SOPs) for each negotiated export certificate.

The NAAHP integration into existing CFIA application system was realized when possible. Work continued on the interface between CFIA and DFO for laboratory sampling and result of analysis service.

The NAAHP developed the Surveillance Plan for Infectious Salmonid Anemia Virus (ISAV), Infectious Pancreatic Necrosis Virus (IPNV) and Infectious Hematopoetic Necrosis Virus (IHNV) in Anadromous Salmonids in British Columbia. In addition, the NAAHP continued the implementation of the surveillance in Pacific oysters and Manila clams in British Columbia; the development of the regionalization assessment; the development of the eastern surveillance for finfish and molluscs; and the finalization of the regionalization framework for crustaceans and molluscs for the East and West Coasts.

The NAAHP finalized the development of the materials for the five National Training Initiatives.

The NAAHP developed the policy, procedures and training for the compartmentalization program for trade.

Subtotal CFIA $32.1M (2005-06 to 2009-10) and $6.4M ongoing $6.4M $5.3M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Fisheries and Oceans Canada (DFO) Aquatic Animal Health National Aquatic Animal Health Laboratory System (NAAHLS) $26.9M (2005-06 to 2009-10) and $4.0M ongoing $4.0M $4.0M 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

The development and validation of diagnostic tests continued. At the end of fiscal year 2011-12, the validation of 30 0f 32 tests were completed.

Laboratory Information System became operational April 1, 2012.

Fish Health Protection Regulations were amended December 2011 to align with the Health of Animals Regulations.

With the Canadian Food Inspection Agency as the lead, discussions were initiated with stakeholders for the creation of a National Aquatic Animal Health Laboratory Network.

Subtotal DFO $26.9M (2005-06 to 2009-10) and $4.0M ongoing $4.0M $4.0M
Total $59.0M (2005-06 to 2009-10) and $10.4M ongoing $10.4M $9.3M

Comments on Variances:

CFIA: Of the total of $6.4 million allocated to the NAAHP, $5.3 million was spent. The remaining $1.1 million can be explained by the following: corporate reallocations of $0.6 million was put towards other CFIA priorities and $0.4 million was due to delays in staffing and projects.

DFO: No variance to report.

Results to be achieved by non-federal partners (if applicable): Not Applicable

Contact information:

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

Department of Fisheries and Oceans (DFO)
Stephen J Stephen
Director
Biotechnology and Aquatic Animal Health Science Branch
(613) 990-0292

Table C: Listeria

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

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA); Health Canada (HC); and, Public Health Agency of Canada (PHAC)

Lead Department Program Activity: CFIA: Food Safety Program; HC: Food Safety and Nutrition; and, PHAC: Surveillance and Population Health Assessment

Start Date: 2009-10

End Date: 2011-12

Total Federal Funding Allocation (start to end date): $75.0M (2009-10 to 2011-12)

Description of the Horizontal Initiative (including funding agreement):

The objective of this horizontal initiative was to address 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 identified the resource requirements, strategic outcomes, objectives and implementation plan for each thematic area. Implementation of this horizontal initiative has further enhanced Canada's food safety system.

Shared Outcome(s): Address Immediate Food Safety Risks by hiring and training new 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.

Enhanced 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.

Improved 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.

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

Performance Highlights:
Key performance results achieved by CFIA, HC, and PHAC include clarified roles and responsibilities, enhanced coordination of oversight of food safety among federal partners and industry, and improved communication among federal partners, industry and the public on food safety issues. These achievements have led to improved management of risks associated with Listeria in RTE meats and better prevention of foodborne illnesses in Canada.

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Canadian Food Inspection Agency (CFIA)

Food Safety Program

Internal Services

Hiring of Inspection staff in Ready to Eat Meat Facilities $21.3M $9.1M $9.1M Maintain increased inspection capacity to deliver enhanced inspection activities for federally registered RTE meat establishments

As of January 2011, all 70 FTEs have been hired. In 2011-12, the Agency focused on maintaining this expanded workforce. The increased inspection capacity has allowed CFIA to deliver enhanced inspection activities. Consequently there has been an improvement in the management of food safety risks in federally registered RTE meat establishments.

Scientific and technical training programs $11.6M $4.3M $3.9M

Enhance scientific and technical knowledge among RTE meat inspection staff in all federally registered meat establishments.

The National Training Plan for Meat Processing Inspectors was finalized on July 6, 2011. It includes 34 technical courses divided into 9 weeks of in-class workshops. In 2011-12, 58 Listeria project inspectors completed all of the training and more than 250 inspectors partially completed the training (3850 person days in total). In addition, 15 e-learning courses were developed and tablet technology was successfully piloted in the delivery of the training material. An evaluation of the training program was also completed which indicated that, overall, the program is meeting training objectives.

*The number of staff trained on updated policies was not reported for this initiative because Health Canada's revised Listeria policy had not yet been finalized.

Enhanced connectivity of Inspectors $3.0M $1.0M $0.3M

Improved 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.

The CFIA's network service provider has enabled a secure method of connecting remote devices (aircards) to allow inspectors to utilize the Agency's resources from anywhere there is a cellular signal. Should a signal be lost, the inspectors sessions are kept alive until the signal returns, thereby preventing data loss. All 501aircards were activated in 2011-12.

In addition, a pilot project was initiated in 2011-12, where a dozen special 'ruggedized' tablets were deployed to inspectors to test how well it would allow them to work and communicate in the less than ideal conditions, such as the cold or wet environments found in laboratories and abattoirs. Results for this pilot project are pending.

Enhanced Food Safety Program Risk Management $4.6M $1.8M $1.1M

Review of food safety programs and directives to apply similar lessons learned.

The Meat Hygiene Manual of Procedures was updated to reflect revisions to Health Canada's "Policy on Listeria monocytogenes in Ready –To-Eat Foods". The CFIA increased its capacity for trend analysis to improve its risk-based monitoring approach to RTE meats. In order to increase the focus on higher-risk products, sampling frequencies for RTE meats were revised based on the risk posed by the product. This resulted in higher risk products being sampled more often.

Improve test detection methods for Listeria and other food-borne hazards $0.3M $0.5M $0.4M

Improve test detection methods for Listeria and other food-borne hazards to provide greater availability and choice of testing methods for the detection of Listeria, and faster turn around time for reporting of results.

The CFIA continues to improve and validate detection methods for Listeria in meat products and in the meat processing environment to reduce the time required to test samples and enable more rapid response during food safety investigations.

As planned for 2011-12, two analysts were maintained to continue their work on improving test detection methods.

Throughout 2011-12, a new method for the rapid confirmation of Listeria from meat and environmental samples was validated. This validation work will undergo a technical review in 2012-13.

Additional Listeria testing $4.1M $1.4M $1.2M

Conduct additional Listeria testing to contribute to improved decision making and earlier detection and faster response to potential foodborne illness outbreaks.

The CFIA's laboratory capacity was enhanced to enable testing of additional RTE meat and environmental samples, which were planned as a result of the updated Listeria Directives. Since 2009, product samples for Listeria testing have increased approximately threefold. Furthermore, the funding enabled the continuation of the reinstated environmental monitoring program for Listeria in RTE meat establishments, which enabled the purchasing of the environmental test kits used by inspectors, as well as the testing of over 1000 environmental samples per year.

In 2011-12, four food program specialists were dedicated to trend analysis. A process was developed for reporting and trend analysis of data collected on Listeria in RTE meats. Monthly trend analysis bulletins were produced internally and one of these reports was finalized and distributed to stakeholders in 2011-12. CFIA will continue to improve the reporting process to have trend analysis bulletins distributed to stakeholders monthly.

Government of Canada food safety portal $1.0M $0.4M $0.4M

Streamlined portal for all Government of Canada food safety information. Canadians are aware of and contribute to management of food safety risks.

CFIA is the lead organization for coordinating food safety information and maintaining the Food Safety Portal (www.foodsafety.gc.ca) for the Government of Canada.

In 2011-12, the portal was maintained and updated to reflect new information posted by participating departments and agencies. Research was conducted on visitor usage of the portal and CFIA website food safety content that is linked to by the site.

A visitor pattern analysis for the period of July 2011 to December 2011 showed 25,200 visits to the portal and 61,800 page views. Activities also included technical improvements to the CFIA website to enhance food safety information. As well, the Agency participated in five food related events and exhibits in 2011-12 to promote the Food Safety Portal and raise awareness of safe food-handling practices and recall procedures.

Subtotal CFIA $46.8M $18.5M $16.4M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Public Health Agency of Canada (PHAC)

Surveillance and Population Health Assessment

Surveillance and Infectious Diseases $2.9M $1.3M $1.4M

Strengthen laboratory diagnostic tools and networking tools by completing genomic sequences and fingerprint uploading to PulseNet.

Develop training material on new prototypes and methodologies.

Genomics: Piloting of genomics as a modern and innovative public health laboratory tool was completed with the United States Centers for Disease Control and Prevention during the investigation of the Haitian cholera outbreak. The National Microbiology Laboratory (NML) also continued work on Listeria genome sequencing and the development of genomics infrastructure that is targeted for use within the PulseNet Canada outbreak response framework. The plan of completing 20 sequences over the two-year period 2010-2012 was surpassed, with the sequencing of 119 strains completed.

PulseNet Canada: For the purposes of expanding outbreak detection capacity, a multi-media laboratory training tool (for lab methodology, data analysis, partner communication during outbreak responses) was completed and beta-tested with select PulseNet Canada partners. In 2011, there were 22% more PFGE fingerprinting uploads to PulseNet Canada at the NML as compared to 2009.

Public health Preparedness and Capacity

Public Health Tools $4.5M $1.5M $0.5M

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

The Public Health Agency of Canada initiated the Outbreak Management Project with the goal of providing recommendations related to its potential use of Canada Health Infoway's Panorama case management system in the management and coordination of multi-jurisdictional food-borne outbreaks.

The review of existing Agency outbreak management systems and documentation identified several generic business process categories and associated business requirements. Based on current Agency multi-jurisdictional food-borne outbreak management business processes and the results of the gap-fit analysis, the Agency does not require an instance of Panorama. In the absence of pan-Canadian Panorama jurisdictional implementations, the Agency is not concentrating on one specific technology for the receipt, management, and distribution of outbreak related information, as jurisdictions will continue to use differing systems as they see fit.

The participating jurisdictions in Panorama are British Columbia, Yukon, Saskatchewan, Manitoba, Ontario, and Quebec. None of the provincial/territorial participants currently have the outbreak management module deployed. The percentage of provinces/ territories deploying Panorama outbreak module is 6/13 or 46% - this includes all 6 actively participating jurisdictions who have varying schedules for deploying the outbreak management module.

With recognition that multiple electronic systems will be in use across Canada for managing public health information, the Public Health Agency of Canada intends to continue focusing on data standards and systems interoperability to support pan-Canadian management of outbreaks and facilitate an efficient and quasi seamless flow of critical information within a jurisdiction and across jurisdictions during such situations.

Public health Preparedness and Capacity

Emergency Preparedness $4.2M $2.2M $2.1M

Develop an operational framework that provides procedures and guidance to the Health Portfolio for the coordination and management of food-borne illness emergencies.

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.

The Public Health Agency of Canada (PHAC), in consultation with Health Canada and the Canadian Food Inspection Agency (CFIA), developed a Food-borne Illness Emergency Response Plan (FIERP) to guide the response to an extraordinary situation when regular food safety procedures are insufficient and resource capacity is exceeded. The Plan builds on the Food-borne Illness Outbreak Response Protocol (FIORP) (2010) and uses an incident management structure and a set of emergency response support systems within the Health Portfolio Emergency Operations Centre to manage the outbreak.

The Outbreak Management Division in PHAC identified key partners within PHAC, as well as at Health Canada and CFIA, requiring training on the FIERP. These partners were invited to participate in a series of three separate but inter-related exercises to inform partners of the FIERP and to validate the Plan, and 100% of those invited participated in these exercises. To ensure ongoing readiness and engage as many federal food safety partners as possible, additional FIORP and FIERP exercises are currently being planned for fiscal year 2012-13.

PHAC also developed a Strategic Risk Communications Plan on Food Safety. Target audiences include at-risk groups as well as the general population. Under the Plan, PHAC expanded its web content to include plain language information about how outbreaks are investigated and how people can protect themselves against illness. PHAC also developed messages specific to certain pathogens and targeted to certain populations, for use during outbreaks.

Evaluation of the Plan would take place during or immediately following a widespread multi-jurisdictional outbreak of food-borne illness. The performance indicator for this activity was put in place in 2009 and, since that time, Canadians have not experienced an outbreak significant enough to provide meaningful data for use in an evaluation

Disease and Injury Prevention and Mitigation

Food-borne, Environmental and Zoonotic Diseases $2.8M $1.5M $1.5M

Exercise the FIORP with federal/ provincial/ territorial partners.

Following endorsement of the revised FIORP in June 2010, a series of exercises were conducted to ensure a clear understanding of roles and responsibilities by food safety partners. Bilateral exercises were held with each province and territory from January to April 2011. In addition, national multi-lateral exercises of the FIORP involving all Federal, Provincial and Territorial partners were held March 22 and 23, 2012. Overall, 100% of the planned FIORP exercises were successfully completed.

In addition to these exercises, a total of six post-outbreak reviews have been held since the FIORP was finalized in June 2010. Three of these were held in the 2010-11 reporting period, with the additional three taking place in 2011-2012. Of these post-outbreak reviews, 100% have been positive. Comments received have been constructive and supportive of the Public Health Agency of Canada's leadership in outbreak investigation activities.

Regulatory Enforcement and Emergency Response

Health Emergency Response Team $3.3M $1.5M $1.1M

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

The Office of Public Health Practice at the Public Health Agency of Canada (PHAC) developed and tested a pilot Public Health Reserve (PHR) model, a first step in development of a full roster, of epidemiologists, external to the Health Portfolio, to bolster capacity during food-borne illness outbreaks and other public health events.

Through the pilot PHR activities, it was determined that PHAC should pursue a number of initiatives to strengthen internal food safety response capacity, including an Integrated Surge Capacity Operational Framework to identify and support internal resources that can be further trained to support surge capacity requirements for response.

A PHAC- wide skill survey was implemented, which helped identify existing resources available to support a number of Agency gaps and define resource and training gaps within the Agency that would need to be addressed to best support a food-borne illness outbreak, ultimately forming part of the full roster. Approximately 120 people were identified on the surge capacity roster and approximately 50% of those were trained and are ready to respond to a food-borne illness outbreak identified within Canada.

Subtotal PHAC $17.7M $8.0M $6.6M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Health Canada (HC)

Food and Nutrition

Internal Services

Build health risk assessment capacity $4.9M $2.1M $1.8M HC will continue to enhance its ability to provide risk assessments, based on the best available science and risk modeling methods to strengthen prevention and response to food safety incidents.

Health Canada hired two additional indeterminate specialized experts, trained and cross-trained current staff to conduct health risk assessments (HRAs), and enhanced the procedures used by Health Canada's Food Safety & Nutrition Program's to support the CFIA during its food safety investigations. A total of 343 HRAs were conducted within established service standards (less than 8 hours for the highest risk category of assessments.) Health Canada continued to validate risk modeling methods and implement appropriate systems to facilitate the sharing of analyses and data across jurisdictions as well as to validate risk assessment approaches.

Health Canada finalized and posted its update of the 2004 policy on Listeria monocytogenes in Ready-to-Eat (RTE) foods, to enhance the control of Listeria in high-risk foods. The purpose of this policy is to provide guidance to stakeholders regarding verification and control, and regulatory oversight and compliance activities of RTE foods with respect to their potential to support the growth of Listeria monocytogenes. This policy, developed as a joint effort between Health Canada, the Canadian Food Inspection Agency, and the Public Health Agency of Canada, takes into account the respective roles and responsibilities of industry, government and consumers.

Improve test detection methods for Listeria and other foodborne hazards $3.6M $1.5M $1.6M

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.

Health Canada continued to pilot and validate methodologies and prototypes for the detection of Listeria and other hazards in food.

15 new methods related to Listeria monocytogenes detection were posted in the Compendium of Methods. The outstanding Official Methods have been prioritized for an orderly update of the Compendium. Health Canada continued to collaborate with the CFIA to review all the Official Methods for food hazards, posted or not posted, to determine if the methods are still valid, fit for purpose and still usable in modern laboratories. Health Canada has been active in the international harmonization of method validation procedures. The focus has been on synchronizing standards set by Health Canada, USDA and ISO. Health Canada scientists made significant contributions to the last annual meeting of the AOAC (Association of Official Analytical Chemists), by supporting the development of harmonized protocols for the validation of qualitative methods for microbiology and chemistry testing.

Health Canada continued to develop rapid methods for purification and screening of priority toxins, including mycotoxins, phycotoxins and process induced toxins in food and feed stock. A test kit for acrylamide was developed and validation has been completed for a subset of relevant food commodities.

Antibodies for natural toxins were also developed. These will be used in the development of a test kit.

Social Marketing Strategy $2.0M $0.4M $0.4M

HC will deliver the third year of the Safe Food Handling social marketing strategy to three at-risk groups: adults 60+, pregnant women and people with compromised immune systems building awareness among these groups that they are at higher risk for complications and why, and communicating safe food handling practices specific to their needs.

Health Canada prepared News Canada Print, TV, Radio and web news stories specific for each audience (adults 60+, pregnant women, and people with compromised immune systems), in addition to some general information on safe food handling. To date there have been over 6 million impressions from the print articles alone.

Health Canada achieved specific results for the following audiences:

Adults 60+:

- 400,000 inserts were included in Old Age Security cheque mailing.
- 3 million tear sheets were distributed through health professionals, pharmacies and Canada Post retail and postal outlets informing the audiences why they are at-risk for complications and instructions on how to order their complete Guide.

Compromised Immune Systems

- Articles and print ads were included in targeted publications, such as Canadian Health Magazine/ Santé Canadienne
- 3 million tear sheets were distributed through health professionals, pharmacies and Canada Post retail and postal outlets informing the audiences why they are at-risk for complications and how can order their complete Guide.

Pregnant Women

- Articles and print ads appeared in targeted publications, such as Expecting/ C'est pour quand
- Strategic Alliance with Thyme Maternity which included:

- 150,000 Guides were distributed at point of purchase in their 76 stores nationally
- Print article/ ad appeared in their magazine
- 60,000 Bag-stuffers directed customers to the healthycanadians.gc / food safety web site.
- Intriguing mirror clings in the change-rooms directed customers to get their Guide at the cash (targeted customers not making a purchase in addition to those that were).
- Two different e-mails sent to Thyme's 90,000 subscribers directed people to the web site and to order their Guide. Open rate of emails – Of the 27% who opened e-mails, 80% went to the on-line Guide and 14% requested a free copy of the Guide
- Four different Facebook posts on the Thyme Facebook page directed the audience to the healthycanadians.gc / foodsafety web site.

Subtotal HC $10.5M $4.0M $3.8M
Total $75.0M (2009-10 to 2011-12) $30.5M $26.8M

Comments on Variances:

CFIA: Not Applicable

PHAC: The variance is attributable to the early completion of some activities, as well as lower than expected costs.

Health Canada: Staffing challenges from a departmental hiring freeze combined with recruitment challenges for key statistician positions caused a minor variance in expenditures.

Results to be achieved by non-federal partners (if applicable): Not Applicable

Contact information:

Canadian Food Inspection Agency
Theresa Iuliano
Senior Director
Policy and Strategies Division
Policy and Programs Branch
613) 773-5827

Health Canada
Sylvain Gauthier
Planning Analyst
Policy, Planning and International Affairs Directorate
Health Products and Food Branch
(613) 960-0553

Table D: Invasive Alien Species

Name of Horizontal Initiative: Invasive Alien Species (IAS)

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA)

Lead Department Program Activity: Plant Resources Program

Start Date: 2010-11

End Date: Ongoing

Total Federal Funding Allocation (start to end date): $95.0M (2010-11 to 2014-15) and $19.0M ongoing

Description of the Horizontal Initiative (including funding agreement):

Invasive alien species (IAS) are 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; the Department of Fisheries and Oceans 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, the 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.

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 as well as domestic plants and animals from the risks of invasive alien species. The key outcomes of the Strategy are the prevention and management of IAS in a manner that ensures environmental sustainability, economic competitiveness and societal well being.

Governance Structure(s):
The government-wide IAS Strategy involves the Department of Fisheries and Oceans, 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. Nevertheless, 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 participation in addressing invasive alien species.

Performance Highlights:
The Departments of Fisheries and Oceans Canada, Environment Canada, Natural Resources Canada and the Canadian Food Inspection Agency continue to implement their respective contributions to the National IAS Strategy, as per the submission to Treasury Board. Work toward meeting the objectives of the Strategy resulted in the initiation and advancement of key projects within the thematic areas for each partner as specified in section 18 of the tables. Notable among cooperative projects between and among the groups were the initiation of a decision support framework for forest IAS (FIAS) as a joint endeavour between the CFIA and NRCan, initial review of Invasive Alien Species Partnership Program (IASPP) proposals for the 2011-2012, and implementation of the national Invasive Plants Early Detection and Rapid Response plan. Engagement with other governments (federal, provincial, territorial, municipal and international), partners and stakeholders was enhanced.

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Canadian Food Inspection Agency (CFIA)

Plant Resources Program

Internal Services

Risk Analysis $15.5M (2010-11 to 2014-15) and $3.1M ongoing $3.1M $2.3M 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.

The CFIA continued to identify highest risk potential IAS, their pathways, and appropriate means by which to mitigate identified risks through conducting pest and weed risk analyses, implementing import controls and initial response to early detections.

The Agency continued to facilitate information sharing among federal departments to ensure information flows among both departments, thereby ensuring CFIA's mandate is met.

The CFIA completed 46 pest risk assessments (insects, fungi, nematodes, viruses) and related technical evaluations, in support of the Plant Business Line in 2011-12.

Assessments were completed for forest pests, pests of grains and field crops, pests threatening the horticulture sector, invasive plants, newly proposed imports of commodities and new crops, and the science advice provided was incorporated into delivery, renewal or development of plant health policies and programs and negotiations between Canada and its international trading partners.

Weed risk assessments were conducted on potential quarantine pests, to analyze their ability to establish, spread and cause harm. These risk assessments were conducted to ensure the ongoing protection of agriculture and ensure ongoing market access to Canadian commodities. The CFIA completed 41 preliminary assessments of plant species for their potential to be quarantine pests, as well as six full weed risk assessments and two commodity risk assessments for the potential of containing seeds of quarantine pests.

Weed risk assessments were conducted to ensure that species intended for cultivation, such as Russian dandelion, would not harm Canada's plant resource base, agriculture, sustainable production or the environment that sustains the plant resource base.

The CFIA provides the secretariat role for the National Early Detection Rapid Response working group. The purpose of the National EDRR Working Group is to develop and implement an early detection rapid response model for invasive plants in Canada that can inform national, provincial and territorial strategies. The second objective is to identify existing resources. Currently, the national EDRR working group includes participants from Federal and Provincial government and representatives from provincial IS/IP councils, however, membership is open to all. Discussion during fiscal year 2011-12 focussed understanding control options available provincially and federally and the regulatory process involved with implementing some of the control options

Continued development of the Risk-Based Decision Support Framework with Canadian Forest Service and consultation with several provincial partners.

The CFIA organized and delivered pest risk assessment training courses for the province of British Columbia.

Science and Technology $33.0M (2010-11 to 2014-15) and $6.6M ongoing $6.6M $3.6M

Outcome 1: Entry and domestic spread of invasive plants and plant pests is managed and response to invasive plants and plant pests is planned and implemented.

The Agency continued to support IAS prevention, detection and response through continued efforts to develop scientific tools and expertise.

The CFIA minimized the impact of IAS introductions with 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.

The CFIA conducted 21 plant pest surveys in 2011. These included pests in Horticulture, Forestry, and Invasive Plants, and a diverse array of taxa such as viruses, insects, fungi and nematodes. In many cases the surveys targeted specific regulated organisms but some surveys, such as the invasive forest insect survey and the invasive plants survey, focused on risk pathways in order to detect a range of pests. These surveys support regulatory decisions, import and export policies and large eradication and control programs, such as Asian Longhorned Beetle response. In some cases, the surveys are collaborative efforts, integrated with Provincial and municipal partners.

As part of the CFIA's foresight efforts and to provide programs/risk assessment with information on potential invasive species and provide laboratories with reference specimens to assist future diagnosis, the CFIA has engaged in various international collaborations (e.g., China).

In conjunction with the USDA Forest Service and the Northeast Forestry University (Harbin, China), a sentinel tree monitoring program was established in China to determine pests of maple, poplar and oak that could be potentially introduced into Canada. These three groups of trees are the most prevalent trees throughout all high risk areas regions of Canada and were thus chosen for the study. This project will assist programs and risk assessment in pro-actively identifying potential invasive threats and developing appropriate regulatory measures to prevent their introduction. It will also provide reference specimens to CFIA plant laboratories which will enhance diagnostic capabilities and reduce reliance on international diagnosticians. Lastly, this sentinel tree program will also provide a clear list of target pests to conduct detection surveys for invasive alien species.

Twenty-six internally funded Plant research and development projects were conducted in 2011-12 to develop new detection and identification methods, tools, and high-throughput diagnostic protocols for plant pests and the differentiation of crop varieties

Weed seed analysis requests for issuance of phytosanitary certificates continue to increase each year and is exceeding SSTS capacity to conduct the tests. The ASD program to recognize Accredited Seed Labs to conduct weed seed analysis for phytosanitary certification of Canary seed destined to Mexico was developed and made known to Accredited Seed Labs in the 2010-2011 fiscal, but the work of determining if the interested labs could be recognized to conduct the testing was completed in the 2011-2012 fiscal.

Scientific research projects related to IAS prevention and control for eg. CFIA collaborated on a project to develop devegetation and revegetation options for erosion prone sites infested with invasive plants using kudzu as a test case.

Survey training workshop - delivered May 2011 - CFIA Operations staff received training on survey protocols and diagnostic tips to assist with identification of targeted invasive species.

4 new areas were reported with detections of Emerald Ash Borer (2 in Ontario, 2 in Quebec) in 2011-2012.

1 Potato Rot Nemotode (Ditylenchus destructor) detection in Ontario.

First detection of Brown Spruce Longhorn Beetle (Tetropium fuscum) confirmed in New Brunswick.

Legislation, Regulation and Policy $6.0M (2010-11 to 2014-15) and $1.2M ongoing $1.2M $0.3M

Outcome 1: Entry and domestic spread of invasive plants and plant pests is managed and response to invasive plants and plant pests is planned and implemented.

The Invasive Alien Species Program is an ongoing program involving the whole Plant Business Line as well as Federal, Provincial and Territorial partners and industry stakeholders who have been and will continue to be routinely engaged.

The Invasive Plants Policy was posted on the CFIA external website on February 21, 2012.

The domestic regulatory measures for woolly cup grass were revised in Quebec for implementation in 2012 growing season.

Continued development and implementation of domestic control programs for jointed goatgrass, kudzu and Echium.

Continue to develop an implementation plan for invasive plants/weeds/other IAS (Khapra beetle) in the grain pathway.

The Agency continued modernizing the legislative framework 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 Agency continued 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 is partnering with provincial government representatives to develop response plans for invasive plants which are federally regulated or under consideration for federal regulation and present domestically. Species specific response plans and/or directives are currently under development for Eriochloa villosa (woolly cupgrass), Aegilops cylindrica (jointed goatgrass), Echium plantaginareum (Paterson's curse) and Pueraria montana (kudzu). For example, the CFIA has a well-established partnership with the ministère de l'Agriculture, des Pêcheries et de l'Alimentation du Québec (MAPAQ). The CFIA and MAPAQ are working with the parties affected by woolly cupgrass infestations in Quebec to identify reasonable solutions and acceptable risk mitigation measures that adhere to the domestic phytosanitary requirements.

Engaging Canadians $3.5M (2010-11 to 2014-15) and $0.7M ongoing $0.7M $0.5M

Outcome 1: Increased cooperation and awareness from stakeholders on plants and plant pests and compliance with policies and regulations.

A communication plan was developed by the CFIA in May 2011. This included material such as, an Invasive Plants Field Guide, promotional gardening gloves, 19 invasive plant fact sheets and a general invasive plants fact sheet. This public awareness material was developed throughout the 2011-12 fiscal year and printing was completed in March 2012.The intended audience for this material included CFIA internal staff, other governmental departments (federal, provincial, territorial and municipal), as well as industry stakeholders (agricultural, horticultural), importers of plant products, gardeners, crop advisors, agronomists, weed specialists, field naturalists, academia, international partners, the Canadian public and the media. This material was developed to increase the awareness of invasive plants among industry stakeholders, CFIA inspection staff and the public. It was also used to educate the public of the role they can play in helping to keep these invasive plants out of Canada by assisting the CFIA in determining the presence and distribution of invasive plants that are or will be regulated by the CFIA. This material also increased the visibility of actions being taken by the CFIA to protect the environment and economy in Canada.

Invasive Plants Field Guides were developed and distributed to provincial representatives and stakeholders to assist with surveys.

The CFIA hosted face to face meetings with producers, importers, processors and provincial weed specialists to maintain and enhance support for and innovations for implementation of the import program to prevent IAS in various pathways.

Continue to collaborate with the Grains and Oilseed Section to consult with the Canadian grain industry on the feasibility and implementation of end-use, risk-based pilot import plan for the grain pathway.

The Agency continued 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.

The invasive plants fact sheets have been shared with the public on our external CFIA webpage. Hard copies of the fact sheets and gardening gloves were distributed to the public at Canada Blooms in March 2012. Fact sheets were also distributed to CFIA area network specialists for further distribution to provincial and invasive species council representatives.

CFIA staff routinely delivered presentations to Invasive Plant/Species council members - eg. Presentation on Invasive Plant Program delivered at the Ontario Invasive Plant Council meeting in October 2011.

National IAS Forum - CFIA staff were on the organizing committee for this forum and also provided several presentations related to invasive species generally and to invasive plants more specifically (Ottawa, February 2012)

The CFIA attended the Canada Blooms - a 10 day event staffed by Plant Health and Public Affairs staff in Toronto, Ontario (March 2012). This is an event attended by thousands. CFIA staff provided information and answered questions related to IAS and to invasive plants specifically for the duration of the event. Promotional material for invasive plants and for the "Don't Move Firewood" campaign was distributed.

Media interview with Capital Online - November 2, 2011 Journalist student conducted a recorded interview to be used in a multimedia feature on the Web. CFIA staff was interviewed to discuss IAS and the CFIA's role.

The CFIA continued 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.

The CFIA participated, in an advisory capacity, on the board of several Invasive Plant/Species Councils. Provincial councils have been created across the country to provide leadership, co-ordination, expertise and a forum to engage Canadians on Invasive Species. Membership in the councils is open to all and includes participation from Federal, Provincial and Municipal government, industry, academia, environmental groups and the general public. While most of these councils address the broad scope of invasive species, the councils of Ontario and Alberta currently focus on Invasive Plants.

The CFIA actively participates, along with DFO and NRCan, on the Operations Committee of the Invasive Species Centre (ISC) in Sault. Ste. Marie. The ISC provides a forum for sharing information and coordinating research necessary for implementing the National IAS Strategy. The centre focuses mainly on IAS with an impact on forestry and the aquatic environment. The CFIA works with the centre to identify suitable projects and student candidates for internship program that will help the CFIA advance key IAS activities.

The Agency also participates in working groups with the provinces (i.e., Ontario critical plant pest management working group) and advisory committees (i.e., British Columbia Plant Protection Advisory Committee (BCPPAC) and the Ontario Plant Pest Management Committee).

International Cooperation $2.0M (2010-11 to 2014-15) and $0.4M ongoing $0.4M $0.1M

Outcome 1: Increased international engagement, cooperation and awareness of invasive species and compliance with policies and regulations.

One of the main goals of international cooperation is to ensure that international standards and processes reflect Canadian interests. The CFIA continued 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.

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.

The CFIA is an active member of various QUADS working groups (i.e. international committees representing USA, New Zealand, Australia and Canada). Two of these working groups, Asian Gypsy Moth and Survey Lures and Protocols, are excellent vehicles for sharing methods in the prevention and detection of invasive alien species.

Various institutions in Australia, New Zealand and the United States collaborated with the CFIA on scientific and technical projects of mutual interest (eg. Asian Gypsy Moth).

Collaborated with the United States Department of Agriculture (USDA) on risk assessment methodologies for invasive plants. Officers from the CFIA have been trained and developed expertise in the USDA weed risk assessment methodology with the capacity to share components of the weed risk assessment. Risk assessors from the CFIA have also participated in two European Union projects to improve risk assessment methodologies and compare effectiveness of models from Canada, Australia, and the European Union. The projects, known as 'Pratique" (EPPO) and "Prima Phacie" (EFSA) have produced an extensive evaluation of best practices and incorporated Canadian experience in the process.

Ongoing discussions with the USDA are taking place regarding a collaborative approach to invasive plants from off-continent.

The CFIA is in ongoing discussions with the USDA on end-use risk based import requirements to limit the introduction and spread of woolly cup grass in grain commodities imported from the US. The target for the implementation of a pilot is August 1, 2012.

Subtotal CFIA $60.0M (2010-11 to 2014-15) and $12.0M ongoing $12.0M $6.8M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
National Resources Canada (NRCan)

Adapting to a Changing Climate and Hazard Risk Management

Risk Analysis $3.0M (2010-11 to 2014-15) and $0.6M ongoing $0.6M $0.6M

Outcome 1: The capacity to identify and address forest invasive alien species risks and prevent their introduction is increased.

NRCan continues to develop integrated models and maps that inform decision makers about risks and impacts of introduction and spread of forest invasive alien species. Contributions in this area support survey, monitoring and control/mitigation programs of responsible regulatory agencies. Examples of achievements include:

- Risk analysis of trade-associated pathways (marine trade and commercial road transportation) for forest invasive insect entry into Canada.
- A modeling tool to estimate introductions through movement of firewood and recreational travel of invasive pests.
- National estimates of costs to Canadian municipalities of emerald ash borer.

Science and Technology $5.0M (2010-11 to 2014-15) and $1.0M ongoing $1.0M $1.0M

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

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

Knowledge, tools and advice are provided to members of the forest sector to assist decision makers in the early detection and identification of forest invasive alien species, and in providing rapid responses to them. Examples of achievements for outcome 1 and 2 include:

- Collaboration with Ontario Ministry of Natural Resources, Quebec's Ministère des Resources naturelles et de la Faune and the Canadian Food Inspection Agency (CFIA) actions to slow the spread of the emerald ash borer.
- A strategy for emerald ash borer control in urban sites
- Development of a rapid and efficient detection tool for alien fungi.
- A new tool for rapid detection of emerald ash borer.
- Development of new methodology in the project to save butternut from extinction due to an introduced disease.
- Completion of a new alien pest insect production and Level-two quarantine facility in Sault Ste. Marie.

Legislation, Regulation and Policy $1.0M (2010-11 to 2014-15) and $0.2M ongoing $0.2M $0.2M

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

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

NRCan provides science-based advices on research gaps, surveys, mitigation, and regulatory policies related to forest invasive alien species. NRCan experts continue to participate in national and international advisory panels, provide expert opinions and formulate recommendations on management policies and regulations. Examples of achievements include:

- The Asian long horned beetle has been effectively eliminated from Toronto by the CFIA due in part to the research, advice and activities of NRCan. This knowledge is now being applied to new outbreaks in the United Sates and United Kingdom.
- Continued development of a Decision-Support Framework for forest invasive alien species with the CFIA, provinces and territories.
- Establishment of an interdepartmental working group ensuring diligent follow-up on risk analyses, research needs and knowledge transfer related to priority pathogens.
- Continued participation in the Canadian Forestry Phytosanitary Working Group, input into the development of Canadian forest sector strategies to reduce international trade barriers for forest products.

Engaging Canadians $0.5M (2010-11 to 2014-15) and $0.1M ongoing $0.1M $0.1M

Outcome 1: Scientific information on FIAS is made available to agencies, researchers and the public.

NRCan continues to create and enhance tools to effectively inform and engage stakeholders involved in prevention, detection and control/mitigation of forest invasive alien species. Example of achievement:

- A new online economic tool that helps property owners decide whether to treat or remove infested ash trees.

International Cooperation $0.5M (2010-11 to 2014-15) and $0.1M ongoing $0.1M $0.1M

Outcome 1: International cooperation with phytosanitary organizations and trading partners is facilitated.

NRCan continues to provide research and science advice to international and intergovernmental organizations in support of phytosanitary standard development and trade negotiations. Examples of achievements include:

- Continued provision of advice to the International Plant Protection Convention's Technical Panel on Forest Quarantine in support of the publication of new international phytosanitary standards.
- Continued provision of policy advice, research results and analysis to the North American Plant Protection Organization in support of new regional phytosanitary standards.
- Provision of scientific analyses to address phytosanitary concerns of the Republic of Korea (relating to the import of Canadian pine timber).

Subtotal NRCan $10.0M (2010-11 to 2014-15) and $2.0M ongoing $2.0M $2.0M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Department of Fisheries and Oceans (DFO)

Science for Sustainable Fisheries and Aquaculture

Internal Services

Risk Analysis $2.0M (2010-11 to 2014-15) and $0.4M ongoing $0.4M $0.4M Outcome 1: Risk analysis for priority species and pathways

Bi-national risk assessment on bigheaded carps completed

Zebra and Quagga Mussels risk assessment completed

Peer-reviewed risk assessment finalized for the ship-mediated pathway (ballast and hull-fouling vectors) in Atlantic and Pacific

Biological synopses completed for:

- European sea squirt (a tunicate)
- Compound sea squirt (a tunicate)
- Light-bulb tunicate
- Asian shore crab

Reports completed including:

Baitfish End User Report
- National import data report in the "live fish" category
- Organisms used in classrooms as a potential vector in British Columbia

AIS socioeconomic impact analysis framework completed to guide the analysis of AIS impacts for social and economic activities.

AIS socioeconomic risk assessment framework completed to guide assessment of the social and economic risks of AIS for Canadians.

Socioeconomic impact analyses completed for three AIS: Tunicates; Sea Lamprey; Small Mouth Bass.

Assessments of socioeconomic risks completed for: European Green Crab; and Tunicates in coastal waters of Prince Edward Island.

Science and Technology $5.1M (2010-11 to 2014-15) and $1.02M ongoing $1.02M $1.02M

Outcome 1: Decision makers are provided with information in order to manage species and pathways in a risk based manner.

Ongoing funding for science monitoring and research activities to identify (1) trends and status in presence, abundance, and ranges of new and existing AIS; (2) ecological impacts; (3) pathways of introduction and spread; etc, leading to publications including those in primary literature and updated information on species occurrence in DFO's Aquatic Invasive Species National Database.

Research on impacts of tunicates on native species, impacts of green crabs on native ecosystems,

Continuing evaluation and refinement of ballast water management techniques in concert with Transport Canada

Evaluation of effectiveness of management techniques for European Green Crab, tunicates (e.g., efficacy of methods to treat oyster seed) and smallmouth bass (e.g. non-chemical removal methods).

Contribution to the Canadian Aquatic Invasive Species Network through support of sampling teams and research projects.

Legislation, Regulation and Policy $1.05M (2010-11 to 2014-15) and $0.21M ongoing $0.21M $0.22M

Outcome 1: Development of components of aquatic invasive species regulations

Input from provincial/ territorial partners, OGDs and DFO regional staff has been received and integrated in the regulatory intent document and a regulatory outline which describes components of the AIS regulatory proposal (including a definition, a list of AIS, prohibitions, authorizations, and control and eradication activities).

Regular meetings held with provinces/territories to discuss AIS issues though the National Aquatic Invasive Species Committee including a face to face meeting in Ottawa.

Evaluation of existing Biological Risk Assessment Framework to identify the risk posed by AIS and to inform the listing process.

Consultation plan has been drafted in collaboration with provincial/territorial partners and DFO regional staff for further consultations with stakeholders. Public consultations are expected to take place during the summer of 2012.

Engaging Canadians $0.45M (2010-11 to 2014-15) and $0.09M ongoing $0.09M $0.072

Outcome 1: Stakeholder and partner are aware of activities that can mitigate the risk of aquatic invasive species

Developed and distributed various communication products such as identification booklets, Signs, posters, fact sheets and other public education materials throughout Canada.

International Cooperation $11.4M (2010-11 to 2014-15) and $2.28M ongoing $2.28M $2.27M

Outcome 1: The impact of Sea Lamprey is effectively managed in the Great Lakes

Outcome 2: Canada is engaged with international discussion to address the introduction and spread of aquatic invasive species.

DFO effectively delivered the Sea Lamprey Control Program in Canadian waters of the Great Lakes and US waters of Lake Ontario, as part of Canada's commitment to a bi-national initiative administered by the Great Lakes Fishery Commission. This included: lampricide treatment of sea lamprey populations in 42 tributaries and 11 lentic areas, including 873 ha of the St. Marys River; conducting larval surveys on 161 tributaries and 17 lentic areas; operating and maintaining 25 sea lamprey barriers, and; operating spawning-phase traps at 19 sites.

Working with the Great Lakes Fisheries Commission, Canadian and American experts have worked together to complete a risk assessment of the threat of Asian carps in the Great Lakes. The CSAS peer-reviewed risk assessment and supporting research documents provides a state-of-the-science assessment of the risk of entry, establishment, spread, and impact of Silver and Bighead carps. Department leadership resulted in international consensus on this critical science.

DFO participates in and contributes to various international working groups that focus on Aquatic Invasive Species. Canada coordinates with the United States through the Aquatic Nuisance Species Task Force. Canada also participates in aquatic invasive species at the International Council for the Exploration of the Sea (ICES-Atlantic) and the North Pacific Marine Science Organization PICES.

Subtotal DFO $20.0M (2010-11 to 2014-15) and $4.0M ongoing $4.0M $4.0M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Environment Canada (EC)

Biodiversity - Wildlife and Habitat

Engaging Canadians $5.0M (2010-11 to 2014-15) and $1.0M ongoing $1.0M $1.0M

Outcome 1: Increased number and quality of proposals

Outcome 2: Increased contribution of individuals and organizations in activities related to IAS

Note: 2011-2012 was the first year that projects were funded under the second phase of the IASPP; therefore, this is the first year of collecting baseline data against the expected results.

- 130 IASPP proposals were received.
- The mean proposal evaluation score based on several criteria and a grid was 69%
- From the 29 funded IASPP projects, the total individual involvement (paid staff and volunteers) was 6,339 person-days.
- Contributions (cash and in-kind) from the 29 recipients and their partners was $2.6M.

Subtotal EC $5.0M (2010-11 to 2014-15) and $1.0M ongoing $1.0M $1.0M
Total $95.0M (2010-11 to 2014-15) and $19.0M ongoing $19.0M $13.8M

Comments on Variances:

CFIA: The expected results for each of the programs are on-going and are in various stages – initiation, development, validation, implementation, re-evaluation. In 2011-2012, as expected, the CFIA did deliver on activities in each of the five thematic areas commensurate with the resources spent on IAS. The variance between IAS funding allotment and spending on specific IAS activities comprises $2.6 million in Corporate overhead and an additional $2.6 million allocated to Agency priorities that support the CFIA's mandate which, in turn, has bearing on development and delivery of the CFIA's IAS Program.

NRCan: Not Applicable since full allotment was expended

DFO: Not Applicable since full allotment was expended.

Environment Canada: Not Applicable since full allotment was expended.

Results to be achieved by non-federal partners (if applicable): Not Applicable

Contact information:

Canadian Food Inspection Agency
Wendy Asbil
National Manager, Invasive Alien Species
Office of the Chief Plant Health Officer
Plant Health and Biosecurity Directorate
(613) 773-7236

Environment Canada
Elizabeth Roberts
Manager, Conservation Partnerships and Programs
Canadian Wildlife Service
(819) 934-5277

National Resources Canada
Jacques Gagnon
Director
Science Policy / Science Program Branch / NRCan – Canadian Forest Service
(613)947-9043

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

Table E: Plum Pox Management and Monitoring Program

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

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA)

Lead Department Program Activity: Plant Resources Program

Start Date: 2011-12

End Date: 2015-16

Total Federal Funding Allocation (start to end date): $17.2M (2011-12 to 2015-16)

Description of the Horizontal Initiative (including funding agreement):

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

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

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

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

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

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

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

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

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

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

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Canadian Food Inspection Agency (CFIA)

Plant Resources Program

Internal Services

Monitoring and Detection $4.2M (2011-12 to 2015-16) $0.8M $0.5M Monitoring activities will be carried out to confirm and adjust the boundaries of the Niagara quarantine area as necessary. The CFIA will annually collect samples from commercial orchards, residential properties and nurseries from PPV-susceptible species along the Niagara quarantine area perimeter. Laboratory testing of the samples will be conducted to determine if PPV has spread beyond the quarantine area.

Samples were collected from the quarantine area perimeter and confirmed free from PPV through laboratory testing.

Regulatory Enforcement $4.6M (2011-12 to 2015-16) $1.0M $0.9M

The CFIA will continue to enforce the prohibition on propagation within the quarantine area and movement of regulated material out of the quarantine area. Through inspection activities the CFIA will monitor and assess the compliance of regulated parties with the PPMMP regulatory requirements through audits for compliance verification of retail outlets, nurseries and other facilities.

Inspectors issued movement certificates for approved material following compliance verification of regulated parties. Information regarding the continued propagation ban was distributed through local newspapers and targeted audiences. Commercial production areas and residential properties were inspected to ensure compliance with the propagation ban. Inspectors issued Restriction of Activity/ Prohibition Notices to non-compliant individuals.

PPV Regulatory Research $1.1M (2011-12 to 2015-16) $0.3M $0.3M

To support the clean stock program the CFIA will conduct research related to eliminating PPV from stock and characterizing the genetic variation of individual strains of PPV in Canada. These activities will also support surveillance, monitoring and detection activities.

Evaluation of effective and efficient methods for eliminating PPV and other viruses from infected stock is currently underway. This is a long term project and specific results will be forthcoming as the project further progresses. Canadian isolates of PPV detected in commercial orchards during the 2010 delimitation survey are being characterized molecularly in detail. Isolates analysed to date have been confirmed as members of the Dideron strain (one of many PPV strains found worldwide), and most isolates fall within the two known subgroups of PPV Dideron found in Canada.

PPV Suppression Research $0.7M (2011-12 to 2015-16) $0.2M $0.1M

In collaboration with AAFC, the CFIA will assist in evaluating foreign Prunus material for use in Canada that may be tolerant to the effects of PPV.

Progress continuing through the identification of select foreign varieties. To date, three varieties from Germany have been received by the CFIA, Sidney Lab and are currently undergoing virus testing and pre-evaluation for desired characteristics. Budwood should be available to AAFC in 2013 for further evaluation.

Subtotal CFIA $10.6M (2011-12 to 2015-16) $2.3M $1.8M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Agriculture and Agri-Food Canada (AAFC)

Science, Innovation and Adoption

PPV Regulatory Research $0.4M (2011-12 to 2013-14) $0.1M $0.1M

Research dedicated to improved detection through the development of more sensitive broad spectrum diagnostic tools for detecting PPV.

Research on isolation and purification of the helper component-proteinase (HC-Pro) protein initiated. Research studies have commenced with results expected in future years.

Virus Resistance Research $3.0M (2011-12 to 2015-16) $0.5M $0.5M

Research will develop virus resistance strategies through the development of a new PPV resistant peach tree line through gene silencing; development of transferable resistance in rootstock that can be transmitted through grafting; and development of a virus vector which will act like a vaccine.

Progress continuing in all long-term projects. Research initiatives have continued from prior years with results expected by 2016.

PPV Suppression Research $2.9M (2011-12 to 2015-16) $0.4M $0.4M

Research to reduce PPV transmission in orchards by assessing practices and processes to suppress PPV transmission by aphids through the use of oilsprays and newly registered insecticides. Evaluating the influence on tree variety and age on the level of seasonal resistance to natural infection by aphids. Will also examine the impact of PPV infection in both young and mature peach on tree growth, hardiness and productivity in subsequent years.

Extensive winter field surveys have identified 12 PPV-infected peach trees for use in ongoing studies. The screenhouse facility was modified and certified by the CFIA for holding PPV- infected trees. A protocol to evaluate the effects of insecticides on aphid transmission is being developed using potato virus Y (PVY) and turnip mosaic virus (TuMV) as a model system allowing for more rapid assessments. Research initiatives have commenced with results expected in future years.

Education and Awareness Activities $0.3M (2011-12 to 2015-16) $0.03M $0.03M

Activities to increase industry knowledge and awareness of PPV management practices through the development and publishing of pamphlets, articles, fact sheets and web postings with information on the management of the virus and symptoms to Prunus Fruit producers. In 2015-16 AAFC will transfer the additional knowledge and specific recommendations to enhance best management practices that have been acquired through research projects.

Information posters were developed, printed and distributed to the local industry to assist in the identification of PPV symptoms. A best management practices guide for Prunus fruit producers has been printed and distributed to help the Prunus fruit industry manage the disease. An International Plum Pox Meeting was organized to obtain the latest information on plum pox management from around the world that will be used to manage the virus and slow down the spread of this disease.

Subtotal AAFC $6.6M (2011-12 to 2015-16) $1.03M $1.03M
Total $17.2M (2011-12 to 2015-16) $3.33M $2.83M

Comments on Variances:

Funding variances between 2011 planned and actual can be described as funding was received late in the fiscal year. Activities related to the PPMMP are carried out during the summer months with planning complete early in the fiscal year. Late receipt of funding resulted in a decreased number of planned FTE's and caused a decrease in the completion of the number of planned activities for the PPMMP.

Results to be achieved by non-federal partners (if applicable): Not Applicable

Contact information:

Canadian Food Inspection Agency
Eric Wierenga
Horticulture Specialist
Greenhouse and Nursery Section
(519)826-2843

Canadian Food Inspection Agency (Alternate CFIA Contact)
Trent Herman
A/National Manager
Greenhouse and Nursery Section
(613)773-7169

Canadian Food Inspection Agency (Resource Management)
Marianna Cioabla
Financial Advisor
Resource Management
613)773-6492

Agriculture and Agri-Food Canada
Gary Whitfield
Science Director
Integrated Pest Management
(519)738-1218

Agriculture and Agri-Food Canada
Lorne Stobbs
Research Scientist
905)562-4113 Ext 241

Table F: Food Safety Modernization (FSM)

Name of Horizontal Initiative: Food Safety Modernization (FSM)

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA)

Lead Department Program Activity: Food Safety Program

Start Date: 2011-12

End Date: 2015-16

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

Description of the Horizontal Initiative (including funding agreement):

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

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

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

The plan consists of three elements:

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

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

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

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

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

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Canadian Food Inspection Agency (CFIA)

Food Safety Program

Internal Services

Inspection Modernization $100.2M (2011-12 to 2015-16) $7.1M $5.1M Development of improved food inspection model

In the beginning of December 2011, the CFIA held a series of engagement sessions with unions, internal staff (including frontline staff) and industry stakeholders to initiate dialogue and improve understanding of inspection modernization.

In 2011-12, a dedicated team worked with inspectors, subject matter experts and industry to review current programs, identify and challenge current practices, and identify elements that are fundamental to a single and consistent approach to inspection across food commodities. By the end of 2011-12, there was a draft Improved Food Inspection Model which had been developed and validated by CFIA staff and senior management.

Undertake pre-planning work that will result in a submission to Treasury Board for project approval in year two.

Pre-planning work has started. A project team with CFIA subject matter experts started development of the High Level Business Requirements (HLBR) to assist in the identification of a preferred IT solution.

Enhance inspection and testing activities to verify industry control of Listeria in all high-risk, non-meat RTE food.

Encourage industry to implement preventative Listeria control programs.

Evaluation and publication of new, rapid screening methods were completed. Three methods have been validated and published in the Health Canada Compendium of Analytical Methods.

Implemented new environmental sampling programs in registered, non-meat, RTE establishments;

Implement a national approach to recruitment, closely linked with consistent, competency-based core training for inspection staff.

The Human Resources Branch continued the development of a 6 week core training program for new inspection staff, and delivering refresher training to existing staff.

Enhancing Scientific Capacity $19.8M (2011-12 to 2015-16) $0.9M $0.9M

Identification of collaborative opportunities between partners and enhance the science expertise by hiring high skilled scientists.

Throughout 2011-12, the CFIA put in place an interim secretariat to coordinate the development of a strategy for an effective national food laboratory system. Activities such as a high level roadmap, procurement and engagement strategies as well as some Provincial outreach visits were completed. Highly skilled scientists were hired in Dartmouth and Ottawa.

Improved IM/IT $16.8M (2012-13 to 2015-16) $0.0M $0.0M

Provide the Agency and Agency staff with stable and up to date information management and information technology and integration capabilities.

Not applicable for 2011-12

Subtotal CFIA $136.8M (2011-12 to 2015-16) $8.0M $6.0M
Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start Date to End Date) ($ units) 2011-12 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Health Canada (HC)

Food Safety and Nutrition

Enhancing Health Risk Assessment Capacity to Support CFIA Food Safety Inspection Activities $2.6M (2012-13 to 2015-16) $0.0M $0.0M

Strengthen risk assessment capacity including the operational capacity and technical expertise to provide 24/7 availability of health risk assessment teams in support of the CFIA's food safety investigations.

Not applicable for 2011-12

Subtotal HC $2.6M (2012-13 to 2015-16) $0.0M $0.0M
Total $139.4M (2011-12 to 2015-16) $8.0M $6.0M

Comments on Variances:

The Agency's actual spending was $2 million less than planned. Several initiatives experienced scheduling delays resulting in less funds required in 2011-12. The Agency Governance approved the carry-forward of unspent funds within the Inspection Modernization Program to align with revised schedules.

Health Canada: Not applicable for 2011-12.

Results to be achieved by non-federal partners (if applicable): Not Applicable

Contact information:

Steven Yafalian, Portfolio Project Manager
Inspection Modernization Office
Canadian Food Inspection Agency
Telephone: (613) 773-7642
Email: Steven.Yafalian@inspection.gc.ca

Internal Audits and Evaluations

Table A: Internal Audits

Name of Internal Audit Internal Audit Type Status Completion Date
Audit of the Management of Export Certificates Other Completed March 2012

Audit of Real Property3

http://www.inspection.gc.ca/eng/1335982252047/1335982324727

Stewardship Completed December 2011

Audit of the Project Management of the Food Safety Action Plan

http://www.inspection.gc.ca/eng/1340941952147/1340943382351

Other Completed March 2012
Atlantic Area Office Performance Audit Cancelled

Audit of Information Technology Operations4

http://www.inspection.gc.ca/eng/1333390595644/1333395635039
Stewardship (IT Controls) Completed December 2011

Follow up Audit of the Federal Assistance Program

http://www.inspection.gc.ca/eng/1331656098329/1331656188104

Stewardship (G&C) Completed March 2012

Fast Track Staffing Process

http://www.inspection.gc.ca/english/agen/eval/2011/stasumme.shtml

Stewardship Completed March 2011
Financial Services – Third Party Arrangements Stewardship Cancelled
Audit of Contracting5 Stewardship In progress September 2012
Audit of the Growing Forward Program Initiatives Development Memorandum of Understanding Compliance Completed March 2012
Audit of the Management Process for Corrective Action Requests Other In progress December 2012

3Renamed from Capital Planning and asset management (Real Property)

4Renamed from CIO Operational Controls (IM/IT Audit 2011-2012)

5Renamed from Assets and Security Management – Moveable Assets

CFIA audit reports can be found at:  http://www.inspection.gc.ca/about-the-cfia/accountability/audits-reviews-and-evaluations/eng/1299843498252/1299843588592

Table B: Evaluations

Name of Evaluation Program Activity Status Completion Date
Evaluation of the Food Vulnerability Assessment Capacity-building Project (FVACBP) of the Security and Prosperity Partnership (SPP) of the North America Initiative Food Safety Program Completed June 2011
Interdepartmental Evaluation of the Vancouver 2010 Olympics and Paralympics Winter Games (Department of Canadian Heritage lead)10

Food Safety Program

Animal Health and Zoonotic Program

Plant Resources Program

Completed March 2012
Interdepartmental Evaluation of the Food and Consumer Safety Action Plan (Health Canada lead)10 Food Safety Program In Progress 2014-2015
Evaluation of the Food Safety Action Plan6 Food Safety Program In Progress March 2013
Evaluation of CFIA's Enhanced Feed Ban (BSE)

Food Safety Program

Animal Health

Zoonotic Program

In Progress Fall 2012
Evaluation of the Continuing a Comprehensive Strategy for Managing BSE in Canada, 5-year Funding (mid-term) Animal Health and Zoonotic Program Cancelled
Evaluation of the Continuing a Comprehensive Strategy for Managing BSE in Canada, 5-year Funding Animal Health and Zoonotic Program In Progress 2013-2014
Evaluation of Administrative Monetary Penalties (AMPs)

Food Safety Program

Animal Health and Zoonotic Program

Plan resources Program

Completed April 2011

Evaluation of the CFIA's Stakeholder Consultation Processes7

http://www.inspection.gc.ca/english/agen/eval/2011/consultsume.shtml

Food Safety Program

Animal Health and Zoonotic Program

Plant Resources Program

Completed November 2011
Interdepartmental BSE I and II Evaluation (Health Canada lead)10 Animal Health and Zoonotic Program In Progress 2012-2013
Interdepartmental Evaluation of Health Canada's Food Safety Nutrition Quality Program (FSNQ) (Health Canada lead)10 Food Safety Program In Progress 2013-2014
Interdepartmental Review of the Plum Pox Eradication Program8 (jointly undertaken by Canadian Food Inspection Agency and Agriculture and Agri-Food Canada)10 Plant Resource Program Completed December 2011

Evaluation of Changes to Inter-Departmental Interfaces9

http://www.inspection.gc.ca/english/agen/eval/2011/intersume.shtml
Food Safety Program Completed October 2011

Notes:

CFIA evaluation reports can be found at: http://www.inspection.gc.ca/about-the-cfia/accountability/audits-reviews-and-evaluations/eng/1299843498252/1299843588592

6 Renamed from Evaluation of the Food and Consumer Safety Action Plan (CFIA component). This project includes the Evaluation of CFIA's Imported Food Activities

7 Renamed from Evaluation of Regulatory Development Process

8 Formerly an evaluation.

9 Renamed from Evaluation of Listeria/Food Borne Illness

10 CFIA is a supporting Agency for this evaluation

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees


There were no responses to Parliamentary Committees submitted by the CFIA in the fiscal year 2011-2012.

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)


2011 Spring Report Chapter 1- Expenditures for the 2010 G8 and G20 Summits (Tabled 9 June 2011)

In June 2010, Canada hosted the G8 and G20 summits. The Group of Eight Heads of State (G8) met in Huntsville, Ontario, on 25th and 26th of June to discuss issues of mutual and global concern. This was immediately followed by the meetings of the Heads of State or Government of the G20 Countries and their finance ministers, in Toronto, to discuss topics pertaining to international finance matters.

The OAG examined the development of financial plans and budgets, funding requests, and recording of expenditures for the G8 and G20 summits, and whether the amounts spent were used for the intended purposes—for security, policing, organizing, and hosting of the summits. Funding for summit activities was divided among 14 departments of which the Canadian Food Inspection Agency was one.

Audit work for this chapter was substantially completed on 17 December 2010.

Agency Response: No recommendations were directed at the Agency. The one recommendation was directed at the Treasury Board of Canada Secretariat.

Report: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201104_01_e_35220.html

List of recommendations & response: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201104_01_e_35220.html#appa

2012 Spring Report Chapter 1- Border Controls on Commercial Imports (Tabled 3 April 2012)

Under various acts and regulations, federal government organizations are responsible for ensuring the safety of commercially imported consumer goods that have been identified as a risk to the health and safety of Canadians. The Canada Border Services Agency (CBSA) is tasked with ensuring that commercially imported consumer goods enter Canada in conformity with applicable laws and regulations.

To achieve this, the CBSA works with other federal government organizations to implement controls at the border. Controls at the border include administration of import requirements (for example, permits and authorizations), detection and interception of shipments targeted by federal organizations as high risk or non-compliant, and examination of selected shipments for admissibility into Canada. These controls are part of a broader product safety regime that also includes both pre- and post-border controls, such as licensing and market surveillance, and is supported by importers' voluntary compliance. The regime is intended to control any high-risk products that are allowed to enter the country and thereby help ensure the safety of imported products in the marketplace.

The OAG examined the part of the product safety regime that is implemented at the border. Looking at selected commercially imported goods—including fertilizers, health products, pest control products, consumer products, consumer fireworks, vehicles, and tires—the OAG examined how the CBSA, the Canadian Food Inspection Agency, Health Canada, Natural Resources Canada, and Transport Canada work together to ensure that products comply with applicable legislation when they enter Canada.

Audit work for this chapter was substantially completed on 30 September 2011.

Agency Response: The Canadian Food Inspection Agency agreed with the one recommendation directed at the Agency and will conduct an assessment of its fertilizer referral process to the Canada Border Services Agency by Fall 2012 to determine if a formal monitoring program is required.

Report: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201204_01_e_36465.html

List of recommendations & response: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201204_01_e_36465.html#appa

External Audits conducted by the Public Service Commission of Canada or the office of the Commissioner of Official Languages:

No audits by either the Public Service Commission of Canada or the Office of the Commissioner of Official Languages were conducted at the CFIA during the 2011-2012 fiscal year.

Sources of Respendable and Non-Respendable Revenue

Respendable Revenue
($ millions)
Program Activity Actual 2009-10 Actual 2010-11 2011-12
Main Estimates Planned Revenue Total Authorities Actual
Food Safety Program 32.1 32.5 30.6 30.6 34.9 34.9
Animal Health and Zoonotics Program 2.5 2.8 2.8 2.8 3.5 3.5
Plant Resources Program 7.0 7.1 6.4 6.4 7.3 7.3
International Collaboration & Technical Agreements 11.7 11.7 12.2 12.2 12.5 12.5
Internal Services 0.2 0.1 0.2 0.2 0.8 0.8
Total Respendable Revenue 53.5 54.2 52.2 52.2 59.0 59.0
Non-Respendable Revenue
($ millions)
Program Activity Actual 2009-10 Actual 2010-11 2011-12
Main Estimates Planned Revenue Total Authorities Actual
Food Safety Program 1.4 0.9 Not Applicable 0.6 Not Applicable 1.3
Animal Health and Zoonotics Program 0.0 0.0 Not Applicable 0.0 Not Applicable 0.0
Plant Resources Program 0.0 0.0 Not Applicable 0.0 Not Applicable 0.0
International Collaboration & Technical Agreements 0.0 0.0 Not Applicable 0.0 Not Applicable 0.0
Internal Services 0.0 0.0 Not Applicable 0.0 Not Applicable 0.0
Total Non-Respendable Revenue 1.4 0.9 Not Applicable 0.6 Not Applicable 1.3

Status Report on Projects operating with specific Treasury Board Approval

($ in millions)
Project Original Estimated Total Cost ($ millions) Revised Estimated Total Cost ($ millions) Actual Total Cost ($ millions) 2011-12 ($ millions)
Main Estimates Planned Spending Total Authorities Actual Expected date of close-out
Program Activity: Food Safety
Food Safety Action Plan IM/IT Enabled Business Project 36.4 36.4 14.1 7.8 7.8 12.3 1.3 2013
Traceability National Information Portal 12.7 12.7 4.1 0.0 0.0 6.0 1.8 2012
Program Activity: Animal Health and Zoonotics
Modernizing Federal Laboratories 24.0 24.0 24.0 0.0 0.0 0.2 0.2 2011

Table A: User Fees Reporting

User Fees and Regulatory Charges/External Fees

User Fees and Regulatory Charges

Program Activity: Food Safety Program

Fee Type1: R

Fee-setting Authority: CFIA Act

Date Last Modified: 1998

Performance Standards:

Performance Results:

2011-12 ($ thousands)
Forecast Revenue Actual Revenue Full Cost2
32,490 33,797 362,914
Planning Years ($ thousands)
Fiscal Year Forecast Revenue Estimated Full Cost3
2012-13 31,807 356,762
2013-14 31,807 355,737
2014-15 31,807 335,983

Other Information: Not Applicable

Program Activity: Animal Health & Zoonotics Program

Fee Type1: R

Fee-setting Authority: CFIA Act

Date Last Modified: 1998

Performance Standards:

Performance Results:

2011-12 ($ thousands)
Forecast Revenue Actual Revenue Full Cost2
2,859 3,028 154,762
Planning Years ($ thousands)
Fiscal Year Forecast Revenue Estimated Full Cost3
2012-13 2,850 152,139
2013-14 2,850 151,701
2014-15 2,850 143,278

Other Information: Not Applicable

Program Activity: Plant Resources Program

Fee Type1: R

Fee-setting Authority: CFIA Act

Date Last Modified: 1998

Performance Standards:

Performance Results:

2011-12 ($ thousands)
Forecast Revenue Actual Revenue Full Cost2
7,109 7,053 92,638
Planning Years ($ thousands)
Fiscal Year Forecast Revenue Estimated Full Cost3
2012-13 6,637 91,068
2013-14 6,637 90,806
2014-15 6,637 85,764

Other Information: Not Applicable

Program Activity: International Collaboration & Technical Agreements

Fee Type1: R

Fee-setting Authority: CFIA Act

Date Last Modified: 1998

Performance Standards:

Performance Results:

2011-12 ($ thousands)
Forecast Revenue Actual Revenue Full Cost2
11,704 12,522 38,460
Planning Years ($ thousands)
Fiscal Year Forecast Revenue Estimated Full Cost3
2012-13 11,785 37,808
2013-14 11,785 37,699
2014-15 11,785 35,606

Other Information: Not Applicable

Program Activity: Internal Services

Fee Type1: R

Fee-setting Authority: CFIA Act

Date Last Modified: 1998

Performance Standards:

Performance Results:

2011-12 ($ thousands)
Forecast Revenue Actual Revenue Full Cost2
75 81 163,192
Planning Years ($ thousands)
Fiscal Year Forecast Revenue Estimated Full Cost3
2012-13 75 160,426
2013-14 75 159,082
2014-15 75 151,082

Other Information: Not Applicable

Program Activity: Internal Services

Fee Type1: O

Fee-setting Authority: Access to Information Act

Date Last Modified: 1992

Performance Standards:

Performance Results:

2011-12 ($ thousands)
Forecast Revenue Actual Revenue Full Cost2
6 7 1,932
Planning Years ($ thousands)
Fiscal Year Forecast Revenue Estimated Full Cost3
2012-13 7 1,899
2013-14 7 1,894
2014-15 7 1,789

Other Information: Not Applicable

User Fees Totals

2011-12 ($ thousands)
Forecast Revenue Actual Revenue Full Cost
Subtotal Regulatory 54,236 56,481 811,966
Subtotal Other Products and Services 6 7 1,932
Total 54,242 56,488 813,898
Planning Years ($ thousands)
Fiscal Year Forecast Revenue Estimated Full Cost
Subtotal Regulatory 2012-13 53,154 798,203
2013-14 53,154 795,908
2014-15 53,154 751,713
Subtotal Other Products and Services 2012-13 7 1,899
2013-14 7 1,894
2014-15 7 1,798
Total 2012-13 53,161 800,102
2013-14 53,161 797,802
2014-15 53,161 753,502
  1. R=Regulating. O=Other products and services.
  2. The full cost of the user fees' activities includes all direct and indirect expenditures. The full cost also includes services provided without charge by other government departments.
  3. These figures are in accordance with the 2012-13 Report on Plans and Priorities and the estimated amounts of services provided without charge by other government departments.

Note: The Canadian Food Inspection Agency has begun a systematic review of its activities across all of its program areas with the objective of modernizing its user fee and service standard structure. The process from developing draft fee proposals to implementation of new fee and service standard structures can take some time as the User Fees Act (UFA) sets requirements, expectations and conditions for departments and agencies when proposing a new fee, or broadening the application or increasing the amount of an existing fee. This includes comprehensive stakeholder consultations, the striking of an independent complaints panel if required, and the tabling of proposals in both Houses of Parliament for review. This process can take an estimated 18 months. Once fee changes have been implemented, the Agency will begin more robust performance measurement and reporting on service standards, both requirements under the UFA.

Table B: External Fee

2011-2012 CFIA's Performance Report on External Fees
External Fee Service Standard Performance Result Stakeholder Consultation
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) Response provided within 30 days following receipt of request; response time may be extended pursuant to Section 9 of the ATIA. Notice of extension to be sent within 30 days of receipt of request.

Of the 329 requests completed under the ATIA last fiscal year, 115 (35%) were completed in under 30 days; 41 (13%) were completed in 31 to 60 days; 74 (22%) were completed in 61 to 120 days; and 99 (30%) were completed in 121 or over.

Not Met

The service standard is established by the ATIA and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board Secretariat for amendments done in 1986 and 1992.
Canadian Food Inspection Agency Fees Notice Part II - Health of Animals Fees. Services related to veterinary biologics. Item 40. To conform with the CFIA service delivery standards for veterinary biologics, the cost-recovered regulatory services must be delivered within specified service standards (time frames).

In the current fiscal year, the CFIA's Canadian Centre for Veterinary Biologics met all key service standards for veterinary biologics regulatory services.

Met

Stakeholders are consulted during semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) and in bilateral meetings with the Canadian Animal Health Institute. The regulated companies and other stakeholders are satisfied with the timeliness of delivery of cost-recovered regulatory services for the veterinary biologics sector.
Dossier Review (new submission, change in product formulation or change in label claim) Met
Canadian Manufacturers
1. Review initial submission and prepare response 1) Response Time 4 months maximum

Average response time is 3 months

Met

To address stakeholder concerns, a phased review system is in place which allows for submission review and response while information and data are pending.
2. Review supplemental data and prepare response 2) Response time 6 weeks maximum

Average response time is 4 weeks

Met

American Manufacturers
3. Review initial submission and prepare response 3) Response time 4 months maximum

Average response time is 3 months

Met

To address stakeholder concerns about timely availability of US manufactured products, a concurrent review system was introduced to allow for submission review and response while US licensure is being finalized.
4. Review supplemental data and prepare response 4) Response time 6 weeks maximum

Average response time is 4 weeks

Met

Manufacturers from other countries
5. Review initial submission and prepare response 5) Response time 6 months maximum

Average response time is 4 months

Met

6. Review supplemental data and prepare response 6) Response time 6 weeks maximum

Average response time is 4 weeks

Met

Laboratory Testing
7. Each master cell line 7) Response time 4 months maximum

No tests were conducted in 2011-12

8. Each master seed culture 8) Response time 4 months maximum

No tests were conducted in 2011-12

9. Each pre-licensing serial tested, to a maximum of three 9) Response time is maximum 4 months No tests were conducted in 2011-12
Facility Inspections/Audits
10. Canadian manufacturers 10) Annual

Average is annual.

Met

11. Canadian importers 11) Minimum every 3 years

Average is every three years

Met

12. American manufacturers 12) Minimum every 3 years

Average is every three years

Met

For facilities which are inspected annually and licensed by the US Department of Agriculture, Animal and Plant Health Inspection Service (USDA-APHIS), CCVB may inspect when the product is first licensed in Canada. Subsequent inspections will be arranged as necessary. CCVB may request copies of inspection reports from USDA-APHIS.
13. Other non-Canadian manufacturers 13) Minimum every 4 years

Average is every four years

Met
For facilities which are inspected regularly for Good Manufacturing Practices, CCVB may inspect when the product is first licensed in Canada. Subsequent inspections will be arranged as necessary.
14. Issuance of Permits, Licenses and Export Certificates 14) Response time maximum 2 weeks

Average response time is 2 weeks.

Met
Serial Release
15. If not tested 15) Response time maximum 5 days

Average response time is 2–3 days.

Met

16. If tested 16) Response time maximum 35 days

Due to test scheduling and set up requirements, the average response time is 15 days.

Met
17. Label Review and Approval 17) Response time maximum 4 weeks

Average response time is 2 weeks.

Met
18. Advertising Review and Approval 18) Response time maximum 4 weeks

Average response time is 2 weeks.

Met
To address stakeholder concerns, CCVB is no longer reviewing and approving advertising.
19. Protocol Review for Efficacy/Safety Studies 19) Response time maximum 45 days

Average response time is 30 days.

Met
20. Production Outline Revisions 20) Response time maximum 4 weeks

Average response time is 3 weeks.

Met
21. Suspected Adverse Reactions 21) Response time maximum 4 weeks

Average response time is 2 weeks.

Met

Application for Feed Registration and Ingredient Approval

(i) Timeliness: For 90 percent or more of the applications received

(a) Feed Section screens applications within ten days of receiving it. Not Applicable
(b) For products requiring a review of efficacy data, a preliminary review is conducted within 10 days of the screening date, and the results of the review are communicated to the applicant. Not Applicable
(c) Animal Feed Division conducts efficacy, livestock, human and environmental safety reviews and responds to applicant within 90 days.

24.9% of applications were completed within 90 days.

Not Met

To address stakeholders concerns about capacity and timeliness of the regulatory approval process, the CFIA is working through the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC).
(d) The laboratory does a desk review of proposed method of analysis within 4 weeks of receiving it. If laboratory testing is required, it will be done within 12 weeks of receiving a suitable method and test samples depending on availability of specialized equipment. Not Applicable
(ii) Quality
(a) The Feeds Regulations are consistently interpreted and applied in registration/approval decisions. Met
(b) Information is openly exchanged between clients and evaluation specialists. Met
(c) Analytical methods are evaluated for specificity, selectivity, reliability and accuracy, using internationally standardized method validation procedures. Met

Section IV: Other Items of Interest

4.1 Performance Indicators by Operational Priority

Associated SO(s) Operational Priorities Performance Indicators
All Strategic Outcomes
  1. Focus on Programs
  2. Strengthen Strategic Directions, performance measurement and Transparency
  3. Focus on People
  4. Focus on Stewardship
Strategic Outcome: A safe and accessible food supply and plant and animal resource base
  • Number of countries imposing justifiable standards-related restrictions on exports of Canadian commodities (food, animals, plants, and their products)
  • Canada's status on the OIE disease risk status lists remains either "free, controlled risk, or negligible risk"
  • Percentage of Canadians who have confidence in the Canadian food supply system

Program Activity: Food Safety Program

  • Percentage of inspected federally registered establishments in compliance with federal regulations
  • Percentage of Public Warnings for Class I food recalls that are issued within 24 hours of a recall decision
  • Percentage of Public Warnings for Class II food recalls that are issued within 24 hours of a recall decision
  • Percentage of domestic food products in compliance with federal regulations
  • Percentage of imported food products in compliance with federal regulations

Program Activity: Animal Health and Zoonotics Program

  • Number of reportable animal diseases that have entered into Canada via specified regulated pathways
  • Percentage of cases where investigations were completed following the positive identification of a reportable zoonotic disease
  • Percentage of legally exported animal and animal product shipments destined for foreign markets that meet certification requirements
  • Canada's status on the OIE disease risk status lists remains either "free, controlled risk, or negligible risk"
  • Percentage of cases where investigations were completed following the positive identification of a reportable animal disease
  • Manuals for CFIA officials are updated as needed
  • Number of emergency preparedness simulation exercises in which CFIA participates
  • Percentage of detections of reportable transboundary diseases and significant emerging diseases in which an investigation was commenced in a timely fashion
  • Percentage of cases where CFIA communicated with key stakeholders in a timely fashion following the confirmation of a transboundary or significant emerging disease

Program Activity: Plant Resources Program

  • Number of new foreign reportable plant diseases and pests that enter into Canada through regulated pathways and establish themselves.
  • Percentage of domestic plants and plant products in compliance with Canadian regulations and international agreements
  • Percentage of confirmed cases of quarantine pest for which notices were issued.
  • Percentage of notices issued in a timely manner.
  • Percentage of certified plants and plant products shipment (lots) that meet the country of destination regulatory requirements

Program Activity: International Collaboration and Technical Agreements

  • Number of Canadian positions on key rules and standards affecting trade in food, animal, plant, and their products that are effectively promoted
  • Number of actions taken to resolve issues identified through the Market Access Secretariat
  • Number of cooperation initiatives achieved

4.2 Further Information on the Assessment of Compliance

As a regulatory agency, the principal means by which the CFIA carries out its mandate is by measuring rates of compliance with Canadian food, animal, and plant legislative requirements. The CFIA promotes compliance by conducting inspections, audits, product sampling and verifications. The CFIA also carries out education and awareness activities to increase regulated parties' understanding of statutory requirements and standards. Compliance rates are an indicator of the extent to which regulated parties have adhered to federal acts and regulations. The CFIA takes the following approaches to assessing compliance:

  • Monitoring: Establishments or products are inspected, sampled and tested in such a way that the resulting compliance rates are representative of the CFIA-regulated population. Monitoring programs provide an accurate overview of compliance in the marketplace in general.
  • Targeting: In cases where monitoring has identified significant compliance problems, the CFIA takes a targeted approach to inspections, sampling and testing by focusing on the problem area and areas of highest risk. Non-compliant establishments or products are often sought out for targeting to better define problem areas and reasons for non-compliance. For this reason, compliance rates of targeted programs are typically lower. Improved compliance is promoted through enforcement actions.
  • Investigating: Investigations are undertaken for the purposes of prosecution for non-compliance, which includes gathering evidence and information from a variety of sources considered relevant to a suspected violation or offence.

The methods for determining compliance reflect the level and type of risks associated with the food or agricultural products being assessed. The specific methods the CFIA uses to determine compliance are outlined below:

  • Compliance results are determined during the initial inspection;
  • Compliance results are determined during the CFIA follow up visit conducted after the initial inspection;
  • Compliance results are determined during the initial testing of food and product samples; and
  • Compliance results are determined on an annual basis, following a correction period after the end of the fiscal year.

Varying by program, non-compliance can be determined if:

  • There is a violation that poses a significant health and safety concern; and
  • There is any violation even if it is not health and safety related.

Where compliance rates appear in this report, the relevant method used to assess compliance has been noted.

When CFIA inspectors determine that a regulated party is non-compliant, that party is required to take corrective action. If non-compliance persists, Agency inspectors have a variety of tools at their disposal. In a graduated approach, these tools range from procedural actions including letters of non-compliance, seizure and detention, suspension/cancellation of licences/registrations/permits and recommending prosecution.

The complexity of the agri-food sector and the inherent variability of the biological and production systems underpinning it are such that some degree of non-compliance is inevitable. A compliance rate of less than one hundred per cent means that some proportion of the facilities or products inspected by the CFIA has failed to meet certain requirements or standards as defined by the legislation. Major variances have the potential to pose a significant risk to human, animal or plant health and/or other program objectives. These are always met with vigorous enforcement actions to assure protection of Canadians and the plant and animal resource base. Some deficiencies represent minor variances and do not pose a significant risk to human, animal or plant health.

It is critical to note that the nature of the CFIA's mandated responsibilities is dynamic, given their basis in biological and production systems that are ever-changing. The inherent variability of these systems makes them difficult to predict and it is reasonable to expect some shift in compliance from year to year. The specificity of targets and reported results must be considered in this context.

4.3 Organizational Contact Information

Contact the Canadian Food Inspection Agency via:

Telephone from Monday to Friday 08:00 to 20:00 Eastern time:
Toll Free: 1-800-442-2342
NCR: 1-800-442-2342 / 613-773-2342
TTY: 1-800-465-7735

Internet:
http://www.inspection.gc.ca/english/util/contact/commene.shtml

Section IV information listed in the 2011–12 Departmental Performance Report can be found on the Canadian Food Inspection Agency's Website at
http://inspection.gc.ca/about-the-cfia/accountability/reports-to-parliament/2011-2012-dpr/eng/1348777953917/1348778053447?4

References and Footnotes

1 This number also includes active, leave without pay, paid leave, and suspended employees.

2 Strategic outcome: is a long-term and enduring benefit to Canadians that stems from the Agency's vision and mission. It represents the difference the Agency intends to make for Canadians.

3 Type is defined as follows: Previously committed to – committed to in the first or second fiscal year before the subject year of the report; Ongoing – continuing or permanent commitment; and New – newly committed to in the reporting year of the DPR.

4 The henipavirus family consists of the Hendra and Nipah viruses that are naturally found in fruit bats. These viruses are known to cause fatal disease in horses and humans. The henipaviruses are currently limited to Australia and South Asia.

5 Performance indicator in the 2011–12 RPP was: Number of countries imposing justifiable standards-related restrictions on exports of Canadian commodities (food, animals, plants, and their products). Rationale for change: This indicator was changed to provide a better sense of the CFIA's work in this area.

6 World Organisation for Animal Health

7 Performance indicator in the 2011–12 RPP was: Canada is on the list of OIE countries that are free from stipulated reportable animal diseases. Target was: Canada is on the list each year. Rationale for change: The indicator text needed to be restructured to clarify exactly what the indicator was intended to measure.

8 Performance Indicator in the 2011–12 RPP was: Percentage of inspected federally registered establishments in compliance with federal regulations. Rationale for change: A count of the number of commodity areas that meet their targets is a better indicator of performance than an average of their compliance rates.

9 Performance indicator in the 2011–12 RPP was: Percentage of all food recalls issued without an alert that are posted on the CFIA website within two working days. Target was: 95%. Rationale for change: This change brings the indicator into alignment with the Class I recall indicator.

10 Monitoring approach: Establishments are inspected, sampled and tested in such a way that the resulting compliance rates are representative of the CFIA-regulated population. Monitoring programs provide an adequate overview of industry compliance in general.

11 Performance Indicator in the 2011-12 RPP was: Percentage of domestic food products in compliance with federal regulations. Rationale for change: A count of the number of commodity areas that meet their targets is a better indicator of performance than an average of their compliance rates

12 Performance Indicator in the 2011-12 RPP was: Percentage of imported food products in compliance with federal regulations. Rationale for change: A count of the number of commodity areas that meet their targets is a better indicator of performance than an average of their compliance rates

13 To help the reader identify which performance statements are associated with recommendations in the Report of the Independent Investigator into the 2008 Listeriosis Outbreak we have included a Listeria icon symbol next to activities relating to the CFIA's response to the final report to Canadians.

14 Changes to Inter-Departmental Interfaces: http://www.inspection.gc.ca/about-the-cfia/accountability/audits-reviews-and-evaluations/inter-departmental-interfaces/eng/1344282905472/1344283423406

15 Public Opinion Research is available on: http://www.inspection.gc.ca/about-the-cfia/newsroom/news-releases/2012-07-13/eng/1342191503500/1342191536685

16 CFIA's completed internal evaluation on the stakeholder consultation process: http://www.inspection.gc.ca/about-the-cfia/accountability/audits-reviews-and-evaluations/evaluation-consultation/eng/1344316220139/1344316313744

17 Performance indicator in the 2011–12 RPP was: Percentage of reportable animal diseases that have entered into Canada via specified regulated pathways. Target was: Historical trend (year over year). Rationale for change: With very few entries of reportable animal diseases into Canada, a number count is a more meaningful measure.

18 Performance indicator in the 2011–12 RPP was: Percentage of response to zoonotic diseases and epidemiological investigations that are completed within service standards. Rationale for change: The indicator text needed to be restructured to clarify exactly what the indicator was intended to measure.

19 Performance indicator in the 2011–12 RPP was: Percentage of certified animal and animal products shipments that meet the receiving country's import requirements. Rationale for change: The indicator text needed to be restructured to clarify exactly what the indicator was intended to measure.

20 Performance indicator in the 2011–12 RPP was: Percentage of response to disease and epidemiological investigations that are completed within service standards. Rationale for change: The indicator text needed to be restructured to clarify exactly what the indicator was intended to measure.

21 Performance indicator in the 2011-12 RPP was: Systematic scheduled review and update if necessary, of manuals for CFIA animal health officials and guidance documents for industry. Target was: Once every two years. Rationale for change: The indicator was refined to focus on the most important measure of progress towards improving and/or maintaining preparedness.

22 Performance indicator in the 2011-12 RPP was: Number of emergency preparedness simulation exercises conducted versus planned. Target was: Once every two years. Rationale for change: Indicator changed to clarify that we are measuring CFIA's involvement in preparedness exercises

23 Performance indicator in the 2011–12 RPP was: Percentage of suspected cases of trans-boundary diseases and significant emerging diseases in which investigation was commenced within 24 hours of identification. Rationale for change: Indicator was streamlined to clarify what we are measuring.

24 Performance indicator in the 2011–12 RPP was: Percentage of cases in which the CFIA communicated with key stakeholders within 24 hours of confirming cases of trans-boundary diseases and significant emerging diseases. Rationale for change: Indicator was streamlined to clarify what we are measuring.

25 Salmonids are an order of fish that include salmon, trout, and char.

26 Compartments are one or more premises containing one or more aquatic animal populations with a distinct health status with respect to one or more diseases.

27 CFIA internal evaluation on the Administrative Monetary Penalties (AMPs): http://www.inspection.gc.ca/about-the-cfia/accountability/audits-reviews-and-evaluations/evaluation-of-amps/eng/1343159961820/1343160709339

28 In the 2011–12 Reports on Plans and Priorities the target was incorrectly stated as 99%

29 To help the reader identify which performance statements are associated with recommendations in the December 2008 OAG report on Managing Risks to Canada's Plant Resources we have included a Plant icon symbol next to activities relating to the CFIA's response.

30 CFIA's Statement of Values: http://www.inspection.gc.ca/about-the-cfia/organizational-information/vision-and-mission/statement-of-values/eng/1319478952479/1319479599378

31 http://inspection.gc.ca/plants/plant-protection/imports/primer/eng/1324568450671/1324569734910

32 Woolly cup grass is an invasive plant that can compete with crops and reduce yields.

33 http://www.inspection.gc.ca/plants/plant-protection/invasive-species/eng/1328325263410/1328325333845

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