2014-2015 Departmental Performance Report
Section I: Organizational Expenditure Overview

Organizational Profile

Appropriate Minister: The Honourable Jane Philpott, PC, MP

Institutional Head: Bruce Archibald

Ministerial portfolio: Health

Year of Incorporation / Commencement: 1997

Enabling Instrument(s):

CFIA Wide

Food Safety

Plant

Animal Health

Organizational Context

Raison d'ĂȘtre

The Canadian Food Inspection Agency (CFIA) is Canada's largest science-based regulatory agency. It has approximately 6,762Footnote 1 employees working across Canada in the National Capital Region (NCR) and in four operational areas (Atlantic, Quebec, Ontario and Western).

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

The CFIA develops and delivers inspection and other services in order to:

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

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

Responsibilities

The CFIA'S Key Federal Partners

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

The CFIA is responsible for administrating and enforcing 13 federal statutes and 38 sets of regulations, for regulating the safety and quality of food sold in Canada, and for supporting a sustainable plant and animal resource base. In November 2012, the Safe Food for Canadians Act received Royal Assent. This new legislation, when fully in force, will bring into effect new regulations that provide the necessary legal framework for a more consistent approach to strengthening food inspection in Canada. The Safe Food for Canadians Act consolidates and will replace the Fish Inspection Act, the Canada Agricultural Products Act, the Meat Inspection Act, and the food provisions of the Consumer Packaging and Labelling Act. The Agricultural Growth Act received Royal Assent on February 25, 2015 and has come into force. The Agricultural Growth Act modernizes and strengthens federal agriculture legislation, supports innovation in the Canadian agriculture industry and enhances global market opportunities for Canadians. The Agricultural Growth Act updates the following suite of Acts that the CFIA uses to regulate Canada's agriculture sector: Plant Breeders' Rights Act, Feeds Act, Fertilizers Act, Seeds Act, Health of Animals Act, Plant Protection Act, and the Agriculture and Agri-Food Administrative Monetary Penalties Act.

The CFIA shares many of its core responsibilities with other federal departments and agencies, with provincial, territorial and municipal authorities, with private industry, and with other stakeholders. The CFIA works with its partners to implement food safety measures; manage food, animal, and plant risks, incidents and emergencies; and promotes the development of food safety and disease control systems to maintain the safety of Canada's high-quality agriculture, agri-food, aquaculture and fishery products . The CFIA's activities include verifying the compliance of imported products; registering and inspecting establishments; testing food, animals, plants, and their related products; and approving the use of many agricultural inputs.

Within a three-year period, with the passage of the Safe Food for Canadians Act in 2012 and the Agricultural Growth Act in 2015, every statute administered and enforced by the CFIA has been revised with new authorities. Having a modern legislative base is critical for the CFIA to address new challenges and issues, and respond to new pressures, trends and science.

New cross-cutting authorities include:

  • Modern inspector authorities so that inspectors have the right tools to do their job;
  • Revised and strengthened offence provisions, with more up-to-date fines and penalties;
  • Explicit authorization for export certification;
  • Regulatory authority to require licensing and/or registration;
  • Explicit authority to incorporate documents by reference;
  • Regulatory authority to require preventive control plans, quality management plans for manufacturers; and
  • Document and record-keeping requirements.

Additionally, the CFIA actively participates in international fora for the development of international science-based rules, standards, guidelines and policies. It also engages in the management of sanitary and phytosanitary committees established under international agreements and actively promotes the Canadian science-based regulatory system among foreign trading partners. The CFIA negotiates to resolve scientific and technical issues, contributing to market access for Canadian goods. It also provides scientific advice, develops new technologies, provides testing services, and conducts regulatory research.

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

Strategic Outcome and Program Alignment Architecture (PAA)

To effectively fulfill its responsibilities in safeguarding Canada's food supply and sustaining its animal and plant resource base, the CFIA aims to achieve its strategic outcomeFootnote 2 (A safe and accessible food supply and plant and animal resource base). The CFIA's Program Alignment Architecture (PAA) illustrates the Agency's plans to allocate and manage its resources to achieve the corresponding expected results. The CFIA's PAA framework, through which resources are allocated for effective delivery of its mandate and performance reporting to Parliament, consists of:

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

Organizational Priorities

The following table, based on the Agency's Long-Term Strategic Plan (LTSP), outlines the CFIA's priorities for 2014-15. By defining the Agency's long-term vision and carefully considering its key strategic risks, the LTSP assists the CFIA in mitigating its risk, strengthening its foundation and effectively delivering its core program activities.

Priority TypeFootnote 3 Strategic Outcome and/or Program
An increased focus on prevention which will provide an opportunity to minimize risks to human, animal and ecosystem health Previously committed to Food Safety Program, Animal Health and Zoonotics Program, Plant Resource Program and International Collaboration and Technical Agreements

Summary of Progress

Integrating proactive and preventive risk management approaches into all CFIA programs and bolstering these approaches with a clear inclusive focus on partnerships and information sharingFootnote 4, will help the CFIA to anticipate, prevent, prepare, and manage issues, including emergencies. In 2014-15, the CFIA:

  • Continued to develop new food regulations in support of both the new Safe Food for Canadians Act and the implementation of the Integrated Agency Inspection Model;
  • Reviewed the requirements for the Imported Food Sector Products Regulations and integrated them into the overarching proposed Safe Food for Canadians Regulations to ensure industry readiness and convergence;
  • Finalized the Integrated Agency Inspection Model (iAIM) which seeks to provide a more predictable, productive, and consistent inspection approach. The iAIM replaces the Improved Food Inspection model which had been completed in 2013/14;
  • Launched the renewal of its Integrated Risk Management (IRM) Policy and Framework. The modernized integrated risk management approach will permit the Agency to more efficiently respond to and manage risk across the CFIA's business lines;
  • Developed a Compliance Promotion Strategy to facilitate delivering compliance promotion tools consistently and achieve desired regulatory outcomes;
  • In collaboration with the provinces and territories and in concert with the United States Department of Agriculture (USDA), a report was completed identifying the best methods to mitigate the risk of spreading the Asian Gypsy Moth (AGM) at the point of origin. The CFIA continued to work with the USDA, Mexico, Chile, New Zealand and other countries to expand the AGM vessel certification program so as to minimize the incursion of the AGM to North America;
  • Federal, provincial, territorial (FPT) Agriculture Ministers supported the development of an emergency management framework and the CFIA is collaborating with the provinces to develop a Strategic Emergency Management Framework, that includes the management of plant and animal health risks. The vision for the framework is to develop a collaborative, comprehensive and risk-based approach to achieving the common goals of reducing and managing risks, while building resilience in the sector.
  • Collaborated closely with the Province of British Columbia and key industry stakeholders to facilitate a co-ordinated approach to respond to the Avian Influenza situation, and prevent the spread of the virus; and
  • The Government of Canada tabled the Agricultural Growth Act on December 9, 2013 and received Royal Assent on February 25, 2015. As of March 2015, all of the CFIA sections of the Agricultural Growth Act were in force, except one - Amendments to definitions of “livestock” and “sell” in the Feeds Act - that will require regulations to operate.
  • Received funding approval from the Treasury Board for the Canadian Food Safety Information Network (CFSIN), an initiative that will improve Canada's ability to anticipate, detect and respond to food-borne threats and hazards.
Priority TypeFootnote 3 Strategic Outcome and/or Program
The CFIA's role as an effective regulator will be enhanced by a focus on service excellence Previously committed to Food Safety Program, Animal Health and Zoonotics Program, Plant Resource Program and International Collaboration and Technical Agreements

Summary of Progress

Strengthening the CFIA's citizen-centred service delivery culture will result in enhanced program delivery and increased confidence in the Agency as a trusted and credible regulator by domestic and international stakeholders. In 2014-15, the CFIA:

  • Launched the operations of the National Centres of Operational Guidance and Expertise to increase consistency in the advice, guidance and direction provided to the inspectorate and to centralize the subject matter expertise within a single Branch.
  • Through an established Complaints and Appeals Office, the Agency continued to seek opportunities to enhance the quality of CFIA's service delivery and program design by working with stakeholders - producers and Canadians alike - to resolve issues that affected industry and individual businesses involved in the food, animal and plant health sectors.
  • Continued the review of User Fees and Service Standards for Food Safety Program, Fertilizer, Feed and Animal Health programs exports. Initiated review on the remaining Animal Health and Plant Resources Programs.
  • Completed Part II of a technical review of CanadaGAP, a private food safety certification program that will enhance CFIA's alternative service delivery.
  • Continued to define the business requirements of the Electronic Service Delivery Platform (ESDP) project, which will provide a set of technologies and tools for citizens, industry, and CFIA inspectors in their respective roles under the new inspection model. ESDP will:
    • Automate business processes (e.g., licensing, export certificates, work tasking, inspection, and enforcement) across all business lines (food, plant, and animal);
    • Standardize the gathering of operational performance data, information to support risk assessments, and mechanisms to better target inspection resources to high risks areas; and
    • Increase the productivity, effectiveness, coverage, and transparency of the inspection regime and provide more predictable, reliable, and efficient service to industry.
  • In support of a more risk based approach to oversight, the Agency began exploring how it may enhance this approach by assessing industry's use of private certification schemes. As part of this effort, the CFIA drafted and consulted on a discussion paper that considers industry's use of private certification schemes
  • Continued to facilitate grain exports during the huge grain surge in 2014-15 by increasing its capacity in regional offices and laboratories to maintain and improve service delivery. The CFIA shortened sample analysis time; implemented sample tracking systems for submissions and reporting; delivered all requests for ship inspections and maintained its service standards for issuance of phytosanitary certificates to the overall satisfaction of the grain industry.
  • Implemented an emergency plan in response to the unanticipated Russian embargo on Canadian meat and seafood exports. Through active engagement with the Canadian fish industry, the vast majority of the embargoed containers of products in-transit to Russia found alternative markets, thereby minimizing industry losses.
Priority TypeFootnote 3 Strategic Outcome and/or Program
Adapt and evolve to meet new demands and expectations with a focus on internal performance excellence Previously committed to All Programs

Summary of Progress

Optimizing performance will enable the CFIA to evaluate the effectiveness of the Agency's policies and programs in order to allocate resources to areas of highest risk. In 2014-15, the CFIA:

  • Implemented a renewed governance structure, which is in line with the Agency's changing business needs and enhances whole-of-Agency information-sharing and integration. The renewed governance structure is designed to facilitate an inclusive approach to planning, executing and ultimately, effective delivery of programs and policies.
  • Developed a Business Architecture Framework which provides executives across business lines and branches the ability to view issues and solutions from a shared, enterprise-wide perspective. Developing a blueprint of the enterprise provides a common understanding of the organization and will be used to ensure that the business strategy and vision become embedded in the culture and governance of the Agency.
  • Continued the development of a new PAA for 2017-18 that aligns with CFIA's Agency Transformation and Single Food approach, the Safe Food for Canadians Act, and the Agricultural Growth Act. The PAA will include a structure, program descriptions with objectives and activities, a supporting PMF, and eventually financial coding for reporting. The allocation of resources to the CFIA by Parliament and Parliamentary reporting are based on the PAA.
Priority TypeFootnote 3 Strategic Outcome and/or Program
Focusing on people who are supported by training and tools Previously committed to All Programs

Summary of Progress

Focusing on diverse talents, supported by training and modern tools will result in a stable and skilled CFIA workforce with adaptable and satisfied employees. In 2014-15, the CFIA:

  • Continued to retain and attract competent, qualified, and motivated personnel;
  • Provided modern tools to the inspectorate, such as ruggedized tablet computers. These portable, durable devices provide access to the CFIA network and enable inspectors to perform more of their duties on-site;
  • Provided training and information to staff to support the Agency and career progress;
  • Encouraged sharing good practices through participation in communities of practice
  • Developed and began implementation of a Talent Management framework, including work architecture and CFIA competencies and talent mapping assessment tools to support modernized competency-based Human Resources. Initial focus is at the EX-minus one and EX-minus two levels as well as other non-EX levels within the Agency.
  • An impressive 82.4% of CFIA employees completed the 2014 Public Service Employee Survey (PSES). This was significantly higher than the Government of Canada response rate of 68.9%. 95% of CFIA employees who responded to the survey expressed satisfaction with their job.

Risk Analysis

The CFIA is responsible for identifying and managing risks to the food supply and the plant and animal resource base on which safe food and a prosperous economy depends. As such, the Agency uses a robust risk management discipline. The discipline of integrated risk management has been adopted by all parts of the CFIA as an integral part of policy, priority setting, planning, resourcing, delivery, review and reporting activities.

The vast majority of the risks that fall within the Agency's mandate are managed in concert with numerous partners and stakeholders, both domestic and international. Factors influencing key strategic risks faced by the Agency include (but are not limited to):

  • the ongoing emergence of new pathogens due to increases in international travel and trade, microbial adaptation, changes in production methods and distribution as well as human demographics and behaviour;
  • the convergence of human, animal and ecosystem health issues;
  • the emergence of global supply chains, which have fundamentally changed the way agricultural products are produced, processed, packaged, distributed and sold;
  • an increase in both the volume and variety of goods coming into Canada;
  • increased export opportunities for Canadian producers, coupled with changing international standards and more stringent requirements;
  • rapid advances in processing and manufacturing technologies, resulting in significant increases in production speed, volume and diversity and the subsequent need for legislative and regulatory frameworks to keep pace;
  • an increasingly knowledgeable, demanding and risk-averse consumer and stakeholder base; and
  • a growing international consensus around the need for common technologies and scientific approaches to support industry oversight and the global agri-food trade.

A cornerstone of the CFIA's risk management process is the development of an Agency- wide Corporate Risk Profile (CRP). The Agency's CRP identifies the key strategic risks to which the Agency is exposed as a result of its internal and external operating environments, and provides strategies aimed at reducing risk exposure to tolerable levels over the next several years. The results of the corporate risk profiling process have directly informed the strategies presented throughout this report.

Table 1 highlights the CFIA's key strategic risks, planned responses to those risks, and notes what was done in 2014-2015 to minimize risks. The risks outlined below were identified in the 2014-2015 RPP.

Given that the Agency's key corporate risks are currently unchanged, and that response strategies are relatively long-term in nature, the risk responses were not significantly modified from the previous report.

Table 1: Key Risk
Risk Risk Response Strategy Link to Program Alignment Architecture

Management Information and IM/IT Infrastructure

The ability to make risk-based decisions due to the lack of timely, accurate and useful data and information.

The Agency's diverse information requirements and national presence has resulted in an IM/IT infrastructure containing a complex mix of new and old equipment that supports multiple IM/IT systems and databases. Differences in how information is collected, analyzed, and used across multiple systems and hardware may impede information sharing and timely operational and regulatory decision making.

Business Information Management Centre (BIMC)

  • Produced BIMC dashboards on a quarterly basis that provided high level corporate, performance, monitoring and operational information to support senior management decision making.
  • Improved the information collection and governance process for senior management dashboards, as well as enhanced the dashboard content with trending information.

Improved Business Intelligence Capability:

  • A Strategy and Roadmap was drafted to improve business intelligence and analytics capabilities in alignment with and in support of Agency strategic direction.
  • Improvements made to the operational processes for managing the development, maintenance and quality of reporting products that are supported by business intelligence tools.

Email Transformation Initiative (ETI) - Preparation and Readiness:

  • In support of good information management practices, in alignment with the Treasury Board Standard on Email Management, and in preparation for the migration to the enterprise- wide email solution, provided training to employees on proper management of information of business value. Storage limits applied to email boxes.
  • In preparation for the technical migration from the Agency email solution to the enterprise email solution, completed a desktop readiness assessment and migration plans are being implemented in cooperation with the Shared Services Canada (SSC) Email Transformation Initiative (ETI) team.

Electronic Service Delivery Platform (ESDP)

  • Definition of business requirements for the Electronic Service Delivery Platform (ESDP) project continued.

Linked to the CFIA's Strategic Outcome of a safe and accessible food supply and plant and animal resource base.

Inspection Effectiveness

The ability to have appropriate inspection effectiveness to expeditiously prevent, detect and respond to threats to food safety, animals and plants.

Until recently, the Agency delivered 14 independently evolved inspection programs, each having diverse and complex requirements for training, information collection and industry compliance that differ depending on the commodity being regulated.

Currently, the Agency's resource efficiency is impacted due to the maintenance of multiple training programs and IM/IT systems used to address distinct variations in inspection processes, tools, and information collection.

Agency Transformation Agenda

Integrated Agency Inspection Model:

  • Finalized development of an integrated Agency Inspection Model (iAIM) and began implementation of various components of the model. iAIM sets out a standardized inspection process, bringing consistency across business lines and commodities. A suite of draft operational guidance documents was developed to support implementation of the iAIM.
  • Continued to modernize the inspection system to enhance efficiency. Enhancements include the creation of an Inspector General Office. Different categories of inspectors, variety of inspection mechanisms and validation processes have also been implemented.
  • Continued to deliver the Pre-Requisite Employment Program (PREP). PREP became a part of the Agency's core business with a newly developed registrar's office charged with overseeing the administration and coordination of the program for all newly hired inspectors. PREP is designed to help orient new inspectors, and prepare them for their roles and responsibilities.
  • Continued to deliver the Supervisors' School program to enhance food safety culture through effective supervision.

Centers of Operational Guidance and Expertise:

  • Launched the operations of the National Centers of Operational Guidance and Expertise to increase consistency in the advice, guidance and direction provided to the inspectorate and to centralize the subject matter expertise within a single Branch.

Human Resources Modernization

Classification Reform Regulatory Science (SR) Group:

  • Standard definition completed, role descriptors finalized, MOU negotiated and signed with the union, support from Treasury Board Secretariat obtained.
  • SR conversion on target for implementation in 2015-16.

Collective Agreement Reform

  • Classification modernization on track.
  • CFIA training curriculums for main communities of practice are in final stages of development.
  • Revised EX policy suite in support of talent management.
  • Began development of HR frameworks in support of CFIA communities (Science, Inspectorate, Advisory, Veterinarians, Services and Leadership).

Business Architecture:

  • Developed the Business Architecture Framework, aimed at providing executives across business lines and branches the ability to view issues and solutions from a shared, enterprise-wide perspective

Linked to the CFIA's Strategic Outcome of a safe and accessible food supply and plant and animal resource base.

Scientific Capability

The ability to have the scientific capability to adapt and respond in a timely manner.

Advancements in science and technology have increased the complexity of the commodities the Agency regulates. Additionally, there is growing international consensus around the need for common scientific equipment and approaches to support industry oversight and the global agri-food trade. The Agency is expected to maintain an employee base and modern laboratory facilities that reflects these advancements in regulated products and international requirements.

Human Resources Modernization

HR Framework for Science / Regulatory Organizations.

  • CFIA's new staffing framework was implemented.
  • Research conducted on best predictors for quality of hire.
  • New assessment methodology introduced and applied to staffing processes where applicable.
  • Development of strategy for entry-level and specialized recruitment for top-end scientists completed.

Strengthen Science Capacity

Modernization of laboratory infrastructure and equipment:

  • Renovated existing food laboratory space in the Greater Toronto Area (GTA) to support improved work flow and increased sample throughput.
  • Completed Project Planning for St. Hyacinthe laboratory.
  • Initiated Project Execution for the same laboratory with contract award.

Regulatory Cooperation Council (RCC): Mutual reliance of food testing results:

  • Canadian and US accreditation criteria for food testing laboratories were analyzed for similarities including examination of possible changes to accreditation requirements occurring as part of broader food safety legislation modernization.

Canadian Food Safety Information Network (CFSIN):

  • TBS approved funding for CFSIN initiative. CFSIN will improve Canada's ability to anticipate, detect and respond to food-borne threats and hazards.
  • A CFSIN governance and organizational structure has been developed, including the support and engagement from the federal and provincial partners.

Canadian Animal Health Surveillance Network (CAHSN):

  • Signed data sharing agreements with eight provinces and key partners.
  • Began working on new CAHSN partnerships, such as the Canadian Network for Public Health Intelligence or CNPHI “on the go” project which offers the opportunity to involve CAHSN partners in the development of agile technology.

Enhance Engagement

Enhancing laboratory response capacity:

  • Laboratory methods improved and validated to reduce the time required to test samples and enable a more rapid response. Methods will be transferred to industry and federal/provincial/ territorial partners.
  • Continued work on CFIA's research project with Genome Canada and Alberta Innovates Biosolutions on E. coli O 157:H7 genomics.

Linked to the CFIA's Strategic Outcome of a safe and accessible food supply and plant and animal resource base.

Legislative, Regulatory and Program Framework

The ability of the current legislative, regulatory and program framework to support the effective delivery of the Agency's mandate.

Rapid advances in processing and manufacturing technologies have resulted in significant increases in production speed, volume and diversity, requiring the subsequent need for updated legislative and regulatory frameworks. Statutes and authorities impact the design and delivery of programs that regulate new commodities and support economic competitiveness within the industry.

Legislative Renewal

  • Agricultural Growth Act received Royal Assent on February 25, 2015 and has come into force. The Act modernizes the Health of Animals Act, Feeds Act, Fertilizers Act, Seeds Act, Plant Protection Act, and Plant Breeders' Rights Act.

Regulatory Modernization

  • In support of the anticipated coming-into force of the Safe Food for Canadians Act (SFCA), draft regulations have been completed and a third round of engagement launched with a focus on micro and small businesses.
  • CFIA held the Healthy and Safe Food Regulatory Forum in June 2014 on various Agency Transformation consultation documents and received over 400 formal submissions from stakeholders.
  • Maple Products Regulations were amended to facilitate the trade of maple syrup with the United States and reduce consumer confusion regarding grade names and color classes.
  • To further strengthen Canada's food inspection system, published the final regulatory amendment to implement Administrative Monetary Penalties under the Meat Inspection Act and Regulations in the Canada Gazette II.
  • Continued to revise the Seeds Regulations as well as the Fertilizer Regulations.
  • Continued to consult on various animal health regulatory amendments.

Linked to the CFIA's Strategic Outcome of a safe and accessible food supply and plant and animal resource base.

Managing Change

The ability to effectively manage change on an ongoing basis.

The global evolution of economic, social and environmental factors influences the regulatory and business environment within which the Agency operates.

Consequently, fiscal restraint is growing in importance, as is the subsequent need for greater innovation to achieve efficiency while maintaining or increasing effectiveness in the way the Agency does its business and delivers its mandate.

Agency Transformation

  • Continued whole of Agency initiative to transform and modernize how mandated programs and activities are delivered to better serve Canadians.
  • Building on a strong foundation, continued to strengthen food safety and consumer protection by improving regulatory and oversight strategies and tools. These include new inspection model, legislative and regulatory modernization, transforming the way we do business, better risk management, and providing more information to our partners and consumers.
  • To effectively manage the transformation, organizational restructuring is being implemented.

Organizational Design

  • Developed and began implementation of a Talent Management framework, including work architecture and CFIA competencies and talent mapping assessment tools to support modernized competency-based HR. Initial focus at the EX minus one and EX minus two levels as well as other non-EX levels within the Agency.
  • Classification modernization is on track.

Culture Change:

  • CFIA made progress in moving towards a “One Agency” approach to culture change, which emphasizes that, while the CFIA is divided organizationally along branch and business lines, the Agency itself has one set of priorities and one budget.
  • Two Senior Human Resource Committee presentations were made to confirm a “One- Agency” approach to culture change in fall 2014. An ED/DG-level Advisory Panel was created in December 2014 with representatives from across the CFIA branches and offices. A proposed action plan and path forward presented to Agency Modernization Executive Table in March 2015.

CFIA Governance Renewal

  • CFIA reviewed its corporate governance structure in order to uphold the accountabilities of branch heads and committee members, to bring governance in line with the Agency's changing business needs and enhance whole-of-Agency information-sharing and integration. The new governance model is guided by the principles of accountability, transparency and performance.

Enhance Project Management

  • CFIA adopted the Enterprise Project Management Framework across all its projects and is following an integrated annual business planning and investment planning cycle.
  • TBS approved CFIA's Five Year Investment Plan and granted the CFIA Level 2 for Organizational Project Management Capacity Assessment (OPMCA).
  • CFIA embarked on its continuous improvement agenda for projects.

Linked to the CFIA's Strategic Outcome of a safe and accessible food supply and plant and animal resource base.

Transparency and Leveraging Relationships

Opportunity for the Agency to increase its transparency and accountability to stakeholders.

Information sharing enables regulated parties to take steps to ensure compliance and helps to increase public awareness and confidence in the Canadian marketplace.

Diverse methods exist to engage and collaborate with industry, other governmental stakeholders and the public to enhance the development of outputs that are mutually beneficial and agreed-upon.

Enhance Service and Communication

  • A white paper was produced to review the Agency's transparency experiences and key considerations, while a steering committee and working group were established to continue efforts associated with the Transparency Agenda.
  • An Open Agency Steering Committee and Working Group were established to continue defining Phase III of the Transparency Agenda.

Enhance Engagement with Regulated Parties

  • CFIA participated in 210 external stakeholder events (meetings, webinars, teleconferences, videoconferences), reaching more than 7,300 people. Discussion topics: transformation initiatives and supporting policies such as the integrated Agency Inspection Model (iAIM), food labelling modernization and the risk-based regulatory modernization approach.
  • The Healthy and Safe Food Regulatory Forum was held in June 2014: 250 external stakeholders participated and discussed elements of the Agency's ongoing modernization efforts.
  • Developed a draft Compliance Promotion Strategy to encourage and facilitate regulated parties' understanding of their regulatory requirements.
  • Continued to enhance the official CFIA Guidance Document Repository which is centralized on the website to provide inspectors and industry with easy access to accurate official regulatory documents.

International Engagement

CFIA continued to advance Canadian positions at international standard setting bodies meetings. For instance:

  • Led and coordinated Canada's Sanitary and Phytosanitary (SPS) input into various World Trade Organization (WTO) fora.
  • Led Canada's participation at the International Plant Protection Convention (IPPC), the World Organization for Animal Health (OIE); and in certain committees of the Codex Alimentarius Commission to promote the development of international science-based standards consistent with Canada's regulatory framework.
  • Provided technical assistance to developing countries in accordance with the WTO SPS Agreement to facilitate the development and implementation of sanitary and phytosanitary measures based on sound science.
  • Work continued on initial Regulatory Cooperation Council (RCC) and Beyond the Border (BtB) initiatives:
    • To enhance regulatory cooperation with the United States, the CFIA successfully negotiated four (4) enhanced work plans with the United States in the areas of meat inspection and certification, plant health, animal health, and food safety.
    • Progress made on finalizing a guidance document for the Canada-US Zoning arrangement for the Recognition of Foreign Animal Disease Control and Eradication Zones. This was one of the 29 initiatives included in the Joint Action Plan completed for the RCC where Canada and the U.S. will seek greater alignment in their regulatory approaches over the coming two years.

Linked to the CFIA's Strategic Outcome of a safe and accessible food supply and plant and animal resource base.

Emergency Management

The ability to respond to multiple simultaneous or large-scale emergencies.

The CFIA has a well- planned emergency preparedness and response capacity. However threat environments continue to evolve, requiring regular updating of plans and responses to reflect changes and find efficiencies to ensure that the Agency maintains a minimum of essential business functions during emergencies.

  • FPT Agriculture Ministers supported the development of an emergency management framework and the CFIA collaborated with the provinces to develop a Strategic Emergency Management Framework, that includes the management of plant and animal health risks. The vision for the framework is to develop a collaborative, comprehensive and risk- based approach to achieving the common goals of reducing and managing risks, while building sector resilience through continuous improvement.
  • Effectively managed major emergency situations with the collaboration of its provincial and industry partners by rapidly mobilizing resources:
    • Swiftly responded to an Avian Influenza (AI) outbreak in British Columbia in December 2014 and established a primary control zone in the area where the disease was identified to prevent spreading.
    • Continued to engage partners and stakeholders to review Canada's BSE programming and began communicating the Canadian long-term approach to BSE disease control in the wake of the identification of a cow with BSE in February 2015 in Alberta, which had a birth year of 2009.
    • Swiftly and effectively responded to outbreaks in Nova Scotia of (Infectious Salmon Anemia (ISA) by maintaining site control, destroying or composting fish as well as cleaning and disinfecting affected sites and plants.
    • Mobilized resources and responded effectively to a case of Porcine Epidemic Diarrhea (PED) in February 2014. PED poses no risk to human health or food safety.
    • Effectively managed the incursion of Asian Long-horned Beetle (ALHB) in Ontario. In collaboration with the province and local authorities, established a regulated area to help eliminate the pest.

Linked to the CFIA's Strategic Outcome of a safe and accessible food supply and plant and animal resource base.

Actual Expenditure

The increase from planned to actual spending of $226.9 million and 553 FTEs reflects incremental activities funded via the 2014-15 Supplementary Estimates, increased Statutory authority expenditures, as well as significant expenditures made on behalf of the Treasury Board (parental and maternity allowances, entitlements on cessation, etc.), for which the Agency received allocations from Treasury Board Votes.

Through the 2014-15 Supplementary Estimates, Agency funding was renewed for: Bovine Spongiform Encephalopathy (BSE); maintenance of a daily shift inspection presence in all federally registered meat processing establishments; and participation in the Government of Canada Genomics Research and Development Initiative. In addition, new resources were provided to: establish a Food Safety Information Network to strengthen the ability to detect and respond to food hazards; to implement enhanced food safety oversight programming; and, to undertake activities to improve market access for Canadian agricultural products. Funding for all of these initiatives was not reflected in the Agency's 2014-15 planned spending, as it had not yet been approved by Parliament.

It should be noted that the Agency incurred substantial one-time disbursements in 2014-15 related to government-wide workforce initiatives, including the transition to salary payments in arrears and the cash out of accumulated severance. As well, the Agency ratified all outstanding collective agreements resulting in significant one-time retroactive salary settlement payments. These extraordinary one-time payments account for the majority of the increase from Planned to Actual Spending, and result in increased spending levels in 2014-15 in all but one program. The Animal Health and Zoonotics Program had a net decrease in 2014-15 due to a significant decline from previous years in statutory compensation payments made under the Health of Animals Act.

A comparison of authorities available for use and actual spending yields $34.7 million of unused 2014-15 authorities. These lapsing resources relate to delays in the implementation of various initiatives, as well as frozen resources (required lapses related to reprofiling of funding into future years, and incremental employee benefit plan contributions for retroactive salary settlement payments).

Budgetary Financial Resources - (dollars)
2014-15 Main
Estimates
2014-15
Planned Spending
2014-15
Total Authorities Available for Use
2014-15
Actual Spending (authorities used)
Difference (actual minus planned)
619,327,735 621,575,735 883,214,647 848,492,889 226,917,154
Human Resources (Full-time equivalents - FTEs)
2014-15 Planned 2014-15 Actual 2014-15 Difference (actual minus planned)
5,585 6,138 553
Budgetary Performance Summary Table for Strategic Outcome and Program(s) (dollars)
Strategic Outcome, Program(s) and Internal Services 2014-15 Main Estimates Planned Spending 2014-15 Total Authority Available for use Actual Spending (authorities used)
2014-15 2015-16 2016-17 2014-15 2013-14 2012-13
Strategic Outcome: A safe and accessible food supply and plant and animal resource base
Food Safety Program 320,103,652 320,982,081 363,836,779 330,823,048 448,414,176 421,520,442 364,310,525 353,600,998
Animal Health and Zoonotics Program 89,781,512 90,674,321 114,552,020 114,141,479 164,128,295 162,039,970 187,939,265 175,425,417
Plant Resources Program 75,006,452 75,532,299 76,730,103 75,937,906 92,020,456 90,262,195 86,537,966 88,983,164
International Collaboration and Technical Agreements 25,382,494 25,382,494 34,682,935 34,642,625 41,139,746 40,718,768 35,004,557 33,338,750
Subtotal 510,274,110 512,571,195 589,801,837 555,545,058 745,702,673 714,541,375 673,792,313 651,348,329
Internal Services Subtotal 109,053,625 109,004,540 115,750,051 113,472,070 137,511,974 133,951,514 131,959,340 130,707,396
Total 619,327,735 621,575,735 705,551,888 669,017,128 883,214,647 848,492,889 805,751,653 782,055,725

Alignment of Spending With the Whole-of-Government Framework

Alignment of 2014-15 Actual Spending with the Whole-of-Government-Framework Spending Endnote xvi (dollars)
Strategic Outcome Program Spending Area Government of Canada Outcome 2014-15
Actual Spending
A safe and accessible food supply and plant and animal resource base Food Safety Program Social Affairs Healthy Canadians 421,520,442
A safe and accessible food supply and plant and animal resource base Animal Health and Zoonotics Program Social Affairs Healthy Canadians 162,039,970
A safe and accessible food supply and plant and animal resource base Plant Resources Program Economic Affairs A clean and healthy environment 90,262,195
A safe and accessible food supply and plant and animal resource base International Collaboration and Technical Agreements International Affairs A prosperous Canada through global commerce 40,718,768
Total Actual Spending by Spending Area (dollars)
Spending Area Total Planned Spending Total Actual Spending
Social Affairs 411,656,402 583,560,412
Economic Affairs 75,532,299 90,262,195
International Affairs 25,382,494 40,718,768
Government Affairs 0 0

Departmental Spending Trend

Departmental Spending Trend Graph
Chart - Departmental Spending Trend. Description follows.
Departmental Spending Trend (Millions)
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18
Sunset Programs - Anticipated 0.0 0.0 0.0 0.2 36.2 36.6
Statutory 151.9 194.0 181.3 134.6 132.0 131.9
Voted 630.2 611.7 667.2 570.9 537.0 532.1

The Agency's overall spending has increased from 2012-13 to 2014-15 by approximately 8%. This is as a result of additional funding received for various initiatives, one-time disbursements in 2014-15, partially offset by the implementation of Budget 2012 savings initiatives.

It should be noted that the Agency has achieved these savings: mainly through efficiencies, such as internal administrative services; as well as program changes to improve services and facilitate trade, such as implementing agreed upon changes with the provinces with respect to the delivery of certain inspection activities under provincial jurisdiction; and, more effective response to animal diseases and plant pests. The Agency has not reduced staff or cut programs that would in any way impact food safety or place the health and safety of Canadians at risk.

Spending is forecasted to remain stable from 2015-16 through to 2017-18, including the anticipated renewal of sunsetting resources. The Agency will assess the level of resources required for initiatives sunsetting in 2016-17 and 2017-18, and will seek renewal as required to maintain and continuously improve Canada's strong food safety system, and safe and accessible food supply and plant and animal resource base.

Estimates by Vote

For information on Canadian Food Inspection Agency's organizational Votes and statutory expenditures, consult the Public Accounts of Canada 2015, Endnote xvii which is available on the Public Works and Government Services Canada website. Endnote xviii

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