2011-2012 Departmental Performance Report

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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
• Management Representation Statement for Performance Information
• Section I: Agency Overview
  • 1.1 Raison d'être
  • 1.2 Responsibilities
  • 1.3 Strategic Outcome and Program Activity Architecture (PAA)
  • 1.4 Organizational Priorities
  • 1.5 Risk Analysis
  • 1.6 Summary of Performance
  • 1.7 Expenditure Profile
  • 1.8 Estimates by Vote
  • 1.9 Office of the Auditor General Reports
• Section II: Analysis of Program Activities by Strategic Outcome
  • 2.1 How the Agency Plans and Reports Outcomes
  • 2.2 Performance by Strategic Outcome
  • 2.3 Impacts on Financial and Human Resources Resulting from the Establishment of Shared Services Canada
• Section III: Supplementary Information
  • 3.1 Financial Information
  • 3.2 List of Supplementary Information Tables
• Section IV: Other Items of Interest
  • 4.1 Performance Indicators by Operational Priority
  • 4.2 Further Information on the Assessment of Compliance
  • 4.3 Organizational Contact Information
• References and Footnotes

Minister's Message

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

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
• 1.2 Responsibilities
• 1.3 Strategic Outcome and Program Activity Architecture (PAA)
• 1.4 Organizational Priorities
• 1.5 Risk Analysis
• 1.6 Summary of Performance
• 1.7 Expenditure Profile
• 1.8 Estimates by Vote
• 1.9 Office of the Auditor General Reports

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.

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.

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

Description for Flowchart - Program Activity Architecture for the CFIA

Figure 1: Program Activity Architecture for the CFIA

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	Ongoing	Link 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	New	This 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 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

Description for Bar Chart - Departmental Spending Trend

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
• 2.2 Performance by Strategic Outcome
• 2.3 Impacts on Financial and Human Resources Resulting from the Establishment of Shared Services Canada

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

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

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

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

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

2.2.1.1 Program Activity 1: Food Safety Program

Flowchart - Program Activity 1: Food Safety Program

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	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/english/fssa/transp/prog/prog1003e.shtml

Compliance Verification System Procedures: http://www.inspection.gc.ca/english/fssa/meavia/man/ch18/table18e.shtml

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.

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) 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.

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.

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). Ultimately, this approach will enable improved program delivery and a more uniform application of inspection procedures.

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. 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.

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.

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

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.

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.

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.

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.

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.

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.

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.

2.2.1.2 Program Activity 2: Animal Health and Zoonotics Program

Description for Flowchart - Program Activity 2: Animal Health and Zoonotics Program

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.

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.

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.

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.

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

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

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.

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.

2.2.1.3 Program Activity 3: Plant Resources Program

Description for Flowchart - Program Activity 3: Plant Resources Program

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.

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.

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.

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. 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.

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.

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

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

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.

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.

2.2.1.4 Program Activity 4: International Collaboration and Technical Agreements

Description for Flowchart - Program Activity 4: International Collaboration and Technical Agreements

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.

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.

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.

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.

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.

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.

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.

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)	0	7.1

2011-12 Human Resources (FTEs)

	Planned	Actual
Deemed to SSC	0	16

* 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
• 3.2 List of Supplementary Information Tables

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

Description for Pie Chart - Assets by Type

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.

Description for Pie Chart - Liabilities by Type

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.

Description for Pie Chart - Expenses by Program Activities

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.

Description for Pie Chart - Revenues by Program Activities

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

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3.2 List of Supplementary Information Tables

• Details on Transfer Payment Programs
• Greening Government Operations
• Horizontal Initiatives
  • Table A: Bovine Spongiform Encephalopathy
  • Table B: National Aquatic Animal Health Program
  • Table C: Listeria
  • Table D: Invasive Alien Species
  • Table E: Plum Pox Management and Monitoring Program
  • Table F: Food Safety Modernization
• Internal Audits and Evaluations
  • Table A: Audits
  • Table B: Evaluations
• Response to Parliamentary Committees and External Audits
• Sources of Respendable and Non-Respendable Revenue
  • Sources of Respendable Revenue
  • Sources of Non-Respendable Revenue
• Status Report on Projects operating with specific Treasury Board Approval
• 2011-12 User Fees Reporting
  • Table A: User Fee
  • Table B: External Fee

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

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 BSE/  TSE 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 BSE/  TSE	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

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
• 4.2 Further Information on the Assessment of Compliance
• 4.3 Organizational Contact Information

4.1 Performance Indicators by Operational Priority

Associated SO(s)	Operational Priorities	Performance Indicators
All Strategic Outcomes	Focus on Programs Strengthen Strategic Directions, performance measurement and Transparency Focus on People 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: 1-613-225-2342
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 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 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