2013–14 Estimates Report on Plans and Priorities
Section III – Supplementary Information

3.1 Financial Highlights

Future-Oriented Financial Statements

The future-oriented financial highlights presented within this RPP are intended to serve as a general overview of the CFIA's future-oriented financial statements, and are prepared on an accrual basis to strengthen accountability and improve transparency and financial management.

Future-oriented financial statements can be found on the CFIA's website.

Future-Oriented Condensed Statement of Financial Position ($ Millions)
Future-oriented Condensed Statement of Financial Position For the Year (Ended March 31) $
Change
Planned Results
2013–14
Estimated Results
2012–13
Total net liabilities (99) 132 231
Total net financial assets 3 45 42
Agency – net debt (102) 87 189
Total non-financial assets 3 207 204
Agency – net financial position 105 120 15
Future-Oriented Condensed Statement of Operations and Agency Net Financial Position ($ Millions)
Future-oriented Condensed Statement of Operations and Agency Net Financial Position For the Year (Ended March 31) $
Change
Planned Results
2013–14
Estimated Results
2012–13
Total expenses (29) 854 883
Total revenues 52 52
Net cost of operations before government funding and transfers (29) 802 831
Net cost of operations after government funding and transfers (117) (105) 12
Agency – net financial position – beginning of year (12) 15 27
Agency – net financial position 105 120 15

3.2 List of Supplementary Information Tables

Details on Transfer Payment Programs

Disclosure of TPPs under $5 Million
Name of Transfer Payment Program Main Objective End Date of TPP, if Applicable Type of TP (G,C) Planned Spending for 2013-14 ($ Thousands) Fiscal Year of Last Completed Evaluation General Targeted Recipient Group
(S) Compensation payment in accordance with requirements established by Regulations under the Health of Animals Act and the Plant Protection Act, and authorized pursuant to the Canadian Food Inspection Agency Act (S.C., 1997, c.6) - Statutory To compensate Canadians, in accordance with the appropriate regulations, for plants or animals ordered destroyed for the purpose of disease control.N/AContribution3,500N/ACanadians who have had animals ordered destroyed for the purpose of disease control. Canadians who have had plants ordered destroyed for the purpose of disease control.
Federal Assistance Program (FAP) - Voted The FAP supports projects and initiatives that advance the CFIA's strategic outcome of a safe and accessible food supply and plant and animal resource base.N/AContribution7002010-11Eligible recipients include those whose goals and objectives are complementary to and supportive of the CFIA's mission and strategic outcome. This includes individuals, groups of individuals, agriculture and commodity organizations and conservation districts.
Contribution to the provinces in accordance with the Rabies Indemnification Regulations of the Governor in Council of amounts not exceeding two-fifths of the amounts paid by the provinces to owners of animals dying as a result of rabies infection - Voted To forward the objective of Canadians to notify the existence of a zoonotic reportable disease as required under the Health of Animals Act and work with the provinces and public health organizations in a truly collaborative approach to disease response anN/AContribution112N/ACanadians whose animal has already died due to rabies as motivation to report this zoonotic disease.
Contribution under terms and conditions approved by the Governor in Council to owners of animals that have died as a result of anthrax - Voted To forward the objective of Canadians to notify the existence of a zoonotic reportable disease as required under the Health of Animals Act.N/AContribution7N/ACanadians whose animal has already died due to anthrax as motivation to report this zoonotic disease.

Greening Government Operations

Greenhouse Gas Emissions Target

8.5 The federal government will take action now to reduce levels of greenhouse gas emissions from its operations to match the national target of 17% below 2005 by 2020.
Target Status Performance Measure
RPP
Performance Measure
DPR
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-21, relative to fiscal year 2005-06. 13%
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent. 6.43
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2011-12 Not Available
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2012-13 Not Available
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2013-14 Not Available
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2014-15 Not Available
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2015-16 Not Available
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2016-17 Not Available
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2017-18 Not Available
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2018-19 Not Available
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2019-20 Not Available
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. - FY 2020-21 5.59
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2011-12 Not Available
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2012-13 Not Available
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2013-14 Not Available
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2014-15 Not Available
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2015-16 Not Available
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2016-17 Not Available
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2017-18 Not Available
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2018-19 Not Available
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2019-20 Not Available
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. - FY 2020-21 -13%
Existence of an implementation plan to reduce GHG emissions. Yes

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.

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.
Target StatusPerformance Measure
RPP
Performance Measure
DPR
Existence of implementation plan for the disposal of all departmentally-generated EEE. Yes (Completed April 2010)
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year - FY 2011-12 80%
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 2012-13 90%
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 2013-14 90%

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.
Target Status Performance Measure
RPP
Performance Measure
DPR
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow - FY 2011-12 Not Available
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 2012-13 Not Available
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 2012-13 8:1

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 by 20%. Each department will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.
Target Status Performance Measure
RPP
Performance Measure
DPR
Number of sheets of internal office paper purchased or consumed per office employee in the 2008-2009 fiscal year. Not Available
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected - FY 2011-12 -10%
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected - FY 2012-13 -15%
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected - FY 2013-14 -20%

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.

Green Meetings Target

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.
Target Status Performance Measure
RPP
Performance Measure
DPR
Presence of a green meeting guide. 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.
Target Status Performance Measure
RPP
Performance Measure
DPR
Number of photocopiers and printers procured in 2011-2012. Not Available
Percent of photocopiers and printers procured in a given fiscal year where green consolidated procurement instruments were used - FY 2011-2012 75%
Percent of photocopiers and printers procured in a given fiscal year where green consolidated procurement instruments were used - 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.
Target Status Performance Measure
RPP
Performance Measure
DPR
Number of computers procured in 2011-2012. Not Available
Percent of computers procured in a given fiscal year where green consolidated procurement instruments were used - FY 2011-2012. 75%
Percent of computers procured in a given fiscal year where green consolidated procurement instruments were used - 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.
Target Status Performance Measure
RPP
Performance Measure
DPR
Number of computers procured in 2011-2012. Not Available
Percent of vehicles procured in a given fiscal year from the CFIA Preauthorised Vehicle List (PAVL) - FY 2011-2012 Not Available
Percent of vehicles procured in a given fiscal year from the CFIA Preauthorised Vehicle List (PAVL) - FY 2012-2013 Not Available
Percent of vehicles procured in a given fiscal year from the CFIA Preauthorised Vehicle List (PAVL) - 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. The tracking for this target is done through a consolidated acquisition spreadsheet.
  4. The PAVL is distributed via email to all stakeholders every year in advance of vehicle procurement.

Training for select employees

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.
Target Status Performance Measure
RPP
Performance Measure
DPR
Number of new materiel managers, procurement personnel and acquisition card holders in 2011-2012. Not Available
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%
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 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. Data is collected manually from Procurement data.
  4. CFIA is in the process of ensuring that all new AC Cardholders take the Green Procurement Course prior to receiving their AC card.

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.
Target Status Performance Measure
RPP
Performance Measure
DPR
Number of identified positions that have environmental consideration clauses in their performance evaluations 2
Percentage of identified positions that have environmental consideration clauses incorporated into their performance evaluations - FY 2011-2012 N/A
Percentage of identified positions that have environmental consideration clauses incorporated into their performance evaluations - 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
By March 31, 2014, the CFIA Ground Transportation Management Strategy will be developed.
Target Status Performance Measure
RPP
Performance Measure
DPR
Existence of Ground Transportation Management Strategy - FY 2011-2012 No
Existence of Ground Transportation Management Strategy - FY 2012-2013 No
Existence of Ground Transportation Management Strategy - 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 (BSE)

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

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

Lead department program activity: Animal Health and Zoonotics Program

Start Date of the Horizontal Initiative: 2003-04 (enhanced programming)

End Date of the Horizontal Initiative: 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):

Building on work commenced in the early 1990's, the BSE program protects human and animal health by conducting surveillance, research and risk assessments regarding BSE and other transmissible spongiform encephalopathies (TSEs) and minimizing the risk of exposure to infected materials; maintains consumer confidence through assessing the effectiveness of the risk mitigation measures and having measures in place to control any potential outbreaks; and supports market access for cattle, beef and related products through promoting and explaining Canada's BSE program to domestic and international stakeholders.

Health Canada conducts research and risk assessments regarding human exposure to BSE and other TSEs, and the Public Health Agency of Canada (PHAC) carries out surveillance of human TSEs and targeted supporting research in this area as well. The CFIA enforces the requirement that specified risk material (SRM) is removed from the animal feed chain and the human food chain, monitors products entering and leaving Canada for adherence to Canadian standards or the standards of the importing country, monitors for the prevalence of BSE in the cattle population (through surveillance), verifies that measures to control potential outbreaks are in place and explains Canada's BSE control measures to domestic and international stakeholders (for example, through the veterinarians abroad program) in order to maintain confidence in Canada's BSE program. AAFC has been involved in supporting, stabilizing and repositioning Canada's beef and cattle industry, including through the provision of compensation payments to stakeholders impacted by BSE in Canada.

Year Departments Funding Period Intent of Funds
2003-04 CFIA, AAFC, HC2003-04 to 2007-08-measures to secure the future of the Canadian beef industry
2003-04 CFIA2003-04 to 2007-08-the removal of SRM from the food chain and re-entering export markets (referred to as the enhanced BSE initiative)
2004-05 CFIA, AAFC2004-05 to 2008-09-reposition the Canadian beef and cattle industry to operate on a profitable and sustainable basis
2004-05 CFIA2004-05 to 2005-06-strengthen animal feed restrictions
2005-06 CFIA2005-06 to 2008-09-additional measures to address critical pressures facing the ruminant industry
2006-07 CFIA2006-07-continue the work the Agency was undertaking for the enhanced feed ban
2007-08 CFIAOn-going-implement the enhanced feed ban restrictions
2008-09 CFIA2008-09-extend sunsetting elements of the enhanced BSE initiative
2009-10 CFIA, PHAC, HC2009-10 to 2013-14-continue work on the core BSE activities

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

Governance structure(s):
The CFIA is the federal lead for the delivery of the BSE Program. In 2008, a summative evaluation of the CFIA's BSE program was conducted, which noted that the governance of the program should be strengthened to enhance coordination and communication regarding BSE-related activities, both internally and with other partner organizations. The CFIA accepted this recommendation and agreed to develop options for an improved governance model to facilitate horizontal dialogue that is consistent with governance models for related horizontal initiatives.

In 2010, the CFIA launched a new committee structure to bring the Agency's overall approach to governance more in line with evolving business needs. The new governance structure focuses on the importance of sharing information internally and ensures a more efficient and streamlined senior-level committee structure. It is expected that the renewed structure will foster a whole-of-Agency approach to decision-making and will support day-to-day operations across the Agency. To ensure business line perspectives are integrated into decision-making, the three senior executive-level committees are supported by five committees: Animal Health, Plant, Food International Coordination Committee and Science Policy Forsight Committee.

Planning Highlights: For 2013-14, the key plans and priorities from a horizontal perspective are to continue to deliver the BSE Program to current standards as well as to continue to improve communication and coordination (for example, governance), performance measurement and reporting, and financial tracking.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Canadian Food Inspection Agency (CFIA) Animal Health and Zoonotics Program/Internal Services SRM Removal from the Human Food Chain 91.5 (2003-04 to 2013-14) 9.5 ER 1
Import Controls 2.8 (2004-05 to 2013-14) 0.3 ER 2
BSE Surveillance 159.9 (2003-04 to 2013-14) 15.4 ER 3
Cattle Identification 29.2 (2003-04 to 2013-14) 2.8 ER 4
Export Certification 53.2 (2003-04 to 2013-14) 5.7 ER 5
Technical Market Access Support 44.1 (2004-05 to 2013-14) 5.0 ER 6
Enhanced Feed Ban 241.0 (2004-05 to 2013-14) and 26.6 ongoing 26.6 ER 7
Establishment Review 2.3 (2004-05 to 2006-07) 0.0 Funding sunsetted in 2007-08
Oversupply of Aged Cattle 0.3 (2004-05) 0.0 Funding sunsetted in 2007-08
Meat Inspection Reform 9.2 (2005-06 to 2007-08) 0.0 Funding sunsetted in 2007-08
Total 633.5 (2003-04 to 2013-14) and 26.6 ongoing 65.3

ER 1: SRM Removal from the Human Food Chain

Outcome: Safe food

Output: Compliance with current regulations

Activities: Continuation of the enforcement and verification of SRM removal, handling and disposal by CFIA inspection staff.

Indicator: Compliance rate of industry for removal of SRM.

Target: 100% compliance.

Tracking: Internal program files & documents.

ER 2: Import Controls

Outcome: Products imported into Canada meet Canadian standards.

Output: Up-to-date import controls.

Activities: Review and update of current import policies and conditions for BSE as required, to reflect changes in international standards and evolving science.

Indicator 1: Percentage of import policies verified and updated as required.

Target: 25% per year.

Tracking: Internal program files & documents.

Indicator 2: BSE Import Policy is verified and updated as required.

Target: Annually, when the World Organisation for Animal Health (OIE) updates the BSE risk status country lists.

Tracking: Internal program files & documents.

ER 3: BSE Surveillance

Outcome: Safe animals and food.

Output: Measurement of BSE level and distribution in cattle population.

Activities: Analysis of options to redesign the BSE surveillance program and consultation with stakeholders to explore further targeting of surveillance.

Indicator: Temporal trend in exposure to the BSE agent in the cattle population.

Target: Testing 30,000 samples from the high-risk category of cattle is the minimum national target.

Tracking: Internal files / documents / databases (Laboratory Sample Tracking System, (LSTS); provincial lab data; National Livestock Identification Database; Canadian Animal Health Surveillance Network).

ER 4: Cattle Identification

Outcome: Governments and other entities make informed decisions to manage animal and related human health issues, risks to the Canadian livestock resource base are mitigated, the Canadian livestock sector is compliant with regulations.

Output 1: Compliance verification and enforcement strategy; inspection reports; data quality audits; trace-out reports; letters of non-compliance; administrative penalties; prosecutions.

Activities: Inspections, compliance verification, investigations and enforcement actions.

Output 2: Develop and administer program and related policies.

Activities: Regulations; program and related policies; privacy impact assessment; threat risk assessment; administrator agreement; tools for CFIA staff (e.g. program-related policy, positions, manuals, Standard Operating Procedures (SOPs)).

Indicator 1: Number and development status of inspection tools in place.

Target: Training, tools and materials are relevant and up-to-date.

Tracking: Internal program files & documents.

Indicator 2: Number of inspectors trained.

Target: All inspectors verifying compliance are trained.

Tracking: Internal program files & documents.

Indicator 3: Ratio of non-compliances versus number of Compliance Verification System (CVS) tasks carried out by CFIA staff expressed as a percentage.

Target: 95% compliance.

Tracking: Internal program files & documents.

Indicator 4: Percentage of responses to disease and epidemiological investigations that are completed within service standards.

Target: 100%.

Tracking: Internal program files & documents.

ER 5: Export Certification

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

Output: Export certification.

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

Indicator 1: Percentage of exports meeting the standards of the importing country as required.

Target: 100%.

Tracking: Internal program files & documents.

ER 6: Technical Market Access Support

Outcome: Maintain to improve confidence in Canada's animal production and food system, facilitating access to domestic and international markets.

Output: Increased market demand and confidence.

Activities: Continue the establish and maintain of strong relationships with trading partners, and the provision of global leadership and influence concerning international policies and standards development.

Indicator: Trends in market demand for Canadian bovines and beef products; media tracking for consumer confidence in beef in Canada.

Targets: An ongoing record of markets that are open, and exports of Canadian beef and cattle.

Tracking: Internal program files & documents.

ER 7: Enhanced Feed Ban

Outcome: Safe feed, fertilizer, animals and food.

Output: Compliance with enhanced feed ban regulations.

Activities: Continue enforcement of enhanced feed ban restrictions.

Indicator: Trends in compliance with regulations associated with the enhanced feed ban, including SRM removal, handling and disposal; trends in the proportion of feed mills and renderers using prohibited materials / SRM and producing ruminant feeds.

Targets and Tracking: Currently being revised.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Health Canada (HC) Health Products Risk Assessment and Targeted Research 44.0 (2004-05 to 2013-14) 2.6 ER 8
Compliance and Enforcement 1.0 (2003-04 to 2007-08) 0.0 Funding sunsetted in 2007-08
Product Assessment 6.2 (2003-04 to 2007-08) 0.0 Funding sunsetted in 2007-08
Tracking and Tracing 3.1 (2003-04 to 2007-08) 0.0 Funding sunsetted in 2007-08
Food Safety and Nutrition Risk Assessment and Targeted Research 18.1 (2004-05 to 2013-14) 3.6 ER 9
Total 72.4 (2003-04 to 2013-14) 6.2

ER 8: Health Products: Risk Assessment and Targeted Research

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

Indicator: Number of research publications related to BSE/TSE peer reviewed publications produced by Health Canada

TargetsFootnote 5 and Tracking: Data analysis, research papers, laboratory studies, research findings, internal records, proceeds of scientific meetings

Intermediate Outcome: Increased knowledge-based decision-making

Indicators: Number and type of recommended and /or implemented changes to regulations, policies and guidelines as a result of the identification of issues/gaps
Number of Health Risk Assessments conducted
Number of Master Files containing ingredients which may be at risk of TSE/BSE contamination
Number of Natural Health Product licence applications reviewed for products which contain ingredients sourced from bovine tissue
Number of new DINs assigned for products which contain ingredients sourced from bovine tissue

TargetsFootnote 5 and Tracking: Data analysis, research papers, laboratory studies, research findings, risk assessments (including recommendations), internal records

ER 9: Food Safety and Nutrition: Risk Assessment and Targeted Research

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

Indicator: 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 publications related to BSE/TSE peer reviewed publications produced by HC
Number and amount of funds expended for external collaborations

TargetsFootnote 5 and Tracking: Data analysis, research papers, laboratory studies, research findings, incident reports, certificates, internal records

Intermediate Outcome: Increased knowledge-based decision-making

Indicators: Number of Health Risk Assessments conducted
Number and description of policies/standards on BSE/TSE contributed by HC to the international community

TargetsFootnote 5 and Tracking: Data analysis, research papers, laboratory studies, research findings, risk assessments (including recommendations), incident reports, certificates, internal records

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Public Health Agency of Canada (PHAC) Health Promotion and Disease Prevention Public Health Infrastructure Prion Diseases Program 7.9 (2004-05 to 2013-14) 0.8 ER 10
Total 7.9 (2004-05 to 2013-14) 0.8

ER 10: Prion Diseases Program

Outcome: Risks of human TSEs in Canada remain clearly defined and well controlled

Output/Activities: Continued, detailed, case-by-case, laboratory-based investigation of all human TSEs across Canada; improved methods and strategies for efficient case investigation; surveillance data; research publications; provision of policy advice for food safety, healthcare and international trade.

Indicator: Alignment of PHAC data from human TSE surveillance with international benchmarks; application of policy advice in decision-making.

Targets and Tracking: Maintenance of Creutzfeldt-Jakob Disease surveillance intensity at a level where annual incidence of all confirmed human prion diseases in Canada is at least 1.0 per million population.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Agriculture and Agri-Food Canada (AAFC) Food Safety and Biosecurity Systems Facilitating the Disposal of Specified Risk Material (SRM) 79.9 (2006-07 to 2009-10) 0.0 A summary outlining expected results for AAFC is not included in the RPP as their resources sunsetted in 2008–09
Establishment 276.0 (2003-04) 0.0
Implementation 36.0 (2003-04) 0.0
Tracking and Tracing Systems 7.8 (2003-04 to 2004-05) 0.0
Transitional Industry Support Program 934.6 (2003-04) 0.0
Accelerating Implementation of Traceability in Livestock and Meat Sources 16.1 (2004-05 to 2006-07) 0.0
Farm Income Payment Program 999.9 (2004-05 to 2005-06) 0.0
Cull Animal Program 202.4 (2003-04 to 2005-06) 0.0
Loan Loss 38.4 (2004-05 to 2008-09) 0.0
Feeder/Fed Cattle Set-Aside Program 296.3 (2004-05 to 2005-06) 0.0
Total 2,887.3 (2003-04 to 2009-10) 0.0
Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2013–14
$3,601.1M (2003-04 to 2013-14) and $26.6M ongoing$72.3M

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

Contact Information:

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

Public Health Agency of Canada
Dr. Michael B. Coulthart
Director, Canadian Creutzfeldt-Jakob Disease Surveillance System
Prion Diseases Program
204-789-6026

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

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

Table B: Listeria (Ready-to-Eat Meat)

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

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

Lead department program activity: Food Safety Program

Start Date of the Horizontal Initiative: 2012-13

End Date of the Horizontal Initiative: 2015-16 (CFIA); 2016-17 and ongoing (HC and PHAC)

Total federal funding allocation (start to end date): $112.9M (2012-17); $10.5M ongoing (HC and PHAC)

Description of the Horizontal Initiative (including funding agreement):

The objective of this horizontal initiative is to continue to enhance the Government of Canada's ability to prevent, detect and respond to outbreaks of foodborne illness, pursuant to recommendations stemming from reviews of the 2008 listeriosis outbreak.

The three federal organizations – CFIA, HC, and PHAC – received a total spending authority of $112.9 million for this initiative (CFIA: $60.4 million over four years, PHAC: $33 million over five years, and HC: $19.5 million over five years). The PHAC of Canada and HC also received a total spending authority of $10.5 million ongoing ($6.6 million and $3.9 million respectively). Each federal organization identified the resource requirements, strategic outcomes, objectives and implementation plan for each program area.

Shared Outcome(s):

Address Immediate Food Safety Risks by maintaining:

  • hired ready-to-eat meat inspection staff;
  • scientific and technical training programs for inspection staff;
  • technical support to continue enhanced connectivity for inspectors;
  • enhanced food safety program risk management; and
  • capacity for the increasing number and complexity of health risk assessments.

Enhanced Surveillance and Early Detection by maintaining:

  • capacity to improve and validate test detection methods for Listeria;
  • scientific capacity to continue additional Listeria testing;
  • ability to develop and improve test detection methods for Listeria and other foodborne hazards;
  • national public health surveillance tools and platforms through the expansion of the C-EnterNet Program; and
  • strengthened laboratory diagnostic and networking tools: continued implementation of whole genome sequencing; continued expansion of PulseNet Canada.

Improved Government Response to Foodborne Illness Outbreaks in Canada by maintaining:

  • support to the Food Safety Portal;
  • risk communication and social marketing strategies;
  • human illness outbreak response capacity; and
  • national epidemiological surge public health outbreak capacity.

Governance Structure(s): The CFIA, HC and the Public Health Agency of Canada currently work horizontally in delivering their shared food safety mandates. Pursuant to existing trilateral Memoranda of Understanding, the three partners meet regularly to discuss food safety issues of mutual concern. This governance framework includes an ADM-level committee and is supported by a DG level committee which meets regularly to discuss and plan approaches for addressing joint food safety issues. The ADM committee has been receiving support and direction from the Special Committee of Deputy Heads, comprised of AAFC, CFIA, Public Health Agency of Canada, and HC deputy heads. The work of the committees is also informed by the Federal/Provincial/Territorial Ministers of Health and Agriculture and their associated discussions on food safety.

Planning Highlights: The CFIA, HC and the Public Health Agency of Canada have acted on all of the recommendations put forward by the Independent Investigator. Organizations have achieved considerable success in carrying out the Government's 2009 action plan in response to the 2008 listeriosis outbreak. Sustained effort on critical activities regarding human resources, scientific capacity and communications will maintain this strengthened food safety system.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Canadian Food Inspection Agency (CFIA)

Food Safety and Nutrition

Internal Services

Maintaining hired inspection staff in ready-to-eat meat establishments 29.2 (2012-13 to 2015-16) 7.3 ER 11
Maintaining scientific and technical training programs 14.4 (2012-13 to 2015-16) 3.6 ER 12
Maintaining enhanced connectivity for inspectors 2.4 (2012-13 to 2015-16) 0.6 ER 13
Maintaining enhanced food safety program risk management 6.4 (2012-13 to 2015-16) 1.6 ER 14
Maintaining capacity to improve test detection methods for Listeria and other foodborne hazards 2.0 (2012-13 to 2015-16) 0.5 ER 15
Maintaining scientific capacity to continue Listeria testing 5.2 (2012-13 to 2015-16) 1.3 ER 16
Maintaining support to the Government of Canada Food Safety Portal 0.8 (2012-13 to 2015-16) 0.2 ER 17
Total 60.4 (2012-13 to 2015-16) 15.1

ER 11: Maintaining Hired Inspection Staff in Ready-to-Eat Meat Establishments

Outcome: Improved management of food safety risks in federally registered ready-to-eat meat establishments.

Output/Activities: Maintain additional inspection capacity in order to continue delivering enhanced verification and inspection activities resulting from the mandatory Listeria testing and reporting requirements for federally registered ready-to-eat meat establishments.

Targets and Tracking: Number of inspectors maintained, percentage of delivered tasks related to Listeria controls and sampling that were found acceptable.

ER 12: Maintaining Scientific and Technical Training Programs

Outcome: Improved management of food safety risks in federally registered ready-to-eat meat establishments.

Output/Activities: Continue to develop and deliver enhanced scientific and technical training programs to ensure that new, as well as existing inspection staff of ready-to-eat meat products are aware of the latest trends in science and technology related to meat processing and the updated policies.

Targets and Tracking: Number of training sessions delivered, number of new inspectors trained, number of existing inspectors trained, number of person days for this training.

ER 13: Maintaining Enhanced Connectivity for Inspectors

Outcome: Improved management of food safety risks.

Output/Activities: Continue to provide frontline inspection staff with the ability to securely access the CFIA's network and applications through high speed internet connectivity.

Targets and Tracking: Number of inspectors with high-speed access, average amount of data used per aircard.

ER 14: Maintaining Enhanced Food Safety Program Risk Management

Outcome: Improved management of food safety risks through the continued review of food safety programs and activities.

Output/Activities: Continue to modernize food safety standards, programs, policies and operational procedures to make them consistent and reflect current trends (e.g. rapid technological and scientific advancements in food production).

Targets and Tracking: List of reviews/updates/projects completed (e.g. risk-based sampling plans).

ER 15: Maintaining Capacity to Improve Test Detection Methods for Listeria and other Foodborne Hazards

Outcome: Improved management of food safety risks through improved detection methods for Listeria and other foodborne hazards.

Output/Activities: Continue to provide greater availability and choice of testing methods for the detection of Listeria by industry and the CFIA, and faster turn around time for reporting results.

Targets and Tracking: Completion of validation protocol, completion of validation project, technical review of validation project data, decisions made on new methods.

ER 16: Maintaining Scientific Capacity to Continue Additional Listeria Testing

Outcome: Early detection and faster response to potential foodborne illness outbreaks through enhanced laboratory testing capacity, contributing to improved decision making.

Output/Activities: Continue early warning of potential contamination in the food processing environment.

Targets and Tracking: Number of product and environmental samples submitted to lab for Listeria versus 2008 baseline, reports produced on data trends at defined frequency, number of experts dedicated to trend analysis.

ER 17: Maintaining Support to the Government of Canada Food Safety Portal

Outcome: Canadians are aware of and contribute to the management of food safety risks by sourcing their food safety information via several on-line Government of Canada resources, such as Healthy Canadians and the Food Safety portals.

Output/Activities: Continue to improve public access to integrated Government of Canada food safety information.

Targets and Tracking: Number of advertisements, number of enhancements, increase in number of webpage views.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Health Canada (HC)

Food Safety and Nutrition

Maintain ability to respond within established service standards to the increasing number and complexity of health risk assessments and food safety investigations 13.5 (2012-13 to 2016-17) and 2.7 ongoing 2.7 ER 18
Maintaining ability to develop and improve test detection methods for Listeria and other foodborne hazards 3.0 (2012-13 to 2016-17) and 0.6 ongoing 0.6 ER 19
Maintaining a Social Marketing Strategy 3.0 (2012-13 to 2016-17) and 0.6 ongoing 0.6 ER 20
Total 19.5 (2012-13 to 2016-17) and 3.9 ongoing 3.9

ER 18: Maintaining ability to respond within established service standards to the increasing number and complexity of health risk assessments and food safety investigations

Outcome: Improved management of food safety risks.

Output/Activities: Provide risk assessments, based on the best available science and methods, within established service standards and to strengthen the prevention of and response to food safety incidents.

Targets and Tracking:

  • Number of staffing actions (hired/allocated) and level of funding allocated over time, specifically targeting the enhancement of our capacity for HRAs. Hire 4 new staff in 2013-14.
  • Maintenance of FTEs to support HRA activities.
  • Number of HRAs completed within service standards.
  • Number of quality management practices, including SOPs, templates, inter-departmental HC-CFIA protocols, implemented.
  • National and international collaborations conducted related to risk modelling method development, refinement, testing, validation and implementation.

ER 19: Maintaining ability to develop and improve test detection methods for Listeria and other foodborne hazards

Outcome: Improve test detection methods for Listeria and other foodborne hazards.

Output/Activities: Have a suite of rapid validated tools available to industry and government partners to allow action to be taken at the earliest opportunity, thereby reducing exposure of Canadians to foodborne hazards.

Targets and Tracking:

  • Risk assessment modelling methods and IT tools that are current, accepted, validated and meet international standards.
  • Number of improved test detection methods and other laboratory diagnostic tools developed for faster detection of Listeria and other hazards in foods.
  • Establishment of the Chemical Methods Committee and Compendium of Methods for the Chemical Analysis of Foods.
  • Number of validated methods published in Compendium of Analytical Methods or the Compendium of Methods for the Chemical Analysis of Food.
  • Number of FTEs hired/allocated to developing/ improving microbiological and chemical methods.
  • Establishment of service standards and protocols for publishing microbiological or chemical methods according to the MMC and CMC.
  • Establishment and description of criteria and processes to identify priority methods for validation by HC and CFIA according to the MMC & CMC.
  • Number of methods prioritized for fast tracking and validation by MMC and CMC.
  • Number of completed pilots and validated methodologies/prototypes for the detection of Listeria and other hazards in foods.

ER 20: Maintaining a Social Marketing Strategy

Outcome: Canadians are aware of and contribute to the management of food safety risks.

Output/Activities: Continue to increase awareness and knowledge proactively of the health risks associated with unsafe food handling practices and foodborne illness.

Targets and Tracking:

  • Number of calls to 1-800#.
  • Number of website page views per month/year for the HC food safety section.
  • Tracking of earned media and stakeholder media coverage - Number of articles and news reports on safe food handling.
  • Number of web links from outside organizations.
  • Feedback from stakeholders and Canadians.
  • Number and reach of food safety risk communication products developed, distributed and targeted at raising awareness of food safety by type of target population (e.g. vulnerable populations).
Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Public Health Agency of Canada (PHAC) Health Promotion and Disease Prevention; Public Health InfrastructureMaintain national public health surveillance tools and platforms through the expansion of the C-EnterNet program 7.9 (2012-13 to 2016-17) and 1.6 ongoing 1.6ER 21
Public Health InfrastructureMaintain strengthened laboratory diagnostic and networking tools: Continued implementation of whole genome sequencing 4.5 (2012-13 to 2016-17) and 0.9 ongoing 0.9ER 22
Public Health InfrastructureMaintain strengthened laboratory diagnostic and networking tools: Continued expansion of PulseNet Canada 1.9 (2012-13 to 2016-17) and 0.4 ongoing 0.4ER 23
Health Promotion and Disease PreventionMaintain human illness outbreak response capacity 14.5 (2012-13 to 2016-17) and 2.9 ongoing 2.9ER 24
Health Promotion and Disease Prevention; Health Security; Public Health InfrastructureMaintain national epidemiological surge public health outbreak capacity 4.2 (2012-13 to 2016-17) and 0.8 ongoing 0.8ER 25
Total 33.0 (2012-13 to 2016-17) and 6.6 ongoing 6.6

ER 21: Maintaining national public health surveillance tools and platforms through the expansion of the C-EnterNet program

Outcome: Enhanced food-borne disease surveillance.

Output/Activities: Improved surveillance tools through the expansion of C-EnterNet to include at least three functional sentinel sites in Canada.

Targets and Tracking: Sampling conducted for at least two commodities at Sentinel Site #2; Signed agreements with Public Health Unit and Provincial Lab at Sentinel Site #3; Sentinel Site #3 human and retail products test results acquired.

ER 22: Maintaining strengthened laboratory diagnostic and networking tools: Continued implementation of whole genome sequencing

Outcome: Canada's ability to rapidly detect and trace the origins of food hazard is enhanced.

Output/Activities: Modern genomic technologies will continue to be implemented to provide substantially more detailed information and evidence on foodborne pathogens during outbreak investigations.

Targets and Tracking: Number of pathogen genomes sequenced; Collaborative genomic investigations launched with F/P/T partners.

ER 23: Maintaining strengthened laboratory diagnostic and networking tools: Continued expansion of PulseNet Canada

Outcome: Canada's ability to rapidly detect and trace the origins of food hazard is enhanced.

Output/Activities: The expansion of the PulseNet Canada laboratory network will increase outbreak detection capacity and information sharing amongst partner federal, provincial, and territorial laboratories.

Targets and Tracking: Number of PulseNet Canada partner laboratories participating in testing proficiency programs; Number of technicians within PulseNet Canada partner laboratories that successfully completed testing proficiency programs.

ER 24: Maintaining human illness outbreak response capacity

Outcome: Enhanced effectiveness and efficiency of response activities, as well as improved coordination and capacity to respond to multi-jurisdictional foodborne illness outbreaks.

Output/Activities: The development and maintenance of tools for multi-jurisdictional outbreak response, as well as maintenance of protocols to ensure awareness of processes, roles and responsibilities of F/P/T partners.

Targets and Tracking: Completion of identified revisions to the Food-borne Illness Emergency Response Protocol; Percentage of planned Foodborne Illness Outbreak Response Protocol exercises completed.

ER 25: Maintaining national epidemiological surge public health outbreak capacity

Outcome: Improved coordination and capacity to control and mitigate an outbreak which poses a public health threat to Canadians.

Output/Activities: Efficient and effective federal surge capacity to support outbreak response and mitigate the public health impact of a foodborne illness outbreak.

Targets and Tracking: Develop a strategy to develop and maintain tools and resources for maintaining surge staff on an ongoing basis; Implement two of seven components of the surge model, including deployment of staff; Percentage of FTEs and/or budget allocated for:

  • development and maintenance of training materials;
  • delivery of training; and
  • maintenance of the list of surge staff;
Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2013–14
$112.9M (2012-17) and $10.5M ongoing (HC and PHAC)$25.6M

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:

Canadian Food Inspection Agency
Theresa Iuliano
Executive Director
Strategic Policy and International Affairs Directorate
613-773-5867

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

Public Health Agency of Canada
Dr. Mark Raizenne
Director General
Centre for Food-borne, Environmental and Zoonotic Infectious Diseases
Infectious Disease Prevention and Control Branch
613-948-6883

Table C: 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 of the Horizontal Initiative: 2010-11

End Date of the Horizontal Initiative: 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 species introduced through human action from outside their natural distribution (past or present), that threaten the environment, economy, or society - including human health. Annually, IAS results in 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 international trade increases have elevated IAS introduction risks.

In recognition of the fact 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 Strategy's objective is to initiate implementation of priority objectives (i.e. prevention, early detection and rapid response to new invaders, and management of established and spreading invaders), which will be met via work contributions in five thematic areas: Risk Analysis, Science and Technology, Legislation, Regulation and Policy, Engaging Canadians and International Cooperation. Environment Canada is the lead for invasive animal species; Fisheries and Oceans Canada leads the aquatic invasive species issues; the Canadian Food Inspection Agency leads for invasive plants and other plant pests; and Natural Resources Canada leads for forest pests.

Budget 2010 allocated $19 million per year to Environment Canada, Fisheries and Oceans Canada, Natural Resources Canada and the Canadian Food Inspection Agency (CFIA) to continue the Government of Canada's implementation of the IAS Strategy as well as for the maintenance and enhancement of advances made in the previous five years in terms of invasive alien species activities. Ongoing implementation of the IAS Strategy is critical for the continuation of 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 for the protection of Canada's aquatic and terrestrial ecosystems; this includes the protection of native biological diversity, as well as domestic plants and animals, from the risks of invasive alien species. The key outcome of the Strategy is to make Canada a leader in the prevention and management of IAS in a manner that ensures environmental sustainability, economic competitiveness and societal well-being.

Governance Structure(s): The government-wide IAS Strategy involves Fisheries and Oceans Canada, Environment Canada, Natural Resources Canada and the Canadian Food Inspection Agency. Departments and agencies are committed to ongoing collaboration for IAS issues. At a federal-level, coordination continues to be discussed as necessary through the Directors' General Interdepartmental Committee on Invasive Alien Species. Inter-jurisdictionally, federal-provincial-territorial (FPT) cooperation for IAS issues continues under the auspices of the annual joint meeting of Resource Ministers' Councils for Wildlife, Forests, Fisheries and Aquaculture, and Endangered Species, as well as within associated meetings with 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 are on-going to seek the full engagement of federal, provincial, and territorial ministers of agriculture and facilitate their participation in addressing invasive alien species.

Planning Highlights: For 2013-14, the key horizontal plans are to: continue to develop, advance and implement concrete and practical prevention, detection, response and management activities for the IAS Strategy; continue to enhance coordination mechanisms across species, jurisdictions and issues.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Canadian Food Inspection Agency (CFIA) Plant Resources Program Internal Services Risk Analysis 15.5 (2010-11 to 2014-15) and 3.1 ongoing 2.9 ER 26
Science and Technology 33.0 (2010-11 to 2014-15) and 6.6 ongoing 4.2 ER 27
Legislation, Regulation and Policy 6.0 (2010-11 to 2014-15) and 1.2 ongoing 1.2 ER 28
Engaging Canadians 3.5 (2010-11 to 2014-15) and 0.7 ongoing 0.7 ER 29
International Cooperation 2.0 (2010-11 to 2014-15) and 0.4 ongoing 0.4 ER 30
Total 60.0 (2010-11 to 2014-15) and 12.0 ongoing 9.4

ER 26: Risk Analysis

The development and application of risk assessment tools and models to identify potential IAS and their associated pathways of introduction, including the evaluation and identification of appropriate mitigation measures and the design and implementation of programs to prevent, detect and manage current and potential IAS risks and pathways.

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

Output/Activities: The CFIA will continue to identify highest-risk potential IAS, their pathways, and appropriate means by which to mitigate identified risks by continuing to conduct pest and weed risk analyses, developing import controls for unintentional (i.e., contaminants in field crops) and intentional (i.e., plants for planting) pathways and initial response to early detections as well as domestic response plans. For example, pathways of focus for 2013-2014 include grain and seed, ethno-botanical (food and medicinal plants), wooden handicrafts and ornamentals.

The Agency will also develop its tools and capabilities for modeling of pest risk and spread, and continue to facilitate identification-sharing among federal and provincial partners to ensure efficient information generation, communication and response to new invasive species.

Indicator:

  1. Percentage of plants and plant products entering Canada in compliance with Canadian regulations and international agreements governing introduced plant pests.
  2. Commodities and pests identified as potential IAS risks.

Targets and Tracking:

  1. 90%
  2. Categorisations, risk assessment and risk analysis documents that reflect those potential IAS risks.

ER 27: Science and Technology

Information gathering, the performance of verification activities and the development of scientific tools and expertise, and program delivery of programs which support the prevention, early detection and rapid response to IAS.

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

Output/Activities: The Agency will support IAS prevention, detection and response through continued efforts to develop scientific tools and expertise. Projects on-going for 2013-2014 include: development of weed molecular identification methods, reference sequence databases and reference collections (i.e., herbaria); genetic barcoding of invasive plant-eating beetles for rapid pest identification; pest diagnostics; illustrated identification guides; Lucid Key; genetic barcode and trans-Pacific capacity building for emerald ash borer and its relatives; weed biology and seed identification features for Chinese weedy species that are a risk to Canadian biosecurity.

The CFIA will also minimize the impact of IAS introductions by continued foresight projects and early detection efforts, such as import monitoring and inspection for pests such as invasive plants, molluscs, Asian gypsy moth (AGM) and Asian longhorned beetle (ALHB), and continuing to develop diagnostic methods and tools for the rapid and accurate identification of high risk IAS. Specific activities include the development of invasive weed seed identification fact sheets; acquisition of reference material for IAS species that are or will be regulated in the near future; monitoring of seed and grain samples to determine the presence and frequency of alien weed species; assessment of potential treatment options (e.g., treatments for AGM egg masses) inspection and auditing of facilities importing grain and other plant products.

The CFIA will continue to work with North American and international scientific partners towards the improvement of our current IAS detection tools, and the offshore evaluation of new methods for organisms not present in North America.

Domestically, the CFIA will continue to work with provincial and municipal partners on collaborative IAS plant pest surveys. Domestic regulatory response plans, including surveys, inspection and monitoring will continue to be developed and delivered for specific pests such as jointed goatgrass. The CFIA will continue to actively participate, along with federal partners, on the Operations Committee of the Invasive Species Centre to share information and coordinate research on IAS.

Indicator: Number of interceptions of invasive species in Canada, new invasive species that enter through regulated pathways and/or establish domestic spread of selected regulated invasive species that is controlled, samples tested/identified and non-compliances with Plant Protection Act and/or Seeds Act.

Targets and Tracking: Same or less than historical trends based on survey and inspection data, Import Control Tracking System, updates to the Automated Import Reference System (AIRS), laboratory test results and notices of non-compliances.

ER 28: Legislation, Regulation and Policy

Creating and updating legislation, regulations, policies and programs to support the effective implementation of CFIA commitment to the IAS Strategy.

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

Output/Activities: The Agency will continue legislative framework modernization by updating regulations, creating new ones and harmonizing approaches (where possible) in consultation with stakeholders.

To ensure consistency with international standards and legislated mandate, the CFIA will continue to develop new science-based programs and policies as well as to update existing ones, while focusing on higher risk pathways of introduction. These will support the implementation and delivery of associated import and domestic measures to protect Canada's resource base from potential IAS (e.g., treatment manual, domestic phytosanitary manual and on-farm biosecurity standards).

The CFIA will continue to collaborate with federal and provincial partners to coordinate implementation of the Invasive Alien Species Strategy for Canada, to maintain strong lines of communication, engage stakeholders, and contribute to interdepartmental governance as well as strengthening internal governance across branches.

Indicator: Number of regulatory, program and policy (e.g., Directives, response plans) documents developed, revised and/or notices of confirmed quarantine pests issued.

Targets and Tracking: Completion, revision and/or posting of directives, policies, standards, response plans and Memoranda of Understanding (MoU) and/or regulatory amendments are accepted and implemented.

ER 29: Engaging Canadians

Increase public awareness and access to IAS information, prevention, and control strategies, as well as activities that seek to maintain partnerships with governments and stakeholders.

Outcome: Increased stakeholder and partner cooperation, stakeholder and partner awareness of plants and plant pests, and compliance with policies and regulations.

Output/Activities: The Agency will continue to work collaboratively with stakeholders and government partners 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 to reduce risks to Canada's plant resources. The CFIA will continue to develop and participate in IAS training and outreach sessions for municipal and provincial staff as well as regional IAS organizations. The former will be supported by inspection tools and publications intended to broaden surveillance reach.

Broad stakeholder consultation will continue, and cooperation will be sought as new policies and programs - such as the invasive plants program - are implemented.

Indicator: Number of communication documents and activities completed.

Targets and Tracking: Attendance at meetings/conferences, distribution of outreach material, consultation with Canadian stakeholders, posting of fact sheets and media releases, responses to media queries and updates to the IAS webpage and stakeholder "hits".

ER 30: International Cooperation

Collaborate with key international phytosanitary organizations and trading partners to reduce risks of IAS introduction from imported products, and to maintain access to foreign markets for Canadian exports through the development and implementation of harmonized standards and guidelines.

Outcome: Increased international engagement, cooperation and awareness of invasive species and compliance with policies and regulations. A key objective of international cooperation is ensuring that international standards and processes reflect Canadian interests.

Output/Activities: The CFIA will continue its active participation in the establishment of international standards, negotiations and bilateral meetings with key trading partners to mitigate IAS introduction risks through trade pathways (e.g., AGM introductions via marine vessels and forest IAS in wood packaging and wooden handicrafts), and the maintenance of access to foreign markets. The CFIA anticipates enhanced sharing of risk analysis information, notification, and discussion of new policies and programs as well as approach harmonization where appropriate and feasible.

Indicator:

  1. Percentage of certified plant and plant product shipments certified by Canada that meet foreign country import requirements with respect to invasive alien species.
  2. Number of planned, proposed or needed standards or agreements initiated or revised and international consultations.

Targets and Tracking:

  1. 99%
  2. Participation at workshops, expert panels, negotiations, missions and delegations.

Note: The CFIA, DFO, EC, and NRCan will report ongoing implementation and effectiveness of the Strategy through their respective annual Report on Plans and Priorities and Departmental Performance Reports. In addition, the CFIA, DFO, EC, and NRCan are reviewing the IAS Logic Model to assess IAS Strategy performance for Canada, in which indicators and targets are jointly reviewed by the four partners.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Natural Resources Canada (NRCan)

Protection for Canadians and Natural Resources

Risk Analysis 3.0 (2010-11 to 2014-15) and 0.6 ongoing 0.6 ER 31
Science and Technology 5.0 (2010-11 to 2014-15) and 1.0 ongoing 1.0 ER 32
Legislation, Regulation and Policy 1.0 (2010-11 to 2014-15) and 0.2 ongoing 0.2 ER 33
Engaging Canadians 0.5 (2010-11 to 2014-15) and 0.1 ongoing 0.1 ER 34
International Cooperation 0.5 (2010-11 to 2014-15) and 0.1 ongoing 0.1 ER 35
Total 10.0 (2010-11 to 2014-15) and 2.0 ongoing 2.0

ER 31: Risk Analysis

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

Output/Activities: Continued improvement in understanding of forest invasive alien species pathways, assessment of human-assisted introduction and impact of invasive alien forest pests. Development and facilitation of cooperative of national risk models, pest models, embellishment of forest alien species historical database and national and cross-border risk maps for forest invasive alien species and high-risk commodities.

Indicator: Scientific publications and other products, including government publications and reports, on pathway and pest risk analyses, ecological risk assessments, risk maps and FIAS economic impact assessments.

Targets and Tracking: Address existing and emerging knowledge gaps relating to potential new pests and new IAS introduction pathways

ER 32: Science and Technology

Outcome 1: Knowledge of forest invasive alien species taxonomy, biology, and ecology is improved.

Output/Activities: Continued scientific research addressing knowledge gaps in taxonomy, biology, ecology, distribution, and pest-host and forest-pathogen relationships, including development and testing of molecular and genetic tools to identify non-native insects and pathways and historical patterns of pest invasions.

Indicator: Scientific publications and other products, including government publications and reports, on IAS biology, taxonomy and ecology.

Targets and Tracking: Address knowledge gaps regarding forest invasive alien species taxonomy, biology and ecology.

Outcome 2: Likelihood of establishment or spread of forest alien forest species is minimized and their impacts are mitigated.

Output/Activities: Production of detection, diagnostic and surveillance tools and strategies including molecular, pheromone and chemical attractant methods for forest invasive alien species. Development of response tools and methods including communication to responsible agencies of scientific recommendations to address control and eradication of forest invasive alien species. Investigation of mechanisms of action, integration and environmental assessment of systematic insecticides.

Indicator: Science and technology tools, methodologies and strategies developed and delivered to clients and stakeholders.

Targets and Tracking: Provide tools to advance the control and eradication of forest invasive alien species.

ER 33: Legislation, Regulation and Policy

Outcome 1: Decision-making related to forest invasive alien species management by regulatory agencies and other organizations is informed by scientific and policy expertise.

Output/Activities : Continued provision of science and policy expertise on forest invasive alien species prevention, detection and response to regulatory agencies, other federal Departments, Provinces and Territories, Municipalities Industry and First Nations. Expansion and implementation of a decision framework for forest invasive species decisions has been initiated and is ongoing in partnership with the Canadian Food Inspection Agency and stakeholders. Availability of risk information is being enhanced.

Indicator : Stakeholder engagement in CFS FIAS strategies frameworks or facilitation activities, participation and input into relevant fora.

Targets and Tracking : Distribute CFS science expertise and strategies to all regulatory agencies and partner organizations in support of decision-making.

Outcome 2: Canadian positions in national and international discussions on phytosanitary trade issues are informed by scientific and policy expertise.

Output/Activities : Continued provision of science and policy advice that support phytosanitary trade negotiations and the development of national and international forest phytosanitary standards. Development of training material and guidance for implementation of phytosanitary standards and forest education. Continued communication to the forest sector of strategies to maximize operational flexibility and reduce barriers to the international trade of forest products.

Indicator : CFS science and policy participation in Canadian positions on phytosanitary trade negotiations and national and international phytosanitary standards, including through engagement with and guidance to industry representatives and regulators.

Targets and Tracking: Provide expert input to all relevant national and international forest phytosanitary trade groups and organizations.

ER 34: Engaging Canadians

Outcome: Scientific information on Forest Invasive Alien Species (FIAS) is made available to agencies, researchers and the public.

Output/Activities: Publications and presentations to enable stakeholder use of the CanFIAS Database, continued enhancement and expansion of database capabilities and information. Literature-based analysis of CanFIAS gaps. Ongoing development of National Forest Insect Outbreak Atlas. Increased access to Canadian forest pest information for stakeholders and the public. Publication of new records of beetle species for New Brunswick.

Indicator: Information products made available to agencies, researchers and the public regarding forest invasive alien species and issues.

Targets and Tracking: Inform Canadians as to FIAS dangers and best practices.

ER 35: International Cooperation

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

Output/Activities: Continued engagement in international forest sector consultations including the North American Plant Protection Organization, International Plant Protection Convention and International Forest Quarantine Research Group. Research and analysis to respond to Canadian export trade issues and develop national and international phytosanitary standards that reduce global movement of forest pests. Support to knowledge transfer of science-based decision-making in stakeholder agencies, advisory committees and international fora to facilitate international cooperation, exchange best practices and science information, reduce threats to Canadian forests and minimize disruption of Canadian forest products by phytosanitary concerns.

Indicator: CFS participation in international forest research and forest product phytosanitary consultations.

Targets and Tracking : Provide knowledge to inform science-based decision-making in international fora.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Fisheries and Oceans Canada (DFO)

Science for Sustainable Fisheries and Aquaculture

Risk Analysis 2.0 (2010-11 to 2014-15) and 0.4 ongoing 0.4 ER 36
Science and Technology 5.1 (2010-11 to 2014-15) and 1.02 ongoing 1.02 ER 37
Legislation, Regulation and Policy 1.1 (2010-11 to 2014-15) and 0.21 ongoing 0.21 ER 38
Engaging Canadians 0.4 (2010-11 to 2014-15) and 0.09 ongoing 0.09 ER 39
International Cooperation 11.4 (2010-11 to 2014-15) and 2.28 ongoing 2.28 ER 40
Total 20.0 (2010-11 to 2014-15) and 4.0 ongoing 4.0

ER 36: Risk Analysis

Outcome: Decision makers and legislative authorities have science information and tools to manage IAS domestically and internationally

Output/Activities: Biological Risk Assessments, Socio-economic Risk Assessment Framework

Indicator: Percentage of approved requests for science advice on aquatic invasive species that are completed within the required timelines

Targets and Tracking: 90 % Canadian Science Advice Secretariat -Access database

ER 37: Science and Technology

Output/Activities: Research, Monitoring

Indicator: To be developed (TBD)

Targets and Tracking: To be developed (TBD)

ER 38: Legislation, Regulation and Policy

Output/Activities: Regulatory policy

Indicator: To be developed (TBD)

Targets and Tracking: To be developed (TBD)

ER 39: Engaging Canadians

Output/Activities: Communications, Outreach products

Indicator: To be developed (TBD)

Targets and Tracking: To be developed (TBD)

ER 40: International Cooperation

Outcome: Sea lamprey abundance in Great Lakes falls within individual lake targets

Output/Activities: Sea Lamprey Control Program, National Aquatic Invasive Species Committee

Indicator: Number of Great Lakes with sea lamprey abundance within the lake target

Targets and Tracking: Target = 5, Annual program reporting to the Great Lakes Fishery Commission and Research and development expert panels

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14 Expect Results (ER) 2013-14
Environment Canada (EC) Biodiversity - Wildlife and Habitat Engaging Canadians-Invasive Alien Species Partnership Program 5.0 (2010-11 to 2014-15) and 1.0 ongoing 0.0 The funding for the Invasive Alien Species Partnership Program was terminated as of March 31, 2012, as part of the Government of Canada's priority to balance the federal budget.
Total 5.0 (2010-11 to 2014-15) and 1.0 ongoing 0.0
Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2013–14
$95.0M (2010-11 to 2014-15) and $19.0M ongoing$15.4M

Results achieved by non-Federal Partners (if applicable):

Contact information:

Canadian Food Inspection Agency
Wendy Asbil
National Manager
Invasive Alien Species and Domestic Plant Health Programs
Biosecurity and Forestry Division
Plant Health and Biosecurity Directorate
613-773-7236

Natural Resources Canada
Jacques Gagnon
Director
Innovation and Integration Division
613-947-9043

Fisheries and Oceans Canada
Sophie Foster
Science Advisor
Aquatic Invasive Species Program
Environment and Biodiversity Science
Fisheries and Oceans Canada

Environment Canada
Ken Harris
Manager
Species Conservation Policy
Wildlife Program Policy
Canadian Wildlife Service
Environmental Stewardship Branch
819-956-4721

Table D: 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 of the Horizontal Initiative: 2011-12

End date of the Horizontal Initiative: 2015-16 (CFIA and Agriculture and Agri-food Canada); 2016-17 and ongoing (CFIA)

Total federal funding allocation (start to end date): $17.2M (2011-12 to 2015-16) and $1.3M ongoing

Description of the Horizontal Initiative (including funding agreement):

Plum Pox Virus (PPV) is a viral plant disease that infects Prunus species including peach, plum, apricot 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 quarantine area. 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 was carried out 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, is to transition to 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 implementation of 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 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.

Planning Highlights:

For 2013-14, the key horizontal plans are: 1) implement appropriate sampling and detection of Plum Pox Virus host material to update, as required, the quarantine area boundary; 2) enforce restrictions to mitigate the spread of Plum Pox Virus; and 3) undertake research activities to improve the regulatory program.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Canadian Food Inspection Agency (CFIA) Plant Resources Program/ Internal Services 10.6 (2011-12 to 2015-16) and 1.3 ongoing 2.1 ER 41.1
ER 41.2
ER 41.3
ER 41.4
Total 10.6 (2011-12 to 2015-16) and 1.3 ongoing 2.1

ER 41.1: Monitoring, Detection

Outcome:

Mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/activities:

Monitoring activities will be carried out by the CFIA to confirm and adjust the boundaries of the Niagara quarantine area as necessary. In accordance with NAPPO guidelines, the CFIA will conduct detection activities annually by taking samples along the Niagara quarantine area perimeter. Laboratory testing of the samples to determine the presence of PPV will be conducted by the CFIA. To detect whether PPV has spread beyond the quarantine area, samples will be collected annually from commercial orchards and nurseries from PPV-susceptible species in other regions of Ontario, Nova Scotia, Quebec, and British Columbia.

Indicator:

Established quarantine areas and areas with PPV-susceptible species will determine the location where sampling will occur. Samples will be collected from these species (peach, plum, nectarine, apricot) located inside and outside of the quarantine area.

Target:

An estimated 22,850 samples will be taken and tested annually until 2015 and reduced to 17,000 samples in 2016 and ongoing.

ER 41.2: Regulatory Enforcement

Outcome:

Mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/activities:

Through its inspection activities, the CFIA will monitor and assess the compliance of regulated parties with the PPMMP regulatory requirements. Monitoring activities include issuing movement certificates for regulated material (dormant root stock, seedlings, seeds and plant material for research) and conducting audits and compliance verifications of retail outlets, nurseries and other facilities that may sell, distribute or propagate susceptible Prunus species. When a non-compliance is identified, the CFIA will take the most appropriate response to obtain compliance in view of factors such as the potential or actual harm, the compliance history of the regulated party and the intent.

To help maintain a lower level of virus prevalence within the quarantine area, the prohibition and restriction to propagate regulated Prunus plants within the quarantine area will continue. The prohibition on propagation will ensure that only PPV-free or certified clean stock (planting material that is free of all viruses including PPV) is used within the Niagara quarantine area.

Indicator:

Activities of growers, residents and retailers within the quarantine area.

Target:

As part of the CFIA's inspection activities an annual inspection of a sub-set of growers, residents and retailers will be conducted to determine if the movement of material or propagation has occurred. Property scouting commenced during the 2012-13 fiscal year to determine the number of properties to be annually scouted.

ER 41.3: PPV Regulatory Research

Outcome:

Mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/activities:

To support the clean stock program, a research study is being conducted by the CFIA to develop strategies for eliminating PPV from rootstock. This program supports the enforcement of the prohibition on propagation. The most effective method(s) for eliminating PPV from infected nursery stock materials will be evaluated so that desirable foreign varieties may become eligible for use by industry through clean stock services.

Regulatory research will also develop improved detection tools and more extensive knowledge about PPV to support PPV surveillance, monitoring and detection. CFIA research projects include characterizing the generic variation within individual strains of PPV found in Canada, monitoring for introduction of new strains and mapping the movement of the virus in Canada.

Indicator:

In total three indicators are identified: 1) protocol for the production of virus-free nursery stock for domestic and export clean stock programs using virus elimination techniques; 2) a genetic map to understand movement of PPV strains and isolates to allow for continuous improvement of regulatory surveillance protocols; and 3) identification of any new strains and isolates of PPV not previously reported in Canada along with protocols for their detection.

Target:

Creation of a protocol for virus elimination is expected by the end of fiscal year 2015. The genetic mapping and identification of new strains is dependant on the number of samples collected during surveillance activities that test positive.

ER 41.4: PPV Suppression Research

Outcome:

Contain PPV in the Niagara quarantine area by implementing measures to mitigate the spread of PPV to the rest of Canada and internationally. Management of PPV by industry to maintain industry viability and profitability.

Outputs/activities:

AAFC will conduct research to develop a more sensitive broad spectrum diagnostic tool for detecting PPV and determine the most efficient sampling methodology for the user of that tool. Upon completion, the diagnostic tool technology will be transferred to Canadian private laboratories and the CFIA for its regulatory program.

Beyond 2016, the CFIA will conduct similar research, such as evaluating the host range for newly discovered strains of PPV to determine the range of Prunus hosts to be regulated in Canada. Such research will ensure that the ongoing regulatory program remains effective in mitigating the spread of PPV.

Indicator:

The requirement of a comprehensive list of host plants for new strains of PPV detected in Canada to enhance surveillance protocols and industry.

Target:

Variable depending on the identification of new strains and isolates in Canada during routine surveillance activities.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Agriculture and Agri-Food Canada (AAFC)

Science, Innovation and Adoption

PPV Regulatory Research 0.4 (2011-12 to 2013-14) 0.1 ER 42
Virus Resistance Research 3.0 (2011-12 to 2015-16) 0.6 ER 43
PPV Suppression Research 2.9 (2011-12 to 2015-16) 0.6 ER 44
Education and Awareness Activities 0.3 (2011-12 to 2015-16) 0.1 ER 45
Total 6.6 (2011-12 to 2015-16) 1.4

ER 42: Industry Management of PPV

Outcomes:

Immediate Outcomes

The immediate outcomes are enhanced PPV best management tools, PPV resistant varieties, and improved methods for industry to detect PPV. The research findings will contribute to the education and awareness activities of the PPMMP.

Intermediate outcomes

The intermediate outcomes are that industry will be equipped and positioned to effectively contain PPV within the Niagara region and moderate the prevalence of PPV in the Niagara region.

Implementation Plan:

Research will be conducted to provide industry with tools to support PPV management and monitoring. Research initiatives will: 1) develop virus resistance strategies and 2) enhance PPV suppression strategies.

ER 43: Virus Resistance Research - Implementation Plan

Research will develop virus resistance strategies to help protect against PPV and manage the virus over the long term. Specific research projects to support virus resistance include 1) developing a new PPV resistant peach tree line through gene silencing (switching off a gene to make susceptible hosts resistant to infection); 2) developing transferable resistance in rootstock that can be transmitted through grafting to existing fruit trees; and 3) developing a virus vector which will act like a vaccine to induce resistance by gene silencing.

ER 44: PPV Suppression Research - Implementation Plan

PPV suppression will be pursued through research to reduce PPV transmission in orchards. Research projects include assessing practices and processes to suppress PPV transmission by aphids, specifically the use of oil sprays on Prunus plant leaves; evaluating the influence of tree variety and age on the level of seasonal resistance to natural infection by aphids; determining the efficacy of newly registered insecticides on the transmission of PPV, which will result in the development of guidelines for application for use by industry; examining the impact of PPV infection in young peach tree growth, hardiness and productivity in subsequent years; and evaluating foreign material for use in Canada (in collaboration with the CFIA).

ER 45: Education and Awareness Activities

Outcomes

Immediate outcomes

The immediate outcomes are increased industry understanding and awareness of PPV best management practices.

Intermediate outcomes

The intermediate outcomes are increased industry uptake of PPV best management practices which will also help prevent the spread of PPV.

Implementation Plan

Several activities will be conducted to increase industry knowledge and awareness of PPV management practices, and facilitate the transition from eradication to long term management. These activities will be conducted in collaboration with Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA), which is responsible for providing crop advice and training to Ontario growers and nurseries on PPV management. AAFC will also liaise with the OTFPMB and the Canadian Nursery Landscape Association (CNLA) to develop and promote an effective education and awareness campaign.

Currently, the industry has very little information about the spread and risks of managing PPV. As such, education services will be pursued for the first five years of the program. AAFC will collaborate with OMAFRA to distribute information to Ontario tender fruit industry members about the PPV best management practices by publishing pamphlets and articles. An AAFC-OMAFRA fact sheet and web postings relating to the management of PPV will provide information on the disease, including symptom recognition, proper use of treatments, virus testing methods and contact information for service providers.

In addition to the publications, best management practices will be shared with producers by delivering presentations at grower meetings, conferences and information sessions. European tender fruit producers and crop advisors who have experience managing the disease will be invited to participate in the conferences, meetings and information sessions to leverage their expertise. Information and research findings will also be provided by local crop advisors and researchers.

During field tours, hands-on training and practical demonstrations will be conducted to increase the efficacy of the education and awareness campaign. Producers will be shown how to recognize PPV symptoms and properly apply treatments.

In 2015-16, AAFC will transfer the additional knowledge and specific recommendations to enhance best management practices that they have acquired through the research projects to OMAFRA and industry stakeholders.

Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2013–14
$17.2M (2011-12 to 2015-16) and $1.3M ongoing$3.5M

Results achieved by non-Federal Partners (if applicable): NA

Contact information:

Canadian Food Inspection Agency

Karen Prange
Director – Horticulture Division
Plant Health and Biosecurity Directorate
613-773-7181

Trent Herman
A/National Manager – Greenhouse and Nursery
Plant Health and Biosecurity Directorate
613-773-7169

Charlene Green
A/Horticulture Specialist – Greenhouse and Nursery
Plant Health and Biosecurity Directorate
905-938-8697

Agriculture and Agri-Food Canada

Gary Whitfield
Science Director – Environmental Health
Science Centres Directorate
519-738-1218

Lorne Stobbs
Research Scientist – Vineland
905-562-2018

Table E: Food Safety Modernization

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 of the Horizontal Initiative: 2011-12

End date of the Horizontal Initiative: 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 (HC), 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 the Agencies modernization initiatives, HC received $3.0M 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:

  1. 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 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;
  2. 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
  3. 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.

Planning Highlights: For 2013-14, consultations will be held for the drafting of an improved inspection delivery 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 non-meat ready-to-eat food, 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 2013-14, 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.

Planned activities to increase efficiency in IM/IT will include a collaborative effort with Shared Services Canada (SSC) to create a new Data Centre Backup/Restore site to handle the increased requirements of modernized inspection systems. Improvements to end user assets will continue with the distribution of more portable end user devices and improved wireless network connectivity. The IM/IT Branch will continue consultations with their business partners in the Agency to modernize various components of the infrastructure of the organization to better meet the needs of the inspectors in the field.

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Canadian Food Inspection Agency (CFIA)

Food Safety Program

Internal Services

Inspection Modernization 100.2 (2011-12 to 2015-16) 26.9 ER 46
Enhancing Scientific Capacity 19.8 (2011-12 to 2015-16) 4.7 ER 47
Improved IM/IT 16.8 (2013-14 to 2015-16) 4.8 ER 48
Total 136.8 (2011-12 to 2015-16) 36.4

ER 46: Inspection System Modernization

Improved Inspection Delivery Model:

Development of improved inspection delivery model and IM/IT solutions to support the model.

Outcome: The development of an improved inspection delivery model, with supporting IM/IT solutions that will result in the improved management of food safety risks.

Outputs/activities: A single food inspection program will be developed, supported by IM/IT solutions for food inspection. The improved inspection delivery model will include standard collection, reporting and analysis across food commodities and will provide a more consistent inspection and enforcement approach for regulated parties.

Indicator: To be developed (TBD)Footnote 5
Target: To be developed (TBD)Footnote 5

Verifying Compliance with HC's Revised Listeria Policy

Outcome: Fewer illnesses caused by Listeria monocytogenes resulting from the consumption of high-risk, non-meat RTE foods.

Outputs and Activities: The Agency will enhance inspection and testing activities to verify industry control of Listeria in all high-risk, non-meat Ready to Eat (RTE) food. The Agency will increase the number of inspections and samples taken and analyzed, and provide technical support for risk assessments resulting from positive findings. Sampling data will be used to support risk-based decision making. Industry will be encouraged to implement preventative Listeria control programs. New Listeria testing methods will be validated and trend analysis will be developed.

Indicator: To be developed (TBD)Footnote 5
Target: To be developed (TBD)Footnote 5

Electronic Service Delivery Platform

Outcome: The CFIA can interact with business and international trading partners in an effective, transparent and timely fashion.

Outputs and Activities: The Agency will develop an electronic service delivery platform (ESDP) to enable regulated parties to more readily access CFIA programs and information. Secure service delivery applications will be developed and integrated within an electronic portal. The first deliverable under the ESDP will be electronic export certification.

Indicator: To be developed (TBD)Footnote 5
Target: To be developed (TBD)Footnote 5

Recruitment and Training of Inspectors

Outcome: Recruitment and training process for inspection staff within the CFIA will be designed to meet the requirements of the modernized inspection model.

Outputs and Activities: A comprehensive national recruitment, selection and training strategy based on a core, competency-based curriculum for inspection staff will be developed. Core training to new recruits as well as enhanced ongoing training for existing inspection staff will be provided.

Indicator: Inspection staff with required competencies will be hired, trained, and evaluations will indicate desired behaviours are demonstrated in the workplace.

Target: Numbers of inspection staff needed will be determined by Operations branch. All will receive Core training within a year. Estimated numbers are around 150 - 200.

Developing a Laboratory Network Strategy

Outcome: Improved CFIA food laboratory capacity and improved ability to detect and respond to food safety related hazards.

Outputs and Activities: Collaborative opportunities between partners will be identified. Best practices from existing laboratory networks will be reviewed and an analysis of gaps and needs within the food laboratory system will be completed. A commitment from partners to build and implement a food laboratory network will be sought. Feasibility studies describing a system to share laboratory information will be completed. A plan and steps to implement a food laboratory network will be developed and put in place.

Indicator: To be developed (TBD)Footnote 5
Target: To be developed (TBD)Footnote 5

Modernizing Equipment and Laboratories

Outcome: Improved CFIA food laboratory capacity to detect and respond to food safety related hazards.

Outputs and Activities: Laboratory expansion and renovation of targeted laboratories will be completed. Laboratory equipment will be upgraded with the procurement of modern testing equipment.

Indicator: To be developed (TBD)Footnote 5
Target: To be developed (TBD)Footnote 5

ER 47: Enhancing Laboratory Response Capacity

Outcome: The CFIA is able to detect and respond faster to food safety hazards.

Outputs and Activities: The number of highly skilled scientists in targeted laboratories will be enhanced through hiring additional scientists. New rapid, scientific, and sensitive food safety testing methods will be developed.

ER 48: Improved IM/IT

Outcome: Foundational IM/IT elements in place to support business needs in the delivery of the food safety management risks.

Outputs and Activities: Increase connectivity for front line staff. Acquisition and deployment of modern devices to inspection staff. Provide the Agency and Agency staff with stable and up-to-date information management and integration capabilities. Negotiate with Shared Services Canada for the provision of additional data storage and backup capacity.

Indicator: To be developed (TBD)Footnote 6
Target: To be developed (TBD)Footnote 6

Federal Partner Federal Partner Program Names of programs funded under the horizontal initiative Total Allocation (from Start to End Date)
($ Millions)
Planned Spending for 2013-14
($ Millions)
Expect Results (ER) 2013-14
($ Millions)
Health Canada (HC) Food Safety and Nutrition Enhancing Health Risk Assessment Capacity to Support CFIA Food Safety Inspection Activities 3.0 (2013-14 to 2015-16) 0.9 ER 49
Total 3.0 (2013-14 to 2015-16) 0.9

ER 49: Inspection System Modernization

Enhanced Health Risk Assessment Capacity:

Outcome 1: CFIA-led food safety investigations will be supported by timely health risk assessments that will further support swift action being taken to minimize/mitigate the potential exposure of Canadians to hazards in food and the number of associated illnesses.

Outputs/Activities: Health Canada will build additional flexibility in its health risk assessment capacity to sustain its current level of service through hiring of additional employees, ongoing training, review and analysis of health risk assessment activities, and the proactive development of new policies and guidelines, where appropriate.
Indicator: To be developed (TBD)
Target: To be developed (TBD)

Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2013–14
$99.8M (new funding) and $40.0M (internal reallocation) (2011-12 to 2015-16)$37.3M

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

Contact information:

Canadian Food Inspection Agency:
Steven Yafalian
Portfolio Project Manager
Inspection Modernization Office
613-773-7642

Health Canada
Amanda Whitfield
Senior Policy Analyst
Director General's Office, Food Directorate
613-948-2761

Sources of Respendable and Non-Respendable

Table A. Respendable Revenue

($ Millions)
Program Forecast Revenue
2012-13
Planned Revenue
2013-14
Planned Revenue
2014-15
Planned Revenue
2015-16
Food Safety Program 30.6 30.6 30.6 30.6
Animal Health and Zoonotics Program 2.8 2.8 2.8 2.8
Plant Resources Program 6.4 6.4 6.4 6.4
International Collaboration and Technical Agreements 13.2 13.2 13.2 13.2
Internal Services 0.2 0.2 0.2 0.2
Total Respendable Revenue 53.2 53.2 53.2 53.2

Table B. Non-Respendable Revenue

($ Millions)
Program Forecast Revenue
2012-13
Planned Revenue
2013-14
Planned Revenue
2014-15
Planned Revenue
2015-16
Food Safety Program
Administrative Monetary Penalties 0.8 0.9 0.9 0.9
Interest on Overdue Accounts Receivable 0.0 0.0 0.0 0.0
Proceeds from sale of Crown Assets 0.3 0.3 0.3 0.3
Animal Health and Zoonotics Program 0.0 0.0 0.0 0.0
Plant Resources Program 0.0 0.0 0.0 0.0
International Collaboration and Technical Agreements 0.0 0.0 0.0 0.0
Internal Services 0.0 0.0 0.0 0.0
Total Non-Respendable Revenue 1.1 1.2 1.2 1.2
($ Millions)
Program Forecast Revenue
2012-13
Planned Revenue
2013-14
Planned Revenue
2014-15
Planned Revenue
2015-16
Total Respendable Revenue and Non-Respendable Revenue 54.3 54.4 54.4 54.4

Summary of Capital Spending by Program

($ Millions)
Program ($ Millions) Forecast Spending
2012-13
Planned Spending
2013-14
Planned Spending
2014-15
Planned Spending
2015-16
Food Safety Program 10.9 19.2 26.4 13.1
Animal Health and Zoonotics Program 2.1 0.0 0.0 0.0
Plant Resources Program 0.1 0.0 0.0 0.1
International Collaboration and Technical Agreements 0.0 0.0 0.0 0.0
Internal Services 26.4 12.9 12.9 14.5
Total 39.5 32.1 39.3 27.7

A. All upcoming Internal Audits over the next three fiscal years

Name of Internal Audit Internal Audit Type Status Expected Completion Date
2012-2013Table Note 7
Safeguarding of Moveable Assets Assurance

In Progress

March, 2013
Review of Food Safety Modernization Initiative – Phase 1 Assurance In Progress March 2013
Corrective Action Requests Assurance In Progress March 2013
Quality Management System Assurance In Progress September, 2013
Occupational Safety and Health Assurance Planned December, 2013
Business Continuity Planning Assurance In Progress December 2013
2013-2014Table Note 7
IM/IT Assurance Planned TBD
Review of Food Safety Modernization Initiative – Phase 2 Assurance Planned TBD
Financial Management and Reporting Controls Assurance Planned TBD
Licensing Permitting, Registrations Assurance Planned TBD
2014-2015Table Note 7
Emergency Management Assurance Planned TBD
Staffing Assurance Planned TBD
Management of Stakeholder Complaints Assurance Planned TBD
Values, Integrity and Conflict Resolution Assurance Planned TBD

Table Notes

Table Note 7

Audits identified as 'Planned' may be subject to change due to shifting of priorities based on annual evaluation of risk elements. The new proposed audit projects for fiscal years 2013-14, 2014-15 and 2015-16 will be approved in 2013.

Return to first table note7 referrer

B. All upcoming Evaluations over the next three fiscal years

Name of Evaluation Program Activity StatusTable Note 8 Expected Completion Date
Evaluation of the Food Consumer Safety Action Plan (CFIA component) Food Safety Program

In progress

March, 2013
Fertilizer Plant resources Program In progress March 2013
Fresh Fruits and Vegetables Food Safety Program In progress December 2013
Continuing a Comprehensive Strategy for Managing BSE in Canada, 5-year Funding Animal Health and Zoonotics Program In progress 2013-2014
Plant Protection Plant resources Program Planned 2013-2014
Terrestrial Animal Health Animal Health and Zoonotics Program Planned 2014-2015
Seed Plant resources Program Planned 2014-2015
Intellectual Property Rights Plant Resources Program Planned 2014-2015
Fish and Seafood Food Safety Program Planned 2015-2016
National Aquatic Animal Health Program Animal Health and Zoonotics Program Planned 2015-2016
Imported and Manufactured Food Products Food Safety Program Planned 2015-2016
Meat and Poultry Food Safety Program Planned 2015-2016
Food Safety Modernization Food Safety Program Planned 2015-2016
Name of Evaluation Program Activity StatusTable Note 8 Expected Completion Date
Continuing a Comprehensive Strategy for Managing BSE in Canada (CFIA lead) Animal Health and Zoonotics Program Planned December 2013

Table Notes

Table Note 8

Interdepartmental Evaluations identified as "Planned" may be subject to change based on annual reconsiderations. New proposed evaluation projects over the period of 2013-2016 will be approved in 2013.

Return to first table note8 referrer

2012-13 User Fees Reporting - User Fees Act

Name of User Fee (New or Amended): License for importers of non-federally registered sector products
Fee Type: Regulatory
Fee-setting Authority: Canadian Food Inspection Agency Act
Reason for Planned Introduction of or Amendment to a Fee: New regulations will come into force in 2013-14 regarding the importation of non-federally registered sector products. One of the requirements will be that importers of such products will need to hold a licence. This fee is to recover the cost of issuing the licence.
Effective Date of Planned Change of existing fee or introduction of new fee: The fee will be in effect once the regulations come into force, targeted for October 30, 2013.
Consultation and Review Process Planned: The CFIA conducted an on-line consultation from April 21, 2012 to June 29, 2012. In addition, the CFIA consulted extensively with industry and associations to explain the upcoming regulations and the licence fee.

All electronic supplementary information tables found in the 2013–14 Report on Plans and Priorities can be found on the Canadian Food Inspection Agency's website.

3.3 Tax Expenditures and Evaluations Report

The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.

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