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2015-2016 Departmental Performance Report

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PDF (1316 kb)
ISBN: 2368-0970

The original version was signed by

The Honourable Jane Philpott, PC, MP
Minister of Health

For the period ending March 31, 2016

Table of Contents

Minister's Message

The Honourable Jane Philpott, PC, MP
Minister of Health

The Honourable Jane Philpott

I am pleased to present this Departmental Performance Report, which provides details on the many activities that the Canadian Food Inspection Agency (CFIA) conducted during the 2015–2016 fiscal year to fulfill its mission. In 2015–2016, the CFIA once again lived up to its reputation as a world-class regulator in the animal health, plant protection, and food safety sectors. Using a scientific approach focused on prevention, the Agency worked closely with its portfolio partners - Health Canada and the Public Health Agency of Canada - to continue implementing modern regulations, processes, and systems, all with service excellence in mind.

With regard to food safety, the CFIA began to phase in its new integrated Agency Inspection Model in the fall of 2015, applying the new inspection model in select fish, feed, dairy, and greenhouse facilities across the country. The new model, which applies globally recognized prevention-based concepts, is introducing a standard process for inspections across all regulated commodities. In addition, the CFIA continued to reform the regulations that support the Safe Food for Canadians Act and the Agricultural Growth Act to further strengthen and modernize Canada's food safety system.

To mitigate risks to Canada's plant resources, which are essential to a safe and accessible food supply, the CFIA modernized the legislation protecting Canada's plant resources. In February 2015, amendments to the Plant Breeders' Rights Act came into force, which opened the door to Canada ratifying the 1991 update of the International Convention for the Protection of New Varieties of Plants in June 2015. The CFIA's Plant Breeders' Rights Office, now accepts applications and grants rights under the revised intellectual property framework.

In addition, the CFIA advanced on several animal health priorities in 2015–2016. For example, after experiencing outbreaks of the highly pathogenic avian influenza, the CFIA and the U.S. Department of Agriculture jointly implemented a guidance framework that outlined how Canada and the United States would recognize and accept each other's decisions regarding animal disease eradication zones when an outbreak occurs. This framework allowed trade to continue in disease-free zones while the outbreaks were being managed in the affected areas.

Also during 2015–2016, the CFIA expanded its initiatives contributing to consumer protection. By using modern digital tools like Pinterest, Twitter, Facebook, LinkedIn, and its website, the Agency shared food safety advice and information on food recalls with a growing number of Canadians in a timely and interactive way. In fact, the CFIA experienced major growth in its social media audiences - the number of Twitter followers increased by 83%, the Facebook fan base grew by 264%, and the LinkedIn community expanded by 32%. The Agency also posted more than 3,045 social media messages, which generated more than 15 million views.

The CFIA strengthened its international collaboration efforts during the 2015–2016 fiscal year. For example, the Agency continued working to align its regulatory approaches with the United States through the Regulatory Cooperation Council and the Beyond the Border initiative. The Agency collaborated with other international partners through the European Union's Joint Management Committee meetings, the World Organization for Animal Health (OIE), the Codex Alimentarius Commission, the World Trade Organization's Sanitary and Phytosanitary Committee meetings with Colombia and Korea, various plant health meetings with the United States, Australia, and New Zealand, and Consultative Committee on Agriculture meetings with Mexico and Brazil.

The world is changing quickly - with new technology, business transformation, increases in import and export volume, new and emerging threats, and increasing consumer expectations - but I am confident that the CFIA's tireless efforts are keeping up with that change. I am proud of the skills, integrity, and professionalism that CFIA employees display every day. Through their hard work and dedication, they personify the Government of Canada's commitment to the health and safety of Canadians.

The Honourable Jane Philpott, PC, MP
Minister of Health

Results Highlights

The CFIA continues to meet its mandate objectives of safeguarding plant resources, animal health and food safety, which enhances Canada's environment, economy and the well-being of its citizens. Highlights in 2015-16 include:

The total resources utilized by the Agency for 2015-16 are summarized below

Section I: Organizational Overview

Organizational Profile

Organizational Profile

Appropriate Minister: The Honourable Dr. Jane Philpott, PC, MP

Institutional Head: B.A. (Bruce) Archibald, Ph.D.

Ministerial portfolio: Health

Enabling Instrument(s):

CFIA Wide

Food Safety

Plant and Animal Health

Plant

Animal Health

Year of Incorporation / Commencement: 1997

Other: N/A

Organizational Context

Raison d'être

The Canadian Food Inspection Agency (CFIA) is one of Canada's largest science-based regulatory agencies. It has approximately 6,555Footnote 47 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 safety, 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:

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
  1. Health Canada
  2. Agriculture and Agri-Food Canada
  3. Public Health Agency of Canada
  4. Canada Border Services Agency
  5. Canadian Grain Commission
  6. Public Safety Canada
  7. Fisheries and Oceans Canada
  8. Natural Resources Canada, including Canadian Forest Service
  9. Global Affairs Canada
  10. Environment and Climate Change Canada, including Canadian Wildlife Service

The CFIA is responsible for administrating and enforcing 13 federal statutes and 38 sets of regulations, for supporting a sustainable plant and animal resource base and regulating the safety and quality of food sold in Canada. 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 and 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 most provisions have come into force. The Agricultural Growth Act modernized and strengthened federal agriculture legislation, supports innovation in the Canadian agriculture industry and enhances global market opportunities for Canadians. The Agricultural Growth Act updated 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 plant, animal, and food 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 plants, animals, and their related products, and food; 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, which is not yet fully in force, and the Agricultural Growth Act in 2015, every statute administered and enforced by the CFIA has been provided 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 authorities include:

  1. Modern inspector authorities so that inspectors have the right tools to do their job;
  2. Revised and strengthened offence provisions, with more up-to-date fines and penalties;
  3. Explicit authorization for export certification;
  4. Regulatory authority to require licensing and/or registration;
  5. Explicit authority to incorporate documents by referenceFootnote 48;
  6. Regulatory authority to require preventive control plans and quality management plans for manufacturers;
  7. 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

To effectively fulfill its responsibilities in safeguarding Canada's food supply and sustaining its animal and plant resource base, the CFIA strives to achieve its strategic outcomeFootnote 49 of maintaining "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.

Program Alignment Architecture

Flowchart - Strategic Outcome. Description follows.
Description for image – Strategic Outcome

The image is composed of two large boxes/shapes, one on top of the other.

The top box says:

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

The bottom box has multiple smaller boxes within, arranged in five columns. The first row of each column are programs. The boxes below the first row are sub-programs.

The first box of the first column says:

  • Food Safety Program

There are seven sub-program boxes below the "Food Safety Program" box, and they say:

  • Meat & Poultry;
  • Egg;
  • Dairy;
  • Fish & Seafood;
  • Fresh Fruit & Vegetables;
  • Processed Products; and
  • Imported and Manufactured Food Products.

The first box of the second column says:

  • Animal Health and Zoonotics Program

There are three sub-program boxes below the "Animal Health and Zoonotics Program" box, and they say:

  • Terrestrial Animal Health;
  • Aquatic Animal Health; and
  • Feed.

The first box of the third column says:

  • Plant Resources Program

There are four sub-program boxes below the "Plant Resources Program" box, and they say:

  • Plant Protection;
  • Seed;
  • Fertilizer; and
  • Intellectual Property Rights.

The fourth column only has one box and it says:

  • International Collaboration and Technical Agreements

The first box of the fifth column says:

  • Internal Services

There are ten sub-program boxes below the "Internal Services" box, and they say:

  • Management and Oversight;
  • Communications;
  • Legal;
  • Human Resources Management;
  • Financial Management;
  • Information Management;
  • Information Technology;
  • Real Property Management;
  • Materiel Management; and
  • Acquisition Management.

Operating Environment and Risk Analysis

Risk Analysis

The CFIA is responsible for identifying and managing risks to the plant and animal resource base and the food supply on which safe food and a prosperous economy depends. Integrating risk management into policy, priority setting, planning, delivery, review and reporting activities supports informed decision making across and within the Agency.

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:

Current risk management practices at the CFIA include the development of a 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 Corporate Risk Profile was last fully renewed in 2012 with a refresh of the annex in 2014.

The Agency's transformation agenda has been driven by a vision for an enhanced outcome and risk-based, preventive system. To enhance the Agency's ability to more quickly align its efforts to have the greatest impact on reducing risk, the CFIA has developed a Comparative Risk Model that systematically measures and compares the diverse risks that the Agency manages on behalf of Canadians.

The comparative risk model is still being implemented but has already provided the CFIA with information regarding the relative importance of risks and cost-effectiveness of controls to mitigate them. It supports the Government's commitment to evidence-based decision making and transparency. Information gained informs decisions about how best to plan inspections, surveillance and other activities. The ultimate outcome will be the CFIA's ability to deliver the best value in terms of risk reduction for public dollars spent.

Table 1 highlights the CFIA's key strategic risks, ranked in terms of likelihood and impact, and provides associated planned response strategies. All risks link to the organization's Program Alignment Architecture (PAA).

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

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.

Additionally, the current environment demands innovation to achieve efficiencies while maintaining or increasing effectiveness in the way the Agency does its business and delivers its mandate.

Agency Transformation

Human Resource Modernization

  • Talent Management - Established the Talent Management Framework and automated tools to identify and manage talent within the Agency at the EX level
  • Succession Management - conducted executive level succession management exercise which resulted in the identification of critical positions, leadership pipeline strengths and gaps
  • Policy Suite for Executives was implemented with talent management being the foundation. New terms and conditions signed by all
  • Virtual Training was used as a way to modernize learning at the Agency to bring learning to the learners (specifically for the inspectorate)
  • Established the Peer Support Program to provide support to employees, not only to manage personal stress but also work related changes and stressors
  • A new scientific regulation standard modernized the Agency's people management model in classification. The result was a role-based, competency-driven classification platform on which over 1,000 CFIA scientists were on-boarded and reduced the number of work descriptions and different, unique positions in the Agency's work architecture by the hundreds. Service - a modernized approach to classification of positions moving away from tasks to more broadly defined roles and expectations backed by competency profiles. This unique approach is revolutionary and will prove an influential body of work across the government's science community
  • One HR for Government Science Committee - established to develop recommendations and improvements on human resource management of the science community

Reinforce Values and Ethics

  • Developed innovative awareness building mechanisms such as the Umbrella online tool, Values & Ethics awareness video and Capsules of Information for CFIA employees
  • Developed actions to address the results of the February 2014 Ethical Climate Survey
  • Organized the Agency's third annual Values & Ethics Day
  • Updated Values & Ethics Strategy to reflect the Agency's Transformation Agenda, Blueprint 2020 and the "One Agency" initiative
  • Updated Values & Ethics training for managers and supervisors
  • Updated Values & Ethics at Pre-Requisite Employment Program and People Management for Supervisors courses
  • Updated Conflict of Interest and Post-Employment Policy to provide better guidance to employees
  • Acknowledged the Values & Ethics Code for the Public Sector, the Agency Code of Conduct and the Conflict of Interest Policy during the annual performance agreement process

Enhance Project Management

  • Released a revised version of the Enterprise Project Management Framework in March 2016, which included updates to existing tools and templates and the addition of new tools to enhance delivery of projects

Enhance Service and Communication

  • Put in place a framework to help the Agency move towards an integrated, proactive and digital first communications environment
  • Through CFIA's digital communications strategy and three-year evergreen implementation plan, a number of highly visible projects were delivered through effective partnerships with client branches, portfolio partners and other Government of Canada partners. The Agency actively promoted CFIA's success stories to internal and external audiences, using existing internal tools and social media platforms such as Pinterest, Twitter, LinkedIn, and Facebook; and, contributed content to a new Government of Canada Science of Health blog

Strengthen Planning, Performance Monitoring and Reporting

  • The CFIA planning process continues to evolve and integrate risk management into decision-making. In 2015-16, program risk owners in the Plant Resources, Animal Health and Food Safety programs identified their respective three-year business line strategic priorities to inform branch strategic planning. This systematic approach to Agency planning better aligned business priorities with branch capacity, including the enabling branches, from strategic to tactical levels. The streamlined collection of Agency planning information will be used to inform corporate level planning and reporting

Public and Stakeholder Engagement on Key Agency Initiatives

  • In support of spring 2015 consultations with small businesses, developed a number of new products designed for use by industry and regulated parties, including infographics on key themes (e.g., preventive controls, categories of hazards and key principles for importers) as well as multilingual fact sheets (12 languages) highlighting key food safety elements, preventive food safety controls and traceability
  • Feedback received during the consultations with industry and stakeholders was used to inform planning for pre-publication of regulations in Canada Gazette I, including the development of new resources (e.g., decision tools, multimedia products and videos) to support industry's understanding of proposed requirements. A compliance promotion strategy for undeclared allergens was also developed and approved. The first series of products under this strategy were developed, in particular an interactive infographic on allergen labelling (to be available in seven languages)
Linked to the CFIA's Strategic Outcome of a safe and accessible food supply and plant and animal resource base.

Management of 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.

Agency Transformation

  • Modernized applications and implemented an Application Portfolio Management Program which moved the Agency toward a balanced and sustainable technology platform, built on Government of Canada standards
  • Investment planning was further advanced, resulting in better demand management for the Agency's information management and information technology
  • Achieved greater engagement in Branch and Agency governance, which resulted in better project management of application and platform modernization efforts
  • Created an Architecture Review Committee and program to ensure alignment of the Agency's IMIT approach and Government of Canada strategies

A Flexible and Scalable Electronic Service Delivery Platform (ESDP)

  • Began development of the business requirements for phase I of the electronic service delivery platform, with phased implementation to begin in December 2016, beginning with the Dairy sector

Collaboration with Shared Services Canada

  • Established and staffed a dedicated Client Relationship Manager position to facilitate and enhance the Agency's communication and relationship with Shared Services Canada

Business Information Management Centre (BIMC) Dashboards.

  • Strengthened the tools, processes and governance of the Agency's Business Information Management Centre to capture and report on operational data, and also enhance the Centre's program performance management capabilities. Further enhanced Dashboards for Senior Management by providing strategic analysis to better highlight the areas of attention related to the delivery of the core Program and Corporate functions of the Agency

IMIT Strategy

  • Defined and received President's approval for a new Agency IMIT Strategy that provides direction for investment planning, and verifies continued alignment with Government of Canada technology strategies
  • Proactively participated in enterprise platform modernization and consolidation activities with Shared Services Canada, including email transition, data center migration, and transition to MyGCHR, the human resources management system recently adopted by the Government of Canada
  • Advanced service delivery modernization initiatives aimed at providing citizens and employees with modern digital tools

Web Renewal

  • Prepared for migration to Canada.ca, the common Government of Canada website being constructed, by completing a full review of its current web content to ensure consistency with the Canada.ca style guide, and also developed a detailed migration plan for CFIA content
  • Provided advice and guidance to the Community of Federal Regulators, Health Canada, and Treasury Board Secretariat on how to develop a Government-wide plan for posting legislative guidance on Canada.ca
  • Ensured that CFIA employees were well informed of the Web Renewal Initiative, a government-wide priority to consolidate all departmental/agency websites into fewer than six
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.

Creation of a Single Window Information Portal

  • Maintained ongoing collaboration with Canada Border Services Agency on the Single Window Initiative in order to address minor challenges with the system as it is implemented

User Fee/Service Standard Modernization

  • Continued user fee and service standard modernization
  • Continued exploration and development of alternative service delivery mechanisms. The objective is to transfer responsibilities from CFIA staff and CFIA laboratories to accredited service providers (including veterinarians and approved laboratories) where appropriate. A Quality Management Oversight Framework was developed, and the criteria that will guide the transfer of tests for alternative service delivery arrangements have been established. The CFIA is ready to transfer tests when export certificates are renegotiated with trading partners

Communication and Stakeholder Engagement on Agency Key initiatives

  • In support of spring 2015 consultations with small businesses, the CFIA developed a number of new products designed for use by industry and regulated parties, including infographics on key themes (e.g., preventive controls, categories of hazards and key principles for importers) as well as multilingual fact sheets (12 languages) highlighting key food safety elements, preventive food safety controls and traceability

International Engagement

  • Continued to engage with various countries through existing bilateral fora (e.g. Joint Management Committee meeting with the EU, SPS Committee meetings with Colombia and Korea, hosting plant health meeting with the United States, Australia and new Zealand, and Consultative Committee on Agriculture meetings with Mexico and Brazil), and through ad hoc bilateral meetings such as incoming foreign visits
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.

Agency Emergency Management Plans

  • Developed the Agriculture and Agri-Food Canada and the Canadian Food Inspection Agency Agreement on Emergency Response Coordination. The agreement sets out roles and responsibilities and establishes a working relationship between the two organizations regarding emergency response activities affecting the agriculture and agri-food sector in the context of each organization's legislated responsibilities

Maintenance and Monitoring of Current Emergency Management Preparedness/ Response Mitigation Strategies

  • Finalized After Action Reviews for the responses to the December 2014 Avian Influenza (AI) outbreak in British Columbia, the February 2015 identification of a cow in Alberta with Bovine Spongiform Encephalopathy (BSE), also known as mad cow disease, and the April 2015 Avian Influenza outbreak in Ontario. These reviews identified areas for improvement, and recommendations and corrective actions which are being implemented to improve on future response capabilities
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.

CFIA Science Branch Action Plan

The CFIA's Science Branch developed an Action Plan that will enable the Branch to:

  • Articulate measurable goals, objectives and timelines
  • Reach agreements with branch employees, clients and key stakeholders
  • Illustrate at regular intervals, the delivery of actual results against expected outcomes
  • Provide an interactive communication tool and responsive decision aid for planning and resource management
  • The Science Branch will monitor and report on this action plan mid-year and year-end for the final year of this three year plan with the goals of improved performance information for the Science Branch managers, enhanced accountability within the Agency and meaningful information for external reporting

Canadian Food Safety Information Network (CFSIN)

  • Signed a data sharing arrangement with Alberta Health and Alberta Agriculture and Forestry on February 3, 2016
  • Launched a pilot project with Alberta to identify methods of sharing food safety data
  • Completed a draft inventory of environmental scanning and intelligence data. The inventory will continue to be updated as work on environmental scanning for the CFSIN progresses
  • Completed a comprehensive draft of the data dictionary

Modernizing Equipment and Laboratories

  • Using Lean Education Academic Network (LEAN) tools, the Ottawa Laboratory Carling (OLC) streamlined its processes and increased capacity, thus improving the service standards for the animal feed service by a 20% reduction in processing time. Many lean initiatives developed in 2015-16, with implementation ongoing into 2016-17, are expected to further improve service standards
  • Completed renovations to enhance the food safety laboratory capacity at both the Greater Toronto Area and the St. Hyacinthe laboratories

Enhancing Laboratory Response Capacity

  • Identified relevant projects necessary to develop novel, more rapid and sensitive detection methods to enhance the Agency's response to food safety incidents and progress is being made as planned. Methods developed in previous projects have been operationalized
  • Genome Canada, CFIA and Alberta Innovates-BioSolutions (Al-Bio) Partnership was established to support research that applies the latest bioinformatics and genomics technologies in the detection and surveillance of priority foodborne pathogens

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 Modernization

  • Legislative amendments to the Plant Breeders' Rights Act came into force on February 27th, 2015. Canada subsequently ratified the 1991 Act of the International Convention for the Protection of New Varieties of Plants (UPOV'91) on June 19th, 2015, and became bound by the Convention on July 19th, 2015. The Plant Breeders' Rights Office now accepts applications and grants rights under the revised, UPOV'91 based, intellectual property framework

Regulatory Modernization

  • Based on stakeholder feedback, made selected revisions to the proposed Safe Food for Canadians Regulations since release of draft preliminary text for consultation in summer 2015. The proposed Regulations are targeted for pre-publication in Canada Gazette, Part I, for late fall 2016

Business Transformation/Program Frameworks

  • Implemented the compartmentalization program for domestic National Aquatic Animal Health Program successfully on 31 December 2015
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.

Integrated Agency Inspection Model (iAIM),

  • Developed Foundational Operational Guidance for Standard Inspection Procedures and Compliance Verification of a Preventive Control Plan for all three business lines, based on the integrated Agency Inspection Model. This Guidance was validated and implemented in four commodity areas (Dairy - Food Safety Enhancement Program, Fish - Quality Management Program, Plant - Canadian Greenhouse Certification Program and Feed - Oilseed). Implementation included development of commodity-specific reference material, national training and the development of tools to document inspection results. Operational Guidance to support the issuance of Administrative Monetary Penalties for violations of the Meat Inspection Act and Regulations was published in April 2015

Establishment Risk Assessment Model

  • Conducted a cost benefit analysis for each option of data collection of the inherent and mitigation factors of the model
  • Continued Information Management and Information Technology enablement project with refinement of the business case, high level business requirements and five year costing of the project

Ongoing Recruitment, Training and Provisions of Tools for Inspectors

  • Developed a new Scientific Regulation classification standard, complete with replacements of work descriptions in favor of descriptors of the roles of the functions. The Scientific Regulation classification standard amalgamates all science-based positions in the Biological Sciences, Agriculture and Chemistry groups and will be fully implemented in 2016-17
  • Altered the training delivery strategy supporting the Safe Food for Canadians Regulations (SFCR) for better alignment with the effective start date of the SFCR. Both the learning objectives and content were reviewed and validated and a revised project plan is ready for implementation in 2016-17

Strengthen Risk Management, Planning, Performance Monitoring and Reporting

  • The CFIA planning process continues to evolve and integrate risk management into planning and decision-making. In 2015-16, program risk owners in the Plant Resources, Animal Health, and Food Safety programs identified their respective three-year business line strategic priorities to inform branch strategic planning. This systematic approach to Agency planning better aligned business priorities with branch capacity, including the enabling branches, from strategic to tactical levels. The streamlined collection of this Agency planning information will be used to inform corporate level planning and reporting
Linked to the CFIA's Strategic Outcome of a safe and accessible food supply and plant and animal resource base.

Organizational Priorities

The Government continued to ensure that CFIA remains a world-class regulator in the plant, animal health, and food sectors.

Transforming itself through innovating processes and systems, increasing and enhancing domestic and international partnership, and collaborating with stakeholders helped the CFIA achieve the objectives and priorities outlined in its Long-Term Strategic Plan. The Long-Term Strategic Plan helps the CFIA to mitigate risks, strengthen its foundation, and effectively deliver core program activities. Priorities focused on in 2015-16 include:

Priority: Increased focus on prevention

Description: An increased focus on prevention provides an opportunity to minimize risks to human, animal and ecosystem health. As well, integrating proactive and preventive risk management approaches into all CFIA programs and bolstering these approaches with a clear inclusive focus on partnerships and information sharing helps the CFIA to anticipate, prevent, prepare for, and manage issues, including emergencies.

Priority Type:Footnote 50 Ongoing

Key Supporting Initiatives - Prevention
Planned Initiatives Start Date End Date Summary of Progress Link to Agency's Program Alignment Architecture

Integrating proactive and preventive risk management approaches into all CFIA programs and bolstering these approaches with a clear inclusive focus on partnerships and information sharing Table Note 51, will help the CFIA to anticipate, prevent, prepare, and manage issues, including managing emergencies.

Goals for this priority are:

2013 Ongoing

The CFIA made the following progress in integrating proactive and preventive risk management approaches into all CFIA programs:

All the planned initiatives are linked to the following programs:

  • Food Safety Program
  • Animal Health and Zoonotics Program
  • Plant Resources Program
  • International Collaboration and Technical Agreements
  • Stakeholders have a clear and common understanding of the primary role that they play in managing risk
2013 Ongoing
  • Jointly implemented the Guidance Framework on the zoning arrangement signed under the Regulatory Cooperation Council with the United States Department of Agriculture (USDA). The arrangement outlines how Canada and the United States will recognise and accept each other's decisions regarding animal disease eradication zones in the event of an animal disease outbreak
2014 Ongoing
  • Developed an Emergency Management Framework in collaboration with Agriculture and Agri-Food Canada (AAFC) and provincial partners. The Framework sets the strategic direction for partners (federal, provincial, territorial, and municipal governments, non-governmental organizations, industry, producers, and individuals) to collaboratively prevent, mitigate, prepare for, respond to and recover from emergencies facing the agriculture sector
  • Continue to implement legislative and regulatory modernization within the Agency
2013 2018 for current moderni-zation process and ongoing thereafter
  • Continued to work on the amendment of Part XII (Humane Transport) of the Health of Animals Regulations to enhance animal welfare and the humane treatment of animals during transport, and to align with international standards, industry best practices and current scientific knowledge regarding animal welfare during transportation
  • Continued with work toward modernizing the Feeds Regulations to address current gaps and weaknesses, and provide more clarity to regulated parties
2013 Ongoing
  • The Agricultural Growth Act, Bill C-18, received Royal Assent on February 25, 2015 and by Order in Council, as of February 27, 2015, all amendments to the Plant Breeders' Rights Act came into force. The Canadian government ratified the 1991 Act of the International Convention for the Protection of New Varieties of Plants (UPOV'91) on June 19, 2015, and became bound by this treaty on July 19, 2015
  • Proactive and preventive risk management approaches are integrated into all CFIA programs
2014 Ongoing
  • Revised sections of a draft proposed for the Safe Food for Canadians Regulations in response to stakeholder feedback. Prepared interpretive guidance based on key elements such as trade, preventive controls and traceability
  • Continued to enhance the CFIA's risk-based approach to oversight activities through the continued development of an Establishment-based Risk Assessment (ERA) Model for licensed domestic food producing establishments. The model provides a standard and consistent tool to inform CFIA oversight decisions for licensed establishments, the type, frequency and intensity of CFIA's oversight activities being more proportional to the risks. This model will also provide risk assessment results that will facilitate the allocation of resources to areas of higher risk
2015 2015
  • Conducted surveys to verify the success of the eradication measures of the Asian Long-horned Beetle implemented in 2014. The surveys found no Asian Long-horned Beetle
2015 2015
  • Finalized After Action Reviews for the responses to the December 2014 Avian Influenza outbreak in British Columbia, February 2015 identification of a cow in Alberta with Bovine Spongiform Encephalopathy (BSE), also known as mad cow disease, and the April 2015 outbreak of Avian Influenza in Ontario. These reviews identified areas for improvement, and recommendations and corrective actions which are being implemented to improve future response capabilities
  • Continued research to develop novel, more rapid and sensitive detection methods to enhance the Agency's response to food safety incidents. Methods developed in previous projects have been operationalized
  • Evolved CFIA's approach to risk management by developing a framework for integrated risk management to support a more formalized and risk-informed approach to decision-making
  • Developed a comparative risk model to facilitate the comparison of risks across business lines, with the view to creating a stronger and more evidence based understanding of relative risk and improving the ability to inform decisions
  • Inspection systems are designed to verify industry's prevention systems
2014 2015
  • Developed Foundational Operational Guidance for Standard Inspection Procedures and Compliance Verification of a Preventive Control Plan for all three business lines, based on the integrated Agency Inspection Model. This Guidance was validated and implemented in four commodity areas (Dairy - Food Safety Enhancement Program, Fish - Quality Management Program, Plant - Canadian Greenhouse Certification Program and Feed - Oilseed). Implementation included development of commodity-specific reference material, national training and the development of tools to document inspection results
  • Operational Guidance to support the issuance of Administrative Monetary Penalties for violations of the Meat Inspection Act and Regulations was published in April 2015
  • Partnerships, networks and information sharing help the CFIA anticipate, prevent, and prepare
2012 Ongoing
  • Formed a Program Delivery Committee to identity and address priority areas for improvement in order to maintain the integrity of Canada's Bovine Spongiform Encephalopathy control program delivery
  • Participated in an initiative led by the Public Health Agency of Canada to develop a framework to prevent the spread of Antimicrobial Resistance while providing input and leadership into the development of further Antimicrobial Resistance and Antimicrobial Resistance Use surveillance, stewardship and innovation activities
  • Developed a framework and program recommendations for veterinary oversight of medically important microbiological drugs in feeds in collaboration with Health Canada
  • In collaboration with the United States Department of Agriculture, met with plant protection officials from China, Korea and Japan in 2015 to further assess and enhance the Asian Gypsy Moth pre-departure certification program in each country
2014 2016
  • Became a member of a joint government-industry Potato Task Force, tasked to develop a forward plan for delivering the potato seed certification program for Canadian potato seed producers that respects the necessary requirements set by United States Department of Agriculture's Animal and Plant Health Inspection Section
2013 2019

Implement Canadian Food Safety Information Network (CFSIN)

  • Signed a data sharing arrangement with Alberta Health and Alberta Agriculture and Forestry on February 3, 2016
  • Launched a pilot project with Alberta to identify methods of sharing food safety data
  • Completed a draft inventory of environmental scanning and intelligence data
  • Treasury Board granted expenditure authority in April 2016
  • Completed a comprehensive draft of the data dictionary on April 10, 2016

Table Notes

Table Note 51

The exchange of information among partners is conducted according to applicable provincial and/or federal access to information and privacy legislation and common law principles, and existing information-sharing arrangements.

Return to table note 51  referrer

Priority: Focus on service excellence

Description: The CFIA's role as an effective regulator is enhanced by a focus on service excellence. 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.

Priority Type:Footnote 50 Ongoing

Key Supporting Initiatives - Service excellence
Planned Initiatives Start Date End Date Summary of Progress Link to Agency's Program Alignment Architecture

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. Goals for this priority are:

  • Service culture is embedded within the Agency. Complaints and Appeals Office provides a single-window for stakeholders to register complaints, compliments and comments related to CFIA's regulatory decisions or service delivery

The CFIA made progress in its effort to strengthen the Agency's citizen-centered service delivery culture. They include:

  • Linked the Traceability National Information Portal with the CFIA's Laboratory Sample Tracking System database to offer authorized users access to animal health, and animal movement and location information through a single window

All the planned initiatives are linked to the following programs:

  • Food Safety Program
  • Animal Health and Zoonotics Program
  • Plant Resources Program
  • International Collaboration and Technical Agreements
2014 Ongoing
  • Developed the first series of products under the compliance promotion strategy for undeclared allergens, in particular an interactive infographic on allergen labelling which would be available in seven languages
2015 Ongoing
  • The Complaints and Appeals Office (CAO) continued to contribute to improvement in service delivery and program design. Data collected by CAO is analyzed to identify trends for opportunities and improvement that are used for business planning and programs enhancement
2014 2017
  • Continued to develop partnerships with approved private and provincial laboratories to provide alternative service delivery options for the Agency
  • The CFIA is a trusted, transparent and credible regulator with adaptable, predictable and consistent program delivery
2015 2015
  • Reviewed a Quality Management Oversight Framework and established the criteria necessary to guide the transfer of tests for alternative service delivery arrangements
  • Actively promoted CFIA's success stories to internal and external audiences using internal tools and social media platforms such as Pinterest, Twitter, LinkedIn and Facebook
  • Initiated the development of the business requirements for phase I of the Electronic Service Delivery Platform. Phased implementation is scheduled to begin in December 2016
  • CFIA services support efficient and effective regulation of those sectors of the marketplace that it regulates.
2014 Ongoing
  • Collaborated with the United States, Australia and New Zealand on an education and awareness approach to reduce invasive plants introduction through e-commerce
  • Developed new products designed for use by industry and regulated parties, including infographics on key themes (e.g., preventive controls, categories of hazards and key principles for importers) as well as multilingual fact sheets (12 languages) highlighting key food safety elements, preventive food safety controls and traceability
  • Provided advice and guidance to the Community of Federal Regulators, Health Canada, and Treasury Board Secretariat on how to develop a Government-wide plan for posting legislative guidance on Canada.ca
  • Launched the Single Window Initiative with Canada Border Services Agency (CBSA) to deliver an integrated electronic solution for the collection, consolidation and dissemination of commercial trade data. The initiative provides a single entry point for the advanced electronic reporting of import information required to satisfy CBSA and CFIA regulatory requirements. The CFIA maintains ongoing collaboration with Canada Border Services Agency to address minor challenges with the system as it is implemented
  • Using Lean Education Academic Network (LEAN) tools, the Ottawa Laboratory Carling (OLC) streamlined its processes and increased capacity, thus improving the service standards for the animal feed service by a 20% reduction in processing time. Many lean initiatives developed in 2015-16, with implementation ongoing into 2016-17, are expected to further improve service standards

Priority: Focus on internal performance excellence

Description: Optimizing performance enables the CFIA to evaluate the effectiveness of the Agency's policies and programs in order to allocate resources to areas of highest risk. This also enables the Agency to adapt and evolve to meet new demands and expectations with a focus on internal performance excellence

Priority Type:Footnote 50 Ongoing

Key Supporting Initiatives - Performance excellence
Planned Initiatives Start Date End Date Summary of Progress Link to Agency's Program Alignment Architecture

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. Goals for this priority are:

2013 Ongoing

The CFIA made the following progress toward its drive for performance excellence:

All the planned initiatives are linked to the following programs:

  • Food Safety Program
  • Animal Health and Zoonotics Program
  • Plant Resources Program
  • International Collaboration and Technical Agreements
  • Internal Service
  • Strong internal management systems and governance that support risk-based planning and resource allocation
2013 Ongoing
  • Developed the internal processes necessary to support the application of the Treasury Board Acquired Services Policy on Investment Planning - Assets and Acquired Services
  • The CFIA's existing Enterprise Project Management Framework describes the implementation process for projects undertaken in the Agency. In 2015-16, the CFIA:
    • Clarified the type of investments that have to be managed through the Enterprise Project Management Framework and approved a tool to guide Agency investments
    • Initiated the integration of Investment Planning and Project Management 'work intake' processes
    • Completed a full review of the Enterprise Project Management Framework toolkit and updated it to include current practices and disciplines
    • Released an updated version of the Enterprise Project Management Framework in March 2016, which included updates to existing tools and templates and the addition of new tools to aid project teams in the delivery of projects
  • Modernized applications and implemented an Application Portfolio Management Program. These efforts, along with lessons learned during implementation, moved the Agency toward a balanced and sustainable technology platform, based on Government of Canada standards
  • Developed an action plan to address the results of the February 2014 Ethical Climate Survey
  • Prepared for migration to Canada.ca by completing a full review of the Agency's current web content to ensure consistency with the Canada.ca style guide, and by developing a detailed migration plan for CFIA content
  • A performance management mindset is embedded in the Agency.
2013 Ongoing
  • Ensured green procurement was incorporated into procurement management processes and tools and procurement specialists' training and procurement heads' and managers' performance evaluations
  • Updated the Values & Ethics Strategy to reflect the Agency's Transformation Agenda, Blueprint 2020 and the "One Agency" initiative
  • Strengthened the tools, processes and governance of the Agency's Business Information Management Centre to capture and report on operational data, and also enhance the Centre's program performance management capabilities
  • Continued to enhance the CFIA's risk-based approach to oversight activities through the continued development of an Establishment-based Risk Assessment (ERA) Model for licensed domestic food producing establishments. The model provides a standard and consistent tool to inform CFIA oversight decisions for licensed establishments, the type, frequency and intensity of CFIA's oversight activities being more proportional to the risks. This model will also provide risk assessment results that will facilitate the allocation of resources to areas of higher risk

Priority: Focus on people supported by training and tools

Description: Focusing on diverse talent, supported by training and modern tools, results in a stable and skilled CFIA workforce with adaptable and motivated employees.

Priority Type: Footnote 50 Ongoing

Key Supporting Initiatives - People
Planned Initiatives Start Date End Date Summary of Progress Link to Agency's Program Alignment Architecture

Focusing on diverse talent, supported by training and modern tools will result in a stable and skilled CFIA workforce with adaptable and motivated employees. Goals for this priority are:

  • The CFIA continues to retain and attract competent, qualified, and motivated personnel

The following is the progress made against the goals identified under this priority:

  • Developed a new Scientific Regulation classification standard, and replaced work descriptions with role descriptors. The scientific regulation classification standard amalgamates all science-based positions in the Biological Sciences, Agriculture and Chemistry groups, and will be fully implemented in 2016-17

All the planned initiatives are linked to the following programs:

  • Food Safety Program
  • Animal Health and Zoonotics Program
  • Plant Resources Program
  • International Collaboration and Technical Agreements
  • Internal Service
  • Individuals have the tools, training and information they need to support the Agency and progress in their careers
  • Launched a project management course specific for CFIA Executives and Executive equivalents in collaboration with the Canada School of the Public Service in January 2015. The course contents were further refined in 2015-2016
  • Altered the training delivery strategy supporting the Safe Food for Canadians Regulations to better align with the effective start date of the Safe Food for Canadians Regulations. Both the learning objectives and content were reviewed and validated and a revised project plan is ready for implementation in 2016-17
  • Conducted a Collective Staffing Review (CSR) and an audit of staffing to identify potential opportunities for improvement. In response, a staffing tiger team is being established to identify innovative ways to staff positions at the CFIA. Greater transparency and monitoring of staffing actions will also be implemented
  • Updated Values & Ethics training for managers and supervisors, and also updated Conflict of Interest and Post-Employment Policy to provide better guidance to employees
  • Participated in various inter-governmental meetings, coordinated information sharing throughout the Agency, and ensured that CFIA employees were well informed of the Web Renewal Initiative
  • The CFIA has the culture it needs to achieve the Long-Term Strategic Plan - a culture of engagement.
2014 2015
  • Sustained consultation and engagement with Federal-Provincial/Territorial governments and industry stakeholders culminated in the implementation in December 2015 of the Domestic Control Program, which is the last phase of the Domestic National Aquatic Animal Health Program, was successfully implemented on December 31, 2015
2014 2015
  • Developed and made publicly available standards for domestic compartments free of specific diseases within declared infected areas as part of the Domestic Movement Program

Section II: Expenditure Overview

Actual Expenditure

Actual Spending in 2015-16 was $43.8 million higher than the Planned Spending mainly due incremental in-year authorities and expenditures related to: funding received for the Federal Infrastructure Initiative and Electronic Service Delivery Platform; Statutory Compensation Payments made as a result of the Avian Influenza outbreak in Ontario; and, salary related disbursements made on behalf of the Treasury Board Secretariat (maternity and paternity allowances, entitlements on cessation, etc.).

In 2014-15, the Agency concluded collective bargaining settlement negotiations applicable from 2010-11 through to 2013-14. The requirement for CFIA to absorb the ongoing cost increases associated with three of four years settled significantly impacted the Agency's FTE utilization. The ongoing cost of the most recent round of negotiations totalled approximately $30 million annually. Given that nearly 80% of the Agency's annual operating expenditures support personnel costs, there was limited flexibility to realign non-personnel authorities to cover these increases. As a result, the Agency FTE complement declined through attrition in all Programs. This downward trend was moderately offset by incremental funding received through Supplementary Estimates.

It should be noted that spending authorities and related expenditure information was drawn from the Public Accounts of Canada which were prepared using an expenditure basis of accounting, also known as modified cash accounting. However, the Agency uses the full accrual method of accounting to prepare and present its annual Agency financial statements.

Budgetary Financial Resources – (dollars)
2015–16 Main Estimates 2015–16 Planned Spending 2015–16 Total Authorities
Available for Use
2015–16 Actual Spending (authorities used) Difference
(actual minus planned)
698,151,888 705,551,888 789,959,478 749,362,527 43,810,639
Human Resources (Full-time equivalents - FTEs Table Note 43)
2015–16 Planned 2015–16 Actual 2015–16 Difference
actual minus planned)
6,148 5,901 (247)

Table Notes

Table Note 43

Full-Time Equivalent (FTE): A measure of human resource consumption, it calculates the number of assigned hours of work over the total hours of regularly scheduled work (37.5 hours per week over 12 months). For example, an employee who works half-time (18.75) hours per week) over a 12-month period is equivalent to a 0.5 FTE.

Return to table note 43  referrer

Budgetary Performance Summary

Budgetary Performance Summary Table for Strategic Outcome and Program(s) (dollars)
Strategic Outcome: A safe and accessible food supply and plant and animal resource base
Strategic Outcome, Program(s) and Internal Services 2015-16 Main Estimates 2015-16 Planned Spending 2016-17 Planned Spending 2017-18 Planned Spending 2015-16 Total Authority Available for use 2015-16 Actual Spending (authorities used) 2014-15 Actual Spending (authorities used) 2013-14 Actual Spending (authorities used)
Food Safety Program 362,958,350 363,836,779 365,461,365 318,276,712 408,312,924 376,113,531 421,520,442 364,310,526
Animal Health and Zoonotics Program 113,659,211 114,552,020 138,055,855 123,478,947 144,620,153 141,043,127 162,039,970 187,939,265
Plant Resources Program 76,204,256 76,730,103 93,894,697 78,723,209 82,153,712 79,807,062 90,262,195 86,537,965
International Collaboration and Technical Agreements 30,000,919 34,682,935 35,727,492 35,727,492 32,938,250 32,552,166 40,718,768 35,004,557
Subtotal 582,822,736 589,801,837 633,139,409 556,206,360 668,025,039 629,515,886 714,541,375 673,792,313
Internal Services Subtotal 115,329,152 115,750,051 113,999,756 112,417,466 121,934,439 119,846,641 133,951,514 131,959,340
Total 698,151,888 705,551,888 747,139,165 668,623,826 789,959,478 749,362,527 848,492,889 805,751,653

Departmental Spending Trend

Picture - Departmental Spending Trend Graph. Description follows.
Description for photo - Departmental Spending Trend Graph
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Sunset Programs - Anticipated 37.2 37.2
Statutory 194.0 181.3 154.2 139.2 133.9 133.7
Voted 611.7 667.2 595.1 646.7 534.7 532.1
Total 805.8 848.5 749.4 785.9 705.8 703.0

Agency spending peaked in 2014-15 as a result of significant one-time salary related costs including; retroactive salary settlement payments; the cash out of accumulated severance; and, the transition salary payment in arrears. Another spending peak is anticipated in 2016-17 mainly due to temporary incremental spending to support of Federal Infrastructure Initiative and the Electronic Service Delivery Platform Initiative. Agency spending is forecasted to stabilize across 2017-18 and 2018-19 at a level that reflects on-going savings resulting from Budget 2012 initiatives.

The Agency will assess the level of resources required for programs with sunsetting funding and seek renewal as required in order to maintain and continuously improve Canada's strong food safety system, and safe and accessible food supply and plant and animal resource base.

Expenditure by Vote

For information on the Canadian Food Inspection Agency's organizational voted and statutory expenditures, consult the Public Accounts of Canada 2016Endnote xvii.

Alignment of Spending With the Whole-of-Government Framework

2015- 16 Actual Spending by Whole-of-Government-Framework SpendingEndnote xviii Area (dollars)
Strategic Outcome Program Spending Area Government of Canada Outcome 2015-16 Actual Spending
A safe and accessible food supply and plant and animal resource base Food Safety Program Social Affairs Healthy Canadians 376,113,531
A safe and accessible food supply and plant and animal resource base Animal Health and Zoonotics Program Social Affairs Healthy Canadians 141,043,127
A safe and accessible food supply and plant and animal resource base Plant Resources Program Economic Affairs A clean and healthy environment 79,807,062
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 32,552,166
Total Actual Spending by Spending Area (dollars)
Spending Area Total Planned Spending Total Actual Spending
Economic Affairs 76,730,103 79,807,062
Social Affairs 478,388,799 517,156,658
International Affairs 34,682,935 32,552,166
Government Affairs Table Note 44 0 -

Table Notes

Table Note 44

Government Affairs is not applicable because this Spending Area does not align with the Programs delivered by the Canadian Food Inspection Agency. For more information, refer to: http://www.tbs-sct.gc.ca/hgw-cgf/finances/rgs-erdg/wgf-ipp-eng.asp

Return to table note 44 referrer

Financial Statements Highlights

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

However, the financial information previously presented in the earlier portion of section 2 of this Department Performance Report was drawn from the Public Accounts of Canada which were prepared using an expenditure basis of accounting, also known as modified cash accounting.

The main financial highlights for 2015-16 are the reduction in the allowance for severance benefits following the remaining cash-out by the employees and the reduction in salaries resulting from a decrease in the workforce. The compensation payments in the Animal Health and Zoonotics Program for 2015-16 are similar to last fiscal year and mostly relate to Avian Influenza. Capital investments related to the modernization of information technologies were comparable to the prior year.

Condensed Statement of Operations and Agency Net Financial Position (Unaudited)
For the Year ended March 31, 2016 (in thousands of dollars)
Financial Information 2015–16 Planned
Results
2015–16 Actual 2014–15 Actual Difference (2015-16 actual minus 2015-16 planned) Difference (2015-16 actual minus 2014-15 actual)
Total expenses 828,095 817,882 840,801 (10,213) (22,919)
Total revenues 54,298 53,104 54,713 (1,194) (1,609)
Net cost of operations before government funding and transfers 773,797 764,778 786,088 (9,019) (21,310)
Agency – Net Financial position N/A 113,246 100,423 N/A 12,823
Condensed Statement of Financial Position (Unaudited)
Financial Information 2015–16 2014–15 Difference (2015-16 minus 2014-15)
Total net liabilities 145,217 183,651 (38,434)
Total net financial assets 80,240 96,497 (16,257)
Agency – net debt 64,977 87,154 (22,177)
Total non-financial assets 178,223 187,577 (9,354)
Agency – Net Financial Position 113,246 100,423 12,823
Picture - Liabilities by Type. Description follows.
Description for photo - Liabilities by Type
  • Account payable and accrued liabilities - 54.44%
  • Employee severance benefits - 23.19%
  • Vacation pay and compensatory leave - 21.16%
  • Deferred revenue - 1.21%

The total expenses were $818 million in 2015-16, a decrease of $23 million compared to last year's $841 million. The variance came mostly from a decrease in salaries resulting from a reduction in the workforce by attrition (130 indeterminate employees plus a reduction in term employees) to cover for future collective bargaining impacts. The total revenues amounted to $53 million for 2015-16, similar to last year.

Picture - Liabilities by Type. Description follows.
Description for photo - Liabilities by Type
  • Tangible capital assets - 68.29%
  • Due from CRF - 26.12%
  • Accounts receivable and advances - 4.95%
  • Inventory - 0.33%
  • Prepaid expenses - 0.31%

Total liabilities at the end of 2015-16 were $145 million, a decrease of $38 million over the previous year. The decrease is mostly the result of $23 million in the cash out of severance benefits. The entire $34 million in employee severance allowance represented 23% of total liabilities. The accounts payable and accrued liabilities corresponded to 54% ($79 million) of the total liability. Vacation pay and compensatory leave amounted to $31 million (21%), while deferred revenue represented around 1% of total liabilities.

The total net financial assets of $80 million represents a decrease of $16 million compared to last year's $97 million, the variation is the amount of Due from the Consolidated Revenue Fund being lower than the prior year because of the 2014-15 payable at year end with Treasury Board for the Employee Benefits Plan. The non-financial assets ($178 million) were $10 million less compared to $188 million in 2014-15, because of a reduction in Tangible Capital Assets net book value linked to higher amortization. Tangible capital assets represented the largest portion of total assets, at 68%, while Due from CRF corresponded to 26% at $68 million. Accounts receivable and advances only represented 5%, followed by the inventory and prepaid expenses which were both less than 1% of total assets.

Comparison between Future-Oriented Financial Information and Actual Results

CFIA planned results are taken from the 2015-16 Future-Oriented Statement of Operations referenced in the Agency's 2015-16 Report on Plans and Priorities. They are based on assumptions and approved budget as of December 2014.

The main difference between the planned and the actual expenses comes from the compensation payments related to the Avian Influenza leading to higher expenses than forecasted in the Animal Health and Zoonotics Program. The change in actuarial estimations impacting the allowance for severance benefits also had an impact. Finally, the salaries were less than anticipated.

Financial Statements and Financial Statements Highlights

Financial Statements of Canadian Food Inspection Agency (Unaudited) Year ended March 31, 2016

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

Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2016 and all information contained in these statements rests with the Agency's management. These financial statements have been prepared by management using the Government's accounting policies, which are based on Canadian public sector accounting standards.

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

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

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

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

A risk-based assessment of the system of ICFR for the year ended March 31, 2016 was completed in accordance with the Treasury Board Policy on Internal Control and the results and action plans are summarized in the annex.

The effectiveness and adequacy of the Agency's system of internal control is reviewed by the work of internal audit staff, who conduct periodic audits of different areas of the Agency's operations, and by the Departmental Audit Committee, which is responsible for providing the President with independent and objective advice on the maintenance of adequate control systems and the quality of financial reporting. The Departmental Audit Committee provides this support through oversight of core areas of the Agency's controls and accountabilities.

The financial statements of the Canadian Food Inspection Agency have not been audited.

Original Signed by

B.A. (Bruce) Archibald, PhD
President

Yves Bacon, CPA, CMA
Vice-President, CMB and Chief Financial Officer

Ottawa, Canada
August 24, 2016

Statement of Financial Position (Unaudited)
Statement of Financial Position (Unaudited)
As at March 31
(In thousands of dollars)
2016 2015
Liabilities
Accounts payable and accrued liabilities (Note 4) $79,053 $94,250
Vacation pay and compensatory leave 30,734 30,794
Deferred revenue 1,754 1,441
Employee severance benefits (Note 5 (b)) 33,676 57,166
Total liabilities 145,217 183,651
Financial Assets
Due from Consolidated Revenue Fund 67,522 88,246
Accounts receivable and advances (Note 6) 12,801 8,325
Total gross financial assets 80,323 96,571
Accounts receivable and advances held on behalf of Government (Note 6) (83) (74)
Total net financial assets 80,240 96,497
Agency - net debt 64,977 87,154
Non-Financial assets
Prepaid expenses 814 1,744
Inventory 857 905
Tangible capital assets (Note 7) 176,552 184,928
Total non-financial assets 178,223 187,577
Agency - net financial position $113,246 $100,423

Contingent liabilities (Note 8)
Contractual obligations (Note 9)
The accompanying notes are an integral part of these financial statements.

Original Signed by

B.A. (Bruce) Archibald, PhD
President

Yves Bacon, CPA, CMA
Vice-President, CMB and Chief Financial Officer

Ottawa, Canada
August 24, 2016

Statement of Operations and Agency Net Financial Position (Unaudited)
Statement of Operations and Agency Net Financial Position (Unaudited)
Year ended March 31
(In thousands of dollars)
2016 Planned Results 2016 2015
Expenses
Food Safety Program $424,502 $409,984 $417,402
Animal Health and Zoonotics Program 136,953 155,933 163,560
Plant Resources Program 90,555 90,028 90,170
International Collaboration and Technical Agreements 41,523 37,834 40,916
Internal Services 134,562 124,103 128,753
Total expenses 828,095 817,882 840,801
Revenues
Inspection fees 37,854 37,577 37,879
Registrations, permits, certificates 7,713 8,282 8,804
Miscellaneous fees and services 6,020 4,985 5,360
Establishment license fees 1,707 1,922 2,001
Administrative monetary penalties 1,211 556 1,150
Grading 160 101 100
Interest 32 32 39
Gain on disposal of property, plant and equipment - - 25
Revenues earned on behalf of Government (399) (351) (645)
Total revenues 54,298 53,104 54,713
Net cost of operations $773,797 $764,778 $786,088
Government funding and transfers
Net Cash provided by government 714,126 760,419
Change in due from Consolidated Revenue Fund (20,724) 29,850
Services provided without charge by other government departments (Note 10) 84,550 84,172
Assets funded by other government departments (OGD) - 20
Transfer of the transition payments for implementing salary payments in arrears (Note 11) (128) (17,196)
Transfer of assets and liabilities from/to OGD (223) -
Net cost of operations after government funding and transfers (12,823) (71,177)
Agency - net financial position - Beginning of year 100,423 29,246
Agency - net financial position - End of year $113,246 $100,423

Segmented information (Note 12)
The accompanying notes are an integral part of these financial statements.

Statement of Change in Agency Net Debt (Unaudited)
Statement of Change in Agency Net Debt (Unaudited)
Year ended March 31
(In thousands of dollars)
2016 2015
Net cost of operations after government funding and transfers $(12,823) $(71,177)
Change in tangible capital assets
Acquisition of tangible capital assets 36,919 21,058
Amortization of tangible capital assets (44,144) (34,843)
Proceeds from disposal of tangible capital assets (532) (657)
Net (loss) or gain on disposal of tangible capital assets (482) 25
Post-capitalization of tangible capital assets 86 74
Tangible capital assets funded by other government departments (OGD) - 20
Tangible capital assets transfer to OGD (223) -
Total change due to tangible capital assets (8,376) (14,323)
Change in inventories (48) 109
Change in prepaid expenses (930) 1,260
Net increase in Agency net debt (22,177) (84,131)
Agency - net debt - Beginning of year 87,154 171,285
Agency - net debt - End of year $64,977 $87,154

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

Statement of Cash Flows (Unaudited) - Operating activities
Statement of Cash Flows (Unaudited)
Year ended March 31
(In thousands of dollars)
2016 2015
Cash received from:
Fees, permits and certificates $ (55,112) $ (55,349)
Cash paid for:
Salaries and employees benefits 590,962 646,645
Operating and maintenance 122,835 133,712
Transfer payments 18,712 14,375
Revenues collected on behalf of Government 342 635
Cash used by operating activities 677,739 740,018
apital investment activities
Acquisition of tangible capital assets 36,919 21,058
Proceeds from disposal of tangible capital assets (532) (657)
Cash used by capital investment activities 36,387 20,401
Net cash provided by Government of Canada $714,126 $760,419

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

1. Authority and Purposes

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

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

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

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

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

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

  4. International Collaboration And Technical Agreements: The CFIA's International Collaboration and Technical Agreements program contributes to a coherent, predictable, and science-based international regulatory framework that facilitates meeting regulatory requirements of importing countries' food, animals and plants, and their products, resulting in the facilitation of multi-billion dollar trade for the Canadian economy. The program achieves its objectives through actively participating in international fora for the development of international science-based rules, standards, guidelines and policies and, the management of sanitary and phytosanitary committees established under international agreements. The CFIA's active promotion of the Canadian science-based regulatory system with foreign trading partners and negotiations to resolve scientific and technical issues contribute to market access.
  5. Internal Services: Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. Internal services include only those activities and resources that apply across an organization, and not those provided to a specific program. The groups of activities are Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.

The Agency is responsible for the administration and enforcement of the following acts: Agriculture and Agri-Food Administrative Monetary Penalties Act, Canadian Food Inspection Agency Act, Feeds Act, Fertilizers Act, Health of Animals Act, Plant Breeders' Rights Act, Plant Protection Act, Seeds Act, and the Safe Food for Canadians Act, which once enacted, will replace the Canada Agricultural Products Act, Fish Inspection Act, Meat Inspection Act, and Consumer Packaging and Labelling Act (as it relates to food).

In addition, the Agency is responsible for enforcement of the Consumer Packaging and Labelling Act and the Food and Drugs Act as they relate to food, except those provisions that relate to public health, safety, or nutrition.
Operating and capital expenditures are funded by the Government of Canada through parliamentary authorities. Compensation payments under the Health of Animals Act and the Plant Protection Act and employee benefits are authorized by separate statutory authorities. Revenues generated by its operations are deposited to the Consolidated Revenue Fund and are available for use by the Agency.

2. Summary of Significant Accounting Policies

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

Significant accounting policies are as follows:

  1. Parliamentary authorities

    The Agency is mainly financed by the Government of Canada through Parliamentary authorities. Authorities provided to the Agency do not parallel financial reporting according to generally accepted accounting principles since authorities are primarily based on cash flow requirements. Consequently, items recognized in the Statement of Operations and Agency Net Financial Position and in the Statement of Financial Position are not necessarily the same as those provided through authorities from Parliament. Note 3 provides a high level reconciliation between the bases of reporting. The planned results amounts in the "Expenses" and "Revenues" sections of the Statement of Operations and Agency Net Financial Position are the amounts reported in the Future-Oriented Statement of Operations approved in February 2015 and included in the 2015-16 Report on Plans and Priorities (RPP). The planned results are consistent with the information presented in the RPP and are based on approved budgetary figures as of December 2014. Planned results are not presented in the "Government funding and transfers" section of the Statement of Operations and Departmental Net Financial Position and in the Statement of Change in Departmental Net Debt because these amounts were not included in the 2015-16 Report on Plans and Priorities.

  2. Net cash provided by Government of Canada

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

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

  3. Due from the Consolidated Revenue Fund (CRF)

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

  4. Revenues

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

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

    Other revenues are accounted for in the period in which the underlying transaction or event occurred that gave rise to the revenues.
    Revenues earned on behalf of Government are non-respendable and are not available to discharge the Agency's liabilities. These revenues are presented as a reduction to the Agency's revenues. While the President is expected to maintain accounting control, he or she has no authority regarding the disposition of non-respendable revenues.

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

  5. Expenses

    Expenses are recorded on an accrual basis:

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

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

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

  6. Employee future benefits
    1. Pension benefits:

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

    2. Severance benefits:

      As part of collective agreement negotiations with the employees, and changes to conditions of employment, the accumulation of severance benefits under the employee severance pay program has ceased commencing in 2012. As of March 31st 2015, all employees had been given the option to be immediately paid the full or partial value of benefits earned to date or collect the full or remaining value of benefits on termination from the public service. The obligation relating to the benefits earned to be paid on termination is calculated using information derived from the results of the actuarially determined liability for employee severance benefits for the Government as a whole.

    3. Other future benefit plans:

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

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

  7. Accounts receivable and advances

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

  8. Contingent liabilities

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

  9. Inventory

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

  10. Tangible capital assets

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

    Tangible capital assets
    Asset class Amortization Period
    Buildings 20-30 years
    Machinery and equipment 5-20 years
    Computer equipment and software 3-10 years
    Vehicles 7-10 years
    Leasehold improvements Lesser of the remaining term of the lease or useful life of the improvement
    Assets under construction Once in service, in accordance with asset class
  11. Measurement uncertainty

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

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

3. Parliamentary Authorities

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

(a) Reconciliation of net cost of operations to current year authorities used:
(In thousands of dollars) 2016 2015
Net cost of operations before government funding and transfers $764,778 $786,088
Adjustments for items affecting net cost of operations but not affecting authorities:
Add (less):
Services provided without charge by other government departments (84,550) (84,172)
Amortization of tangible capital assets (44,144) (34,843)
Revenues pursuant to Section 30 of the CFIA act 52,527 53,407
Refund of Prior year expenditures 3,079 5,000
Bad debt (118) (197)
Change in Employee Severance Benefits 23,490 52,707
Change in Allowance for Expired Collective Agreements (2,988) 28,080
Other net changes in future funding requirements 1,170 4,727
Gain (loss) on disposal of tangible capital assets (482) 25
Post-capitalization of tangible capital assets 86 74
Total (51,930) 24,808
Adjustments for items not affecting net cost of operations but affecting authorities:
Add (less):
Acquisition of tangible capital assets 36,919 21,058
Proceeds from disposal of tangible capital assets (532) (657)
Transition payments for implementing salary payments in arrears 128 17,196
Total 36,515 37,597
Current year authorities used $749,363 $848,493
(b) Authorities provided and used:
(In thousands of dollars) 2016 2015
Vote 1 - Operating expenditures $567,541 $660,582
Vote 5 - Capital expenditures 62,009 27,959
Revenues pursuant to Section 30 of the CFIA act 68,152 93,870
Statutory compensation (transfer) payments 17, 131 12,555
Statutory contributions to employee benefits plans and other statutory authorities 75,126 88,249
Less:
Authorities available for future years (6,179) (13,406)
Lapsed authority - operating (7,182) (13,965)
Lapsed authority - capital (27,235) (7,351)
Current year authorities used $749,363 $848,493
4. Accounts Payable and Accrued Liabilities

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

Accounts Payable and Accrued Liabilities
(In thousands of dollars) 2016 2015
Accounts payable to other government department (OGD) $3,713 $21,906
Accounts payable to external parties 34,921 29,872
Total for accounts payable 38,634 51,778
Accrued liabilities 40,419 42,472
Total $79,053 $94,250
5. Employee Benefits
  1. Pension benefits.

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

    Both the employees and the Agency contribute to the cost of the Plan. Due to the amendment of the Public Service Superannuation Act following the implementation of provisions related to the Canada's Economic Action Plan 2012, employee contributors have been divided into two groups – Group 1 relates to existing plan members as of December 31, 2012 and Group 2 relates to members joining the Plan as of January 1, 2013. Each group has a distinct contribution rate.

    The 2015-2016 expense amounts to $51,500,288 ($60,107,261 in 2014-2015). For Group 1 members, the expense represents approximately 1.25 times (1.41 times in 2014-2015) the employee contributions and, for Group 2 members, approximately 1.24 times (1.39 times in 2014-2015) the employee contributions.

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

  2. Severance benefits

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

    As part of collective agreement negotiations with the employees, and changes to conditions of employment, the accumulation of severance benefits under the employee severance pay program has ceased commencing in 2012.

    Employees have been given the option to be immediately paid the full or partial value of benefits earned to date or collect the full or remaining value of benefits on termination from the public service. These changes have been reflected in the calculation of the outstanding severance benefit obligation. Information about the severance benefits, measured for March 31, is as follows:

    Accrued benefit obligation
    (In thousands of dollars) 2016 2015
    Accrued benefit obligation, beginning of year $57,166 $109,873
    Expense for the year (3,907) 16,289
    Benefits paid during the year (19,583) (68,996)
    Accrued benefit obligation, end of year $33,676 $57,166
6. Accounts Receivable and Advances

The following table presents details of accounts receivable and advances:

Accounts Receivable and Advances
(In thousands of dollars) 2016 2015
Receivables from other government departments (OGD) $6,748 $2,505
Receivables from external parties 5,664 6,036
Employee advances 849 287
Sub-total 13,261 8,828
Less:
Allowance for doubtful accounts on receivables from external parties (460) (503)
Accounts receivable 12,801 8,325
Accounts receivable and advances held on behalf of Government (83) (74)
Net accounts receivable $12,718 $8,251
7. Tangible Capital Assets
Tangible Capital Assets (In thousands of dollars)
Cost Accumulated amortization
Capital asset class Opening balance Acquisitions AdjustmentsTable Note 45 Disposals and write-offs Closing balance Opening balance AmortizationTable Note 46 Disposals and write-offs Closing balance 2016 Net book value 2015 Net book value
Land $3,330 $- $- $- $3,330 $- $- $- $- $3,330 $3,330
Buildings 294,028 5,691 2,117 174 301,662 223,989 18,227 174 242,042 ,59,620 70,039
Machinery and equipment 93,453 5,537 (23) 3,743 95,017 54,191 5,728 3,228 56,691 38,326 39,262
Computer equipment and software 91,011 3,941 12,769 61 107,660 64,959 14,602 90 76,471 28,189 26,052
Vehicles 30,011 3,434 - 4,569 28,876 21,365 2,429 4,533 19,261 9,615 8,646
Assets under construction 26,521 17,858 (15,150) - 29,229 - - - - 29,229 26,521
Leasehold improvements 55,273 458 237 4,417 51,551 44,195 3,158 4,045 43,308 8,243 11,078
Total $593,627 $36,919 $(257) $12,964 $617,325 $408,699 $44,144 $12,070 $440,773 $176,552 $184,928

Table Notes

Table Note 45

Adjustments include assets under construction of $15,150,000 that were transferred to the other categories upon completion of the assets.

Return to table note 45 referrer

Table Note 46

Amortization expense for the year ended March 31, 2016 is $44,144,000 (2015 - $34,843,000).

Return to table note 46 referrer

8. Contingent Liabilities

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

Amounts have been accrued for contingent liabilities as at March 31, 2016 pertaining to legal claims. The amount of the contingent liabilities for legal claims recognized is based on management's best estimate. Other legal claims against the Agency and other defendants include a class action suit related to bovine spongiform encephalopathy (BSE) for which the likelihood of liability is not determinable.

No amounts have been accrued pertaining to employee grievances as at March 31, 2016.

9. Contractual Obligations

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

Contractual Obligations
In thousands of dollars) 2017 2018 2019 2020 2021 and thereafter Total
Operating contracts $ 21,577 $ 3,670 $ 2,889 $ 2,661 $ 428 $ 31,225
Operating leases 3,216 12 10 6 - 3,244
Transfer payments 404 91 49 - - 544
Capital projects 133 - - - - 133
Total $25,330 $3,773 $2,948 $2,667 $ 428 $35,146
10. Related Party Transactions

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

  1. Services provided without charge by other government departments

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

    Services provided without charge by other government departments
    (In thousands of dollars) 2016 2015
    Employer's contribution to the health and dental insurance plans $41,097 $39,628
    Accommodation 29,463 30,661
    Legal services 1,432 1,325
    Shared Services Canada expenses 12,558 12,558
    Total $84,550 $84,172
  2. Other transactions with related parties
    Other transactions with related parties
    (In thousands of dollars) 2016 2015
    Accounts receivable from other government departments and agencies $6,748 $2,505
    Accounts payable to other government departments and agencies 3,713 21,906
    Expenses - Other Government departments and agencies 110,188 122,822
    Revenues - Other Government departments and agencies 380 666
11. Transfer of the transition payments for implementing salary payments in arrears

The Government of Canada implemented salary payments in arrears in 2014-15. As a result, a one-time payment was issued to employees and will be recovered from them in the future. The transition to salary payments in arrears forms part of the transformation initiative that replaces the pay system and also streamlines and modernizes the pay processes. This change to the pay system had no impact on the expenses of the Department. Prior to year end, the transition payments for implementing salary payments in arrears were transferred to a central account administered by Public Works and Government Services Canada, who is responsible for the administration of the Government pay system.

12. Segmented information

Presentation by segment is based on the Agency's program alignment architecture. The presentation by segment is based on the same accounting policies as described in the Summary of significant accounting policies in note 2. The following table presents the expenses incurred and revenues generated by program, by major object of expenses and by major type of revenues. The segment results for the period are as follows:

Segmented information
(In thousands of dollars) 2016 2015
Food Safety Program Animal Health and
Zoonotics Program
Plant Resources Program International Collaboration and
Technical Agreements
Internal Services Total Total
Transfer Payments
Compensation payments $- $15,498 $1,633 $- $- $17,131 $12,555
Other 837 377 51 537 - 1,802 879
Total transfer payments 837 15,875 1,684 537 - 18,933 13,434
Operating Expenses
Salaries and employee benefits 308,113 98,806 66,318 30,907 79,590 583,734 623,943
Professional and special services 28,732 10,452 4,406 1,140 22,921 67,651 69,335
Accommodation 19,486 7,422 4,754 1,745 4,435 37,842 39,036
Amortization 22,039 8,512 4,830 2,031 6,732 44,144 34,843
Utilities, materials and supplies 8,389 5,616 3,288 215 1,896 19,404 18,619
Travel and relocation 8,410 3,032 1,602 545 1,416 15,005 15,134
Communications 6,316 2,454 1,379 580 2,154 12,883 12,817
Furniture and equipment 3,655 1,656 677 23 1,584 7,595 4,067
Repairs 2,995 1,386 728 67 794 5,970 5,218
Equipment rentals 456 336 146 11 1,827 2,776 3,390
Information 101 32 79 3 549 764 374
Miscellaneous 214 261 84 8 132 699 591
Loss of disposal of assets 241 93 53 22 73 482 -
Total operating expenses 409,147 140,058 88,344 37,294 124,103 798,949 827,367
Total expenses 409,984 155,933 90,028 37,834 124,103 817,882 840,801
Revenues
Inspection fees 26,396 1,001 3,973 6,207 - 37,577 37,879
Registrations, permits, certificates 2,043 685 892 4,662 - 8,282 8,804
Miscellaneous fees and services 244 1,518 1,406 1,465 352 4,985 5,360
Establishment license fees 1,897 - 25 - - 1,922 2,001
Administrative monetary penalties 27 308 164 - 57 556 1,150
Grading 99 - - 2 - 101 100
Interest - - - - 32 32 39
Gain on disposal of assets - - - - - - 25
Revenues earned on behalf of Government - - - - (351) (351) (645)
Total revenues 30,706 3,512 6,460 12,336 90 53,104 54,713
Net cost of operations $379,278 $152,421 $83,568 $25,498 $124,013 $764,778 $786,088

Summary of the assessment of effectiveness of the systems of internal control over financial reporting and the action plan of the Canadian Food Inspection Agency for fiscal year 2015-16 (unaudited)

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

1. Introduction

This document provides summary information on the measures taken by the Canadian Food Inspection Agency (CFIA or the Agency) to maintain an effective system of internal control over financial reporting (ICFR), including information on internal control management and assessment results and related action plans.

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

2. Agency system of internal control over financial reporting

2.1 Internal control management

The CFIA has a well-established governance and accountability structure to support departmental assessment efforts and oversight of its system of internal control. An Agency internal control management framework, approved by the President, is in place and includes:

The Agency Audit Committee provides advice to the President on the adequacy and functioning of the Agency's risk management, control and governance frameworks and processes.

2.2 Service arrangements relevant to financial statements

The Agency relies on other organizations for the processing of certain transactions that are recorded in its financial statements:

Common arrangements

Specific arrangements

3. Agency assessment results during fiscal year 2015-16

The key findings and significant adjustments required from the current year's assessment activities are summarized below.

New or significantly amended key controls: In the current year, there were no significantly amended key controls in existing processes which required a reassessment. Design and operating effectiveness testing was conducted on any new key controls identified. Significant adjustments were not required for the new key controls.

Ongoing monitoring program: As part of its rotational ongoing monitoring plan, the Agency completed its reassessment of entity-level controls within Values & Ethics, People Management and Governance; Information Technology controls within PeopleSoft and Electronic Invoicing, and the financial controls within the business processes of Pay, Non-Pay, Statutory Compensation Payments and Financial Close & Reporting. For the most part, the key controls that were tested performed as intended, with remediation required as follows:

4. Departmental Action Plan

4.1 Progress during fiscal year 2015–16

The CFIA continued to conduct its ongoing monitoring according to the previous fiscal year's rotational plan as shown in the following table:

Progress during fiscal year 2015–16
Previous year's rotational ongoing monitoring plan for current year Status
Complete on-going operating effectiveness testing for People Management, Governance and Financial Close & Reporting. Completed as planned; no remedial actions required.
Complete on-going operating effectiveness testing for Values and Ethics, Pay, Non-Pay Statutory Compensation Payments, People Soft and Electronic Invoicing. Completed as planned; remedial actions in progress.
Continue to follow up on outstanding improvement opportunities identified in previous years. Improvement opportunities are substantially completed for Capital Assets and are in progress for Pay and Revenue.

Other improvement opportunities identified in previous years have been fully implemented.

4.2 Action Plan for the next fiscal year and subsequent years

The CFIA's rotational ongoing monitoring plan over the next three years, based on an annual validation of risks and controls and related adjustments as required, is shown in the following table.

Entity level controls
Key Control Areas 2016-17 2017-18 2018-19
Values and Ethics No No Yes
Governance No Yes No
Risk Management No Yes No
Financial Management Yes No Yes
People Management No No Yes
Information technology general controls under Agency management
Key Control Areas 2015-16 2016-17 2017-18
SAP/Enterprise Yes No Yes
PeopleSoft No Yes No
Electronic Invoicing No No Yes
Business Process Controls
Key Control Areas 2015-16 2016-17 2017-18
Pay Yes Yes Yes
Non-Pay (Operating and Maintenance) No Yes No
Revenue Yes No Yes
Capital Assets Yes No Yes
Financial Close and Reporting Yes Yes Yes
Statutory Compensation Payments No Yes No

In addition to the risk-based on-going monitoring plan, the Agency will continue to address outstanding remediation.

Section III: Analysis of Programs and Internal Services

This section details the CFIA's planned activities for its strategic outcome as informed by a number of factors, including Federal Government and Agency priorities, the Agency's Corporate Risk Profile, and the application of lessons learned. Lessons learned may be derived from a variety of sources, including: internal and external audits; internal program evaluations; stakeholder feedback and consultation; information from performance measurement (including quality management); and structured post-incident analysis following events such as significant plant pest occurrence or animal disease outbreak or a major food safety recall. This section features key areas on which the CFIA focused its efforts over the last year.

Assessment of Performance Targets

Performance targets for compliance rates are qualitative or quantitative goals set by the CFIA that provide a basis for measuring the performance of regulated parties and the Agency toward achieving expected results. The targets in this report are for critical program areas and based either on historical averages of actual performance or on the expected results of effective programming (e.g. rate of industry compliance with regulatory standards). The CFIA has assessed the extent to which performance has met or exceeded established targets and provided analysis when performance has fallen below targets. Targets for programs that monitor activities are set differently than for programs that focus on specific areas of non-compliance. In terms of compliance rates, the CFIA deems a performance variance of +/- 2% (percent) to be "Met".

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

Mitigating risks to food safety is a key CFIA priority. Safeguarding the health and well-being of Canada's people, environment, and economy is the driving force behind the design and development of the CFIA's programs. The CFIA, in collaboration and partnership with industry, consumers, universities, and federal, provincial and municipal organizations, continues to work towards protecting Canadians from preventable health risks related to food and zoonotic diseases.

The CFIA supports Canadian agriculture and the ability of agri-food businesses to enter domestic and global markets and compete successfully therein. To support this objective, the CFIA continued to modernize and enforce regulatory and program frameworks for imports and exports that meet both Canadian and international requirements. The CFIA continued to regularly engage in outreach and consultation activities with key stakeholders and partners including industry, consumers, and international trade and standards organizations. This engagement enables the CFIA to maintain open and transparent communication with its stakeholder and consultative groups.

To support transparency, the CFIA collated an evergreen list of scientific peer-reviewed publications that will inform a federal tool that will be available to the public. In addition, the CFIA led a federal Open Science Implementation Plan project to develop guidance on releasing scientific data supporting peer-reviewed publications, and contributed to the design of Open Science Phase 2 (2016-18)

The CFIA strived for excellence and continuous improvement to achieve greater safety outcome and integrity from regulatory systems. The CFIA continued to move towards a more preventive and systems-based approach under the integrated Agency Inspection Model to enable both the CFIA and regulated parties to more readily adapt to emerging risks and global and scientific trends. The CFIA's integrated Agency Inspection Model applies globally recognized risk management concepts based on prevention. The integrated Agency Inspection Model replaces the improved food inspection model to fully align the strategic outcomes for all CFIA inspection work and reflect the full Agency mandate. The model represents the CFIA's vision and its approach to regulatory inspection. The CFIA has begun phasing the model into operation and will continue through 2020. More information about implementation will be provided to stakeholders as it progresses.

The CFIA continued to advance regulatory reform in support of the Safe Food for Canadians Act to further strengthen and modernize Canada's food safety system. The Agricultural Growth Act, which was passed by the House of Commons on November 24, 2014, and the Senate on February 24, 2015, received Royal Assent on February 25, 2015. The Agricultural Growth Act is designed to modernize and strengthen federal agriculture legislation, support innovation in the Canadian agriculture industry and enhance global market opportunities. The ActEndnote xix introduces changes to the suite of statutes that the CFIA uses to regulate our agricultural sector. All of the CFIA sections of the Agricultural Growth Act are now in force – except one. Subsection 53(1) of the Act, which amends the definitions of "livestock" and "sell" in the Feeds Act, will require regulations to operate. The CFIA continued to work on regulatory renewal for fertilizer and feed and amendments of animal health and plant protection regulatory frameworks.

The CFIA is also focused on several horizontal initiatives aimed at contributing to consumer protection. The CFIA enhanced stakeholder engagement, continued to advance its food labelling modernization and transparency initiatives, build and enhance data systems and capacity for decision-making, and deliver on its many day to day operational activities. These day to day activities include providing the public with food recall and allergy alert notices and implementing import border blitzes designed to identify and intercept imported food items that may pose a health threat to Canadians.

In line with the improvements made to the Food Safety Program, the CFIA started to implement inspection modernization for the Plant Resources and Animal Health & Zoonotics programs. This will assist the Agency to clearly define responsibilities for regulated parties and the CFIA, provide consistent oversight of sectors subject to regulations enforced by the CFIA, expand the use of science and inspection data to help focus resources on areas with the greatest risk, and adapt inspection to focus on verifying the effectiveness of regulated parties' controls.

Genomics science at the CFIA aims to develop and apply new knowledge and expertise, and faster and more accurate and cost-effective diagnostic technologies, tools and methods for detection, isolation, identification and characterization of new and emerging pathogens, pests and invasive species relevant for the Agency's three Business Lines (Plant, Animal and Food). In 2016-17, the CFIA will participate in Phase VI (2016-2019) of Genomics Research and Development Initiative's (GRDI) new Shared Priority projects involving scientific research collaboration for the application of genomics. These new shared priority projects are expected to address the Government of Canada's strategic priorities of anti-microbial resistance and protecting Canada's biodiversity and ecosystems.

The Government of Canada did not proceed with amendments to Program Alignment Architectures last year but has introduced the new Policy on Results, effective July 1, 2016, which requires every department and agency to develop its Departmental Results Framework, Program Inventory, and Program Information Profile and submit to Treasury Board Secretariat by November 2017. The CFIA is currently developing these new instruments.

The performance tables listed in the proceeding pages describe the performance indicators used to measure the extent to which the CFIA is achieving its single strategic outcome. (See Tables 2-1, 2-2, 2-3 and 2-4). The methodology used in assessing the actual performance of each indicator is available on our websiteEndnote xx.

To be successful in delivering on its Strategic Outcome, the CFIA has a robust risk management discipline and fosters its use throughout the Agency. As such, the CFIA continued to monitor and assess its operating environment in order to be aware of the risks and opportunities potentially impacting the achievement of its desired outcome. The CFIA key corporate risks, as outlined in its CRP, are summarized in Table 1.

As part of its modernization agenda, the CFIA developed and is refining a comparative risk model to facilitate comparison of risks across the Agency's business lines and provide a stronger analytical basis to inform long-term organizational planning and decision-making. The model is anchored on the CFIA's new Integrated Risk Management Framework (Framework), which aims to strengthen the integration of risk management practices and processes across and within the Agency. The Framework will support consistency in the application of risk management to planning and decision-making.

In order to mitigate risks and achieve its strategic outcome, the Agency, through the actions of its program activities (Food Safety, Animal Health and Zoonotics, Plant Resources, International Collaboration and Technical Agreements), concentrated its 2015-16 efforts on modernizing regulations and processes and systems, building scientific capacity and partnership, partnering domestically and internationally, and engaging and collaborating with stakeholders.

These efforts helped the Agency support the following four priorities:

Programs

Program 1.1: Food Safety Program

Flowchart - Food Safety Program. Description follows.
Description for image – Food Safety Program

At the top of the image there are three boxes/shapes in a row.

The first box says:

  • Program

The second box says:

  • Expected Results

The third box says:

  • Government of Canada (GoC) Outcome Area

Under this row, there is a second row with an additional three boxes.
The first box is placed directly under the Program box. It says:

  • Food Safety Program

There is an arrow from this box, pointing to the second box, which is directly below the "Expected Results" box.
It says:

  • Risks to the Canadian public associated with the food supply system are mitigated
  • Domestic and imported food products are compliant with Canadian regulations and international agreements

There is an arrow from this box, pointing to the third box, which is directly below the "Government of Canada (GoC) Outcome Area" box, that says:

  • Healthy Canadians

The last row has one box which identifies the Key Risk Areas. It says:

  • Inspection Effectiveness
  • Scientific Capability
  • Legislative, Regulatory and Program Framework
  • Transparency and Leveraging Partnerships

The Food Safety Program aims to mitigate risks to public health associated with diseases and other health hazards in the food supply system and to manage food safety emergencies and incidents. The program achieves its objectives by promoting food safety awareness through public engagement and verification of compliance by industry with standards and science-based regulations. The program delivers initiatives to verify that consumers receive food safety and nutrition information and to mitigate unfair market practices targeting consumers and industry. Collaboration with other governments and stakeholders further enhances the Agency's ability to track, detect and mitigate risks associated with food and the food supply system, including food-borne illness. This program supports public health and instils confidence in Canada's food system.

Program Performance Analysis and Lessons Learned

Regulatory Modernization
  • The Food Virology National Reference Centre at the Canadian Food Inspection Agency (CFIA) laboratory in St. Hyacinthe, Quebec was established to further enhance Canada's ability to effectively detect viral contaminants in food, such as noroviruses and hepatitis A.
  • A partnership was established between the CFIA and Génome Québec to develop genomics-based analytical methods for pathogen detection and epidemiological support. This initiative is expected to lead to the development of more precise, molecular-based methods for identifying specific strains of foodborne viruses that could help in tracing outbreaks of viral foodborne illness back to a specific source.

In 2015–16, the CFIA continued to make progress against the Safe Food for Canadians Action Plan launched in 2013. The CFIA:

Food Labelling Modernization Initiatives

To advance its food labelling initiative in 2015-16 the CFIA:

Risk Based Oversight Framework to Further Modernize Canada's Food Safety System

In 2015–16, the CFIA continued to enhance its risk-based approach to oversight activities through the continued development of an Establishment-based Risk Assessment (ERA) Model for licensed domestic food producing and storing establishments. The model provides a standard and consistent tool to inform CFIA oversight decisions for licensed establishments, the type, frequency and intensity of CFIA's oversight activities being more proportional to the risks. The CFIA conducted a cost-benefit analysis for each option of data collection of the inherent and mitigation factors.

The Information Management and Information Technology enablement project continued with the refinement of the business case, high level business requirements and five years costing of the project. Webinars aimed at presenting the results of the pilot project were presented in March 2016 to establishments and inspectors as part of the meat and dairy pilots.

Enhancing Detection and Responsiveness to Food-Borne Incidents

In 2015-16, a Treasury Board submission seeking project approval and expenditure authority for the Canadian Food Safety Information Network (CFSIN) was submitted to the Treasury Board. A bilateral data sharing arrangement with Alberta Health and Alberta Agriculture and Forestry was signed on February 3, 2016. A pilot project, aimed at better understanding the data requirements of both the CFIA and its Alberta counterparts, was started and a draft inventory of environmental scanning and intelligence data was completed. A comprehensive draft of the data dictionary was completed.

CFIA, in collaboration with Public Health Agency of Canada, Health Canada and the provincial health authorities, responded to an outbreak of Vibrio parahaemolyticus (a bacterium that causes acute gastroenteritis in humans) linked to consumption of British Columbia oysters. CFIA conducted an internal review of the design and delivery of CFIA's risk management activities related to Vibrio. The review focused on the Quality Management Program requirements and the CFIA's activities, with the goal of providing additional guidance to industry. CFIA staff also participated in a BC-focused multi-jurisdictional and stakeholder working group to improve actions and controls throughout the producer, processor and distribution chain.

CFIA undertook considerable work to respond to emerging issues and recalls related to Salmonella in chia and products containing chia and allergens in spices. This resulted in additional targeted oversight, both in the areas of focus during inspections as well as sampling, at Imported and Manufactured Food facilities handling these products.

Budgetary Financial Resources (dollars)
2015-16 Main Estimates 2015-16 Planned Spending 2015-16 Total Authorities
Available for use
2015-16 Actual Spending (authorities used) 2015-16 Difference
(actual minus planned)
362,958,350 363,836,779 408,312,924 376,113,531 12,276,752
Human Resources (Full-Time Equivalents - FTEs)
2015-16 Planned 2015-16 Actual 2015-16 Difference
(actual minus planned)
3,311 3,155 (156)

The increase from Planned to Actual Spending of $12.3 million largely relates to incremental funding received to deliver: the first year of the Federal Infrastructure Initiative, approved to accelerate the renewal and upgrade of CFIA assets; the Electronic Service Delivery Platform, which will provide technologies and tools for industry, international trading partners, and CFIA inspectors and staff to more efficiently carry out their respective roles and conduct regular business transactions electronically. Additional resources were also received from Treasury Board central votes to offset salary related disbursements made on behalf of the Treasury Board Secretariat (maternity and paternity allowances, entitlements on cessation, etc.).

This increase was partially offset by the program re-alignment of resources (dollars and FTEs) to Internal Services in order to comply with new requirements of the amended Treasury Board Guide on Internal Services Expenditures: Recording, Reporting and Attributing, which came into effect on April 1, 2015.

FTEs were also impacted by the requirement for CFIA to absorb the ongoing cost increases associated with collective bargaining settlement negotiations from 2010-11 through to 2012-13. The ongoing cost of the most recent round of negotiations totalled approximately $30 million annually. Given that nearly 80% of the Agency's annual operating expenditures support personnel costs, there was limited flexibility to realign non-personnel authorities to cover these increases. As a result, the Agency FTE complement declined through attrition in all Programs, including Food Safety.

Performance Results

Expected Result Performance Indicators Targets Actual Results Actual Results
Risks to the Canadian public associated with the food supply system are mitigated Number of commodity areas where federally-registered establishments meet established compliance targets 6 out of 6 met 5 out of 6 met 5 out of 6 met
Meat and Poultry 98% 95.60% Not MetTable Note 36
Egg 98% 96.22% MetTable Note 37
Dairy 98% 99.00% Met
Fish and Seafood 98% 98.11% Met
Fresh Fruits and Vegetables 98% 98.85% Met
Processed Products 98% 97.77% Met
Percentage of Public Warnings for Class I food recalls that are issued within 24 hours of a recall decision 100 % 95.03% Not MetTable Note 38
Percentage of Public Warnings for Class II food recalls that are issued within 24 hours of a recall decision 95% 100% Met
Domestic and imported food products are compliant with Canadian regulations and international agreements Number of commodity areas where domestic food products meet established compliance targets 6 out of 6 met 6 out of 6 met 6 out of 6 met
Meat and Poultry 95% 97.32% Met
Egg 95% 99.00% Met
Dairy 95% 97.94% Met
Fish and Seafood 95% 97.61% Met
Fresh Fruits and Vegetables 95% 98.95% Met
Processed Products 95% 98.12% Met
Number of commodity areas where imported food products meet established compliance targets 6 out of 6 met 4 out of 6 met 4 out of 6 met
Meat and Poultry 95% 98.62% Met
Egg 95% 99.53% Met
Dairy 95% 88.54% Not MetTable Note 39
Fish and Seafood 95% 87.89% Not MetTable Note 40
Fresh Fruits and Vegetables 95% 96.83% Met
Processed Products 95% 96.98% Met

Table Notes

Table Note 36

The CFIA continues to communicate and work with industry on compliance promotion and the understanding of all requirements and related Compliance Verification System policies. The CFIA aims to increase the levels of compliance through ongoing communication and education and continue its vigilance through inspection and the enforcement of defined standards. Reporting capabilities related to non-compliances were redeveloped this fiscal year. Monthly reports have enhanced the response in addressing issues requiring corrective action. This may have contributed to the increase in non-compliances resulting in enforcement letters.

Return to table note 36 referrer

Table Note 37

here were 7 out of 185 inspected registered egg-grading stations that received at least one enforcement action letter. Out of the unsatisfactory inspected grading station, six took corrective action and met the requirements and one did not renew its license.

The Food program will assess the non-compliance to determine whether there are any systemic issues requiring more specific follow up.

Return to table note 37 referrer

Table Note 38

Eight recalls did not meet the requirements of this indicator. Reasons for the delays included: additional lot codes and products being voluntarily added to the recall by the recalling firm; changes in product information which required further validation of the risk; late notification of additional distribution; waiting for the publication of the press release by another government department who had requested the recall; and extenuating circumstances beyond the control of the CFIA or the recalling firm.

The time frames for not achieving the 24 hour time standard ranged from 12 minutes to approximately 5 hours, with four of these eight public warnings issued within 25 hours.

Operations Branch will improve the current process to ensure that high priority files not completed by the end of a work day are addressed as a high priority at the onset of the next business day.

The Office of Food Safety and Recalls and the Web Operations Unit are developing an alternate procedure for notifying newswire services when it is identified that the 24 hour time standard may not be met using the normal procedure.

Return to table note 38 referrer

Table Note 39

Microbiological organisms: 12/245 = 95.1% compliance rate. Imported cheese found to be non-compliant for microbiological organisms are placed on directed sampling until 10 consecutive lots are found to be satisfactory. Products tested for microbiological organisms are typically held by the importer until results are received to avoid recalls due to unsatisfactory results.

Chemical residues: 50/296 = 83.1% compliance rate. Of the 50 non compliant samples, 43 are for chemical residues and 7 are for nutritional labelling. Of the 43 samples that are non-compliant, 39 are for Thiouracil. Indications are that Thiouracil is occurring in dairy products due to a natural reaction to cows having a Brassicacea rich feed. Not including the 39 Thiouracil results gives 11/296 = 96.3% compliance rate for chemical residues.

The overall compliance result is based on the combined compliance of Microbiological Organisms and Chemical Residue. Total number of imported samples tested: 296 (Chemical residues) + 245 (Microbiological organisms) = 541. Total number of imported unsatisfactory samples tested: 50 (Chemical residues) + 12 (Microbiological organisms) = 62. Percentage (%) of Tested Imported Dairy Products that are compliant is: ((541-62)/541) x 100= 88.54

The CFIA takes appropriate actions when dairy products do not meet Canadian standards. Actions may include, but are not limited to, additional inspections, further directed sampling, or product seizure and/or recall.

Return to table note 39 referrer

Table Note 40

The overall compliance rate of 88% is consistent with the 2014-15 compliance rate of 89%.

The main contributors to non-compliance in 2014-15 were sensory evaluation rejections (43% of the rejections resulting from random inspections). Sensory evaluation assesses that fish meets standards for minimum acceptable quality, verifying its level of freshness, and that the fish is not tainted, decomposed or unwholesome. In 2015-16, the sensory evaluation rejections again contributed to 43% of the random inspection rejections and implicated 50% of the packers whose fish were found to be non-compliance. Also, similar to the previous year, the products, their origin and packers were varied. As such, there is no trend identified for which measures can be taken to address the level of non-compliance.

In 2014-15, container integrity rejections accounted for 14% of the random inspection rejections and implicated only 4 lots from 3 packers. In 2015-16, container integrity rejections increased to 22% of the random inspection rejections but implicated only 5 lots, 4 of which were from the same packer in Spain.

Return to table note 40 referrer

Program 1.2: Animal Health and Zoonotics Program

Flowchart - Animal Health and Zoonotics Program. Description follows.
Description for image – Animal Health and Zoonotics Program

At the top of the image there are three boxes/shapes in a row.

The first box says:

  • Program

The second box says:

  • Expected Results

The third box says:

  • Government of Canada (GoC) Outcome Area

Under this row, there is a second row with an additional three boxes.
The first box is placed directly under the Program box. It says:

  • Animal Health and Zoonotics Program

There is an arrow from this box, pointing to the second box, which is directly below the "Expected Results" box.

It says:

  • Risk to Canadians from the transmission of animal diseases to humans are minimized
  • Domestic and imported animals and animal products are compliant with Canadian regulations and international agreements
  • Risk to the Canadian animal resource base are mitigated
  • Effective preparedness to prevent, control, and eradicate transboundary diseases and emerging diseases
  • Disease outbreaks in Canada are promptly and effectively responded to

There is an arrow from this box, pointing to the third box, which is directly below the "Government of Canada (GoC) Outcome Area" box, that says:

  • Strong Economic Growth
  • A Clean and Healthy Environment

The last row has one box which identifies the Key Risk Areas. It says:

  • Inspection Effectiveness
  • Scientific Capability
  • Legislative, Regulatory and Program Framework
  • Transparency and Leveraging Partnerships

The Animal Health and Zoonotics Program aims to mitigate risks to Canada's animal resource base, animal feeds and animal products, which are integral to a safe and accessible food supply system as well as to public health. The program achieves its objectives by mitigating risks to Canada's animals (including livestock and aquatic animals) from regulated diseases, managing animal disease emergencies and incidents, limiting risks to livestock and derived food products associated with feed, promoting animal welfare and guarding against deliberate threats to the animal resource base. The program helps to mitigate risks associated with animal diseases that can be transmitted to humans by controlling diseases within animal populations. This program supports the health of Canada's animal resources and instils confidence in the safety of Canada's animals, animal products and by-products, and production systems.

Performance Analysis and Lessons Learned

Emerging Issues Response

  • In August 2015, there was a Bluetongue disease (an infectious insect-borne viral disease impacting ruminants) outbreak in Canada, which resulted in Canada losing its status of being free from this disease. Following extensive trade negotiations, internationally and nationally, the CFIA reinstated trade with major trading partners.
  • In December 2014 and April 2015, Canada experienced outbreaks of avian influenza (bird flu) in British Columbia and Ontario respectively, resulting in the closure of export markets for Canadian poultry and poultry products. The CFIA's zoning agreement with the United States Department of Agriculture, under the Regulatory Cooperation Council (RCC) initiative, enabled trade to continue in areas outside the affected zones while management of the outbreak continued.

In 2015-16, the CFIA worked towards amending Part XII of the Health of Animals Regulations (humane transportation) to enhance animal welfare and the humane treatment of animals during transport, and to align with international standards, industry best practices and current scientific knowledge regarding animal welfare during transportation. The Humane Transportation of Animals Regulations is expected to be published in Canada Gazette, Part I, in the fall of 2016.

In 2015-16, the Traceability National Information Portal, also called TNIP, a data integration tool designed to share information and enhance disease control and surveillance activities, was linked with the CFIA's Laboratory Sample Tracking System (LSTS) database, a system used for tracking, sampling and analysis activities. This linkage offers authorized users access to animal health, animal movement, and location information through a single window. A Pig Trace data system, which allows for tracking of porcine imports, exports, and tag transactions, was added to the Traceability National Information Portal. Saskatchewan and Ontario joined the portal data sharing arrangements, thus increasing traceability information.

Canada experienced two limited outbreaks of the Highly Pathogenic Avian Influenza (HPAI) in December 2014 and April 2015 while the USA faced large outbreaks in several States from December 2014 to June 2015. In 2015-16, the CFIA and the United States Department of Agriculture jointly implemented the Guidance Framework on the zoning arrangement signed under the Regulatory Cooperation Council, which outlined how Canada and the USA will recognize and accept each other's decisions regarding animal disease eradication zones in the event of an animal disease outbreak. The Framework was tested, with positive results, during the Highly Pathogenic Avian Influenza outbreaks. The recognition of each other's zoning decisions enabled trade to continue from disease free zones during the management of the outbreak in the affected area. Work continued on a model to assist with zoning recognition decisions through the North American Virtual Animal Disease Modelling Center.

The Canadian Notifiable Avian Influenza Surveillance System (CanNAISS) continued to play a key role in designing and implementing animal diseases surveillance plans for trade limiting foreign animal diseases. During the two outbreaks of Avian Influenza (AI) in 2015-16, the CanNAISS provided timely support to detect, contain and control the outbreaks as well as designed and implemented enhanced AI surveillance plans in order to regain AI disease-free status, which supports access to international markets.

The CFIA contributed to the development of the Canadian Animal Health Surveillance System (CAHSS), which is a federated network of networks, groups and individuals involved in animal health surveillance in Canada, with a shared vision to enable effective, responsive and integrated animal health surveillance in Canada. Several network groups were developed (e.g. champions, directors, communications, surveillance data, poultry and swine) and a website was initiated to enable information sharing. CAHSS will strengthen animal health surveillance, enable strategic use of technology, and enhance Canada's ability to respond to animal health emergencies.

Through collaborative partnerships with the Public Health Agency of Canada and thirteen other multi-jurisdictional partners, the Centre for Emerging and Zoonotic Disease - Integrated Intelligence and Response (CEZD-IIR) was successfully completed. This innovate project will test if Canada's early warning intelligence for emerging and zoonotic diseases can be enhanced through a real time virtual network using today's technology.

Financial Resources (dollars)
2015-16 Main Estimates 2015-16 Planned Spending 2015-16 Total Authorities
Available for use
2015-16 Actual Spending (authorities used) 2015-16 Difference
(actual minus planned)
113,659,211 114,552,020 144,620,153 141,043,127 26,491,107
Human Resources (Full-Time Equivalents - FTEs)
2015-16 Planned 2015-16 Actual 2015-16 Difference
(actual minus planned)
974 959 (15)

The increase from Planned to Actual Spending of $26.5 million largely relates to incremental funding received to: deliver the first year of the Federal Infrastructure Initiative, approved to accelerate the renewal and upgrade of CFIA assets; cover Statutory Compensation Payments made as a result of the Avian Influenza outbreak in Ontario. Additional resources were also received from Treasury Board central votes to offset salary related disbursements made on behalf of the Treasury Board Secretariat (maternity and paternity allowances, entitlements on cessation, etc.).

This increase was partially offset by the program re-alignment of resources (dollars and FTEs) to Internal Services in order to comply with new requirements of the amended Treasury Board Guide on Internal Services Expenditures: Recording, Reporting and Attributing, which came into effect on April 1, 2015.

FTEs were also impacted by the requirement for CFIA to absorb the ongoing cost increases associated with collective bargaining settlement negotiations from 2010-11 through to 2012-13. The ongoing cost of the most recent round of negotiations totalled $30 million annually. Given that nearly 80% of the Agency's annual operating expenditures support personnel costs, there was limited flexibility to realign non-personnel authorities to cover these increases. As a result, the Agency FTE complement declined through attrition in all Programs, including Animal Health and Zoonotics Program. However, the decline was partially offset by the temporary realignment of human resources to the Program in order to address incremental response activities required to address the Avian Influenza outbreak in Ontario.

Performance Results

Expected Result Performance Indicators Targets Actual Results Actual Results
Risks to Canadians from the transmission of animal diseases to humans are minimized Number of reportable animal diseases that have entered into Canada via specified regulated pathways 0 Entries 0 Entries Met
Risks to Canadians from the transmission of animal diseases to humans are minimized Percentage of cases where investigations were completed following the positive identification of a reportable zoonotic disease 100% 100% Met
Domestic and imported animals and animal products are compliant with Canadian regulations and international agreements Percentage of legally exported animal and animal product shipments destined for foreign markets that meet certification requirements 99% 100% Met
Domestic and imported animals and animal products are compliant with Canadian regulations and international agreements Canada's status on the OIE Table Note 41 disease risk status lists remains either "free, controlled risk, or negligible risk" Status
maintained
Status
maintained
Met
Risks to the Canadian animal resource base are mitigated Percentage of cases where investigations were completed following the positive identification of a reportable animal disease 100% 100% Met
Effective preparedness to prevent, control, and eradicate trans-boundary diseases and emerging diseases Manuals for CFIA officials are updated as needed All necessary manual updates are completed 75% Not Met Table Note 42
Effective preparedness to prevent, control, and eradicate trans-boundary diseases and emerging diseases Number of emergency preparedness simulation exercises in which CFIA participates 9 11 Met
Disease outbreaks in Canada are promptly and effectively responded to Percentage of detections of reportable transboundary diseases and significant emerging diseases in which an investigation was commenced in a timely fashion 100% 100% Met
Disease outbreaks in Canada are promptly and effectively responded to Percentage of cases where CFIA communicated with key stakeholders in a timely fashion following the confirmation of a transboundary or significant emerging disease 100% 100% Met

Table Notes

Table Note 41

World Organization for Animal Health

Return to table note 41 referrer

Table Note 42

Due to several high visibility or emerging issues, resources were not available to update the existing program guidance material.

Return to table note 42 referrer

Program 1.3: Plant Resources Program

Flowchart - Plant Resources Program. Description follows.
Description for image – Plant Resources Program

At the top of the image there are three boxes/shapes in a row.
The first box says:

  • Program

The second box says:

  • Expected Results

The third box says:

  • Government of Canada (GoC) Outcome Area

Under this row, there is a second row with an additional three boxes.
The first box is placed directly under the Program box. It says:

  • Plant Resources Program

There is an arrow from this box, pointing to the second box, which is directly below the "Expected Results" box.

It says:

  • Risks to the Canadian plant resource base from imported plants and plant products are mitigated
  • Domestic plants and plant products are compliant with Canadian regulations and international agreements
  • Confirmed introductions of quarantine pests in Canada are contained and risk-mitigated (e.g. through the issuance of Notices of Prohibition of Movement, Quarantine, up to and including the issuance of Ministerial Orders)
  • Canadian exports of plants and plant products meet the country of destination regulatory requirements and Canada's reputation is maintained

There is an arrow from this box, pointing to the third box, which is directly below the "Government of Canada (GoC) Outcome Area" box, that says:

  • Strong economic Growth
  • A Clean and Healthy Environment

The last row has one box which identifies the Key Risk Areas. It says:

  • Inspection Effectiveness
  • Scientific Capability
  • Legislative, Regulatory and Program Framework
  • Transparency and Leveraging Partnerships

The Plant Resources Program aims to mitigate risks to Canada's plant resource base, which is integral to a safe and accessible food supply, as well as to public health and environmental sustainability. The program achieves its objectives by regulating agricultural and forestry products; mitigating risks to the plant resource base (including crops and forests) from regulated pests and diseases; regulating the safety and integrity of seeds, fertilizers and plant products; and managing plant health emergencies and incidents. The program also guards against deliberate threats to the plant resource base, facilitates the introduction of emerging plant technologies and protects the rights of plant breeders. Achieving the objectives of the program instils confidence in Canada's plants, plant production systems and plant products, and contributes to the health of Canada's plant resources.

Performance Analysis and Lessons Learned

Regulatory Modernization

Some examples of day to day activity that support the Plant Resources Program include:

  • Conduct annual surveillance to ensure that regulated invasive plant species are not established in Canada; the 2015-16 survey did not detect any new species.
  • Advance control measures of Asian gypsy moth by collaborating with the U.S. and meeting with plant protection officials from China, Korea and Japan in 2015 to further assess and enhance the Asian gypsy moth pre-departure certification program in each country.
  • A national survey of canola was developed and delivered in 2015 to determine the presence and distribution of Verticillium longisporum in Canada. The results were used to develop, in consultation with stakeholders, a risk management document that will be finalized in fall 2016.
  • Pursue eradication of Asian long horn beetles through continuing post treatment evaluation surveys to meet international standards to support official eradication status.
  • Slow the spread of emerald ash borer from infested areas by regulating the movement of things like ash trees, ash logs or firewood from regulated areas.

The Canadian government ratified the 1991 Act of the International Convention for the Protection of New Varieties of Plants (UPOV'91) on June 19, 2015, and became bound by this treaty on July 19, 2015. The Plant Breeders' Rights Office now accepts applications and grants rights under the revised, UPOV'91 based, intellectual property framework.

Emergency Management

In an effort to collaboratively manage emergencies facing the agriculture sector, Federal, Provincial and Territorial Ministers committed to developing an integrated, cohesive approach to manage emergencies in the sector which impacts both plant health and animal health programs. In 2015-16, the CFIA developed an Emergency Management Framework in collaboration with Agriculture and Agri-Food Canada and provincial partners. The Framework sets the strategic direction for partners (federal, provincial and territorial and municipal governments, non-governmental organizations, industry, producers, and individuals) to collaboratively prevent, mitigate, prepare for, respond to and recover from emergencies facing the agriculture sector.

Budgetary Financial Resources (dollars)
2015-16 Main Estimates 2015-16 Planned Spending 2015-16 Total Authorities
Available for use
2015-16 Actual Spending (authorities used) 2015-16 Difference
(actual minus planned)
76,204,256 76,730,103 82,153,712 79,807,062 3,076,959
Human Resources (Full-Time Equivalents - FTEs)
2015-16 Planned 2015-16 Actual 2015-16 Difference
(actual minus planned)
770 703 (67)

The increase from Planned to Actual Spending of $3.1 million largely relates to incremental funding received to deliver the first year of the Federal Infrastructure Initiative. Additional resources were also received from Treasury Board central votes to offset salary related disbursements made on behalf of the Treasury Board Secretariat (maternity and paternity allowances, entitlements on cessation, etc.).

This increase was partially offset by the program re-alignment of resources (dollars and FTEs) to Internal Services in order to comply with new requirements of the amended Treasury Board Guide on Internal Services Expenditures: Recording, Reporting and Attributing, which came into effect on April 1, 2015.

FTEs were also impacted by the requirement for CFIA to absorb the ongoing cost increases associated with collective bargaining settlement negotiations from 2010-11 through to 2012-13. The ongoing cost of the most recent round of negotiations totalled approximately $30 million annually. Given that nearly 80% of the Agency's annual operating expenditures support personnel costs, there was limited flexibility to realign non-personnel authorities to cover these increases. As a result, the Agency FTE complement declined through attrition in all Programs, including the Plant Resources Program.

Performance Results

Expected Results Performance Indicators Targets Actual Results Actual Results
Risks to the Canadian plant resource base from imported plants and plant products are mitigated Number of regulated foreign plant pests that enter into Canada through regulated pathways and establish themselves 0 0 Met
Domestic plants and plant products are compliant with Canadian regulations and international agreements Percentage of domestic seed, crop inputs and plants with novel traits in compliance with Canadian regulations and international agreements 90% 96.16% Met
Confirmed introductions of quarantine pests in Canada are contained and risk- mitigated (e.g. through the issuance of Notices of Prohibition of Movement, Quarantine, up to and including the issuance of Ministerial Orders) Percentage of confirmed introductions of quarantine pests for which notices are issued 100% 100% Met
Confirmed introductions of quarantine pests in Canada are contained and risk- mitigated (e.g. through the issuance of Notices of Prohibition of Movement, Quarantine, up to and including the issuance of Ministerial Orders) Percentage of notices issued in a timely manner 90% 100% Met
Canadian exports of plants and plant products meet the country of destination regulatory requirements and Canada's reputation is maintained Percentage of certified plants and plant products shipment (lots) that meet the country of destination phytosanitary import requirements 99% 99.75% Met

Program 1.4: International Collaboration and Technical Agreements

Flowchart - International Collaboration and Technical Agreements. Description follows.
Description for image – International Collaboration and Technical Agreements

At the top of the image there are three boxes/shapes in a row.

The first box says:

  • Program

The second box says:

  • Expected Results

The third box says:

  • Government of Canada (GoC) Outcome Area

Under this row, there is a second row with an additional three boxes.

The first box is placed directly under the Program box. It says:

  • International Collaboration and Technical Agreements

There is an arrow from this box, pointing to the second box, which is directly below the "Expected Results" box.

It says:

  • Canadian interests are reflected in science-based international rules, standards, Free Trade Agreements, and technical arrangements through effective participation in sanitary and phytosanitary (SPS) negotiations and international Standards Setting Bodies (ISSB) such as Codex, OIE, and IPPC
  • International markets are accessible to Canadian food, animals, plants and their products
  • International regulatory cooperation, relationship building and technical assistance activities that are in line with the CFIA's mandate

There is an arrow from this box, pointing to the third box, which is directly below the "Government of Canada (GoC) Outcome Area" box, that says:

  • A Fair and Secure Marketplace
  • A Prosperous Canada through Global Commerce

The last row has one box which identifies the Key Risk Areas. It says:

  • Scientific Capability
  • Legislative, Regulatory and Program Framework
  • Transparency and Leveraging Partnerships

The Canadian Food Inspection Agency's International Collaboration and Technical Agreements program contributes to a coherent, predictable, and science-based international regulatory framework that facilitates meeting regulatory requirements of importing countries' food, animals and plants, and their products, resulting in the facilitation of multi-billion dollar trade for the Canadian economy. The program achieves its objectives through actively participating in international fora for the development of international science-based rules, standards, guidelines and policies and the management of sanitary and phytosanitary committees established under international agreements. The CFIA's active promotion of the Canadian science-based regulatory system with foreign trading partners and negotiations to resolve scientific and technical issues contribute to market access.

Performance Analysis and Lessons Learned

International Engagements:

In its international engagements for 2015-16, the CFIA:

Greater Alignment of Regulatory Approaches with the USA through the Regulatory Cooperation Council (RCC) and the Beyond the Border (BtB) Initiative

Supporting Market Access

Some of the major activities the CFIA conducted in 2015-16 in support of market access include:

Budgetary Financial Resources (dollars)
2015-16 Main Estimates 2015-16 Planned Spending 2015-16 Total Authorities
Available for use
2015-16 Actual Spending (authorities used) 2015-16 Difference
(actual minus planned)
30,000,919 34,682,935 32,938,250 32,552,166 (2,130,769)
Human Resources (FTEs)
2015-16 Planned 2015-16 Actual 2015-16 Difference
(actual minus planned)
344 307 (37)

The decrease from Planned to Actual Spending of $2.1 million largely relates the program re-alignment of resources (dollars and FTEs). Specifically, a portion of Growing Forward II and Market Access resources were realigned to the Animal Health and Zoonotics Program and the Food Safety Program, to improve the alignment of program resources and expenditures. In addition, the re-alignment of resources to Internal Services was required in order to comply with new requirements of the amended Treasury Board Guide on Internal Services Expenditures: Recording, Reporting and Attributing, which came into effect on April 1, 2015.

FTEs were also impacted by the requirement for CFIA to absorb the ongoing cost increases associated with collective bargaining settlement negotiations from 2010-11 through to 2012-13. The ongoing cost of the most recent round of negotiations totalled approximately $30 million annually. Given that nearly 80% of the Agency's annual operating expenditures support personnel costs, there was limited flexibility to realign non-personnel authorities to cover these increases. As a result, the Agency FTE complement declined through attrition in all Programs, including the International Collaboration and Technical Agreements Program.

Performance Results

Expected Result Performance Indicators Targets Performance Status Performance Status
Canadian interests are reflected in science-based international rules, standards, Free Trade Agreements, and technical arrangements through effective participation in Sanitary and Phytosanitary (SPS) negotiations and International Standards Setting Bodies (ISSB) such as Codex, OIE, and IPPC Number of key sanitary and phytosanitary negotiations and international standards setting bodies meetings where the CFIA promoted Canada's interests 36 38 Met
International markets are accessible to Canadian food, animals, plants, and their products Number of unjustified non- tariff barriers resolved 45 57 Met
International regulatory cooperation, relationship building and technical assistance activities that are in line with the CFIA's mandate Number of senior level CFIA- led committees with foreign regulatory counterparts 4 6 Met
International regulatory cooperation, relationship building and technical assistance activities that are in line with the CFIA's mandate Number of CFIA-led
technical assistance activities provided to foreign national governments
8 11 Met

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Performance Analysis and Lessons Learned

Assets and Acquired Service

In 2015-16, the CFIA addressed three of the four recommendations stemming from the Audit of Investment Planning:

The CFIA is currently addressing the fourth recommendation, which is the implementation of a performance measurement system. The system will provide the performance measures necessary to assess the efficiency and effectiveness of the investment planning process and the annual overall performance of the Agency's Investment Plan in 2016-17. This framework will be aligned with the Treasury Board Secretariat Policy Suite Reset.

As part of the CFIA's commitment to project management, a full review of the Enterprise Project Management Framework toolkit was completed and it was updated to further develop current practices and disciplines. To improve on project scope, cost and schedule management, the CFIA is enhancing its project management tools by incorporating work breakdown structure.

The CFIA released an updated version of the Enterprise Project Management Framework in March 2016. The release included updates to existing tools and templates and the addition of new tools to aid project teams in the delivery of projects.

The CFIA engaged the Canada School of the Public Service to design and develop a project management course specific for CFIA Executives and Executive equivalents. The objective of the course is to provide participants with knowledge of the key elements of project governance and their roles and responsibilities to ensure there is value for money and that the outcome and benefits for which a project is undertaken are realized. The training was successfully launched in January 2015. Further refinements to the course content were completed in fiscal 2015-2016.

The CFIA continued to contribute to the 2013-2016 Federal Sustainable Development Strategy's Theme IV (Shrinking the Environmental Footprint - Beginning with Government) targets through the Internal Services Program.

People Management

The CFIA developed a new scientific regulation classification standard, complete with role descriptors to replace traditional work descriptions. The scientific regulation classification standard amalgamates all science-based positions in the Biological Sciences, Agriculture and Chemistry groups, and will be fully implemented in 2016-17.

The training delivery strategy supporting the Safe Food for Canadians Regulations was altered to better align with the effective start date of the Safe Food for Canadians Regulations. Both the learning objectives and content were reviewed and validated and a revised project plan is ready for implementation in 2016-17.

The CFIA's Office of the Staffing Ombudsman is the first of its kind in the federal public service. The Staffing Ombudsman Policy includes a provision allowing the Office to conduct systemic staffing reviews where opportunities for improvement are identified. As a result of a number of complaints concerning collective staffing, the Office of the Staffing Ombudsman carried out a review in 2015-16 of collective staffing. The results and recommendations were presented to Senior Management. These recommendations were accepted and will be addressed through a Management Review Action Plan.

Information Management / Information Technology

In support of the transformation agenda, CFIA modernized applications and implemented an Application Portfolio Management Program. These efforts, along with lessons learned during implementation, moved the Agency toward a balanced and sustainable technology platform, based on Government of Canada standards.

Investment planning was further matured, resulting in better demand management for agency information management and information technology requirements. Greater engagement in branch and agency governance was also achieved, which results in better project management of information management and information technology application and platform modernization efforts.

Emergency Management

In 2015-16, the CFIA and AAFC developed the Agriculture and Agri-Food Canada (AAFC) and Canadian Food Inspection Agency (CFIA) Agreement on Emergency Response Coordination. The agreement sets out roles and responsibilities and establishes a working relationship between AAFC and CFIA regarding emergency response activities affecting the agriculture and agri-food sector in the context of each organization's legislated responsibilities.

In 2015-16, the Agency finalized After Action Reports for the responses to Avian Influenza (AI) in British Columbia (December 2015), Bovine Spongiform Encephalopathy (BSE) in Alberta (February 2015), and AI in Ontario (April 2015). These reviews identified areas for improvement, recommendations and corrective actions which are being implemented to improve future response capabilities.

Budgetary Financial Resources (dollars)
2015-16 Main Estimates 2015-16 Planned Spending 2015-16 Total Authorities
Available for use
2015-16 Actual Spending (authorities used) 2015-16 Difference
(actual minus planned)
115,329,152 115,750,051 121,934,439 119,846,641 4,096,590
Human Resources (Full-Time Equivalents - FTEs) – Internal Service
2015-16
Planned
2015-16
Actual
2015-16 Difference
(actual minus planned)
749 777 28

The increase from Planned to Actual Spending of $4.1 million and 28 FTEs largely relates the program re-alignment of resources to Internal Services. This realignment was necessary to comply with new requirements of the amended Treasury Board Guide on Internal Services Expenditures: Recording, Reporting and Attributing, which came into effect on April 1, 2015.

The FTE increase was partially offset by the requirement for CFIA to absorb the in-year and ongoing cost increases associated with collective bargaining settlement negotiations from 2010-11 through to 2012-13. The ongoing cost of the most recent round of negotiations totalled approximately $30 million annually. Given that nearly 80% of the Agency's annual operating expenditures support personnel costs, there was limited flexibility to realign non-personnel authorities to cover these increases. As a result, the Agency FTE complement declined through attrition in all Programs, including Internal Services.

Section IV: Supplementary Information

Supporting Information on Lower-Level Programs

 

Food Sub-Program Activity Summary

Sub-Program 1.1.1: Meat and Poultry

The Meat and Poultry sub-program aims to mitigate risks associated with meat and poultry and their products that are produced in Canada's federally registered establishments or imported for consumption. The program achieves its objectives by verifying that meat, poultry and their products meet health and safety requirements through verification of compliance with the relevant governing acts and regulations. The program also helps to mitigate unfair market practices related to labelling compliance for pre-packaged meat products, and audits the delivery of a grading program based on objective meat quality and retail yield standards. The Meat and Poultry sub-program supports confidence in Canada's meat and poultry and their products.

Performance Analysis and Lessons Learned

As part of the Modernized Slaughter Inspection Program, the CFIA engaged the United States Department of Agriculture's Food Safety and Inspection Service and the United Kingdom. Preparatory work in swine, poultry and bovine was initiated with regards to pathology/defect dispositions. The risk assessment on hepatitis in poultry was completed. The Agency continued its work on pathology atlas/catalogue, and initiated work on a pilot-mandatory final Carcass Dressing Standards (CDS) standard and change in inspector duties in traditional poultry inspection plants.

The Agriculture and Agri-Food Administrative Monetary Penalties Regulations was amended to expand the Administrative Monetary Penalties (AMPs) to the Meat Inspection Act and its regulations. Operational Guidance to support the issuance of AMPs for violations of the Meat Inspection Act and Regulations was approved in April 2015. Related Training has been delivered and enforcement started.

As part of the Pathogen Reduction Initiative aimed at decreasing the levels of pathogens in meat and poultry, the CFIA published the results of the Microbiological Baseline Study in broiler chicken, and established pathogen reduction targets and strategies for improved monitoring. The results of the study were used to inform the work of the new Joint Government-Industry Working Group on the Control of Salmonella and Campylobacter in Poultry, including the development of performance standards in poultry and poultry products. The Working Group's report is scheduled to be released in 2016-17.

In partnership with Health Canada and the Public Health Agency of Canada, the CFIA initiated a baseline study on the prevalence of E. coli in beef. Data analysis and a technical report of the pilot study were completed in January 2016. The CFIA will share the results of the pilot with participating establishments, industry and federal/provincial/territorial partners.

The CFIA continued engagement with the United States under the Regulatory Cooperation Council and the Beyond the Border initiatives. The objective is to contribute to a greater alignment of regulatory approaches while maintaining high standards for food safety. In 2015-16, the CFIA initiated the development of 2016-17 work plans with United States counterparts and industry stakeholders.

The objective of the Certification Requirements for Meat and Poultry initiative is to streamline the certification process, including the reduction or elimination of redundant certification, data elements and administrative procedures for shipments between Canada and the U.S. In 2015-16, follow up work was completed after the CFIA's mutual audits with United States Department of Agriculture's Food Safety and Inspection Service. Stakeholder engagement continued within Canada and at the binational level to identify short, medium and long term Regulatory Cooperation Council priorities. Active discussions were held to identify areas of mutual interest such as slaughter modernization, electronic certification, and review of the export libraries of U.S. and Canada.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
191,052,866 204,963,150 13,910,284
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
1,812 1,799 (13)
Table 2-1b: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Federally registered meat and poultry establishments meet federal regulations Percentage of inspected federally registered meat and poultry establishments in compliance with federal regulations 98% 95.60% Not MetFootnote 27
Meat and poultry products for domestic consumption meet federal regulations Percentage of tested domestic meat and poultry products in compliance with federal regulations 95% 97.32% Met
Meat and poultry products for domestic consumption meet federal regulations Percentage of tested imported meat and poultry products in compliance with federal regulations 95% 98.62% Met

Sub-Program1.1.2: Egg

The Egg sub-program aims to mitigate risks associated with egg and egg products that are produced in Canada's federally registered establishments or imported for consumption. The program achieves its objectives by verifying that eggs and egg products are graded according to relevant governing acts and regulations and that they comply with the requirements of the said acts and regulations. The program also helps to mitigate unfair market practices by verifying that labelling and advertising practices meet the requirements for pre-packaged egg products. This sub-program supports confidence in Canada's egg and egg products.

Performance Analysis and Lessons Learned

In 2015-16, the Egg sub-program activities continued to evolve under the CFIA's Single Food Program. Inspections and sampling planning activities continued to be updated and prioritized in consideration of risk, as development of the Program Management Framework and integrated Agency Inspection Model progressed towards broader risk-based planning and delivery approaches.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
8,641,142 9,035,357 394,215
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
83 73 (10)
Table 2-1c: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Federally registered shell egg establishments meet federal regulations Percentage of inspected federally registered shell egg establishments in compliance with federal regulations 98% 96.22% MetFootnote 28
Shell egg and egg products for domestic consumption meet federal regulations Percentage of tested domestic shell egg and egg products in compliance with federal regulations 95% 99.00% Met
Shell egg and egg products for domestic consumption meet federal regulations Percentage of tested imported shell egg and egg products in compliance with federal regulations 95% 99.53% Met

Sub-Program 1.1.3: Dairy

The Dairy sub-program aims to mitigate risks associated with dairy and dairy products that are produced in Canada's federally registered establishments or imported for consumption. The program achieves its objectives by verifying that dairy and dairy products meet health and safety requirements through verification of compliance with the governing acts and regulations. The program also helps to mitigate unfair market practices by verifying that labelling for pre-packaged dairy products meets the requirements as set out in the acts and regulations. This sub-program supports confidence in Canada's dairy products.

Performance Analysis and Lessons Learned

In 2015-16, the Dairy sub-program activities continued to evolve under the CFIA's Single Food Program. Inspections and sampling planning activities continued to be updated and prioritized in consideration of risk, as development of the Program Management Framework and integrated Agency Inspection Model progressed towards broader risk-based planning and delivery approaches.

CFIA's integrated Agency Inspection Model was piloted for dairy in 2015-16. It was demonstrated that the new inspection approach identified non-compliance as effectively as the previous system, and that tools developed were appropriate.

Under the Food Safety Recognition Program, the CFIA officially recognized the Dairy Farmers of Canada for their food safety program which is designed to help producers manage food safety risks on their farms.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
11,242,869 14,559,058 3,316,189
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
112 114 2
Table 2-1d: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Federally registered dairy establishments meet federal regulations Percentage of inspected federally registered dairy establishments in compliance with federal regulations 98% 99.00% Met
Dairy products for domestic consumption meet federal regulations Percentage of tested domestic dairy products in compliance with federal regulations 95% 97.94% Met
Dairy products for domestic consumption meet federal regulations Percentage of tested imported dairy products in compliance with federal regulations 95% 88.54% Not MetFootnote 29

Sub-Program 1.1.4: Fish and Seafood

The Fish and Seafood sub-program aims to mitigate risks associated with fish and seafood products processed in Canada's federally registered establishments or imported for consumption. It achieves its objectives by developing product and process standards and ensuring that products, importers and domestic industry comply with quality, safety and identity of fish and seafood requirements through verification of compliance with the governing acts and regulations. This sub-program supports confidence in Canada's fish and seafood products.

Performance Analysis and Lessons Learned

In 2015-16, the CFIA continued to enhance the Canadian Shellfish Sanitation Program with a view towards the long term sustainability of the program. The CFIA supported the program's stakeholders' engagement to reclassify under-utilized shellfish harvest areas. On a bilateral basis, the CFIA continued to honor Canada-US systems recognition for shellfish.

In response to Budget 2014 commitments, the CFIA worked to enhance compliance of imported foods by conducting a series of assessments of foreign food safety systems, included preventive upstream controls for fish and seafood. South Korea was engaged to follow up on the completion of the Canadian assessment tool needed for document review of its shellfish program. CFIA also performed onsite assessment for shellfish in Mexico and continued work on draft audit report. Chile was engaged for the future assessment of its shellfish program.

CFIA's integrated Agency Inspection Model was piloted for fish and seafood in 2015-16. Roll-out of the pilot in the fish and seafood sector demonstrated that the new inspection approach identified non-compliance as effectively as the previous system, and that tools developed were appropriate.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
49,668,541 54,532,244 4,863,703
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
453 406 (47)
Table 2-1e: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Federally registered fish and seafood establishments meet federal regulations Percentage of inspected federally registered fish and seafood establishments in compliance with federal regulations 98% 98.11% Met
Fish and seafood products for domestic consumption meet federal regulations Percentage of tested domestic fish and seafood products in compliance with federal regulations 95% 97.61% Met
Fish and seafood products for domestic consumption meet federal regulations Percentage of tested imported fish and seafood products in compliance with federal regulations 95% 87.89% Not MetFootnote 30

Sub-Program 1.1.5: Fresh Fruit and Vegetables

The Fresh Fruit and Vegetables sub-program aims to mitigate risks associated with fresh fruits and vegetables and their products produced in Canada or imported for consumption. It achieves its objectives by verifying that products meet all stipulated health and safety requirements through verification of compliance with the relevant governing acts and regulations. This sub-program mitigates unfair market practices by verifying that labelling and net quantity requirements for pre-packaged Fresh Fruit and Vegetable products are adhered to. This sub-program supports confidence in Canada's fresh fruit and vegetable products.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
34,910,256 31,628,083 (3,282,173)
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
294 230 (64)
Table 2-1f: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Federally registered fresh fruit and vegetables establishments meet federal regulations Percentage of inspected federally registered fresh fruit and vegetable establishments in compliance with federal regulations 98% 98.85% Met
Fresh fruit and vegetable products for domestic consumption meet federal regulations Percentage of tested domestic fresh fruit and vegetable samples in compliance with federal regulations 95% 98.95% Met
Fresh fruit and vegetable products for domestic consumption meet federal regulations Percentage of tested imported fresh fruit and vegetables samples in compliance with federal regulations 95% 96.83% Met

Performance Analysis and Lessons Learned

The CFIA requested and received a completion of the Canadian Assessment for Fresh Fruit and Vegetables from Mexico. The response is currently being evaluated, and any additional information or clarifications requested of Mexican authorities will be based on the evaluation. The CFIA will negotiate on-site visits once the evaluation is completed. The on-site assessment of Guatemala, originally scheduled for 2015, has been rescheduled for September 2016 at the request of the Guatemalan authorities.

A Trusted Trader-Agri-food Pilot to reduce inspection frequencies for apples and onions imported from the United States were conducted by assessing the ability of the industries in Canada and the United States to manage risks related to quality standards on their own, without significant reliance on CFIA and USDA inspections. The CFIA completed the onion pilot on January 20, 2015. Phase II of the apple pilot started on January 1, 2016 when inspection frequency was reduced from 50% to 25%. A third pilot for potatoes was delayed due to Canada's potato industry's opposition to the implementation of a reduced inspection frequency.

Sub-Program 1.1.6: Processed Products

The Processed Products sub-program aims to mitigate risks associated with processed products, including honey and maple products, which are produced in Canada or imported for consumption. The program achieves its objectives by verifying that processed products comply with health and food safety requirements through verification of compliance with the relevant governing acts and regulations. This sub-program minimizes unfair market practices by verifying that labelling and net quantity requirements for pre-packaged processed products are adhered to. The program supports confidence in Canada's processed products.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
11,641,531 10,256,814 (1,384,717)
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
102 86 (16)
Table 2-1g: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Federally registered processed products establishments meet federal regulations Percentage of inspected federally registered processed products establishments in compliance with federal regulations 98% 97.77% Met
Processed products for domestic consumption meet federal regulations Percentage of tested domestic processed products in compliance with federal regulations 95% 98.12% Met
Processed products for domestic consumption meet federal regulations Percentage of tested imported processed products in compliance with federal regulations 95% 96.98% Met

Performance Analysis and Lessons Learned

In 2015-16, the Processed Products sub-program activities continued to evolve under the Single Food Program. Inspections and sampling planning activities continue to be updated and prioritized in consideration of risk, as development of the Program Management Framework and iAIM progress towards broader risk-based planning and delivery approaches.

Sub-Program 1.1.7: Imported and Manufactured Food Products

The Imported and Manufactured Food Products sub-program aims to mitigate risks associated with food commodities that are regulated by the relevant governing acts and regulations. The CFIA and provincial/territorial governments share the jurisdiction over IMFP because the sector includes a large variety of foods that are traded intra-provincially or inter-provincially. This program achieves its objectives by verifying that these products comply with the health, food safety, and consumer protection requirements. The program mitigates unfair market practices by verifying that requirements related to net quantity, composition, claims, labelling, and advertising of these foods are adhered to and by enforcing the governing acts and regulations. Through enforcement of the acts and regulations, the program supports confidence in Canada's imported and manufactured food products.

Performance Analysis and Lessons Learned

In 2015-16, the Imported and Manufactured Food Products sub-program activities continued to evolve under the Single Food Program. Inspections and sampling planning activities continue to be updated and prioritized in consideration of risk, as development of the Program Management Framework and iAIM progress towards broader risk-based planning and delivery approaches.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
56,679,574 51,138,825 (5,540,749)
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
455 447 (8)
Table 2-1h: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Risks to the Canadian public associated with imported and manufactured food (IMF) products are mitigated Percentage of major health risks in the imported and manufactured food sector that are addressed through the annual update to food safety inspection programs 95% 100% Met
Risks to the Canadian public associated with imported and manufactured food (IMF) products are mitigated Percentage of inspected IMF products with accurate net quantity, composition, labelling and advertising 70% 72.1% Met

Animal Health and Zoonotics Sub-Program Activity Summary

Sub-Program 1.2.1: Terrestrial Animal Health

The Terrestrial Animal Health sub-program aims to prevent the entry of reportable, foreign animal diseases and the spread of reportable domestic animal diseases as set out in the relevant governing acts and regulations. This sub-program achieves its objectives by delivering initiatives that track, detect, and mitigate risks to the terrestrial animal resource base. This sub-program supports food safety, public health, and protection of the animal resource base, and instils national and international confidence in Canadian agricultural products. Through verification of compliance, this sub-program supports domestic and international confidence that Canada's animals are free from certain reportable diseases, particularly those potentially transmissible to humans.

Performance Analysis and Lessons Learned

Foot and Mouth Disease, often referred to as FMD, is a highly contagious viral disease of domestic and wild animals with split hoof, such as cattle, goats, sheep, deer, and antelopes. In 2015-16, to increase access to Foot and Mouth Disease vaccines, the North American Foot and Mouth Vaccine Bank, which is administered jointly by Canada, the United States and Mexico, initiated expansion of its sharing arrangements to the Australia and New Zealand FMD Vaccine Banks. Once finalized, the new arrangement will increase the quantity of Foot and Mouth Disease vaccine available to each country.

Following the identification in Canada of mad cow disease or Bovine Spongiform Encephalopathy (BSE) in a single cow in February 2015, the CFIA formed a Program Delivery Committee, tasked with identifying and addressing priority areas for improvement in order to maintain the integrity of Canada's BSE control program delivery. The committee identified eight priority areas for improvement. These priorities emphasized the need for timely and accurate surveillance and specified risk material control data, training to support and maintain BSE expertise, as well as ensuring operational continuity and preparedness. Multi-disciplinary working groups are developing options for each of the identified areas for improvement.

In 2015-16, the CFIA continued to develop partnerships with approved private and provincial laboratories to provide alternative service delivery options for the Agency. Quality Management Oversight Framework for laboratories and the criteria necessary to guide the transfer of select tests for alternative service delivery arrangements were developed. The Agency is ready to start transferring tests to private and provincial laboratories following the renegotiation of export certificates with trading partners.

Financial Resources (dollars)Footnote 26
2015-16 Planned Spending (RestatedFootnote 31) 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
91,139,624 113,446,917 22,307,293
Human Resources (Full-Time Equivalents – FTEs)Financial Resources (dollars)Footnote 26
2015-16 Planned (RestatedFootnote 31) 2015-16 Actual 2015-16 Difference (actual minus planned)
754 726 (28)
Table 2-2b: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Federally registered veterinary biologics establishments meet federal regulations Percentage of inspected federally registered veterinary biologics establishments in compliance with federal regulations 90% 96.00% Met
Veterinary biological products in compliance with federal regulations Percentage of tested veterinary biological products in compliance with federal regulations 100% 99.30% Met
Animals in Canada are transported humanely Percentage of inspected live loads in compliance with humane transport standards 100% 98.34% Met

Sub-Program 1.2.2: Aquatic Animal Health

The Aquatic Animal Health sub-program aims to mitigate risks associated with the introduction and spread of certain aquatic animal diseases of concern to Canada. This program achieves its objectives by partnering with Fisheries and Oceans Canada to deliver on initiatives that track, detect and control aquatic animal diseases as set out in the relevant governing acts and regulations. Through verification of compliance, this sub-program supports domestic and international confidence that Canada's aquatic animal resources are free from aquatic animal diseases, and contributes to the sustainable productivity of aquaculture and harvest fisheries.

Performance Analysis and Lessons Learned

Following sustained consultation and engagement with Federal-Provincial/Territorial governments and industry stakeholders, the Domestic Control Program, which is the last phase of the Domestic National Aquatic Animal Health Program, was successfully implemented on December 31, 2015. Under the control program, the various watersheds and coastal waters in Canada each have a declared disease status (free/infected) with respect to reportable diseases listed in the Reportable Disease Regulations of the Health of Animals Act. These declarations will provide a predictable standard response to disease outbreaks based on the status or the area, which will enable the CFIA to move away from the case-by-case basis for ordering the destruction of affected animals.

In 2015-16, as part of the Domestic Movement Program, standards for domestic compartments free of specific diseases within declared infected areas were developed and made publicly available through CFIA area and regional offices.

Financial Resources (dollars)Footnote 26
2015-16 Planned Spending (RestatedFootnote 32) 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
4,806,034 5,780,338 974,304
Human Resources (Full-Time Equivalents – FTEs)Footnote 26
2015-16 Planned (RestatedFootnote 32) 2015-16 Actual 2015-16 Difference (actual minus planned)
38 43 5
Table 2-2c: Performance Results
Actual Results Actual Results Results Actual Results Actual Results
Domestic aquatic animals and their products are compliant with Canadian regulations and meet the standards of international agreements Percentage of certified aquatic animal and aquatic animal product shipments that meet the receiving country's import requirements 99% 99.9% Met
Risks to the Canadian aquatic animal resource base are mitigated Number of reportable aquatic animal diseases that have entered into Canada via specified regulated pathways 0 2 Not MetFootnote 33

Sub-Program 1.2.3: Feed

The Feed sub-program aims to minimize risks associated with livestock and poultry feeds manufactured in or imported into Canada. The program achieves its objectives by verifying that feeds are safe, effective and labelled in accordance with the relevant governing acts and regulations. This sub-program contributes to the production and maintenance of a healthy and sustainable animal resource base which supports food safety and environmental sustainability. Through verification of compliance, this sub-program supports confidence in feed manufactured in Canada.

Performance Analysis and Lessons Learned

In 2015-16, the CFIA continued with work toward modernizing the Feeds Regulations to address current gaps and weaknesses, and provide more clarity to regulated parties. The Agency developed and held stakeholder consultations on Feed Ingredient Labels, and staged eight public meetings across Canada on a consolidated modernized risk- and outcome- based regulatory framework to safeguard feeds, attain a balance between fair and competitive trade, and minimize regulatory burden. Cost-Benefit Information Sessions were also held to generate input on key regulatory features such as facility licensing and product registration for drafting of a cost-benefit analysis. The results of these efforts will be reflected in a comprehensive regulatory proposal that the CFIA intends to publish in the Canada Gazette, Part I, in 2017.

The CFIA continued to work with other government departments on initiatives identified in the Federal Action Plan on Antimicrobial Resistance and Use in Canada. The CFIA participated in the initiative led by the Public Health Agency of Canada to develop a framework to prevent the spread of antimicrobial resistance, while providing input and leadership into the development of further surveillance, stewardship and innovation activities related to antimicrobial resistance and antimicrobial use. In collaboration with Health Canada, the CFIA began the development of a framework and program recommendations for veterinary oversight of medically important microbiological drugs in feeds.

Financial Resources (dollars)Footnote 26
2015-16 Planned Spending(RestatedFootnote 34) 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
18,606,362 21,815,872 3,209,510
Human Resources (Full-Time Equivalents – FTEs)Footnote 26
2015-16 Planned RestatedFootnote 34) 2015-16 Actual 2015-16 Difference (actual minus planned)
182 190 8
Table 2-2d: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Feed establishments meet federal regulations Percentage of inspected feed establishments in compliance with Feeds Regulations and Health of Animals Regulations (Feed Ban), after follow-up, not including labelling tasks 95% 95.5% Met
Feed labels meet federal regulations Percentage of inspected feed facilities in compliance with Feeds Regulations and Health of Animals Regulations (Feed Ban), after follow-up, when assessed against inspection tasks associated with labelling 95% 96.6% Met

Plant Resources Sub-Program Activity Summary

Sub-Program 1.3.1: Plant Protection

The Plant Protection sub-program aims to mitigate the risks associated with the introduction and spread of plant pests of quarantine significance to Canada. This sub-program achieves its objectives by delivering initiatives that track, detect and control, or eradicate regulated plant pests and diseases as set out in the relevant governing acts and regulations. The program verifies that plants and plant products, and their associated risk pathways, meet phytosanitary requirements. Through verification of compliance, this sub-program supports environmental sustainability and public health and instils confidence in Canada's plants and plant products.

Performance Analysis and Lessons Learned Efforts Against Pests

Asian Gypsy Moth is an invasive insect regulated as a quarantine pest by Canada and the United States of America. It poses a significant threat to Canada's forests, biodiversity, and economy. In 2015-16, the CFIA continued to collaborate with the United States Department of Agriculture (USDA) to further the Asian Gypsy Moth certification program under the Beyond the Border Initiative. The program is designed to keep the risk of Asian Gypsy Moth at origin as much as possible by having vessels inspected and certified by competent inspection bodies in one of the Asian Gypsy Moth- regulated countries (China, Japan, Korea and Russia)1. The CFIA and the USDA met with plant protection officials from China, Korea and Japan in 2015 to further assess and enhance the Asian Gypsy Moth certification program in each country. In 2015 the CFIA compiled results of compliance verification inspections in Canada for vessels certified in Russia in preparation for a joint CFIA-USDA meeting and technical assessment with Russia in summer 2016. Further information on the Asian Gypsy Moth can be found on CFIA's websiteEndnote xxi

The Asian Long-horned Beetle was detected in the Mississauga/Toronto area in August 2013. To satisfy international plant protection criteria for successful eradication, Canada has to conduct at least 5 years of surveys whose results indicate no finding of Asian Long-horned Beetle. In 2015-16, the CFIA conducted surveys to verify the success of the eradication measures implemented in 2014. The surveys did not find any Asian Long-Horned Beetle.

Following the detection of Potato Wart in Prince Edward Island in 2014, the CFIA continued to monitor potato fields in Prince Edward Island and conduct necessary inspections and certification. In 2015-16, the CFIA became a member of a joint government-industry Potato Task Force. The task force was tasked to develop a forward plan for delivering the potato seed certification program for Canadian potato seed producers. The program needed to respect the necessary requirements set by USDA-APHIS regulators. The task force team, through consultations with industry, provincial governments and federal partners, developed options on an efficient alternative approach to seed potato tuber inspections requirements. A draft report is expected to be finalized in 2016-17.

In 2015-16, in an effort to minimize the risk of invasive alien species to the Canadian environment and economy, the CFIA extensively engaged and collaborated with the provinces, invasive species councils, and other federal partners on a number of plant pest issues, including the enforcement of existing phytosanitary measures. The CFIA also collaborated with the USA, Australia and New Zealand on an education and awareness approach to reduce invasive plants introduction through e-commerce. The CFIA initiated a series of risk analysis of several plant species, as well as reviewed invasive plants policy, directives and guidance material.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
61,142,377 63,028,955 1,886,578
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
626 549 (77)
Table 2-3b: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Pre-border plant pest risks are mitigated Percentage of inspected shipments from off-shore system approaches or pre-clearance programs in compliance with federal regulations 85% 96% Met
At-Border plant pest risks are mitigated Percentage of pre-arrival documentation in compliance with Canadian import requirements 90% 97% Met
Post-border plant pest risks are mitigated Percentage of new pest detections that have a science based management plan initiated within one year 90% N/A
No new pest detection
N/A
No new pest detection

Sub-Program 1.3.2: Seed

The Seed sub-program aims to ensure that seeds sold in Canada meet established standards, that seeds are properly represented in the marketplace and that most agricultural crop kinds are registered before entering the marketplace. The program achieves its objectives by verifying that seeds meet quality, biosafety, labelling and registration standards as set out in the relevant governing acts and regulations. Regulating the environmental release of plants with novel traits contributes to environmental sustainability and the health and safety of Canadians. Furthermore, quality assured and accurately labelled seeds contribute to a prosperous agricultural production system and to domestic and international confidence in Canada's seeds.

Performance Analysis and Lessons Learned Partnering with Industry for Alternative Service Delivery

The CFIA continued to maintain an oversight and audit role to ensure the effectiveness of the overall alternative service delivery program, aimed at maintaining high quality while gaining efficiencies. In 2015-16, the CFIA worked with authorized service providers to conduct seed crop inspections. Private entities inspected approximately 94 percent of the pedigreed seed crops grown in Canada while the CFIA inspectors inspected the remaining 6 percent. The project was expanded to include hybrid corn and hybrid canola inspections in 2015-16.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
10,446,956 11,646,066 1,199,110
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
98 108 10
Table 2-3c: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Seed complies with federal regulations Percentage of tested domestic pedigreed seed lots in compliance with federal regulations 95% 96.4% Met
Seed complies with federal regulations Percentage of authorized confined releases of Plants with Novel Traits (PNTs) into the Canadian environment that are in compliance with the authorized conditions 90% 97% Met

Sub-Program 1.3.3: Fertilizer

The Fertilizer sub-program aims to ensure that regulated fertilizer, fertilizer/pesticides and supplement products sold in Canada are properly labelled, effective and safe for humans, plants, animals, and the environment. The program achieves its objectives by verifying that all fertilizers and supplements meet the standards for safety and efficacy as set out in the relevant governing acts and regulations. Through verification of compliance, the program contributes to public health and environmental sustainability and supports domestic and international confidence in fertilizers manufactured in Canada.

Performance Analysis and Lessons Learned

In 2015-16, the CFIA continued to review the Fertilizers Regulations. A draft proposal was developed and adjusted to align with the Agricultural Growth Act, but was not published in Canada Gazette, Part I as was originally planned. In late 2015, the Agency reviewed its regulatory change priorities across all commodity areas – plant resource base protection, animal health and food safety. Modernization of the Fertilizers Regulations is now targeted to resume in the winter of 2017 (for publication in Canada Gazette, Part I).

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
4,211,152 3,976,965 (234,187)
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
38 37 (1)
Table 2-3d: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Fertilizer and supplement products meet federal regulations Percentage of inspected fertilizer and supplement products in compliance with federal regulations (Fertilizers Regulations) 90% 96% Met
Fertilizer and supplement products meet federal regulations Percentage of submissions reviewed within the prescribed service delivery standards 90% 61% Not MetFootnote 35

Sub-Program 1.3.4: Intellectual Property Rights

The Intellectual Property Rights sub-program, by which plant breeders can obtain intellectual property rights for their new plant varieties, aims to create an environment in Canada which supports innovation in plant breeding, as set out in the relevant governing acts and regulations. This sub-program achieves its objectives by assessing applications from plant breeders to determine that new plant varieties meet the criteria for protection, and when all requirements have been met, granting rights to the variety breeder/owner for a period of up to 18 years. The owner of a new variety who receives a grant of rights has exclusive rights over use of the variety, and will be able to protect his/her new variety from exploitation by others. By enforcing the relevant governing acts and regulations, this sub-program stimulates plant breeding in Canada, facilitates better access to foreign varieties for Canadian producers and supports the protection of Canadian varieties in other countries.

Budgetary Financial Resources (dollars)Footnote 26
2015-16 Planned Spending 2015-16 Actual Spending 2015-16 Difference (actual minus planned)
929,618 1,155,076 225,458
Human Resources (FTEs)Footnote 26
2015-16 Planned 2015-16 Actual 2015-16 Difference (actual minus planned)
8 9 1
Table 2-3e: Performance Results
Expected Result Performance Indicators Targets Actual Results Actual Results
Plant breeders develop new varieties for the Canadian market Percentage of Plant Breeders' Rights applications that reach approval and are granted rights 100% 100% Met

For the 2015 calendar year, the CFIA received 273 applications for Plant Breeders' Rights (PBR), 189 applications were granted PBR and 1,601 PBR applications were renewed. More information on PBR can be found on the Canadian Food Inspection Agency's websiteEndnote xxii.

Supplementary Information Tables

Departmental Sustainable Development Strategy

1. Overview of the Federal Government's Approach to Sustainable Development

The Federal Sustainable Development Strategy (FSDS) 2013-16 presents the Government of Canada's sustainable development activities, as required by the Federal Sustainable Development Act. In keeping with the objectives of the Act to make environmental decision making more transparent and accountable to Parliament, the Canadian Food Inspection Agency (CFIA) supports the implementation of the FSDS through the activities in this supplementary information table.

Although the CFIA is not bound by the Federal Sustainable Development Act and is not required to develop a departmental sustainable development strategy, the CFIA voluntarily contributes to Theme III - Protecting Nature and Canadians, and Theme IV - Shrinking the Environmental Footprint - Beginning with Government.

2. Themes I to III: Department- and Agency-Led Targets

N/A - CFIA does not lead any targets.

3. Themes I to III: Implementation Strategies

CFIA participates in six implementation strategies through ongoing activities in its Plant Resources Program (PAA 2.1.3.) and Plant Protection Sub-Program (PAA 2.1.3.1.).

The implementation strategies support the FSDS Theme III Target 4.6: Invasive Alien Species (By 2020, pathways of invasive alien species introductions are identified, and risk-based intervention or management plans are in place for priority pathways and species) in Goal 4: Conserving and Restoring Ecosystems, Wildlife and Habitat, and Protecting Canadians.

Applicable CFIA Implementation Strategies:

4.6.2 Implement activities and strategic objectives with a focus on preventing and limiting new invasive species from entering Canada so that entry and domestic spread of invasive plants and plant pests is managed and response to invasive plants and plant pests is planned and implemented.

4.6.7 Develop and implement a risk analysis framework (i.e., risk assessment, risk management and risk communication) and a pathways approach in regulating invasive alien species in Canada so that entry and domestic spread of invasive plants and plant pests is managed and response to invasive plants and plant pests is planned and implemented.

4.6.8 Engage in partnerships with provincial governments, industry, and stakeholders in responding to invasive species within Canada in order to increase stakeholder and partner cooperation, stakeholder and partner awareness of plants and plant pests, and compliance with policies and regulations.

4.6.9 Jointly with Transport Canada), cooperate with the United States and international regulators to inspect vessels to ensure compliance with Canadian regulations.

4.6.10 Jointly, with Canadian Border Services Agency, prevent the introduction and rapid dispersal of invasive species and disease into Canada via land, air and marine ports of entry, thus reducing potential deleterious effects to ecosystems, economies and society.

4.6.11 Foster international, national and provincial collaborative arrangements and partnerships with industry to prevent and limit the introduction of invasive species entering Canada. This will increase stakeholder and partner cooperation, stakeholder and partner awareness of plants and plant pests, and compliance with policies and regulations. This will also increase international engagement, cooperation and awareness of invasive species and compliance with policies and regulations, ensuring that international standards and processes reflect Canadian interests.

4. Theme IV: Targets and Implementation Strategies

Goal 6: GHG Emissions and Energy
Target 6.1: GHG Emissions Reduction

The Government of Canada will reduce greenhouse gas (GHG) emissions from its buildings and fleets by 17% below 2005 levels by 2020.

Departmental Target

13% below 2005 levels by 2020

Performance Measurement

Expected result

Reduce the carbon footprint and energy consumption of federal operations.
Performance indicator Performance level achieved
GHG emissions (kt CO2 equivalent) in fiscal year 2005-06. 6.43 kt CO2
GHG emissions (kt CO2 equivalent) in fiscal year 2015-16 3.93 kt CO2
Percentage change in GHG emissions from fiscal year 2005-06 to fiscal year 2015-16, inclusive of renewable power emission credits, if applicable. - 38.9%
Adjustments made to base year GHG emissions [indicate if not applicable]. Not Applicable
Goal 7: Waste and Asset Management
Target 7.2: Green Procurement

As of April 1, 2014, the Government of Canada will continue to take action to embed environmental considerations into public procurement, in accordance with the federal Policy on Green Procurement.

Performance Measurement

Expected result

Environmentally responsible acquisition, use and disposal of goods and services.
Performance indicator Performance level achieved
Departmental approach to further the implementation of the Policy on Green Procurement in place as of April 1, 2014. The existing CFIA Procurement and Contracting Policy (2008) posted on the CFIA's internal website references the Treasury Board's Policy on Green Procurement, which promotes the selection of Green Products/Services when searching the Public Services and Procurement Canada Standing Offer Index for goods or services.
Number and percentage of procurement and/or materiel management specialists who completed the Canada School of Public Service Green Procurement course (C215) or equivalent, in fiscal year 2015-16. 2
100%
Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution toward green procurement, in fiscal year 2014-15. 3
100%
Departmental green procurement target Table Note 1
By March 31, 2017, 90% of vehicles Table Note 2 purchased annually are from the Pre-Authorized Vehicle List (PAVL). Table Note 3
Performance indicator Performance level achieved
Number of vehicles purchased from the PAVL, relative to total number of vehicles purchased in fiscal year 2015-2016. (%) 165 vehicles purchased
99.4% from PAVL

Table Notes

Table Note 1

As part of its FSDS 2013-2016 voluntary commitment, CFIA previously included two departmental green procurement targets pertaining to green IT purchases. In September 2015, an Order in Council (2015-1071) established Shared Services Canada as the mandatory provider of services related to end-user IT equipment. As a result of this change, CFIA's Contracting and Procurement Policy Division no longer controls the sourcing of procurement contracts for IT equipment.

Return to table note 1 referrer

Table Note 2

Does not include farm equipment, boats, ATVs or snowmobiles.

Return to table note 2 referrer

Table Note 3

Where operational requirements allow.

Return to table note 3 referrer

Implementation strategy element or best practice Performance level achieved
7.2.1.5. Leverage common use procurement instruments where available and feasible. Seeking to reach "Achieved" status Table Note 4
Best Practice
7.2.3. Train acquisition cardholders on green procurement.
Exceeded Table Note 5

Table Notes

Table Note 4

CFIA's performance indicator: By March 31, 2017, 75% of all call-ups for goods issued by the National Procurement and Contracting Service Centre will use Green Standing Offers where available or feasible. Results for 2015-2016: 91% of call-ups were issued, subject to availability and feasibility, to certified green suppliers on PSPC Standing Offers.

Return to table note 4  referrer

Table Note 5

There were 87 new acquisition card holders in 2015-2016 and 100% of them completed the required training prior to receiving their cards. CFIA has a procedure in place to ensure that all new acquisition card holders take the Green Procurement course prior to receiving their card.

Return to table note 5  referrer

5. Additional Departmental Sustainable Development Activities and Initiatives

n/a

6. Sustainable Development Management System

n/a

7. Strategic Environmental Assessment

During 2015-2016 reporting cycle, the Canadian Food Inspection Agency considered the environmental effects of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals, as part of its decision-making processes. A Strategic Environmental Assessment (SEA) for policy, plan or program proposals includes an analysis of the impacts of the proposal on the environment, including on the FSDS goals and targets. No related public statements were produced in 2015-2016.

Details on Transfer Payment Programs of $5 Million or More

Details on Transfer Payments Programs

Name of Transfer Payment Program: Statutory Compensation Payments

Start Date: N/A

End Date: N/A

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

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

Results Achieved: 12 Canadians were compensated for plants ordered destroyed and 131 Canadians were compensated for animals ordered destroyed.

Program: Plant Resources Program ($ millions)
2013-14 Actual Spending 2014-15 Actual Spending 2015-16 Planned Spending 2015-16 Total Authorities 2015-16 Actual Spending Variance
Total Other Types of Transfer Payments 688,530 1,004,726 300,000 1,632,836 1,632,836 1,332,836
Total Plant Resources Program 688,530 1,004,726 300,000 1,632,836 1,632,836 1,332,836

Comments on Variances: Actual compensation payments made to Canadians were $1.0 million higher than the $0.3 million that was earmarked under Planned Spending. This increase is largely attributed to the Potato Wart in Prince Edward Island.

Program: Animal Health and Zoonotics Program ($ millions)
2013-14 Actual Spending 2014-15 Actual Spending 2015-16 Planned Spending 2015-16 Total Authorities 2015-16 Actual Spending Variance
Total Other Types of Transfer Payments 57,604,105 11,550,351 3,200,000 15,498,181 15,498,181 12,298,181
Total Animal Health and Zoonotics Program 57,604,105 11,550,351 3,200,000 15,498,181 15,498,181 12,298,181

Comments on Variances: Actual compensation payments made to Canadians were $9.1 million higher than the $3.2 million that was earmarked under Planned Spending. This increase is largely attributed to Avian Influenza in Ontario.

Horizontal Initiatives

General Information

Name of horizontal initiative Bovine Spongiform Encephalopathy (BSE) Renewal
Name of lead department(s) Canadian Food Inspection Agency (CFIA)
Federal partner organization(s) Health Canada (HC); Public Health Agency of Canada (PHAC)
Non-federal and non-governmental partner(s) Not Applicable
Start date of the horizontal initiative 2003-04, 2014-15 Renewal Core BSE program
End date of the horizontal initiative 2018-19
Total federal funding allocated (start to end date) $203,229,460 (from 2014-15 to 2018-19)
Funding contributed by non-federal and non-governmental partners Not Applicable
Description of the horizontal initiative

To protect human and animal health, the BSE program conducts surveillance, research and risk assessments on BSE and other transmissible spongiform encephalopathies (TSEs) to minimize the risk of exposure to infected materials, assessment of the effectiveness of the risk mitigation measures and having measures in place to control any potential outbreaks. The BSE program supports market access for cattle, beef and related products by maintaining consumer confidence through promoting and explaining Canada's BSE program to domestic and international stakeholders.

Health Canada conducts research and risk assessments on 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. The CFIA enforces the removal of specified risk material (SRM) from the animal feed and the human food chains, monitors products entering and leaving Canada for adherence to Canadian standards or the standards of the importing country respectively, 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. Agriculture and Agri-Food Canada (AAFC) supports, stabilizes and repositions Canada's beef and cattle industry, including the provision of compensation payments to stakeholders impacted by BSE in Canada.

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 structures The CFIA is the federal lead for BSE program delivery. A summative evaluation of the CFIA's BSE program conducted in 2008 recommended the governance of the program be strengthened to enhance coordination and communication regarding BSE-related activities, both internally and with partner organizations. Based on that recommendation and consistent with governance models for related horizontal initiatives, the CFIA launched a new committee structure to bring the Agency's overall governance approach more in line with evolving business needs in 2010. 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 that business line perspectives are integrated into decision making, three senior executive-level committees on Animal Health, Plant and Food Safety are supported.
Performance highlights

In 2015-16, the CFIA continued to deliver on key priorities of the BSE Program by managing and monitoring BSE-related risks to current standards, and also continued to improve communication and coordination (for example, governance), performance measurement and reporting, and financial tracking.

Health Canada (HC) provided food safety risk assessment and policy advice to Federal and Provincial regulatory authorities on BSE/TSE-related risks. The department also conducted environmental scanning activities to identify new and emerging threats from BSE/TSE in health products and in the food supply.

Comments on variances Not Applicable
Results to be achieved by non-federal and non-governmental partners Not Applicable
Contact information

Canadian Food Inspection Agency
Jaspinder Komal
Executive Director and Deputy Chief Veterinary Officer
613-773-7472

Public Health Agency of Canada
Matt Gilmour
Scientific Director General
Canadian Science Centre for Human and Animal Health
National Microbiology Laboratory
Infection Disease Prevention and Control Branch
204-789-2070

Health Canada
Diana Dowthwaite
Director General, Compliance, Lab Services and Regional Operations Directorate,
Health Products and Food Branch,
613-736-3484

Planning Information
Federal organizations Link to departmental Program Alignment Architectures Contributing programs and activities Total allocation (from start to end date) 2015-16 Planned spending 2015-16 Actual Spending 2015-16 Expected results (ER) 2015-16 Targets (T) Contributing activity/ program results
(using specific indicators) Table Note 6
Canadian Food Inspection Agency Animal Health and Zoonotics Program/ Food Safety Program/ International Collaboration and Technical Agreements / Internal Services SRM Removal from the Human Food Chain 45,946,160 (2014-15 to 2018-19) 9,189,232 6,938,473 ER 1 T 1 RA 1
Import Controls 3,347,815 (2014-15 to 2018-19) 669,563 1,025,246 ER 2 T 2a
T 2b
RA 2a
RA 2b
BSE Surveillance 80,912,125 (2014-15 to 2018-19) 16,182,425 15,966,197 ER 3 T 3 RA 3
Cattle Identification 10,672,140
(2014-15 to 2018-19)
2,134,428 2,149,826 ER 4 T 4a
T 4b
T 4c
RA 4a
RA 4b
RA 4c
Export Certification 29,822,860
(2014-15 to 2018-19)
5,964,572 5,471,667 ER 5 T 5 RA 5
Technical Market Access Support 22,794,635
(2014-15 to 2018-19)
4,558,927 4,613,380 ER 6 T 6 RA 6
Health Canada Health Products Risk Assessment 1,538,882 (2014-15 to 2018-19) 302,461 1,141,604 ER 7 T 7 RA 7
Food Safety and Nutrition Risk Assessment and standard setting 4,194,843 (2014-15 to 2018-19) 877,672 874,432 ER 8 T 8 RA 8
PHAC Public Health Surveillance and Assessment Prion Diseases Program 4,000,000 (2014-15 to 2018-19) 800,000 787,603 ER 9 T 9 RA 9
Total for all federal organizations $203,229,460 (from 2014-15 to 2018-19) $40,679,280 $38,968,428 Not applicable

Table Notes

Table Note 6

Performance indicators are defined in the Performance Measurement Strategies and/or Performance Measurement Frameworks (PMF) of each federal partner.

Return to table note 6  referrer

ER 1: Specified Risk Material (SRM) Removal from the Human Food Chain:

Outcome: Safe food

Output: Compliance with current regulations

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

Indicator: Industry compliance rate for removal of Specified Risk Material.

T 1: Targets: 100% compliance.

RA 1: The CFIA conducts on-site verification of federally registered slaughter and boning establishments. The CFIA also reviews records to verify compliance and the effectiveness of the control program. In 2015-2016, 95.30% (5615/5892) of the planned programming specific to the enforcement and verification of SRM removal was delivered nationally. A compliance rate of 99.62% was achieved in tasks delivered.

CFIA continued to conduct annual inspections of non-federally registered cattle slaughter establishments and audits of provincial inspection systems. Records are reviewed to ensure the removal, segregation and disposal of Specified Risk Material are properly carried out and to determine the adequacy of provincial oversight for plant controls.

ER 2: Import Controls:

Outcome: Products imported into Canada meet Canadian standards.

Output: Up-to-date import controls.

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

Indicator 2a: Percentage of import policies verified and updated as required.

T 2a: Targets: 25% per year.

RA 2a: Target met

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

T 2b: Targets: Annually, when the World Organisation for Animal Health (OIE) updates the BSE risk status country lists.

RA 2b: Target met

ER 3: BSE Surveillance:

Outcome: Safe animals and food and Market access

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

Activities: Analyze options to redesign the BSE surveillance program and consult stakeholders to explore further targeting of surveillance.

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

T 3: Targets: Testing 30,000 samples from the high-risk category of cattle is the minimum national target.

RA 3: In the 2015-16 fiscal year, the total number of BSE samples tested by the National TSE Network Laboratories was 26,344 (17,007 CFIA and 9,337 provincial). Sampling for BSE surveillance is conducted primarily on-farm or at dead stock facilities.

In Eastern Canada, sampling at dead stock is consistent since contracts are signed with the facilities to hold a specified number of eligible carcasses for testing.

Sampling in Western Canada is mostly done on-farm by private practitioners. The surveillance program is reliant on producers or practitioners voluntarily submitting eligible diseased, down, dead or dying animals for sampling. If producers and practitioners do not send in samples, the numbers fall. Since BSE can mimic many other common disease conditions of cattle, it would be neither practical nor feasible to try to enforce mandatory surveillance.

However, the CFIA has worked in collaboration with provinces and industry representatives (CanSurvBSE) to encourage continued commitment to the BSE surveillance program and we continue to work with our industry and provincial partners to maintain a high level of awareness of the importance of sample submission for BSE.

ER 4: Cattle Identification:

Outcome:

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: Regulations; program and related policies; privacy impact assessment; threat risk assessment; Administrator agreement; tools for CFIA staff (e.g. program related policy, positions, manuals, SoPs, etc.)

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

T 4a: Targets: Training, tools and materials are relevant and up-to-date.

RA 4a:

Indicator 2: Number of inspectors trained.

T 4b: Targets: All inspectors verifying compliance are trained.

RA 4b: All inspectors verifying compliance were trained.

T 4c: Targets: 100%.

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

RA 4c: A trial period of the CFIA's performance measurement framework for BSE was completed, which included the effectiveness of the draft key indicators for certain program elements (as indicated above).

ER 5: Export Certification:

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

Output: Export certificates.

Activities: Provision of export-related certification services to a wide range of industries needing them.

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

T 5: Target: 100%

RA 5: Target met

ER 6: Technical Market Access Support:

Outcome: Maintain or 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 establishment and maintenance of strong relationships with trading partners, and the provision of global leadership and influence concerning international policies and standards development.

PI 6: Indicator: Trends in market demand for Canadian bovines and beef products; media tracking for consumer confidence in beef in Canada.

T 6: Target: An ongoing record of markets that are opened/expanded/maintained, and exports of Canadian beef and cattle.

RA 6: Target met

ER 7: Food Safety and Nutrition: Risk Assessment:

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

PI 7: Indicator: Number and type of training, conferences, symposiums, etc. attended by HC staff on BSE/TSE topics

Intermediate Outcome: Increased knowledge-based decision-making

T 7: Targets:

Trending of: number of conferences/symposiums attended; knowledge transfer activities related to BSE/TSE

Data analysis sources:

RA 7:

A total of 3 training conferences/symposiums were attended by HC Staff:

ER 8: Assessing human health risks and standard setting:

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

Output/Activities: Data analysis, research papers, laboratory studies, research findings, risk assessments, incident reports, certificates, internal records, proceeds of scientific meetings.

T 8: Number and description/type of direct consultation/visits with stakeholder as a result of Canadian expertise.

RA 8: Provided expert advice and recommendations on the risks of human exposure to BSE through the consumption of Canadian beef and beef products.

Provided expert advice and recommendations on the risks of human exposure to classical and atypical scrapie through the consumption of food products derived from Canadian sheep and goats.

ER 9: Prion Diseases Program

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

Output/Activities: Continued, detailed, case-by-case, laboratory-supported investigation of all human TSEs across Canada; improved methods and strategies for case investigation; comprehensive human TSE surveillance data; laboratory investigations of TSE diagnostics and biology; 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; number of research presentations and publications; use of policy advice in decision-making.

T 9: Targets:

RA 9:

  1. Canadian national CJD surveillance data is available at http://www.phac-aspc.gc.ca/hcai-iamss/cjd-mcj/cjdss-ssmcj/stats-eng.php
    • Observed annual mortality rates for CJD in Canada (cases per million):
      1.48 (2011); 1.81 (2012); 1.45 (2013); 1.54 (2014); 1.43 (2015)
  2. 16-year surveillance report published on epidemiology of CJD in Canada (1998-2013):

    Coulthart MB, Jansen GH, Connolly T, D'Amour R, Kruse J, Lynch J, Sabourin S, Wang Z, Giulivi A, Ricketts MN, Cashman NR. Creutzfeldt-Jakob disease mortality in Canada, 1998-2013. Canada Communicable Disease Report 2015; 41(8):183-191.

  3. New diagnostic laboratory test (End Point Quaking Induced Conversion, EP-QuIC) validated and offered to clients starting February 1, 2016

    Supporting publications:

    • Cheng K, Sloan A, Avery KM, Coulthart M, Carpenter M and JD Knox. Exploring Physical and Chemical Factors Influencing the Properties of Recombinant Prion Protein and the Real-Time Quaking-Induced Conversion (RT-QuIC) Assay. PloS One2014; 9(1):e84812.
    • Godal G, Simon SLR, Cheng K, and Knox JD: A new test for Creutzfeldt-Jakob disease: real-time quaking induced conversion. Canada Communicable Disease Report 2015; 41(8):192-5.
    • Cheng K, Vendramelli R, Sloan A, Waitt B, Podhorodecki L, Godal D, Knox JD: End-point quaking-induced conversion (EP-QuIC): a sensitive, specific, and high-throughput method for the ante-mortem diagnosis of Creutzfeldt-Jacob Disease. Journal of Clinical Microbiology 2016; 54(7):1751-4.

    Invited Presentations:

    • Quaking Induced Conversion for CJD Diagnoses. Canadian Association for Clinical Microbiology and Infectious Diseases (CACMID) annual general meeting. Vancouver BC, March 31, 2016.
    • End-Point Quaking-Induced Conversion (EP-QuIC): A Novel Ante-Mortem Test for CJD Diagnosis. Health Canada Research Forum. Ottawa ON, February 24, 2016.
    • JPND Update. Annual Meeting JPND Consortium. EU Joint Programme - Neurodegenerative Disease Research Proposal "Optimisation, harmonisation and standardisation of real-time QuIC analysis of CSF in the diagnosis of sporadic Creutzfeldt-Jacob disease." Paris, November 10, 2015.

General Information

Name of horizontal initiative Canadian Food Safety Information Network Table Note 7 (CFSIN)
Name of lead department(s) Canadian Food Inspection Agency (CFIA)
Federal partner organization(s) Canadian Food Inspection Agency (CFIA), the Public Health Agency of Canada, and Health Canada (HC)
Non-federal and non-governmental partner(s) Not applicable
Start date of the horizontal initiative 2014-15
End date of the horizontal initiative 2018-19
Total federal funding allocated (start to end date) $15,606,877 (2012-13 to 2018-19)
Funding contributed by non-federal and non-governmental partners Not applicable
Description of the horizontal initiative The Canadian Food Safety Information Network leverages the Public Health Agency of Canada's web-based informatics platform to strengthen the ability of Canada's federal, provincial and territorial (FPT) food safety authorities to share data to anticipate, detect and respond to foodborne hazards and minimize the impact of food safety events. The CFSIN is expected to link FPT food safety authorities and food testing laboratories across Canada.
Shared outcome(s)
  • Increased ability to anticipate, detect and prevent food safety incidents through an automated early warning system
  • Enhanced, coordinated, preventive and risk-based approach to food safety oversight
  • Rapid distribution of alerts and early warnings to reduce the impact of food-borne illnesses;
  • Faster response and resolution of food safety incidents and outbreaks, with enhanced access to resources,
  • Effective demonstration of a safe food supply and pan-Canadian food safety system to trading partners.
Governance structures

The CFIA's Vice President, Science, is the Executive Sponsor for the implementation of the CFSIN.

A CFSIN FPT Steering Committee has been established to provide integrated FPT leadership, input, guidance, and decision-making authority for the development and implementation of the CFSIN program component and associated food safety activities.

The Executive Sponsor chairs an interdepartmental Special Project Advisory Committee (SPAC) to provide oversight and guidance for the project component (IM/IT enablement) for the CFSIN initiative. For horizontality and transparency, a provincial member of the CFSIN FPT Steering Committee also participates.

The Senior Management Committee (SMC), chaired by the CFIA President, provides direction for the initiative and is accountable for overall implementation of the CFSIN.

The CFIA, HC, and the Public Health Agency of Canada work horizontally in delivering their shared food safety mandates and meet regularly to discuss food safety issues of mutual concerns. Additionally, regularly scheduled, targeted discussions regarding the implementation of the CFSIN occur.

Performance highlights

The CFSIN performance highlights are:

  • Continued engagement and collaboration with FPT partners;
  • Signed a single data sharing arrangement;
  • Developed a comprehensive data dictionary to identify and define data elements to be shared by CFSIN partners;
  • Launched pilot projects for data sharing;
  • Developed a Performance Measurement Strategy; and
  • Completed project documents (e.g., Project Charter, Business Case) to support subsequent funding requirements and to seek Treasury Board approval for the next stage of the project.

Continued contribution to the development of the CFSIN through regular engagement in the CFSIN steering committee, and provisions of input into the performance management framework.

Health Canada participated in the early planning and design stages of the CFSIN initiative during 2015-2016. The Department also explored data-sharing opportunities related to microbial health risk assessments and information available through the Canadian Laboratory Information Network (CANLINE).

Participated in the data dictionary working group led by the CFIA.

Comments on variances The surpluses seen in the contributing programs and activities, Data Support and Environmental Scanning, are due to lower than anticipated salary expenses and delayed operating expenses caused by external environmental factors. With respect to the Enhanced IM/IT architecture activity, Actual Spending exceeded Planned Spending due to expenditures originally scheduled for 2014-15 being incurred in 2015-16.
Results to be achieved by non-federal and non-governmental partners Not applicable
Contact information

Canadian Food Inspection Agency:
Aline Dimitri
A/Executive Director
Food Safety Science Directorate
Telephone: 613-773-5542

Health Canada:
Karen McIntyre
Director General
Food Directorate
Health Products and Food Branch
Telephone: 613-957-1821

Public Health Agency of Canada:
Michael Stollman
Director
Office of Business Integration and Planning
Telephone: 613-219-0305

Table Notes

Table Note 7

In June 2015, the "Food Safety Information Network" was changed to the "Canadian Food Safety Information Network" to maintain a consistent nomenclature with previously established networks in human and animal health.

Return to table note 7  referrer

Planning Information
Federal organizations Link to departmental Program Alignment Architectures Contributing programs and activities Total allocation (2012-13 to 2018-19) 2015-16 Planned spending 2015-16 Actual Spending 2015-16 Expected results (ER) 2015-16 Targets (T) Contributing activity/ program results
(using specific indicators)
Canadian Food Inspection Agency (CFIA) Food Safety Program
Internal Services
Data Support, Coordination and Outreach 9,901,987 2,252,442 2,172,321 ER 10 T 10 RA 10
Environmental Scanning 1,060,365 251,138 188,944 ER 11 T 11 RA 11
Enhanced IM/IT architecture 3,104,889 1,532,963 2,238,072 ER 12 T 12 RA 12
Public Health Agency of Canada Public Health Infrastructure Program Development of new Food Safety module on CNPHI platform 368,839 209,977 238,649 ER 13 T 13 RA 13
Health Canada Food Safety and Nutrition Data Support, Coordination and Outreach 1,170,797 263,423 226,823 ER 14 T 14 RA 14
Total for all federal organizations $15,606,877
(2012-13 to 2018-19)
$4,509,943 $5,064,809 Not applicable

ER 10: Data Support, Coordination and Outreach

Outcome: Improved and strengthened availability and reliability of food testing capacity and capabilities across Canada.

Output / Activities: Engage federal, provincial, and territorial (FPT) partners to confirm participation in the CFSIN through bilateral data sharing arrangements; Engage private laboratories on laboratory quality management and accreditation; Work with partners to develop a common food safety data dictionary and identification of data elements to be shared.

T 10: Targets: Minimum of one data sharing arrangement signed in 2015-16. Complete draft data dictionary to support data sharing and integration activities.

RA 10: One data sharing arrangement between the CFIA and Alberta Health and Alberta Agriculture and Forestry was signed in February 2016.

A pilot project with Alberta Health and Alberta Agriculture and Forestry has begun to identify methods of sharing food safety data.

The CFIA and the Data Dictionary Working Group (made up of members from HC, the Public Health Agency, and some provincial members) have completed the first comprehensive draft of the data dictionary, which contains agreed upon detailed descriptions of identified data elements to be shared.

Engagement and outreach activities with the provinces have been ongoing. A face-to-face meeting with the Steering Committee was held in Edmonton in December 2015. Both provincial and federal partners were present. The CFSIN FPT Steering Committee was designated as the decision-making body for the initiative. The Terms of Reference for the Steering Committee were finalized.

ER 11: Environmental Scanning

Outcome: Better understanding of incidents, technological trends, and emerging issues that could affect the safety of Canada's food supply.

Output / Activities: Work with FPT partners to advance a more collaborative and systematic approach to identifying new and emerging threats to the food supply; track new scientific findings or social concerns; monitor domestic and international trends in food safety to improve food safety programs; and develop a coordinated pan-Canadian systematic approach to searching and cataloguing intelligence and information.

T 11: Targets: An inventory of environmental scanning and intelligence data.

RA 11: A draft inventory of environmental scanning and intelligence data available to federal partners was completed. A survey has been completed on the environmental scanning and intelligence practices of provincial partners. The findings from the survey will be combined with the inventory from federal partners to form a better understanding of pan-Canadian environmental scanning activities related to food safety.

A Knowledge Integration Using Web-Based Intelligence (KIWI) was identified as a potential tool to facilitate the CFSIN's environmental scanning activities. This option will be explored further in 2016-17.

ER 12: Enhanced IM/IT Architecture

Outcome: An aggregated CFIA data sources for food safety testing results and trending and analysis in support of food safety programs and policy development. Complete the CFSIN project deliverables (for this stage of the CFSIN initiative).

Output / Activities: Develop the CFSIN project deliverables to seek Treasury Board approval (for the next project stage of the CFSIN initiative).

T 12: Targets: Complete project documentation to support further approval for the next project stage of the CFSIN initiative fall 2015.

RA 12: The high-level business requirements and project deliverables were completed. A Treasury Board Submission to seek project approval and expenditure authority to begin the next stage of the project was made.

ER 13: Development of the new Food Safety module on CNPHI platform

Outcome: Completion of Requirements Gathering and of preliminary configuration for new food safety sub-modules that are not data dependent.

T 13: Targets: 100% completion by 2015-16 of Requirements Gathering for sub-modules that are not data dependent, and 40% completion by 2015-16 of Configuration for these sub-modules.

RA 13: In 2015-16, the Public Health Agency of Canada documented and fully completed the requirements gathering for the data dependent and non-data dependent sub-modules. Configuration of the sub-modules did not commence until April 2016, when Treasury Board granted project and expenditure authority, enabling the start of the next stage of the project.

ER 14: Data Support, Coordination and Outreach

Outcome: Improved ability of government agencies and industry to anticipate, prepare and efficiently respond to food safety issues and emergencies.

Output/Activities: Coordinate outreach activities to support CFSIN and expand use of CANLINE within Health Canada food science laboratories.

Performance Measures: Outreach and training sessions held with Health Canada Food Directorate's research and regulatory community; creation of new CANLINE user accounts.

RA 14: Two outreach sessions were held within the Food Directorate and over twenty user accounts were created this year.

Liaised with researchers to enhance the internal use of Food Directorate's CANLINE database that will be integrated into CFSIN.

General Information

Name of horizontal initiative Food Safety Modernization (FSM)
Name of lead department(s) Canadian Food Inspection Agency (CFIA)
Federal partner organization(s) Health Canada
Non-federal and non-governmental partner(s) Not Applicable
Start date of the horizontal initiative 2011-12
End date of the horizontal initiative 2015-16 (Electronic Service Delivery Platform implementation extended to 2017-18)
Total federal funding allocated (start to end date) $99,800,000 (new funding) and $40,000,000 (internal reallocation) (2011-12 to 2015-16)
Funding contributed by non-federal and non-governmental partners Not Applicable
Description of the horizontal initiative

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 Agency's modernization initiatives, HC received $3.0M 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 IM/IT enablement of the integrated Agency inspection model and the export certification process;
  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 the 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 structures 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 that 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. Corporate Management Committee provides the forum to ensure horizontal integration among the three elements.
Performance highlights

For 2015-16, high level business processes will be finalized for the integrated Agency inspection model (formerly known as the improved inspection delivery model). Project and expenditure approval was sought and was received for the IM/IT enablement of the integrated Agency inspection model and the export certification process (the Electronic Service Delivery Platform (ESDP) project). The CFIA plans to execute the Implementation Stage of the ESDP project. The activities include analyze, design, configure, develop, integrate, and test the technology and application solution. It also includes the testing, correcting, and preparing training materials. The ESDP project team will be working heavily with stakeholders on the design and configuration of the technical solution, including the validation of the end user experience.

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. 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 Modernizing Equipment and Laboratories sub-projects at the Greater Toronto Area (GTA) and St-Hyacinthe Food laboratories have moved into the Project Implementation stage. Additionally, the highly skilled scientists who were hired in targeted laboratories will continue research projects to develop novel, more rapid and sensitive detection methods to enhance the Agency's response to food safety incidents. They will also develop a new process for the development of tests in real-time in response to an outbreak. In the Integrated Laboratory Network initiative, the project team will continue to work in collaboration with partners and explore 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 feasibility assessments, or in the creation of an IM/IT platform for secure data sharing.

As part of the interrelated efforts to improve Canada's food safety system, the CFIA will continue to work with federal, provincial, and territorial (FPT) food safety partners to establish a Canadian Food Safety Information Network (CFSIN). This initiative will leverage an existing web-based electronic platform used for Canadian public health and animal health networks to allow real-time sharing of food safety information and laboratory data among FPT food safety authorities. The CFSIN will enhance food safety surveillance and laboratory response capacity across Canada to allow FPT food safety partners to improve their collective ability to anticipate, detect, and response to foodborne threats and hazards.

In its efforts to improve efficiency, significant IMIT investments in laboratory storage and connectivity have been made by the Agency including:

  • Upgrading of bandwidth for thirteen laboratory links to improve connectivity
  • $2 million for laboratory data storage equipment and infrastructure to support the centralization and sharing of laboratory data as part of a broader laboratory improvement strategy

In addition to investing in its own laboratory data storage and connectivity functions, the Agency has provided a $500,000 investment towards the Government of Canada (GC) shared priority project Genomics Research and Development Initiative (GRDI). The Agency's investment will be used to support the IT infrastructure required to enable the GRDI multi-department, science/research storage sharing network.

The Agency continues to make investments in technological tools to support inspector mobility and productivity. To date, 598 ruggedized tablets have been deployed and an additional 278 tablets are in the process of being deployed to further support the inspectorate. The tablets provide cellular connectivity to allow access to CFIA networks, and applications supporting the inspection function.

Comments on variances Actual Spending exceeded Planned Spending due to expenditures originally scheduled for 2014-15 being incurred in 2015-16.
Results to be achieved by non-federal and non-governmental partners Not Applicable
Contact information

Canadian Food Inspection Agency:
Tanya Day
Director, Agency Transformation
Canadian Food Inspection Agency
613-773-5576

Health Canada
Samuel Godefroy
Director General, Food Directorate
Health Products and Food Branch
613-957-1821

Planning Information
Federal organizations Link to departmental Program Alignment Architectures Contributing programs and activities Total allocation (from start to end date) 2015-16 Planned spending Table Note 8 2015-16 Actual Spending 2015-16 Expected results (ER) 2015-16 Targets (T) Contributing activity/ program results
(using specific indicators) Table Note 9
Canadian Food Inspection Agency (CFIA) Food Safety Program
Internal Services
Inspection Modernization $100,200,000 (2011-12 to 2015-16) $15,815,570 $16,589,820 ER 15 T 15a
T 15b
T 15c
T 15d
RA 15a
RA 15b
RA 15c
RA 15d
Enhancing Scientific Capacity $19,800,000 (2011-12 to 2015-16) 6,700,000 $7,840,814 ER 16 T 16 RA 16
Improved IM/IT $16,800,000 (2012-13 to 2015-16) $4,100,000 $3,842,558 ER 17 T 17 RA 17
Health Canada (HC) Food Safety and Nutrition Enhancing Health Risk Assessment Capacity to Support CFIA Food Safety Inspection Activities $3,000,000 (2011-12 to 2015-16) $700,000 634,946 ER 18 T 18 RA 18
Total for all federal organizations $99,800,000 (new funding) and $40,000,000 (internal reallocation) (2011-12 to 2015-16) $27,315,570 $28,908,138 Not applicable

Table Notes

Table Note 8

As per TBS RPP guidance, the 2015-16 planned spending numbers includes only those resources which have received TB approval as at February 1st, 2015. It does not include $12,891,374 of FSM funding earmarked for the CFIA and for which TB approval will be requested after February 1st, 2015.

Return to table note 8  referrer

Table Note 9

Performance indicators are defined in the Performance Measurement Strategies and/or Performance Measurement Frameworks (PMF) of each federal partner.

Return to table note 9  referrer

ER 15: Inspection System Modernization

Integrated Agency Inspection Model (formally known as the Improved Inspection Delivery Model):

Outcome: The development and sequential implementation of an integrated Agency inspection model that will result in the improved management of food safety risks.

Outputs/activities: A single food inspection program, the Integrated Agency Inspection Model, will be developed in support of the CFIA's transformation agenda. It will include standard collection, reporting and analysis across all food commodities and will provide a more consistent inspection and enforcement approach for regulated parties.

T 15a: Targets:

RA 15a: Results for 2015-2016

CFIA has continued to engage with both internal and external stakeholders to promote understanding of CFIA's transformation agenda.

In particular, regular engagements at all levels of the organization have occurred internally around the implementation of the Integrated Agency Inspection model. The Agency is fully engaged with those Industry stakeholders who have already come on board to the new inspection approach and those who will soon come on board. The Agency has received very positive feedback to date around the new inspection approach.

Additionally, the Agency began regular engagements both internally and externally to promote a better understanding of the new Electronic Service Delivery Platform. (ESDP)

The inspections under iAIM began in November 2015 in a limited rollout to specific commodities. These commodities were: Fish (domestic QMP), Feed (export canola oilseed processors), Dairy (Domestic Food Safety Enhancement Program (FSEP)) and Greenhouse (export certification program).

This strategy was adopted to validate the new inspection approach, and new tools (standardized worksheet and report, and operational guidance). The feedback from this validation through the first wave roll out demonstrated the following:

Verifying Compliance with HC's Revised Listeria Policy

Outcome: Fewer illnesses caused by Listeria monocytogenes resulting from the consumption of high-risk, non-meat ready-to-eat (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 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.

T 15b: Targets: Number of non-meat ready-to-eat samples collected and analyzed.

RA 15b:

In 2015/16, the CFIA continued to enforce Health Canada's Listeria Policy through monitoring sampling conducted by inspectors to verify the effectiveness of the control measures used to eliminate, inhibit, and prevent the growth of Listeria monocytogenes in ready-to-eat non-meat Foods.

CFIA conducted technical assessments, and provided policy interpretation, advice and guidance, in partnership with Health Canada. To promote compliance with the new preventive control approach outlined in the Agency's iAIM model, the CFIA is in the process of developing interpretive guidance and model systems.

Electronic Service Delivery Platform (ESDP) Project

Outcome: ESDP will provide a set of technologies and tools for citizens, Industry, and CFIA inspectors as they carry out their respective roles under the new inspection model. It will provide an electronic platform that will allow more readily access to CFIA programs and to conduct regular business transactions.

Outputs and Activities: ESDP will enable the Integrated Agency Inspection Model (IAIM) and the electronic delivery of export certificates. ESDP aims to standardize and automate processes, provide information on resource utilization, activities, results and compliance issues; and provide operational performance data for analysis and tracking.

T 15c: Targets:

R 15c

CFIA completed documenting the detailed business processes and drafted concepts of operations for the delivery of the processes being automated through the Electronic Service Delivery Platform (ESDP).

CFIA received Treasury Board project and expenditure authority to undertake the implementation phase of the ESDP project. To date:

Recruitment and Training of Inspectors

Outcome: The development and implementation of a national recruitment strategy to provide inspection managers with qualified candidates when and where required. The training process for inspection staff within the CFIA will be designed to meet the requirements of the Integrated Agency Inspection Model.

Outputs and Activities: Build a culture of recruitment to increase the awareness of the Agency as an employer of choice, leverage technology to assess and place candidates more efficiently and develop strategy for remote locations. Training strategy for inspection community aligned with the competency-based curriculum for inspection staff.

T 15d: Targets:

RA 15d:

Training on the iAIM was launched in June 2015. By March 2016 approximately 465 (336 food) inspection staff were trained on:

These employees also received training on one or more of the following topics:

With the exception of the Electronic Inspection Worksheet (virtual) and the rugged tablet (self-directed), all training was delivered in the classroom enabling effective decision making.

ER 16: 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.

Targets:

Modernizing Equipment and Laboratories

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

Outputs and Activities: Complete Laboratory expansion and renovation of targeted laboratories. Upgrade laboratory equipment by acquiring modern testing equipment.

T 16: Targets:

RA 16:

ER 17: Improved IM/IT

Outcome: To provide the Agency and Agency staff with stable and up-to-date information management capabilities and tools that will enable the implementation and execution of the modernized inspection delivery model.

Outputs and Activities: Information Management and Integration, information access to the front-line staff through increased connectivity and modernized applications.

T 17: Targets:

RA 17:

ER 18: Enhancing Health Risk Assessment Capacity to Support CFIA Food Safety Inspection Activities

Enhanced Health Risk Assessment Capacity:

Outcome: CFIA-led food safety investigations will be supported by timely health risk assessments that will further support swift action to minimize/mitigate the potential exposure of Canadians to foodborne hazards.

Outputs/Activities: Health Canada will build additional flexibility in its health risk assessment capacity to sustain its current level of service through the 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.

T 18: Targets: 90% of Health Risk Assessments (HRAs) at CFIA's request responded to within time standards.

RA 18: 100% of 198 HRA requests were provided within time standard.

Continued improvements/revisions to standard operating procedures, report templates, work instructions and other HRA resources to expedite delivery of HRAs and increase transparency in decision-making.

Continued technical training of scientific evaluators, and the cross-training of an additional FTE for after-hours HRAs.

Continued to lead the Food Safety Health Risk Assessment Consortium to create better partnerships between federal, provincial and territorial departments/agencies responsible for food safety. The Consortium enhances the capacity for each of its members to respond to food safety and risk assessment issues.

General Information - CFIA Form

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)
Federal partner organization(s) Health Canada (HC); and the Public Health Agency of Canada (PHAC)
Non-federal and non-governmental partner(s) Not Applicable
Start date of the horizontal initiative 2009-10; Renewed in 2012-13
End date of the horizontal initiative 2015-16 (CFIA); 2016-17 and ongoing (HC and PHAC)
Total federal funding allocated (start to end date) $112,900,000 (2012-13 to 2016-17) and $10,500,000 ongoing (HC and PHAC).
Funding contributed by non-federal and non-governmental partners Not Applicable
Description of the horizontal initiative

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 illnesses, pursuant to recommendations stemming from reviews of the 2008 listeriosis outbreak.

The three federal organizations, the 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). PHAC 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 FoodNet Canada (formerly 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 structures

The CFIA, HC and PHAC 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 Deputy Head, Assistant Deputy Minister, and Director General level committees, which meet regularly to discuss and plan approaches for addressing joint food safety issues. The work of the committees is also informed by the F/P/T Ministers of Health and Agriculture and their associated discussions on food safety.

In October 2013, the CFIA joined Health Canada and the Public Health Agency of Canada in reporting to the Minister of Health. This reorganization has strengthened Canada's food safety system by bringing all three authorities responsible for food safety under one Minister. This will ensure clear focus, easy collaboration and timely communications with Canadians in relation to food safety.

Performance highlights

(Planning Highlights below are from 2015-16 Reports on Plans and Priorities (RPP))

The CFIA, HC and the PHAC 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.

Results to be achieved by non-federal and non-governmental partners Not Applicable
Contact information

Canadian Food Inspection Agency
Nina Frid
Executive Director
Strategic Policy and International Affairs Directorate
613-773-6739

Health Canada
Deryck Trehearne
Director General, Resource Management & Operations Directorate,
Health Products and Food Branch,
613-957-6690

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

Planning Information
Federal organizations Link to departmental Program Alignment Architectures Contributing programs and activities Total allocation (from start to end date) 2015-16 Planned spending 2015-16 Actual Spending 2015-16 Expected results (ER) 2015-16 Targets (T) Contributing activity/ program results
(using specific indicators) Table Note 10
Canadian Food Inspection Agency (CFIA) Food Safety Program
Internal Services
Maintaining hired inspection staff in ready-to-eat meat establishments 29,104,000
(2012-13 to 2015-16)
7,276,000 7,805,380 ER 19 T 19 RA 19
Maintaining scientific and technical training programs 14,336,000
(2012-13 to 2015-16)
3,584,000 2,024,223 ER 20 T 20 RA 20
Maintaining enhanced connectivity for inspectors 2,280,000
(2012-13 to 2015-16)
570,000 623,765 ER 21 T 21 RA 21
Maintaining enhanced food safety program risk management 6,680,000
(2012-13 to 2015-16)
1,670,000 1,998,284 ER 22 T 22 RA 22
Maintaining capacity to improve test detection methods for Listeria and other foodborne hazards 1,960,000
(2012-13 to 2015-16)
490,000 510,820 ER 23 T 23 RA 23
Maintaining scientific capacity to continue Listeria testing 5,360,000
(2012-13 to 2015-16)
1,340,000 1,481,115 ER 24 T 24 RA 24
Maintaining support to the Government of Canada Food Safety Portal 680,000
(2012-13 to 2015-16)
170,000 141,613 ER 25 T 25 RA 25
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 13,500,000 (2012-13 to 2016-17) and 2,700,000 ongoing 2,708,404 Table Note 11 2,229,809 ER 26 T 26 RA 26
Maintaining ability to develop and improve test detection methods for Listeria and other foodborne hazards 3,000,000 (2012-13 to 2016-17) and 600,000 ongoing 591,596 Table Note 11 925,542 ER 27 T 27 RA 27
Maintaining a Social Marketing Strategy 3,000,000 (2012-13 to 2016-17) and 600,000 ongoing 600,000 344,710 ER 28 T 28 RA 28
Public Health Agency of Canada (PHAC) Health Promotion and Disease Prevention; Public Health Infrastructure Maintain national public health surveillance tools and platforms through the expansion of the FoodNet Canada program 7,929,923 (2012-13 to 2016-17) and 1,585,679 ongoing 1,521,344 1,637,606 ER 29 T 29 RA 29
Public Health Infrastructure Maintain strengthened laboratory diagnostic and networking tools: Continued implementation of whole genome sequencing 4,471,260 (2012-13 to 2016-17) and 894,252 ongoing 926,048 972,371 ER 30 T 30 RA 30
Public Health Infrastructure Maintain strengthened laboratory diagnostic and networking tools: Continued expansion of PulseNet Canada 1,852,105 (2012-13 to 2016-17) and 370,421 ongoing 380,304 370,433 ER 31 T 31 RA 31
Health Promotion and Disease Prevention Maintain human illness outbreak response capacity 14,525,824 (2012-13 to 2016-17) and 2,908,774 ongoing 2,847,174 2,134,536 ER 32 T 32 RA 32
Health Promotion and Disease Prevention; Health Security; Public Health Infrastructure Maintain national epidemiological surge public health outbreak capacity 4,220,888 (2012-13 to 2016-17) and 840,874 ongoing 694,727 754,271 ER 33 T 33 RA 33
Total for all federal organizations $112,900,000
(2012-17) and $10,500,000
ongoing (HC and PHAC)
$25,369,597 $23,954,478 Not applicable

Table Notes

Table Note 10

Performance indicators are defined in the Performance Measurement Strategies and/or Performance Measurement Frameworks (PMF) of each federal partner.

Return to table note 10  referrer

Table note 11

These figures have been adjusted to correct an error in the 2015-16 RPP. The first Contributing Program for Health Canada was understated by $8,404, while the second was overstated by the same amount.

Return to table note 11  referrer

ER 19: 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

  1. Number of inspectors maintained
  2. Percentage of delivered tasks related to Listeria controls and sampling that were found to be acceptable.

Results for 2015-16

In 2015-2016, the CFIA was successful in maintaining the expanded workforce complement of 70 FTEs. These additional FTEs continued to deliver enhanced verification and inspection activities resulting from mandatory Listeria testing and reporting requirements in federally registered ready-to-eat meat establishments.

Six different tasks were delivered related to Listeria controls and sampling. These six tasks were delivered 6,062 times in 2015-2016 and 98.93% were found to be acceptable, demonstrating that food safety risks related to Listeria controls were and continue to be effectively managed in federally registered ready-to-eat meat establishments.

*Changes from 2014-2015 results are underlined. Compared to 2014-2015, the number of verification tasks delivered has increased by 323 (or 5.6%). Compliance has increased by 0.1%.

ER 20: 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 and existing ready-to-eat meat products inspection staff are aware of the latest trends in science and technology related to meat processing and of updated policies.

Targets:

  1. Number of training sessions delivered.
  2. Number of inspectors trained, number of person days for this training.

Results for 2015-16

The delivery of Meat School continued in 2015 - 16. Several courses that had previously been offered as part of the formal session of Meat School, including Orientation to the CFIA, Foundations of Inspection and Note Taking, have continued to be delivered as part of the Core training for all new CFIA inspectors at the Canadian Border Security Agency (CBSA) campus in Rigaud, Quebec. Other courses, including Food Safety Investigation and Introduction to Compliance Verification System (CVS), are delivered to the inspectors in their local areas.

Eight (8) sessions of Meat School were run in 2015 - 16. In total (at Meat School, Core training and area training) 58 training session for meat processing inspectors were delivered, 300 inspectors received training, and this accounts for a total of 840 training days delivered.

Other updates to training include:

The training for the Meat Products Export course was also updated and delivered.

ER 21: 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:

  1. Number of inspectors with high-speed access.
  2. Average amount of data used per aircard.

Results for 2015-16

In 2015-16, the number of inspectors with high speed aircard access fluctuated to a maximum of 850 people. There was an average use of 170 megabytes of data per month, and the peak months of use were between September and November.

Connectivity of inspectors is being sustained by ongoing support and maintenance of the aircards and mobile devices. Maintenance includes the costs of personnel to support the aircards and mobile tablets, as well as some travel, training and courier costs as device usage fluctuates based on staffing changes and changes to location due to inspection models.

ER 22: 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: List of reviews/updates/projects completed (e.g. risk-based sampling plans).

Results for 2015-16: In 2015-16, the CFIA continued to modernize food safety standards, programs, policies and operational procedures. Examples of documents that were modernized include:

Sampling plans. Updated and prioritized based on risk.

ER 23: 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 turnaround time for reporting results.

  1. Completion of the validation protocol.
  2. Completion of the validation project, technical review of validation project data.
  3. Decisions made on new methods.

Results for 2015-16

The CFIA continued to improve and validate detection methods for Listeria in meat products, and in the meat processing environment. The goal is to reduce the time required to test samples, while enabling more rapid response times during food safety investigations.

In 2015-16, method validation studies were conducted on four rapid screening methods for Listeria in ready-to-eat meat. The technical evaluation is complete on one of the four rapid screening methods, which was deemed to be equivalent to the Canadian reference method. This method allows for negative samples to be reported in as little as 24h following sample receipt. The methodology is anticipated to be published in the Compendium of Analytical Methods (the Compendium) in 2016 to be available for use by both CFIA laboratories and industry.

Technical evaluation is ongoing on the three additional rapid screening methods that were validated by CFIA laboratories in 2015-16.

The International performance method comparison study that was initiated in 2012 was completed this fiscal year. This study compared international reference methods to the Canadian reference method for Listeria in meat and meat processing environmental samples. The results of the study have been provided to the joint CFIA/Health Canada Microbiology Methods Committee (MMC) for final review. The data presented may be used to expedite rapid method evaluations when validations studies are performed outside of Canada, and potentially allow the MMC to accept many more rapid Listeria methods for regulatory testing.

ER 24: 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.

  1. Targets: Number of product and environmental samples submitted to laboratories for Listeria versus 2008 baseline.
  2. Reports produced on data trends at a defined frequency.
  3. Number of experts dedicated to trend analysis.

Results for 2015-16:

CFIA continued testing of additional ready-to-eat meat and environmental samples, as a result of the updated Listeria Directives.

Product samples for Listeria testing have increased approximately threefold since 2009.

The Environmental Monitoring Program for Listeria in ready-to-eat meat establishments is ongoing. The program purchased and supplied inspectors with environmental test kits, which tested over 1000 environmental samples this year.

CFIA has conducted a microbiological baseline study pilot on retail ready-to-eat foods to inform the design and implementation of a future 12-month study under Pathogen Reduction Initiative.

The National Listeria Trend Bulletin has been drafted, and will be finalized for publication and sharing with CFIA stakeholders. The Bulletin communicates trends in Listeria prevalence and other Listeria-related information.

ER 25: Maintaining Support to the Government of Canada Food Safety Portal:

Outcome: Canadians are aware of food safety risks, and they contribute to its management by sourcing their food safety information via several on-line Government of Canada resources.

Output/Activities: Continue to improve public access to integrated Government of Canada food safety information through the migration of CFIA food safety information to Canada.ca.

Targets

Trending of:

Results for 2015-16:

In 2015-16, the food safety information on the CFIA external web site (inspection.gc.ca)Footnote 22 received 44,970,082 views, and 22,417,096 hits from 13,646,154 visitors.

The CFIA has been active in the Web Renewal Initiative and will be migrating the information on the Food Safety Portal, such as the list of food recalls, to Canada.ca between September and December 2016 in accordance with the TBS mandate for web renewal.

The CFIA's food safety Twitter account had 45,224 followers at the end of 2015-16.

1068 food safety tweets were issued this year.

There were 1229 food safety postings on Facebook.

ER 26 - Maintaining ability to respond within established service standards to the increasing number and complexity of health risk assessments (HRAs) 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 strengthen the prevention of and response to food safety incidents.

Targets:

Results for 2015-16

ER 27: 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

  1. Risk assessment modelling methods and Information Technology (IT) tools that are current, accepted, validated, and meet international standards.
  2. Number of improved test detection methods and other laboratory diagnostic tools developed for faster detection of Listeria and other hazards in foods.
  3. Number of FTEs hired/allocated to developing/improving microbiological and chemical methods.
  4. Establishment of service standards and protocols for publishing microbiological or chemical methods according to the MMC and RCMC.
  5. Establishment and description of criteria and processes to identify priority methods for validation by HC and CFIA according to the MMC and RCMC.
  6. Number of methods prioritized for fast tracking and validation by MMC and RCMC.
  7. Number of completed pilots and validated methodologies/prototypes for the detection of Listeria and other hazards in foods.
  8. Continue to develop rapid screening methods for the detection of natural toxins.

Results for 2015-16

  1. n/a
  2. Completed the evaluation and validation of a new culture method for the detection and isolation of Listeria monocytogenes in alignment with national and international methods and industry test kits.

    Completed the development of a new Listeria culture method for environmental samples (e.g., stainless steel, ceramic, plastic).

  3. n/a
  4. n/a
  5. n/a
  6. n/a
  7. Continued to integrate and validate a microfluidic platform for rapid detection, identification and characterization of foodborne pathogens like Listeria monocytogenes in food matrices, the food processing environment and water within a few hours.

    Published 3 new methods, updated 16 methods and removed 1 out-dated method from the Compendium of Analytical Methods.

    Completed a multi-laboratory governmental study to generate data on the equivalence of international culture methods for Listeria monocytogenes.

    Completed a detailed review of Salmonella methods in the Compendium of Analytical Methods.

  8. Developed rapid methods for the purification and screening of priority toxins, including mycotoxins, phycotoxins, and process-induced toxins in food and feed stocks.

    ELISA method for alternariol:

    • Validation has been completed for bread and bran matrix.
    • Bread samples were analysed by developed kit and results compared with LC-MS/MS.

Polyclonal antibodies generated against tenuazonic acid to develop rapid screening method.

ER 28: 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 of the health risks associated with unsafe food handling practices and foodborne illness among vulnerable populations through the use of multi-faceted activities.

Targets

  1. Establishment of strategic partnerships to expand the reach of messaging
  2. Breadth of food safety marketing campaign activities and products.
  3. Web tracking statistics.

Results for 2015-16

Due to factors beyond Health Canada's control (specifically, the Caretaker Convention following the 2015 Federal election), many planned outreach and awareness activities during the August 3-November 3, 2015 election period, were postponed, cancelled and/or deferred to the next fiscal year.

A collaborative messaging pilot project with the Retail Council of Canada and seven member retailers, sunset on May 31, 2015, crowning a15 month collaboration. Ready-to-use materials, developed by Health Canada, were provided to participating retailers (Co-op Atlantic, Costco, Federated Co-op, Loblaw, Metro, The Grocery People, and Walmart) at no charge for placement in-store and online, reinforcing communications across multiple touch points such as in flyers, social media posts and website banners.

To broaden the reach of the food safety messaging, discussions were undertaken with additional partners to launch an expanded collaborative messaging initiative in 2016-17.

Multi-faceted activities ranging from: distribution of awareness collateral through telephone and online requests; digital engagement; partnerships with retailers and the non-profit sector; multi-media advertising; and market research.

Dissemination of educational materials: Updated the Safe Food Handling Guides for Vulnerable Populations with the latest risk findings, and distributed to requesting individuals, non-government organizations, health professionals and other intermediaries. Also conducted wider-scale distribution:

Safe Food Handling Guides
Target audience Organic (requested) Targeted Mail-out In-store distribution
Pregnant women 10,029 29,160 25,000
People with a weakened immune system 12,828 3,800
Children 5 and under 26,554 40,551
Adults 60+ 19,019 3,800
Sub-total 68,430 77,311 25,000
Total 170,741 guides distributed
Digital engagement: Generated new social media content (via the Healthy Canadians social media platforms)
Healthy Canadians social media channel Results
Facebook: 34 posts with a reach of 707,752 (times a person saw the post). 707,752 views; 7,693 comments, likes and shares; and 13,148 click-throughs to Healthy Canadians web content
Twitter: 147 tweets 989 re-tweets and 490 favourites
Pinterest: 8 pins 344 re-pins and 22 likes
YouTube: 2 videos 2,283 views and 8 likes
TOTAL 22,694 engagements (interactions)
Promoted food safety messages through collaborations with the RCC and participating retailers and Thyme Maternity
Organization Activities
Thyme Maternity
  • On-going placement of 7 blog articles on food safety (April 1, 2015 - March 31, 2016)
Retail Council of Canada
  • Retailers shared 2 online videos, 4 animated storyboards for in-store TV screens, 10 Facebook and Twitter posts, web banners and Pinterest-style visuals (April 1 - May 31, 2015)

Ran a national multi-media advertising campaign that improved message reach and increased the uptake of food safety information.

Channel Reach / impressions
(times an ad was delivered)
Clicks through to food safety web content on Canada.ca
Facebook advertisements 5,429,095 29,416
Twitter advertisements 1,329,055 10,430
Google Adwords (SEM) 436,182 14,357
Web banners:
Baby Center
2,008,150 4,598
Web banners:
Mode Media (Food & Living topic areas)
3,995,204 15,399
Web banners:
Rogers Media (Food and Parenting topic areas)
2,030,598 2,065
Web banners:
She Blogs Media
14,332,000 14,818
Total 29,560,284 91,083

Conducted a behavioural research with prenatal care providers to gain insights which will inform future awareness activities to pregnant women and their health professionals. (Fielded in March 2016 - 781 questionnaires completed).

Obtained 1,198,660 page views on the Food Safety section of Canada.ca website. This represents a 5.32% increase in views compared to the prior year.

2015/16 Pageviews Avg. Time Duration
April 2015 94,300 0:02:30
May 2015 104,498 0:02:47
June 2015 135,507 0:02:46
July 2015 126,764 0:02:52
August 2015 81,971 0:03:02
September 2015 98,501 0:02:28
October 2015 101,521 0:02:39
November 2015 83,746 0:02:54
December 2015 82,977 0:03:09
January 2016 91,476 0:02:54
February 2016 101,296 0:02:33
March 2016 96,103 0:02:45
Total: 1,198,660 0:02:44

ER 29: Maintaining national public health surveillance tools and platforms through the expansion of the FoodNet Canada program:

Outcome: Enhanced foodborne disease surveillance.

Output/Activities: Improved surveillance tools through the expansion of FoodNet Canada (formerly C-Enternet) to include at least three functional sentinel sites in Ontario, Alberta and British Columbia.

Targets:

  1. Steady state achieved. Test results acquired in all three sites for all four components (human, retail products including imported products, farm commodities and water).
  2. Sampling conducted for all planned commodities in all three sites. Integrated analysis conducted for the Annual Report including all four components from all three sites.
  3. Contracts and agreements confirmed for all four components in all three sites.

Results for 2015-16

FoodNet Canada has achieved steady state in three functional sentinel sites in Ontario, Alberta and British Columbia. The National Microbiology Laboratory continues to work with the provincial public health laboratories in Ontario, Alberta, and British Columbia to obtain human Campylobacter and Salmonella isolates for molecular subtyping for FoodNet Canada.

In 2015-16, FoodNet Canada increased engagement with CFIA, commodity groups and Industry.

FoodNet Canada produces annual reports that are publicly available and emailed to over 600 stakeholders.

FoodNet also received and responded to 105 requests for information in 2015-16.

There were 8 peer-reviewed publications from FoodNet Canada in 2015-16. In addition, data from FoodNet Canada was provided in the 2014 Short Report information on severity of illness for generating the estimates of hospitalizations and deaths from food-borne diseases in Canada.

FoodNet Canada enhanced collaboration with key stakeholders and provided information to support the assessment of new risks emerging from various outbreaks.

FoodNet Canada developed processes to proactively share food-borne risks with CFIA and the industry to inform preventive actions and conducted surveillance on farm and at retail to assess potential risk of E. coli O157 in pork. The estimates of hospitalization and death associated with foodborne illness were published in August 2015.

ER 30: Maintaining strengthened laboratory diagnostic and networking tools: Continued implementation of whole genome sequencing:

Outcome: Canada's ability to rapidly detect potential outbreaks and trace their origins 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. This will be done according to the roadmap that has been developed for the implementation of genomic epidemiology in PulseNet Canada.

Targets: Progress in the completion of PulseNet Canada Genome roadmap implementation, including the completion of sequencing 1000 retrospective priority pathogen isolates and pilot projects that utilize whole genome sequencing for outbreak response in real time.

Results for 2015-16: The Public Health Agency of Canada's National Microbiology Laboratory continued to make significant progress in the implementation of whole genome sequencing (WGS) during 2015-16. WGS was used in real-time to support the response to all multijurisdictional foodborne disease outbreaks. The finalization of interpretation criteria, as well as the decentralization of WGS for routine surveillance, will occur beginning in 2016-17.

ER 31: 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 hazards is enhanced.

Output/Activities: The expansion of the PulseNet Canada laboratory network will increase outbreak detection capacity and information sharing amongst Federal Provincial Territories (F/P/T) partner laboratories.

Targets

  1. Development and delivery of new training and knowledge translation materials to support the expansion of the network including genomic epidemiology materials.
  2. Expanding operations and the supporting MOU to include additional tests (including Comparative Genomic Fingerprinting, whole genome sequencing).
  3. Accreditation of and publishing interpretation criteria for Multiple-Locus Variable Number Tandem Repeat Analysis (MLVA) (E. coli O157:H7).

Results for 2015-16

There were no significant changes this year in the number of personnel certified by PulseNet Canada for Listeria analyses (last year there were 34 personnel from 9 PulseNet laboratories certified by PulseNet Canada for Listeria this fiscal year; compared to 9 personnel from 4 laboratories at the time of the 2008 listeriosis outbreak). Overall, these numbers are not expected to change as participation among provincial laboratories has approached 100% for the past several years.

Expansion activities are now exclusively focused on the roll-out and decentralization of whole genome sequencing for routine surveillance and outbreak response.

In 2015-16, eight MiSeq benchtop sequencing units were purchased and installed at provincial public health laboratories.

Staged implementation of sequencing for routine surveillance will begin in 2016-17, starting with Listeria monocytogenes.

ER 32: 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: Maintenance of protocols to ensure awareness of processes, roles and responsibilities of Federal, Provincial and Territorial partners; % of relevant Health Portfolio staff utilizing communication platform and Toolkit prototype; timely implementation of analytical studies when identifying source of a food-borne illness outbreak.

Targets

  1. Completion of the Foodborne Illness Outbreak Response Protocol (FIORP 2010) revision.
  2. Percentage of developed training modules facilitated to our Federal/Provincial/Territorial partners.
  3. Completion of Foodbook: Canadian Food Exposure Study to Strengthen Outbreak Response Report and Control Bank.

Results for 2015-16

The Outbreak Management Division (OMD) continued to support foodborne illness outbreak response capacity through ongoing maintenance of standard operating procedures and protocols. The Foodborne Illness Outbreak Response Protocol (FIORP) identifies the roles and responsibilities of federal, provincial and territorial (FPT) partners during an outbreak investigation and provides guidance on communications and information sharing. OMD is the custodian of the FIORP and the 2015 revision was developed in consultation with FPT partners. It is in the process of being finalized.

The Outbreak Central Collaboration Centre was implemented in 2014 and continues to be OMD's main platform for information sharing during an outbreak investigation. In 2015-16 the Outbreak Management Division managed 13 active Outbreak Investigation Coordinating Committees (OICCs) and an Outbreak Central event was created for each OICC (100%) as a communication platform with federal, provincial and territorial partners involved in each investigation. The use of the platform has been included in the OMD Outbreak Response standard operating procedures to support timely information sharing with all investigative partners, including those within the health portfolio during an investigation.

The Foodbook Report and Enteric Control Bank were developed in 2015-16 through the leadership of the Centre for Foodborne, Environmental and Zoonotic Infectious Diseases in collaboration with FPT partners. Foodbook represents Canada's first source of national food exposure data to support timely and effective foodborne illness outbreak response. Foodbook is an innovative solution to address food safety knowledge gaps in Canada by providing detailed exposure information needed to compare potential outbreak sources, identify most likely causes, and enhance public health response capacity.

ER 33: 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

  1. Continue to develop a plan for maintaining Agency surge capacity which includes: recruitment strategy, training strategy (including annual training for new and existing surge staff), and agreed-to competencies;
  2. List of staff for surge reviewed and updated; and
  3. Number of Directorates participating in the surge (AERO = All Events Response Operations) response requirements.

Results for 2015-16

CPHI developed and validated competency dimensions with indicators to support public health capacity development for epidemiologists working in food safety. Competency profiles were developed for epidemiologists working at the Public Service EC-04 to EC-07 classification levels within the Outbreak Management Division and Enteric Surveillance and Population Studies (ESPS) Division within the Centre for Food-borne, Environmental and Zoonotic Infectious Diseases. ESPS competency profiles have been validated and are final. In February 2016, CPHI hired an individual to assist in the identification of learning resources for competencies identified in the competency profiles for PHAC epidemiologists. A train-the-trainer program on implementing workforce competencies was developed and pilot tested. It is now being rolled out with Computer-based interactive multimedia (CBIM) prototype project groups and pilot stakeholders. A stakeholder engagement process for CBIM was also developed. It will be used to obtain stakeholder feedback, and endorsement of the competency profiles benchmarked for Agency jobs.

In 2015-16, AERO 2.0 release went into production. The Privacy Impact Assessment was completed in June 2015, after which the pilot testing was conducted (Summer 2015). User registrations started in September 2015 and are ongoing. In order to broaden the registrations and improve the database functionality, new business requirements were captured, which include additional skill sets and enhancements to the Requests for Assistance and Mobilisation sections. AERO Release 3.0 development was completed in March 2016 and it is expected to be deployed by the end of August 2016.

Health Portfolio Operations Centre/Centre for Emergency Preparedness and Response (HPOC/CEPR) supported the Outbreak Management Division through the capacity to mobilize subject matter experts in the event of food safety outbreaks in Canada and continued to build on the protocols and procedures developed, integrating mobilization aspects into the existing federal plans and protocols related to foodborne illness.

General Information

Name of horizontal initiative Plum Pox Monitoring and Management Program (PPMMP)
Name of lead department(s) Canadian Food Inspection Agency (CFIA)
Federal partner organization(s) Agriculture and Agri-Food Canada (AAFC)
Non-federal and non-governmental partner(s) Not applicable
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 allocated (start to end date) $17,200,000 (2011-12 to 2015-16) and $1,300,000 ongoing (CFIA)
Funding contributed by non-federal and non-governmental partners Not applicable
Description of the horizontal initiative

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, thus reducing their marketability. The virus is spread locally by insects 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, 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. Although eradication was not achieved in the remaining quarantine area in Niagara, the infection rate has been reduced from 1.9% of tree samples to less than 0.02% in 2010. The perimeter and a 10 km area around the remaining quarantine area continues to be surveyed and monitored with one detection of PPV in 2013 that resulted in an 800 m extension of the western border of the Niagara quarantine area. By implementing a PPV monitoring and management (PPMMP) strategy, PPV will remain in the Niagara region, and the industry will thus need to manage the risks it poses to the production and marketability of products.

The PPMMP consists of regulatory plant protection activities, and for the first five years of the program, significant research will be 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 AAFC funding was obtained from Budget 2011, which allocated $17.2 million over five years for the PPMMP, to transition to a management and monitoring strategy to contain and mitigate 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 on a national and international level. The PPMMP's other outcome is to facilitate industry management of PPV.
Governance structures The CFIA's PPMMP activities and deliverables are managed and governed by the Plant 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 the Director General (DG) of the Mixed Wood Plains directorate. The DG has the final "sign-off" authority for AAFC Science and Technology Branch activities, including the PPMMP. An AAFC Research Development and Technology (RDT) Director has been assigned as responsible for ensuring that 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, the CFIA's Plant Business Line Committee will be responsible for managing the PPMMP on an ongoing basis.
Performance highlights For 2015-16, the key horizontal plans are: implement appropriate sampling and detection of PPV host material to update, as required, the quarantine area boundary; enforce restrictions to mitigate the spread of PPV; and undertake research activities to improve the regulatory program.
Comments on variances Although 2015-16 Actual Spending is less than the Planned amount in some contributing programs, it is comparable to 2014-15 spending levels and the Expected Results have been achieved.
Results to be achieved by non-federal and non-governmental partners Not applicable
Contact information

Canadian Food Inspection Agency

Darlene Blair
Director Plant Protection Division
Plant Health and Biosecurity Directorate
613-773-7116

Patricia McAllister
National Manager - Horticulture
Plant Health and Biosecurity Directorate
613-773-7166

Charlene Green
Horticulture Specialist
Plant Health and Biosecurity Directorate
905-938-8697

Agriculture and Agri-Food Canada

Della Johnston
Director - RDT
Mixed Wood Plains Directorate
519-738-1218

Lorne Stobbs
Research Scientist - Vineland, Ontario
905-562-2037

Aiming Wang
Research Scientist - London, Ontario
519-953-6697

Planning Information
Federal organizations Link to departmental Program Alignment Architectures Contributing programs and activities Total allocation (from start to end date) 2015-16 Planned spending 2015-16 Actual Spending 2015-16 Expected results (ER) 2015-16 Targets (T) Contributing activity/ program results
(using specific indicators) Table Note 12
Canadian Food Inspection Agency (CFIA) Plant Resources Program/ Internal Services Monitoring and Detection 4,155,349 (2011-12 to 2015-16) and
541,009 ongoing
716,485 509,614 ER 34 T 34 RA 34
Regulatory Enforcement 4,588,113 (2011-12 to 2015-16) and
660,368 ongoing
806,207 466,478 ER 35 T 35 RA 35
PPV Regulatory Research 1,135,095 (2011-12 to 2015-16) and
98,623 ongoing
121,639 101,742 ER 36 T 36 RA 36
PPV Suppression Research 689,441
(2011-12 to 2015-16)
85,668 209,774 ER 37 T 37 RA 37
Agriculture and Agri-Food Canada (AAFC) Science, Innovation and Adoption PPV Regulatory Research 374,643 (2011-12 to 2013-14) Funds sunsetted in 2014 Funds sunsetted in 2014 Funds sunsetted in 2014 Funds sunsetted in 2014 Funds sunsetted in 2014
Virus Resistance Research 2,723,562 (2011-12 to 2015-16) 514,766 516,368 ER 38 T 38 RA 38
PPV Suppression Research 2,471,190 (2011-12 to 2015-16) 390,825 390,825 ER 39 T 39 RA 39
Education and Awareness Activities 261,271 (2011-12 to 2015-16) 23,763 23,763 ER 40 T 40 RA 40
Total for all federal organizations $16,398,664 (2011-12 to 2015-16) and $1,300,000 ongoing $2,659,353 $2,218,564 Not applicable

Table Notes

Table Note 12

Performance indicators are defined in the Performance Measurement Strategies and/or Performance Measurement Frameworks (PMF) of each federal partner.

Return to table note 12  referrer

Note: For Agriculture and Agri-Food Canada, total allocation and planned spending amounts exclude any indirect costs.

ER 34: Monitoring and Detection:

Outcome: Mitigate the spread of PPV on a national and international level.

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 in orchards up to 10 km beyond the Niagara quarantine area perimeter.

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

T 34: Targets: An estimated 22,850 samples will be taken and tested annually until 2015-16 and reduced to 17,000 samples in 2016-17 and onward. Total samples are determined based on sampling protocol which is reviewed annually and actual PPV-susceptible species. Adjustments to quarantine areas and grower/resident plantings influence final sample numbers.

RA 34: A total of 8,920 samples were collected from the quarantine area perimeter and surrounding area. All samples were tested and PPV was not detected. As per the 2015 - 16 sampling plan, samples were not collected from British Columbia, Quebec, Nova Scotia or other areas of Ontario.

ER 35: Regulatory Enforcement:

Outcome: Mitigate the spread of PPV on a national and international level.

Outputs/activities: Through its inspection activities, the CFIA will monitor and assess regulated parties' compliance 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 or distribute 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 potential or actual harm, the compliance history of the regulated party, and intent.

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

Indicator: Compliance of growers, residents and retailers within the quarantine area with movement restrictions.

T 35: Targets: Annual inspection of a sub-set of growers, residents and retailers to determine if movement of material or propagation has occurred.

RA 35: Inspectors issued movement certificates for approved material following compliance verification of regulated parties. Information regarding the continued propagation ban was distributed through local newspapers and targeted audiences. Commercial production areas and residential properties were inspected (1/3 of quarantine area sub-set) to ensure compliance with the propagation ban. Inspectors issued Notices of Prohibition or Restriction of an Activity to non-compliant individuals.

ER 36: PPV Regulatory Research

Outcome: Restrain the prevalence of PPV in the Niagara region; mitigate the spread on a national and international level.

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 propagation prohibition. 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 genetic variation within individual strains of PPV found in Canada, monitoring for the introduction of new strains, and mapping the movement of the virus in Canada.

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. This research will ensure that the ongoing regulatory program remains effective in mitigating the spread of PPV.

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

Indicator: In total, three indicators are identified:

T 36: Target: Development of a protocol for virus elimination.

RA 36: Genetic mapping and identification/characterization of new PPV strains and isolates

In attempts to establish a baseline of PPV's genetic diversity in Canada the P3/6K1 and coat protein (CP) coding regions of Canadian PPV positive survey isolates were amplified, cloned, and sequenced. To date, target sequence data have been generated for a total of 107 Canadian PPV isolates obtained from commercial orchards. These include isolates from Nova Scotia, the "Legacy" isolates from the early PPV detection in Canada between the years of 2000 - 2003 and samples collected during the Plum Pox Virus Eradication Program (PPEP) in 2009 and 2010. The P3/6K1 and coat protein regions of the genome allow for accurate identification and strain classification and provide information that allows identification of potential recombination events. All isolates in this study were confirmed to be PPV-Dideron (D) isolates. A single anomalous isolate with greater genetic diversity was identified. This isolate, CDN 10-43817, was distinct from other Canadian isolates, for example it did not fit into subgroup I or subgroup II described by Theilmann et al. 2006. (Can. J. Plant Pathol. 28:144-151). The isolate was sequenced completely and confirmed to be a D isolate without any evidence of recombination. There is evidence of great genetic diversity among Canadian PPV D isolates that may necessitate further subdivision to better reflect the population structure. Isolate CDN 10-43817 might represent a distinct and separate introduction event, providing support for the potential value of this approach in identifying new introductions and or movement of PPV isolates in Canada. New isolates detected during the PPMMP survey will be analysed to determine identity and relationship to known Canadian isolates.

During the course of the 2013 Canadian PPMMP survey an isolate of PPV was detected in Prunus trees growing on a residential property in Grimsby, Ontario. The isolate was determined to be an isolate of the Recombinant (Rec) strain of PPV. PPV Rec isolates were detected also in 2008 and 2010 on the same residential property as in 2013. The 2008 and 2010 Rec isolates were sequenced completely and the sequences deposited in GenBank (HG964685 and HG964686, respectively). The available sequences of the 2013 Rec isolate are 98-99% identical to the corresponding regions of the 2008 and 2010 isolates, indicating that they are likely the same isolate, representing a single introduction. This find resulted in adjustments to the PPV quarantine boundary.

In collaborations with scientists from Israel and Kazakhstan we analysed apricot and plum isolates of PPV from Kazakhstan. Sequencing their complete genomes confirmed that these were D isolates. The plum isolates were detected in plum trees maintained in the plum selection-orchard of the Pomological Garden, Almaty, Kazakhstan. The apricot isolates were detected in wild apricot seedlings obtained originally from Zailiyski Alatou at the northern edge of the Tien-Shan Mountains, but maintained in the Pomological Garden, Almaty for about 15 years. PPV was never detected in any wild apricot plants growing in their natural habitat in Zailiyski Alatou. Preliminary phylogenetic analyses seem to indicate a close relationship of the Kazakhstan apricot and plum isolates to the PPV isolate BIII/2 (accession GU461890), a plum isolate from Slovakia. The apricot PPV isolates seem to have been transmitted from plums by insects in the Pomological Gardens. This is important as the Tien-Shan Mountains is considered a valuable international source of Prunus germplasm. It also shows the need for and importance of carefully screening new germplasm introductions into such collections to prevent the loss of valuable germplasm.

The PPV strain Winona (W) was first detected and described in Canada. In collaborations with American and Russian Scientists, we have characterized PPV W isolates from Ukraine and Russia, and determined that PPV strain W is perhaps the most diverse strain of PPV, with seven distinct phylogenetically determined clades within this strain identified. PPV W isolates have a wide host range, and there appears to be differences in the host range of some PPV W isolates with Prunus tomentosa being a natural host for some Russian isolates while Prunus tomentosa does not appear to be a host for the Ukrainian isolate UKR 44189. In a collaborative study involving CFIA (Sidney Laboratory) and Russian scientists (Lomonosov Moscow State University) 9 new isolates of the Winona strain of PPV (W) from Russia were sequenced completely. We were able to confirm the high level of genetic diversity among PPV W isolates.

In collaborations with scientists from Palacky University, Czech Republic we evaluated the importance of almond in PPV spread in a survey conducted in the Czech Republic. Almond orchards and landscape almond trees were sampled in 2015. In six locations samples were collected from both symptomatic and non-symptomatic almond trees, as well as from symptomatic plums and apricots. Screening was carried out for the presence of PPV and other viruses known to infect almonds, using double antibody sandwich enzyme-linked immunosorbent assay (DAS-ELISA), real time polymerase chain reaction (RT-PCR), immunocapture-reverse transcription-polymerase chain reaction (IC-RT-PCR), and polyvalent degenerate oligonucleotides real time polymerase chain reaction (PDO-ntRT-PCR) analyses. PPV was not detected in any of the analysed almond trees. Symptom occurrence was not a reliable indicator of PPV infections in almonds. Although some almond trees showed intensive symptoms (vein clearing, yellow mosaics and chlorotic rings), and were evaluated as PPV suspicious by DAS-ELISA, the presence of PPV was not confirmed by RT-PCR. Apple chlorotic leaf spotting virus (ACLSV), the known causal agent of 'pseudopox' disease, also Prunus necrotic ringspot virus (PNRSV) and Prune dwarf virus (PDV) were detected in symptomatic almond trees. This study arose out of concerns about a lack of information on almond as a host for PPV. Even when grown under high PPV infection pressure, over many years, these almond trees were not naturally infected by PPV. In this case the almond trees do not appear to represent any potential risk as a reservoir for the existing isolates of PPV or play a role in virus spread in this study.

Determination of an efficient and effective means of producing virus-free stock for replanting

Five virus elimination methods were evaluated to produce PPV-free stock. In vitro heat therapy followed by meristem culturing was the most promising of the methods assayed. In this method infected cultures were grown at 37°C for 20, 25 or 30 days, and then shoot tips were excised and grown on new media. The resulting plantlets were rooted, grown, and tested over two growing seasons. In this study, 100% of shoot tips survived regardless of time in heat therapy, and PPV was eliminated from 100% of the resulting plants. This method was technically feasible and also produced bacteria-free plants.

The second most promising method was traditional heat therapy, where infected trees were grown at 37° for several weeks followed by micrografting shoot tips onto clean rootstock. In this case, survival rate of grafts produced after 21 days in heat therapy was 78% and 93% of them were PPV-free. Survival rate of grafts produced after 42 days in heat therapy was 94% and 100% were PPV free.

ER 37: PPV Suppression Research

Outcome: Screening of foreign plant material for pests and diseases and conduct field pre-evaluations.

Outputs/activities: AAFC will identify foreign varieties with potential resistance to PPV. The CFIA has phytosanitary measures in place to mitigate pest movement into Canada from imported products. The CFIA will screen identified foreign plant material for resistance and hypersensitivity to PPV at the quarantine biocontainment facilities at the CFIA Sidney Laboratory.

Indicator: Plant material identified by AAFC and imported into Canada.

T 37: Targets: Variable, based on the number of identified potential candidate varieties and laboratory capacity.

RA 37: Evaluation of PPV tolerant varieties for resistance and hypersensitivity to PPV

Four Prunus varieties were received by the CFIA Sidney lab via Agriculture and Agri-Food Canada (AAFC): three Primus domestic (cvs. 'Jojo x Felsina 7346', 'Jojo x Haganta 7184', and 'Jojo') and one P. dulcis (cv. 'Garrigues'). Four replicates of each cultivar were bud-grafted onto PPV-infected GF305 rootstock, observed and tested repeatedly throughout three accelerated growing seasons or until it consistently tested positive. The only time a variety tested positive was at the beginning of a growing season.

'Jojo' showed the most promise for resisting infection from PPV. Three of four 'Jojo' replicates consistently tested negative while the fourth replicate displayed limited hypersensitivity (a few small branches developed bark necrosis and subsequently died) and tested weakly positive once in 21 tests spanning three seasons.

ER 38: Virus Resistance Research

Outcome: Development of genetic and induced innate resistance in fruit trees to control PPV in Canada.

Outputs/activities: The use of genetic resistance has been demonstrated for a number of crop species to be the most effective and sustainable approach to control viral pathogens as it is environmentally-friendly and provides reliable protection without additional labour or material costs during the growing season. Research is being vigorously carried out to 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 manipulation to make susceptible hosts resistant to infection; 2) evaluating transferable resistance in rootstock that can be transmitted through grafting to existing fruit trees; 3) developing a virus vector which will act like a vaccine to induce resistance by gene silencing; 4) introducing and evaluating foreign resistance materials for potential use against PPV in Canada

Indicators: In total, three indicators are identified: 1) at least two genes in stone fruits that can be manipulated against PPV; 2) a protocol for the production of a genetically diverse peach population using tissue culture with a chemical mutagen; 3) a platform for screening for target gene peach variants from the peach population using next generation sequencing; 4) a rootstock that can produce gene silencing signals; 5) transmissible small ribonucleic acid (RNA) in scions; 6) a virus vector that is infectious on stone fruit species with potentiality against PPV; 7) a foreign material resistant to Canadian PPV isolate; 8) a protocol of multiplication of the foreign material using meristem tissues; 9) five year-end reports, 10 meeting abstracts and 10 scientific manuscripts.

T 38: Targets: Development of a peach population for screening for PPV resistance; evaluation of transmissible gene silencing signals against PPV; development of a viral vector against PPV; identification of a foreign material resistant to PPV suitable for use in Canada

RA 38: Towards developing novel genetic resistance to PPV in Canada, the following four projects were carried out:

Developing a new PPV-resistant peach tree line through tissue culture-based mutagenesis (by manipulation of a host gene required by PPV infection)

Like other viral pathogens, PPV has a small viral genome and thus depends on host factors to complete its infection cycle. Mutation or silencing of an essential host factor can make susceptible hosts resistant. Peach is the primary host to PPV. Common methods to develop recessive resistance cannot be used since this woody plant has a heterozygous genome and a long life cycle, produces large seeds, and is not genetically transformable. By using in vitro propagated shoots) a novel approach to the generation of chemically induced mutations was successfully developed. Over 2500 peach mutant lines were generated. In terms of host factor genes, an extensive screening in model species identified and several PPV host factors which can serve as target genes for screening peach mutants were conducted.

Developing transferrable resistance in rootstock that can be transmitted through grafting to existing fruit trees

Gene silencing is an epigenetic process of gene regulation that is associated with sequence-specific suppression of gene expression. An exciting feature of gene silencing in plants is that it can spread to distant areas of the plants via the phloem. Transgenic Nicotiana benthamiana and plum that are highly resistant to PPV were generated. Further research demonstrated that silencing is transmissible from a resistant rootstock to a susceptible scion to induce partial resistance to PPV in the scion in the model plant Nicotiana benthamiana. However, the research failed to prove that such a systemic spread of gene silencing can be employed for the induction of PPV resistance in non-transgenic plum (scions) through PPV resistant plum (rootstocks).

Developing a virus vector which will act like a vaccine to induce resistance by gene silencing

Virus has the ability to induce gene silencing that degrades ribonucleic acid (RNA) molecules sharing similar nucleotide sequence, termed virus-induced gene silencing (VIGS). VIGS has potential to control viral diseases by silencing a host factor that is required for infections by target viruses. Research showed that Prunus necrotic ringspot virus (PNRSV) was highly endemic on stone fruit trees in China, and no obvious phenotypic differences were observed among PNRSV-positive or negative trees. A PNRSV-based vector was developed. After finding that this vector can be used effectively to silence two marker genes in model plants, the vector was modified to target the eIF(iso)4E gene, a host factor required for PPV infection. This modified vector knocked down eIF(iso)4E gene expression greatly and prevented PPV infection in peach.

Introduction and evaluation of foreign materials resistant to PPV

Almond cv. 'Garrigues' was imported from Spain. This cultivar was reported to be highly resistant to PPV and with the potential to induce the development of PPV resistance in scions. Over 10 cell lines of this cultivar were tested via tissue culture and tested for PPV resistance. Four lines were identified as immune to PPV.

ER 39: PPV Suppression Research

Outcomes: Development of recommendations based on scientific studies to further knowledge on the epidemiology of the Dideron strain of PPV in a cool temperate climate, and apply these recommendations towards the development of an integrated disease management program for the industry stakeholders to retrain the spread of PPV and reduce its economic impact.

Outputs/Activities: PPV suppression will be pursued through research to reduce PPV transmission in orchards. Research projects include assessing practices and processes, specifically the use of oil sprays on Prunus plant leaves, to suppress PPV transmission by insects; evaluating the influence of tree variety and age on the level of seasonal resistance to natural infection by insects; determining the efficacy of newly registered insecticides on the transmission of PPV, which will result in the development of application guidelines for use by industry; and evaluating foreign material for use in Canada (in collaboration with the CFIA). The impact of PPV infection on tree viability, bud hardiness, crop yield and fruit quality are also being examined.

Indicators: Information from research studies will be collated each year, and a final report prepared at the conclusion of the program. Information from the research will be shared with growers through grower workshops, newsletters and presented at scientific conferences. Indicators include the determination of both the beneficial and adverse effects of oil residue on leaves including ability to detect virus; the determination of whether new insecticides (repellents, antifeedants) have any effect on virus transmission by insects; the determination of seasonal susceptibility of peach trees to PPV and the effects of the disease on tree growth, winter hardiness, productivity and fruit quality; recommendations on the use of foliar and soil amendments to increase tree field resistance to natural transmission of PPV and improve tree productivity; recommendations on the proper timing and application of oils for optimum protection of trees to natural spread of PPV, in addition to possible interaction of new or currently used pesticides with oil applications.

T 39: Targets: Develop recommendations for the industry on integrated control practices to reduce the spread of PPV in commercial orchards and its impact on production. This will involve recommendations of the types of insecticide/antifeedant, oil applications and correct timing of applications. Information on the impact of PPV on tree productivity, hardiness and fruit quality will be made available to the industry.

RA 39: In 2012, commercial orchards were surveyed for Plum pox virus (PPV) infected peach trees for use in our studies. Eighteen orchard blocks with a previous history of PPV were extensively surveyed (11,740 trees). Of these, 11 trees at one site were found to be infected and were used in our study. Healthy and infected trees were monitored for the impact of PPV on growth, tree viability, bud hardiness, yield, and fruit quality until 2016. As of September 2015, no negative impact of PPV infection has been observed on any of the above parameters. It should be kept in mind that the sample size was small and limited to two varieties. The impact of early infection of newly planted trees by PPV-D was studied in a screen house certified by the CFIA containing 75 two year old trees of 5 peach varieties. Ten trees of each variety were graft inoculated with PPV in September 2012. Trees were monitored for growth, hardiness, yield and fruit quality until 2016. Virus was detected in most of the inoculated trees 2 years after infection. Subsequently after two further growing seasons no differences have been observed between infected and healthy trees, and no increased mortality in infected trees or reduced bud hardiness was recorded. Results are consistent with results from field studies referred to above.

Virus has principally been detected in basal leaves on shoots and throughout the cambial and bark tissues in both green and dormant wood. In these tissues the virus concentration remains high throughout the growing season with some reductions in warm summer months which may be linked to temperature and/or soil moisture levels. This information has been used to provide recommendations for "targeted sampling" for use in the CFIA eradication surveys to greatly improve virus detection in orchards. Natural spread of the Ontario isolate of PPV was demonstrated over a four year period in two commercial peach orchards in Niagara. Beginning with 11 and 4 infected trees found in each block respectively, the number of infected trees increased to 38 and 15 trees over the study. The moderate rate of increase at both sites can be attributed to a number of factors, including intrinsic properties of the virus isolate, the virus transmission efficiency of its insect vectors, and the relatively low numbers of migrant insects.

There were low numbers of insect vectors found later in the season compared with historical records. This was largely due to high rates of predation by the introduced multicolored Asian ladybeetle (MALB), which increased to large numbers by late summer. Building on previous research, we have shown that peach trees are most susceptible to infection with PPV early in the season when insect flight activity is low. Susceptibility to infection decreases throughout the early part of the season, reaching a low in August and September, while the peak in insect flight activity does not occur until usually about the end of June, leaving a relatively short window when partially resistant trees are exposed to viruliferous insects. Changes in virus concentration in the tree canopy were studied over four growing seasons. Consistently, data has shown higher concentration of the virus in the spring and early summer which declines over the warmer summer months. In several of the years, virus concentration recovered somewhat with cooler temperatures in September. The highest concentrations of virus were always found in the basal leaves of new year growth. Decreasing susceptibility of peaches to PPV infection throughout the season was demonstrated for young potted plants and for mature trees based on infection rates under controlled conditions using green peach insects as the vector. To investigate the effects of tree vigor on field resistance of peach to PPV infection, a replicated trial of peach trees of several fresh market varieties were examined. Over three growing seasons, the studies have shown that developing leaves adjacent to the growing tip (not fully expanded, partially unrolled leaves) remain susceptible to natural infection by insects throughout the growing season. As the shoots elongate and age, the now fully expanded leaves become more resistant to infection. Trees appear to be most susceptible in the spring and early summer which also coincides with actively growing leaves and peak numbers of insects. This provides for more discriminate timing of horticultural oil sprays for control of virus spread.

To further examine the positional effects of leaves on shoots on leaf susceptibility, peach leaves were collected biweekly from two peach varieties over the growing season. Leaves were sampled from basal, middle, and distal sections on the elongating shoots and insects inoculated in laboratory trials. Differences in percentage infection of leaves between the base and tip of short shoots (<5 cm) were not apparent in the spring. However as the shoots elongated over the summer, leaf infection decreased as their distance from the shoot tip increased. This is consistent with reports of increasing resistance in older mature leaves likely attributable to increased wax and cutaneous deposits on the leaf surface making them less attractive and more difficult to infect by insects. Another possible mechanism for increasing resistance in summer might be ribonucleic acid (RNA) silencing, which is a natural plant antiviral resistance mechanism. To examine the effect of tree age on susceptibility to natural infection, newly developed distal leaves proximal to the shoot tip were sampled from young (3-5 yrs), medium (6-9 yrs) and old (>10 yrs) Garnet Beauty peach trees over the growing season. When these detached leaves were insect inoculated in the laboratory, no significant differences were found in percentage infection between the different age groups over the growing season. Attempts to deepen the degree of resistance to PPV or to have it occur earlier in the season show some promise. During 2015 the number of leaves infected over the course of the season (8 virus transmission dates) decreased from 55 for the full rate of fertilizer to 45 for the half rate and 38 for trees that received no fertilizer that spring. Results for trees supplied different rates of fertilizer were variable during 2014, likely due to the interaction of nutrients with available moisture from irrigation and rainfall, climate conditions, and persistence of nitrogen in the soil. These results build on findings from 2011 and 2012 where leaves from trees supplied the full rate of nitrogen in spring had significantly higher rates of infection compared with unfertilized trees. Tree vigour is likely to affect resistance to some degree and further research to investigate the effects of macro and micro nutrients on the susceptibility of peach to PPV is warranted.

The effect of plant growth regulators and the adjuvant Sil-Matrix (a silicon-containing adjuvant) on levels of resistance of peach to PPV was studied from early July into September using the detached leaf technique. Following spray applications applied in June, Sil-Matrix reduced the number of infections during the first two July inoculation dates by 21% in 2014 (11 versus 14 for the control) and 56% in 2015 (4 versus 9). As one might expect for this type of material (non-hormonal), there were no differences in infection rates between treatments for the remainder of the season. Foliar sprays of Stop-It initially reduced infection rates by 50% in 2014 and 44% in 2015 for the first two trial dates in early July, but subsequent numbers of infected leaves over the remainder of the season were much higher (67% in 2014; 107% in 2015) compared to the water only control. Over the course of the season, infection rates for the plant growth regulator Apogee did not differ compared with the control. It should be noted, though, that little information is available regarding appropriate application concentrations for peach for any of these materials. Further study utilizing a range of spray rates is required. Perhaps reflecting a need to apply Pro-Gibb earlier in the season, for 2014 and 2015 combined there was no difference in infection rates between the Pro-Gibb and the control treatments for the first inoculation date (12 positive Pro-Gibb vs. 11 controls), but Pro-Gibb effectively reduced the number of positive leaves by 40% over the remainder of the season.

PureSpray Green Spray Oil 13E is now registered for use on peaches for the control of PPV. Foliar oil sprays have been shown to inhibit the transmission of PPV and other plant viruses and also to help control mites and soft bodied insects such as aphids. In agreement with industry findings, except for co-application with certain fungicides we were unable to demonstrate any detrimental effects of horticultural oil on tree growth or yield following repeated applications of oil up to the end of June. The combined use of oil and insecticides has not yet been investigated, but their use alone or in combination would contribute to a management program to reduce transmission of PPV to peach during the period after insect flight begins, approximately in late June and before trees become significantly less susceptible approximately in early August. Many of the results from our studies have been implemented in an Integrated PPV Management Program including improved detection through targeted sampling and improved diagnostics. Oil sprays have been shown to be effective protectants for young trees, and it is hoped that oils used in combination with insecticides and enhanced natural resistance over the growing season will contribute to a significant reduction in the spread of PPV.

ER 22: Education and Awareness Activities

Outcomes: an increased industry understanding and awareness of PPV best management practices along with 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 to 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 PPV management crop advice and training to Ontario growers and nurseries. AAFC will also liaise with the Ontario Tenders Fruit Producers' Marketing Board (OTFPMB) and the Canadian Nursery Landscape Association (CNLA) to develop and promote an effective educational and awareness campaign.

Indicators: 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. Information will be shared with producers through 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.

T40: Targets: Dissemination of information to growers/stakeholders and the scientific community on best management practices to minimize spread of PPV and reduce its impact on production.

RA 40: The Ontario Tender Fruit Growers' mandate is to help ensure availability of clean virus tested nursery stock to the industry to reduce the incidence and spread of disease. The 2015-2016 Plum pox virus (PPV) extension funds were used to support this effort by offsetting the costs of maintaining a separate block of clean, virus tested mother plants. As of 2011, removal of infected material within the quarantine area is no longer mandatory. It is therefore even more crucial to ensure clean material is maintained as the future effects of PPV on fruit quality and tree health are unknown.

General Information

Name of horizontal initiative Food Safety Oversight (FSO)
Name of lead department(s) Canadian Food Inspection Agency (CFIA)
Federal partner organization(s) Health Canada (HC)
Non-federal and non-governmental partner(s) Not applicable
Start date of the horizontal initiative 2014-15
End date of the horizontal initiative Ongoing
Total federal funding allocated (start to end date)

$151,999,631 (2014-15 to 2018-19) and $35,606,377 ongoing

(includes CFIA and Health Canada)
2014-15: $15,873,766
2015-16: $24,607,196
2016-17: $40,305,915
2017-18: $35,606,377
2018-19 and ongoing: $35,606,377

Funding contributed by non-federal and non-governmental partners Not applicable
Description of the horizontal initiative

The objectives of this horizontal initiative are to strengthen the CFIA's and HC's food safety oversight of the fresh fruits and vegetables sector, the fish and seafood sector and the manufactured food products sector.

These objectives, aligned with the Government of Canada Outcome of "Healthy Canadians," will be achieved through the implementation of new programming and increased oversight activities.

The CFIA and HC received a total spending authority of $152 million over five years and $35.6 million on an ongoing basis for this initiative.

Shared outcome(s) To strengthen Canada's food safety oversight system by implementing a preventive food safety program for fresh fruit and vegetables and resources to increase food safety oversight in the fish and seafood and the manufactured food products sectors.
Governance structures

The CFIA and HC currently work horizontally in delivering their shared food safety mandates. This is supported by a memorandum of understanding (MOU), signed in 2008, which provides the foundation for building a clear understanding of their respective roles and responsibilities as they relate to human health and to provide links across the organizations to improve the design and delivery of integrated health-related solutions.

A governance model exists for the partner organizations to regularly convene and discuss food safety issues of mutual concern and responsibility.

This governance framework includes an Assistant Deputy Minister-level and Director General-level Committees on Food Safety that meet regularly to discuss and plan approaches for addressing joint food safety issues.

CFIA and HC will continue to work horizontally through these governance committees. As complementary components of the health portfolio, the two organizations will report results within an integrated, collaborative performance measurement framework.

Performance Highlights

In 2015-16, the CFIA achieved several key objectives towards full implementation of a preventive food safety program for the fresh fruit and vegetable sectors. Program design and development continued, with a focus on risk-based prioritization and implementation in Canada GAP certified establishments. To further support risk-based planning in all food areas, the CFIA also developed a Program Management Framework which will be used as part of the Agency's work planning process to allocate resources to areas of highest risk in a systematic way.

The CFIA continued to dedicate inspection resources funded under the FSO initiative to key activities in the Fish, Fresh Fruits and Vegetables, and Imported and Manufactured Food programs. The main focus of these resources was to deliver verification activities at domestic establishments, to respond to complaints and food recalls, and to follow-up on non-compliant samples found under enhanced FSO sampling.

CFIA laboratories were able to deliver on 96% of all samples planned under the FSO initiative, with a total of approximately 8,500 separate tests performed. The majority of the samples were determined to be compliant and free of pathogen and chemical contamination. Positive results were sent to CFIA Operations for follow-up and investigation as necessary.

In order to continue to support enhanced sampling under the FSO initiative, the CFIA conducted several method validation studies and implemented new testing capabilities. Highlights of these activities include the completion of validation work on a sensitive detection method for Vibrio in shellfish samples, implementation of an internationally accepted virology test method for shellfish samples, completion of the optimization of an in-house developed method for virus testing in all commodities, as well as enhancements to heavy metal and pesticide testing capabilities in key commodities.

Finally, to enhance the safety of imported products, the CFIA began implementation of foreign country assessments. The CFIA performed an on-site assessment for shellfish in Mexico in March 2016. The CFIA continued engagement with the Competent Authorities of Korea (shellfish), Chile (shellfish), Guatemala (berries), and Mexico (fresh fruit and vegetables) in order to advance preparations for assessments to be conducted in 2016-17. In addition to ongoing assessment work, the CFIA also continues to develop Foreign Country Assessment program design, with a focus on developing countries.

Comments on variances

The overall surplus is attributable to lower than expected salary expenses due to delays in staffing actions and to delays in contract, procurement and translation.

Results to be achieved by non-federal and non-governmental partners

Not applicable.

Contact information

Canadian Food Inspection Agency

Dr. Richard Arsenault
Executive Director
Domestic Food Safety Systems & Meat Hygiene Directorate
Policy and Programs Branch
Telephone: 613-773-6156

Lyzette Lamondin
A/Executive Director
Food Import Export and Consumer Protection Directorate
Policy and Programs Branch
Telephone: 613-773-6189

Dr. Bashir Manji
Executive Director
Food Safety Science Directorate
Science Branch
Telephone: 613-773-6431

Dr. Harpreet Kochhar
Associate Vice President
Operations Branch
Telephone: 613-773-6162

Health Canada

Karen McIntyre
Director General
Food Directorate
Health Products and Food Branch
Telephone: 613-957-1821

Planning Information
Federal organizations Link to departmental Program Alignment Architectures Contributing programs and activities Total allocation (from start to end date) 2015-16 Planned spending 2015-16 Actual Spending 2015-16 Expected results (ER) 2015-16 Targets (T) Contributing activity/ program results
(using specific indicators) Table Note 13
Canadian Food Inspection Agency (CFIA) Food Safety Program Preventive Food Safety Program Management 11,786,965 (2014-15 to 2018-19) and 2,138,827 ongoing 2,495,885 2,146,262 ER 41 T 41 RA 41
Enhanced Inspection Activities 90,809,417 (2014-15 to 2018-19) and 22,189,785 ongoing 13,037,119 11,116,716 ER 42 T 42 RA 42
Increased Sampling, Testing, and Analysis 22,283,451 (2014-15 to 2018-19) and 5,411,341 ongoing 3,756,838 4,094,982 ER 43 T 43a
T 43b
RA 43a
RA 43b
Foreign Country Assessments 6,293,373 (2014-15 to 2018-19) and 1,245,327 ongoing 1,245,327 1,065,855 ER 44 T 44 RA 44
Health Canada (HC) Food Safety and Nutrition Standard Setting 14,246,254 (2014-15 to 2018-19) and
3,080,927 ongoing
2,805,865 2,453,207 ER 45a
ER 45b
ER 45c
ER 45d
T 45a
T 45b
T 45c
T 45d
RA 45a
RA 45b
RA 45c
RA 45d
Health Risk Assessments 6,580,170 (2014-15 to 2018-19) and
1,540,170 ongoing
1,266,160 947,127 ER 46 T 46 RA 46
Total for all federal organizations $151,999,630 (2014-15 to 2018-19) and $35,606,377 ongoing $24,607,194 $21,824,149 Not applicable

Table Notes

Table Note 13

Performance indicators are defined in the Performance Measurement Strategies and/or Performance Measurement Frameworks (PMF) of each federal partner.

Return to table note 13  referrer

Expected Results and Targets

ER 41: Expected Results: Preventive Food Safety Program Management

Strengthened design and management of Preventive Food Safety Programing

T 41: Targets: Events and materials to support program delivery.

RA 41:

As part of its work to implement Integrated Risk Management, CFIA developed a Program Management Framework in 2015-16. The Framework will be applied by the Food Program (as well as Animal and Plant Health Programs) to support risk based planning and decision making, as well as clarity, consistency and communication of program design.

Specific to risk-based prioritization of the FFV sector, CFIA updated program direction regarding scope of CFIA inspections in establishments with implemented Canada GAP certified food safety systems, and provided this information to inspectors and industry. Sampling plans for the non-meat sector were updated and prioritized in consideration of risk.

Program design and direction to Inspection staff was developed in a number of sectors to reflect emerging issues. CFIA has expanded the scope of both allergen inspections at importers to include ground spice and of sprouted seed inspections to include fresh and milled chia seeds, pathogens and indicator organisms. CFIA also developed a questionnaire for use by Inspection staff to collect additional information on practices and processes used in the sprouted seed sector, which is shared with Health Canada for the purposes of risk assessment and standard setting.

Reviews of program design and controls for monitoring marine toxins in geoduck clam and for Vibrio parahaemolyticus in live oysters were initiated, with the goals of providing updated program direction and guidance, and of increased engagement with industry and health partners respectively.

Specific guidance was developed and published for industry, including "Guidance on Resistance Temperature Detectors used as Indicating Thermometers for Retort Vessels" which provides flexibility for operators of thermal processing systems in measuring temperatures. Additionally, "Guidance document for on-farm dairy processing operations - Registration and operational requirements" was published to provide interpretation of federal requirements and policies to industry considering becoming federally registered.

ER 42: Expected Result: Enhanced Inspection Activities

Increased inspection activities in the non-meat food areas.

T 42: Targets: Number of inspections conducted in the non-meat food area.

RA 42:

As part of the FSO initiative, the Canadian Food Inspection Agency achieved increased delivery in the following key activities:

In addition to these activities, resources were also utilized to manage an increase in food complaint investigations and recall activities, while maintaining delivery of other priority inspection activities.

ER 43: Expected Result: Increased Sampling, Testing, and Analysis

Increased Sampling, Testing, and Analysis

T 43a: Targets: Sample testing reports, results and analysis completed in the non-meat food areas

RA 43a:

Of the 3095 samples planned for 2015-16, a total of 2964 (95.8%) were received and tested. CFIA laboratories conducted approximately 8500 separate tests on these samples.

Chemistry testing was conducted to assess the levels of veterinary drug residues and heavy metals within domestic fish and seafood products; determined levels of pesticides within imported minor crops, nuts and seeds; and identified the presence of undeclared allergens within bakery products, as well as the sulfite levels in imported whole fruits. Microbiological testing was conducted to monitor the presence of viruses within fresh and frozen berries, and for microbial pathogen contamination within fresh fruits and vegetable products, ready-to-eat fish products and raw molluscan shellfish.

The majority of the samples were determined to be compliant and free of pathogen and chemical contamination. Seven samples taken from domestic establishments producing fresh-cut ready-to-eat fruits and vegetables were reported to be unsatisfactory for the presence of Listeria monocytogenes in environmental food contact surfaces and final product testing. These results triggered CFIA follow-up investigations and testing activities as well as the issuance of corrective action requests to the establishments and other appropriate risk management actions. One sample of imported coriander was reported as non-compliant for the detection of Salmonella and prompted a class II recall decision to the consumer level. Six samples of bakery products were reported as unsatisfactory for the detection of various undeclared allergens including egg, milk, peanut and sesame seeds and fifteen samples of imported whole fruits were reported as unsatisfactory for the detection of sulfites, a compound to which some individuals may be hypersensitive and experience allergic-like reactions. These results were forwarded to CFIA Operations for investigation and follow-up as needed.

T 43b: Targets: Validated methods developed and implemented to support increased testing in the non-meat food areas.

RA 43b:

CFIA microbiology labs conducted method validation studies in preparation for the increased testing planned under the FSO initiative. These studies included the validation of a sensitive detection method for Vibrio in shellfish samples. The validation work was completed in 2015/16 and the method has been submitted to the Microbiological Methods Committee for publication in the Health Canada Compendium of Analytical Methods. It is anticipated that CFIA labs will implement this new method for testing of routine samples in 2016/17. This method offers a considerable reduction in the amount of time required to analyse samples. As an expansion of this method, CFIA labs are also validating a next generation technology method which has the potential to offer same-day test results. This novel method will reduce the time required to analyse shellfish samples for Vibrio in half (from 3 to 4 days to 1 to 2). Validation studies continued in 2015/16, and the work will be completed in 2016/17.

To prepare for additional Virology samples in different types of foods, CFIA labs finalised method verification studies that were initiated in 2014/15. Throughout 2015/16, CFIA labs implemented an internationally accepted virology test method for shellfish samples and completed the optimization of an in-house developed method for virus testing in all other commodities to be ready to accept all planned samples in 2016/17.

CFIA food chemistry labs began several method validation extensions in preparation for increased FSO monitoring for contaminants in new food matrices in 2016/17. These validations included heavy metal and pesticide testing in minor crops, nuts and seeds, and expanding the scope of pesticide analysis to the full range of analytes in fish and seafood products. Additionally, the validation for pesticide testing in imported minor crops, nuts and seeds was completed.

ER 44: Expected Result: Foreign Country Assessments

Increased Foreign Country Assessments of priority areas

T 44: Targets: Establish baseline of foreign country assessments and show increase of foreign country assessments.

RA 44:

CFIA performed an on-site assessment for shellfish in Mexico in March 2016. CFIA continued to engage with the Competent Authority of Korea (for shellfish) who is insisting on having an arrangement before an assessment and will send a proposal to CFIA. CFIA also engaged the Competent Authority of Chile (for shellfish) requesting that they complete our assessment tool in order to enable us to perform an on-site assessment in 2016-17.

CFIA continued to engage the Competent Authority of Guatemala (for berries), to perform an on-site assessment of their food safety systems. This assessment could not be performed, apparently due to the elections in Guatemala. In the meantime CFIA completed its desk review based on the available information. We also engaged the Competent Authority of Mexico (for fresh fruit and vegetables) and sent them an assessment tool for completion in order to perform an on-site assessment in 2016-17.

CFIA also organized a one day work shop to engage subject matter experts in order to inform Foreign Country Assessment program design, with a focus on developing countries.

ER 45a: Expected Result: Standard Setting

Development of new and/or updated standards is initiated in 100% of cases where there is an identified need to do so in order to address food safety risks

T 45a: Targets: 100% of cases where there is an identified need to update standards to address food safety risks

RA 45a:

In 100% of identified cases, updated/new standards were initiated to address food safety risks.

ER 45b: Expected Result: Standard Setting: Number and type of involvement activities associated with standard setting initiatives

T 45b: Targets: To be determined (Will depend on the number and type of standards being developed)

RA 45b:

Participation in FAO working group to update biotoxin TEFs (toxic equivalency factors)

Participation in FAO/WHO expert meeting on the updated evaluation of non-dioxin-like Polychlorinated biphenyls (PCBs).

Completed the Guidance Document on Ready-to-Eat Smoked Fish and Multi-Ingredient Products Containing Smoked Fish.

Continued guidance development for Clostridium botulinum and eviscerated salted fish.

Completed a first draft of the Guideline on Reducing the Risk of Clostridium botulinum in Plant and Mushroom Products Stored in Oil.

In support of the modernization of current regulatory requirements for infant formulas listed under Division 25 of the Food and Drug Regulations, an Issue Analysis Summary document and work plan was developed.

ER 45c: Expected Result: Standard Setting

Number of risk assessments developed in support of standard setting initiatives

T 45c: Targets: To be determined (Will depend on the number and type of standards being developed)

RA 45c:

Risk profiles and risk assessments were initiated for emerging pathogens in sprouted seeds/beans, chia/flax seed and bivalve shellfish.

ER 45d: Expected Result: Standard Setting

Number of detection methods developed and enhanced in support of standard setting initiatives

T 45d: Targets: To be determined since it will depend on the number and type of standards being developed

RA 45d:

Advancements were achieved in the development and validation of methods for foodborne pathogens in produce, seafood and infant formula (e.g., Listeria, Salmonella, Vibrio, Cronobacter, etc.)

Continued evaluation of the impact of high pressure processing (HPP) on pathogens in produce (e.g., Listeria, Salmonella)

Performed testing and characterization of foodborne protozoan parasites, viruses and Listeria in approximately 600 samples of fresh produce collected over the fiscal year

ER 46: Expected Result: Health Risk Assessments

Timely response to emerging food and nutrition safety incidents including foodborne illness outbreaks

T 46: Targets: 90% of health risk assessment provided to CFIA within standard timelines to manage food safety incidents

RA 46:

100% of HRAs were provided to CFIA within standard timelines and provided is advice as required.

NOTES:

Progress was made towards the development of Regulations to permit the sale of Human Milk Fortifiers (HMFs). The Food Directorate and Office of Legislative and Regulatory Modernization prepared drafting instructions for the regulatory amendments to the Food and Drugs Act and Regulations. This will ensure that all HMFs are assessed by Health Canada prior to sale.

HC continued the chemical food safety ranking of identified and emerging risks using hazard/commodity combination modeling. Food Safety Hazard Quotients are continually developed based on risk ranking exercises.

Internal Audits and Evaluations

[A.]Internal Audits Completed in 2015-16
Title of Internal Audit Internal Audit Type Status Completion Date
Audit of Major IT Application (SAP) Internal Services Completed January 2016
Audit of CFIA Staffing Framework Table Note 14 Internal Services In Progress June 2016 Table Note 18
Audit of CFIA External Stakeholder Complaints Process Table Note 15 Program In Progress 2016/2017
Audit of Centres of Administration Table Note 16 Program Planned Table Note 19 2017/2018
Audit of IM/IT Internal Services Planned Table Note 19 2017/2018
Audit of Recordkeeping in the Agency Internal Services Deferred 2017/2018
Audit of Operations Emergency Management: Prevention and Preparedness Table Note 17 Program Deferred 2018/2019
Audit of Fleet Management Internal Services Deferred 2018/2019

Table Notes

Table Note 14

Project title modified from Audit of Staffing

Return to table note 14  referrer

Table Note 15

Project title modified from Audit of Complaints and Appeals Process

Return to table note 15  referrer

Table Note 16

Project title modified from Audit of Issuance and Administration of Licenses to Regulated Parties.

Return to table note 16  referrer

Table Note 17

Project title modified from Audit of Emergency Management

Return to table note 17  referrer

Table Note 18

Audit Committee (AC) meetings for December 2015 and March 2016 were cancelled. These audits will be tabled at the next AC meeting, currently scheduled for June 2016.

Return to table note 18  referrer

Table note 19

Audits identified as 'Planned' may be subject to change due to shifting of priorities based on the annual evaluation of risk elements.

Return to table note 19  referrer

[B.]Evaluations in Progress or Completed in 2015-16
Link to Department's Program Alignment Architecture Title of the Evaluation Status Deputy Head Approval Date
Food Safety Program 1.1
Meat and Poultry SP 1.1.1
Meat and Poultry Evaluation In progress October 2016
Food Safety Program 1.1 Food Safety Program Modernization Evaluation: Part One In progress July 2016
Animal Health and Zoonotics Program 1.2
Terrestrial Animal Health SP 1.2.1
National Aquatic Animal Health SP 1.2.2
Animal Health Program Evaluation: Part One In progress March 2018
Animal Health and Zoonotics Program 1.2 Federal Assistance Program Evaluation In progress July 2016

Food Safety Program 1.1
Meat and Poultry SP 1.1.1, Egg SP 1.1.2,
Dairy SP 1.1.3, Fish & Seafood SP 1.1.4,
Fresh Fruit & Vegetable SP 1.1.5,
Processed Product SP 1.1.6,
Imported/Manufactured Products SP 1.1.7

Animal Health and Zoonotics Program 1.2
Terrestrial Animal Health SP 1.2.1,
National Aquatic Animal Health SP 1.2.2,
Feed SP 1.2.3

Plant Resources Program 1.3
Plant Protection SP 1.3.1
Seed SP 1.3.2
Fertilizer SP 1.3.3

Genomics Research and Development Initiative In progress December 2016

Response to Parliamentary Committees and External Audits

Response to parliamentary committees

Nil

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

Nil

Response to external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages

Nil

Status Report on Projects Operating with Specific Treasury Board Approval

Program: Food Safety Program ($ dollars)
Project Original Estimated Total Cost Revised Estimated Total Cost Actual Total Cost 2015-16 Main Estimates 2015-16 Planned Spending Table Note 20 2015-16 Total Authorities Table Note 20 2015-16 Actual Expected Date of Close-Out
Electronic Service Delivery Platform 48,352,695 47,747,450 12,708,669 - 20,764,949 20,764,949 4,010,978 March 2018
Canadian Food Safety Information Network 23,238,740 23,684,048 3,426,531 1,532,963 2,430,963 2,430,963 2,238,072 December 2019

Table Notes

Table note 20

Includes funding received through Carry Forward allocations and Supplementary Estimates

Return to table note 20  referrer

User Fees, Regulatory Charges and External Fees

Reporting on the User Fees Act

General and Financial Information by Fee
User Fees

Food Safety Program

Fee Name: Food Safety Program

Fee Type: Regulating

Fee-setting authority: CFIA Act

Year introduced:

Year last amended: 1998

Performance Standard: Inspection activities are to be provided in accordance with corresponding federal regulations.

Performance Results: Inspection activities were provided in accordance with corresponding federal regulations.

Other Information:

Financial Information, 2015-16 (dollars)

2015-2016 (in dollars)
Forecast Revenue Actual Revenue Full Cost
30,705,205 30,437,352 497,956,063

Financial Information, 2016-17, 2017-18 and 2018-19 (dollars)

Planning Years (in dollars)
Planning Year Forecast Revenue Estimated Full Cost
2016-17 31,553,592 496,630,408
2017-18 31,553,592 449,816,509
2018-19 31,553,592 448,135,599

Animal Health & Zoonotics Program

Fee Name: Animal Health & Zoonotics Program

Fee Type: Regulating

Fee-setting authority: CFIA Act

Year introduced:

Year last amended: 1998

Performance Standard: Inspection activities are to be provided in accordance with corresponding federal regulations.

Performance Results: Inspection activities were provided in accordance with corresponding federal regulations.

Other Information:

Financial Information, 2015-16 (dollars)

2015-2016 (in dollars)
Forecast Revenue Actual Revenue Full Cost
2,418,409 2,514,060 186,734,255

Financial Information, 2016-17, 2017-18 and 2018-19 (dollars)

Planning Years (in dollars)
Planning Year Forecast Revenue Estimated Full Cost
2016-17 2,606,259 186,237,133
2017-18 2,606,259 168,681,852
2018-19 2,606,259 168,051,508

Plant Resources Program

Fee Name: Plant Resources Program

Fee Type: Regulating

Fee-setting authority: CFIA Act

Year introduced:

Year last amended: 1998

Performance Standard: Inspection activities are to be provided in accordance with corresponding federal regulations.

Performance Results: Inspection activities were provided in accordance with corresponding federal regulations.

Other Information:

Financial Information, 2015-16 (dollars)

2015-2016 (in dollars)
Forecast Revenue Actual Revenue Full Cost
7,013,108 6,147,791 105,660,677

Financial Information, 2016-17, 2017-18 and 2018-19 (dollars)

Planning Years (in dollars)
Planning Year Forecast Revenue Estimated Full Cost
2016-17 6,373,251 105,379,388
2017-18 6,373,251 95,446,005
2018-19 6,373,251 95,089,335

International Collaboration & Technical Program

Fee Name: International Collaboration & Technical Agreements

Fee Type: Regulating

Fee-setting authority: CFIA Act

Year introduced:

Year last amended: 1998

Performance Standard:

Performance Results:

Other Information:

Financial Information, 2015-16 (dollars)

2015-2016 (in dollars)
Forecast Revenue Actual Revenue Full Cost
13,024,278 12,181,174 43,097,487

Financial Information, 2016-17, 2017-18 and 2018-19 (dollars)

Planning Years (in dollars)
Planning Year Forecast Revenue Estimated Full Cost
2016-17 12,627,898 42,982,753
2017-18 12,627,898 38,931,068
2018-19 12,627,898 38,785,587

Internal Services

Fee Name: Internal Services

Fee Type: Other Products and Services

Fee-setting authority: Access to Information Act

Year introduced:

Year last amended:

Performance Standard:

Performance Results:

Other Information:

Financial Information, 2015-16 (dollars)

2015-2016 (in dollars)
Forecast Revenue Actual Revenue Full Cost
3,946 1,545 1,713,508

Financial Information, 2016-17, 2017-18 and 2018-19 (dollars)

Planning Years (in dollars)
Planning Year Forecast Revenue Estimated Full Cost
2016-17 1,545 1,708,946
2017-18 1,545 1,547,856
2018-19 1,545 1,542,071
Summary of Financial Information for All User Fees and Regulatory Charges 2015-16 (dollars)
Forecast Revenue Actual Revenue Full Cost
Regulatory subtotal 53,161,000 51,280,376 833,448,483
Other products and services subtotal 3,946 1,545 1,713,508
Total, all fee types 53,164,946 51,281,921 835,161,991
Summary of Financial Information for All User Fees and Regulatory Charges, 2016-17, 2017-18 and 2018-19 (dollars)
Planning Year Forecast revenue Estimated full cost
Regulatory subtotal 2016-17 53,161,000 831,229,683
2017-18 53,161,000 752,875,434
2018-19 53,161,000 750,062,028
Other products and services subtotal 2016-17 1,545 1,708,946
2017-18 1,545 1,547,856
2018-19 1,545 1,542,071
Total, all fee types 2016-17 53,162,545 832,938,629
2017-18 53,162,545 754,423,290
2018-19 53,162,545 751,604,100

Reporting on the Policy on Service Standards for External Fees

General Information by Fee
External fee name Service standard Performance results Stakeholder consultation in 2015-16 or prior fiscal years Other information
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) Response provided within 30 days following receipt of request; response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days of receipt of request. Of the 356 requests completed under the ATIA last fiscal year,
207 (58%) were completed in under 30 days;
35 (10%) were completed in 31 to 60 days;
85 (24%) were completed in 61 to 120 days; and
29 (8%) were completed in 121 days or more.
The service standard is established by the ATIA and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board Secretariat for amendments made in 1986 and 1992.

Service Standards for applications for Veterinary Biologics activities

Dossier Review (new submission, change in product formulation or change in label claim)
Canadian Manufacturers
External fee name Service standard Performance results Stakeholder consultation in 2015-16 or prior fiscal years Other information
Review initial submission and prepare response Maximum response time is four months (120 days) Not applicable as no Canadian dossiers completed an initial review during this period. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. To address stakeholder concerns, a phased review system is in place, allowing for initial submission review and response while studies and data are pending.
The next stakeholder consultation is scheduled for November 22, 2016.
Review supplemental data and prepare response Maximum response time is six weeks Summary data not available for fiscal year 2015-2016 as no dossiers completed an initial review during this period as no dossiers completed an initial review during this period. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. To address stakeholder concerns, a phased review system is in place, allowing for initial submission review and response while studies and data are pending.
The next stakeholder consultation is scheduled for November 22, 2016.
American Manufacturers
External fee name Service standard Performance results Stakeholder consultation in 2015-16 or prior fiscal years Other information
Review initial submission and prepare response Maximum response time is four months The Agency reviewed and prepared a response for 50% of the initial submissions within the service standard. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. To address stakeholder concerns, a phased review system is in place, allowing for initial submission review and response while studies and data are pending.
The next stakeholder consultation is scheduled for November 22, 2016.
Review supplemental data and prepare response Maximum response time is six weeks Summary data not available for fiscal year 2015-2016 as no dossiers completed an initial review during this period. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Manufacturers from other countries
External fee name Service standard Performance results Stakeholder consultation in 2015-16 or prior fiscal years Other information
Review initial submission and prepare response Maximum response time is six months The Agency reviewed and prepared a response for 50% of the initial submissions within the service standard. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Review supplemental data and prepare response Maximum response time is six weeks Summary data not available for fiscal year 2015-2016. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Facility Inspections/Audits
External fee name Service standard Performance results Stakeholder consultation in 2015-16 or prior fiscal years Other information
Canadian manufacturers Annual Conducted 100% of the six required audits/inspections of Canadian manufacturers within the service standard Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Canadian importers Minimum every three years Audited/inspected 100% of the 16 Canadian importers within the service standard. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
American manufacturers Minimum every three years Audited/inspected 100% of one U.S. manufacturer of autogenous vaccines or products under the Food and Drug Administration's Export Reform and Enhancement Act. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. For facilities inspected annually and licensed by the U.S. Department of Agriculture, Animal and Plant Health Inspection Service (USDA-APHIS), CCVB may inspect when the product is first licensed in Canada. Subsequent inspections will be arranged as necessary. CCVB may request copies of inspection reports from USDA-APHIS.
The next stakeholder consultation is scheduled for November 22, 2016.
Other non-Canadian manufacturers Minimum every four years Audited/inspected 100% of one Non-Canadian or non-U.S. manufacturers considered a risk within the service standard. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016.

For internationally-based veterinary biologics manufacturer facilities, CCVB will inspect when the product is first licensed in Canada. Subsequent inspections will be arranged as necessary.

The next stakeholder consultation is scheduled for November 22, 2016.

Issuance of Permits, Licenses and Export Certificates Maximum response time is two weeks The Agency renewed 100% of the annual import permits product licences and establishment licences within the service standard.
The Agency processed applications for 99% of the 116 export certificates, and 90% of 230 permits for emergency use within the service standard.
Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Serial Release
External fee name Service standard Performance results Stakeholder consultation in 2015-16 or prior fiscal years Other information
If not tested Maximum response time is 10 working days For serials not requiring testing, CCVB processed 99% of the 275 test report documentation within the service standard. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016 The next stakeholder consultation is scheduled for November 22, 2016.
If tested Maximum response time is 35 days For serials requiring testing, CCVB processed 100% of the six test report documentation within the target determined at the time of serial submission. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Label Review and Approval Maximum response time is four weeks The Agency processed 89% of 103 submissions within the service standard. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Advertising Review and Approval Maximum response time is four weeks
Average response time is two weeks
Not applicable, as the Health of Animals Regulations 135.3 was repealed in 1997 to remove the requirement for pre-approval of advertising Health of Animals Regulation 135.3 was repealed in 1997 to remove the requirement for pre-approval of advertising.
Protocol Review for Efficacy/Safety Studies Maximum response time is 45 days Summary data not available for 2015-16. Other than as components of new product licensing submissions, no efficacy or safety study protocols were submitted for review in 2015-2016. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Production Outline Revisions Maximum response time is four weeks Summary data not available for 2015-16 as no dossiers completed an initial review during this period. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Suspected Adverse Reactions Maximum response time is four weeks Summary data not available for 2015-16 as no dossiers completed an initial review during this period. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Application for Feed Registration and Ingredient Approval
External fee name Service standard Performance results Stakeholder consultation in 2015-16 or prior fiscal years Other information
Timeliness: For 90 percent or more of the applications received Feed Section screens applications within ten days of receiving them. Summary data not available for 2015-16 as no dossiers completed an initial review during this period. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Timeliness: For 90 percent or more of the applications received For products requiring a review of efficacy data, a preliminary review is conducted within 10 days of the screening date, and results are communicated to the applicant. Summary data not available for 2015-16 as no dossiers completed an initial review during this period. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Timeliness: For 90 percent or more of the applications received The laboratory does a desk review of proposed methods of analysis within four weeks of receiving them. If laboratory testing is required, it will be done within 12 weeks of receiving a suitable method and test samples depending on availability of specialized equipment. Summary data not available for 2015-16 as no dossiers completed an initial review during this period. Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Quality The Feeds Regulations are consistently interpreted and applied in registration/approval decisions. 100% Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Quality Information is openly exchanged between clients and evaluation specialists. 100% Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Quality Analytical methods are evaluated for specificity, selectivity, reliability and accuracy, using internationally standardized method validation procedures. 100% Stakeholder consultations were conducted as part of the semi-annual meetings of the Canadian Animal Health Products Regulatory Advisory Committee (CAHPRAC) on June 18, 2015, November 19, 2015 and June 15, 2016. The next stakeholder consultation is scheduled for November 22, 2016.
Destination Inspection Service (Fresh Fruits and Vegetables) The service standard is to respond to 80% of inspection requests within eight working hours of receiving a request and 100% of inspection requests within 24 hours. National Results: 94.5% within 8 hours and 97.9% within 24 hours (National DIS Inspection Results)

The CFIA consults with the Fresh Fruit and Vegetable sector on an ongoing basis, and at least bi-annually with its National Industry Advisory Board, which most recently occurred in March 2016.

DIS service standards and user fees are reviewed every five years. The current DIS user fee came into effect on April 1, 2014.

The most recent consultation on service standards was held from December 13, 2012 to February 21, 2013.

This consultation was conducted online and included posting of the user fee proposal on the CFIA website and providing a link on the Consulting Canadians website, issuing a World Trade Organization notification, engagement with national industry associations and outreach through front-line staff.

The next stakeholder consultation on service standards and user fees will be held April 2019, as per CFIA user fee policy.

Federal Tax Expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures annually in the Report of Federal Tax ExpendituresEndnote xxiii. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational Contact Information

Canadian Food Inspection Agency (CFIA)

1400 Merivale Road,
Ottawa, Ontario K1A 0Y9
Canada
Telephone:  1-800-442-2342 / 1-613-773-2342
Teletypewriter: 1-800-465-7735

Appendix: Definitions

appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Departmental Performance Report (rapport ministériel sur le rendement)
Reports on an appropriated organization's actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.
full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
Government of Canada outcomes (résultats du gouvernement du Canada)
A set of 16 high-level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.
Management, Resources and Results Structure (Structure de la gestion, des ressources et des résultats)
A comprehensive framework that consists of an organization's inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
non-budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
planned spending (dépenses prévues)
For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.

plans (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
priorities (priorité)
Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
program (programme)
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture (architecture d'alignement des programmes)
A structured inventory of an organization's programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
Report on Plans and Priorities (rapport sur les plans et les priorités)
Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.
results (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization's influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome (résultat stratégique)
A long-term and enduring benefit to Canadians that is linked to the organization's mandate, vision and core functions.
sunset program (programme temporisé)
A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.
Whole-of-government framework (cadre pangouvernemental)
Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.

Appendix: Performance Measurement Framework Methodologies

Strategic Outcome

MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SO 1 All Programs Strategic Outcome A safe and accessible food supply and plant and animal resource base

Program 1.1 - Food Safety Program

MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
P 1.1.1 Food Safety Expected Result Risks to the Canadian public associated with the food supply system are mitigated Number of commodity areas where inspected federally-registered establishments meet established compliance targets Agri-food, Meat and Seafood Safety Directorate (Electronic & Manual sources) Count of Commodity Areas that met compliance targets for inspection of federally-registered establishments
P 1.1.2 Food Safety Expected Result Risks to the Canadian public associated with the food supply system are mitigated Percentage of Public Warnings for Class I food recalls that are issued within 24 hours of a recall decision Office of Food Safety and Recall (Electronic & manual sources) [(Total Class I Recalls with Public Warning - Total Greater than 24 hours) / Total Class I Recalls with Public Warning] X 100
P 1.1.3 Food Safety Expected Result Risks to the Canadian public associated with the food supply system are mitigated Percentage of Public Warnings for Class II food recalls that are issued within 24 hours of a recall decision Office of Food Safety and Recall (Electronic & manual sources) [(Total Class 2 Recalls with Public Warning - Total Greater than 24 hours) / Total Class 2 Recalls with Public Warning] X 100
P 1.1.4 Food Safety Expected Result Domestic and imported food products are compliant with Canadian regulations and international agreements Number of commodity areas where tested domestic food products meet established compliance targets Food Safety Division (Electronic & manual sources) Count of Commodity Areas that met compliance targets for tested domestic foods
P 1.1.5 Food Safety Expected Result Domestic and imported food products are compliant with Canadian regulations and international agreements Number of commodity areas where tested imported food products meet established compliance targets. Food Safety Division (Electronic & manual sources) Count of Commodity Areas that met compliance targets for tested imported foods
Sub - Program 1.1.1 - Meat and Poultry
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.1.1.1 Meat and Poultry Expected Result Federally registered meat and poultry establishments meet federal regulations Percentage of inspected federally registered meat and poultry establishments in compliance with federal regulations Meat Inspection Data (Cognos) [(Total #Establishments Inspected - Total #Establishments that received Enforcement letter) / Total #Establishments Inspected] X 100
SP 1.1.1.2 Meat and Poultry Expected Result Meat and poultry products for domestic consumption meet federal regulations Percentage of tested domestic meat and poultry products in compliance with federal regulations Meat Inspection Data (Cognos) [(Total #Domestic Samples tested - Total #Unsatisfactory Domestic samples tested) / Total #Domestic Samples tested] X 100
SP 1.1.1.3 Meat and Poultry Expected Result Meat and poultry products for domestic consumption meet federal regulations Percentage of tested imported meat and poultry products in compliance with federal regulations Meat Inspection Data (Cognos) [(Total #Imported Samples tested - Total #Unsatisfactory Imported samples tested) / Total #Imported Samples tested] X 100
Sub - Program 1.1.2 - Egg
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.2.1 Egg Expected Result Federally registered shell egg establishments meet federal regulations Percentage of inspected federally registered shell egg establishments in compliance with federal regulations Egg Inspection Data (Manual sources) [(Total #Establishments Inspected - Total #Warning Letters/Suspensions/Cancellations) / Total #Establishments Inspected] X 100
SP 1.2.2 Egg Expected Result Shell egg and egg products for domestic consumption meet federal regulations Percentage of tested domestic shell egg and egg products in compliance with federal regulations Egg Inspection Data (Cognos) [(Total #Domestic Samples tested - Total #Unsatisfactory Domestic samples tested) / Total #Domestic Samples tested] X 100
SP 1.2.3 Egg Expected Result Shell egg and egg products for domestic consumption meet federal regulations Percentage of tested imported shell egg and egg products in compliance with federal regulations Egg Inspection Data (Cognos) [(Total #Imported Samples tested - Total #Unsatisfactory Imported samples tested) / Total #Imported Samples tested] X 100
Sub - Program 1.1.3 - Dairy
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.1.3.1 Dairy Expected Result Federally registered dairy establishments meet federal regulations Percentage of inspected federally registered dairy establishments in compliance with federal regulations Dairy Inspection Data (Manual sources) [(Total # establishments inspected – Total #warning letters/suspensions/cancellations*) / Total #establishments inspected] X 100
*Total # warning letters/suspensions/cancellations: Total # of enforcement actions (warning letters are only counted for infractions related to establishments that are NOT in compliance with regulations)
SP 1.1.3.2 Dairy Expected Result Dairy products for domestic consumption meet federal regulations Percentage of tested domestic dairy products in compliance with federal regulations Dairy Inspection Data (Cognos) [(Total #Domestic Samples tested - Total #Unsatisfactory Domestic samples tested) / Total #Domestic Samples tested] X 100
SP 1.1.3.3 Dairy Expected Result Dairy products for domestic consumption meet federal regulations Percentage of tested imported dairy products in compliance with federal regulations Dairy Inspection Data (Cognos) [(Total #Imported Samples tested - Total #Unsatisfactory Imported samples tested) / Total #Imported Samples tested] X 100
Sub - Program 1.1.4 - Fish and Seafood
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.1.4.1 Fish and Seafood Expected Result Federally registered fish and seafood establishments meet federal regulations Percentage of inspected federally registered fish and seafood establishments in compliance with federal regulations Fish, Seafood Inspection Data (Cognos) [(Total #Establishments Audited - Total #establishments with one or more closed unacceptable audits) / Total #Establishments Audited] X 100
SP 1.1.4.2 Fish and Seafood Expected Result Fish and seafood products for domestic consumption meet federal regulations Percentage of tested domestic fish and seafood products in compliance with federal regulations Fish, Seafood Inspection Data (Cognos) [(Total #Domestic Samples tested - Total #Unsatisfactory Domestic samples tested) / Total #Domestic Samples tested] X 100
SP 1.1.4.3 Fish and Seafood Expected Result Fish and seafood products for domestic consumption meet federal regulations Percentage of tested imported fish and seafood products in compliance with federal regulations Fish, Seafood Inspection Data (Cognos) [(Total #Random Import Inspections- Total #Failed random Import inspections) / Total #Random Import Inspections] X 100
Sub - Program 1.1.5 - Fresh Fruits and Vegetables
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.1.5.1 Fresh Fruits and Vegetables Expected Result Federally registered fresh fruits and vegetables establishments meet federal regulations Percentage of inspected federally registered fresh fruit and vegetable establishments in compliance with federal regulations Fresh Fruit and Vegetables Inspection Data (Manual sources) [(Total # establishments inspected – Total #warning letters/suspensions/cancellations*) / Total #establishments inspected] X 100
*Total # warning letters/suspensions/cancellations: Total # of enforcement actions (warning letters are only counted for infractions related to establishments that are NOT in compliance with regulations)
SP 1.1.5.2 Fresh Fruits and Vegetables Expected Result Fresh fruit and vegetable products for domestic consumption meet federal regulations Percentage of tested domestic fresh fruit and vegetable samples in compliance with federal regulations Fresh Fruit and Vegetables Inspection Data (Cognos) [(Total #Domestic Samples tested - Total #Unsatisfactory Domestic samples tested) / Total #Domestic Samples tested] X 100
SP 1.1.5.3 Fresh Fruits and Vegetables Expected Result Fresh fruit and vegetable products for domestic consumption meet federal regulations Percentage of tested imported fresh fruits and vegetables samples in compliance with federal regulations Fresh Fruit and Vegetables Inspection Data (Cognos) [(Total #Imported Samples tested - Total #Unsatisfactory Imported samples tested) / Total #Imported Samples tested] X 100
Sub - Program 1.1.6 - Processed Products
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.1.6.1 Processed Products Expected Result Federally registered processed products establishments meet federal regulations Percentage of inspected federally registered processed products establishments in compliance with federal regulations Processed Products Inspection Data (Manual sources) [(Total # establishments inspected – Total #warning letters/suspensions/cancellations*) / Total #establishments inspected] X 100
*Total # warning letters/suspensions/cancellations: Total # of enforcement actions (warning letters are only counted for infractions related to establishments that are NOT in compliance with regulations)
SP 1.1.6.2 Processed Products Expected Result Processed products for domestic consumption meet federal regulations Percentage of tested domestic processed products in compliance with federal regulations Processed Products Inspection Data (Cognos) [(Total #Domestic Samples tested - Total #Unsatisfactory Domestic samples tested) / Total #Domestic Samples tested] X 100
SP 1.1.6.3 Processed Products Expected Result Processed products for domestic consumption meet federal regulations Percentage of tested imported processed products in compliance with federal regulations Processed Products Inspection Data (Cognos) [(Total # Imported Samples tested - Total # Unsatisfactory Imported samples tested) / Total # Imported Samples tested] X 100
Sub - Program 1.1.7 - Imported and Manufactured Food Products
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.1.7.1 Imported and Manufactured Food Products Expected Result Risks to the Canadian public associated with imported and manufactured food (IMF) products are mitigated Percentage of major health risks in the imported and manufactured food sector that are addressed through the annual update to food safety inspection programs Imported & Manufactured Food Inspection Data (Manual sources) [(#Major IMF health risks identified by the IMF Program that are addressed in inspection strategies) / #Major IMF health risks identified by the IMF Program] X 100
SP 1.1.7.2 Imported and Manufactured Food Products Expected Result Risks to the Canadian public associated with imported and manufactured food (IMF) products are mitigated Percentage of inspected IMF products with accurate net quantity, composition, labelling and advertising Imported & Manufactured Food Inspection Data (Sprint) [Total #Satisfactory assessments / Total #Assessments] X 100

Program 1.2 - Animal Health and Zoonotics Program

MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
P 1.2.1 Animal Health and Zoonotics Program Expected Result Risks to Canadians from the transmission of animal diseases to humans are minimized Number of reportable animal diseases that have entered into Canada via specified regulated pathways Animal Health Programs, Science (Electronic and manual source) Count of notifications confirming entry of reportable Animal Diseases from Animal Products and By-Products, and Live Animals and Germplasm areas
P 1.2.2 Animal Health and Zoonotics Program Expected Result Risks to Canadians from the transmission of animal diseases to humans are minimized Percentage of cases where investigations were completed following the positive identification of a reportable zoonotic disease Animal Health Programs, Science (Electronic and manual source) [Number of investigations completed following suspicion or positive identification / Number of investigations started following suspicion or positive identification for reportable zoonotic diseases for which CFIA has a control program] X 100
P 1.2.3 Animal Health and Zoonotics Program Expected Result Domestic and imported animals and animal products are compliant with Canadian regulations and international agreements Percentage of legally exported animal and animal product shipments destined for foreign markets that meet certification requirements Animal Health Programs (Electronic and manual source) [(Number of animal and animal product shipments that were legally exported with an export certificate - Number that were rejected by destination country) / Number of animal and animal product shipments that were legally exported with an export certificate] x 100
P 1.2.4 Animal Health and Zoonotics Program Expected Result Domestic and imported animals and animal products are compliant with Canadian regulations and international agreements Canada's status on the OIE disease risk status lists remains either "free, "controlled risk" or "negligible risk" OIE Website Status Maintained
P 1.2.5 Animal Health and Zoonotics Program Expected Result Risks to the Canadian animal resource base are mitigated Percentage of cases where investigations were completed following the positive identification of a reportable animal disease Animal Health Programs, Science (Electronic and manual source) [Number of investigations completed following positive identification / Number of investigations started following positive identification for reportable animal diseases for which CFIA has a control program] X 100
P 1.2.6 Animal Health and Zoonotics Program Expected Result Effective preparedness to prevent, control, and eradicate transboundary diseases and emerging diseases Manuals for CFIA officials are updated as needed Animal Health Programs (Electronic and manual source) Number of manuals updated compared to Number of manuals requiring updates
P 1.2.7 Animal Health and Zoonotics Program Expected Result Effective preparedness to prevent, control, and eradicate transboundary diseases and emerging diseases Number of emergency preparedness simulation exercises and drills in which CFIA participates Animal Health Programs (Electronic and manual source) Count of emergency preparedness exercises and drills in which CFIA participates
P 1.2.8 Animal Health and Zoonotics Program Expected Result Disease outbreaks in Canada are promptly and effectively responded to Percentage of detections of reportable transboundry diseases and significant emerging in which an investigation was commenced in a timely fashion Animal Health Programs, Science (Electronic and manual source) [Number of timely commencements for investigations of detections of reportable animal diseases for which CFIA has a control program / Number of all investigations started for detections of reportable animal diseases for which CFIA has a control program] X 100
P 1.2.9 Animal Health and Zoonotics Program Expected Result Disease outbreaks in Canada are promptly and effectively responded to Percentage of cases where CFIA communicated with key stakeholders in a timely fashion following the confirmation of a transboundry or significant emerging disease Animal Health Programs (Electronic and manual source) [Number of cases where key stakeholders were communicated with in a timely fashion / Number of key stakeholder communications following the confirmation of a reportable animal disease or significant emerging disease] X 100
Sub - Program 1.2.1 - Terrestrial Animal Health
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.2.1.1 Terrestrial Animal Health Expected Result Federally registered veterinary biologics establishments meet federal regulations Percentage of inspected federally registered veterinary biologics establishments in compliance with federal regulations Terrestrial Animal Health Programs (Electronic and manual source) [Number of inspected federally registered veterinary biologics establishments in compliance / Number of establishments inspected] X 100
SP 1.2.1.2 Terrestrial Animal Health Expected Result Veterinary biological products in compliance with federal regulations Percentage of tested veterinary biological products in compliance with federal regulations Terrestrial Animal Health Programs (Electronic and manual source) [Number of regulated veterinary biological products in compliance / Number of products tested] X 100
SP 1.2.1.3 Terrestrial Animal Health Expected Result Animals in Canada are transported humanely Percentage of inspected live loads in compliance with humane transport standards Terrestrial Animal Health Programs (Electronic and manual source) [Number of inspected live loads in compliance / Number of live loads inspected] X 100
Sub - Program 1.2.2 - Aquatic Animal Health
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.2.2.1 Aquatic Animal Health Expected Result Domestic aquatic animals and their products are compliant with Canadian regulations and meet the standards of international agreements Percentage of certified aquatic animal and aquatic animal product shipments that meet the receiving country's import requirements Aquatic Animal Health Program (Manual and Electronic sources) [(Number of certificates issued for certified products - Number of instances where foreign import requirements were not met (monitored based on country refusal of Canadian goods)) / Number of certificates issued for aquatic animals and animal products] X 100
SP 1.2.2.2 Aquatic Animal Health Expected Result Risks to the Canadian aquatic animal resource base are mitigated Number of reportable aquatic animal diseases that have entered into Canada via specified regulated pathways Animal Aquatic Animal Health division (Electronic and Manual sources) Count of reportable aquatic animal diseases that have entered Canada via regulated pathways Methodology: Clients are required under the Health of Animals Regulations Section 5 to report suspicion of disease. Each report is investigated, an Aquatic Questionnaire form is filled in and recorded in an excel spreadsheet. To determine the number of diseases that enter via regulated pathways requires a count of the Aquatic reports at the end of the year. Currently the count just includes the import regulated pathway as the domestic NAAHP program has not been implemented as a regulated pathway.
Sub - Program 1.2.3 - Feed
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.2.3.1 Feed Expected Result Feed establishments meet federal regulations Percentage of inspected feed establishments in compliance with Feeds Regulations and Health of Animals Regulations (Feed Ban), after follow-up, not including labelling tasks Animal feed division (Electronic and Manual sources) [(Number of active facilities - Number of facilities with open, overdue Corrective Action Requests (CARs) not associated with labelling) / Number of active facilities] X 100
SP 1.2.3.2 Feed Expected Result Feed labels meet federal regulations Percentage of inspected feed facilities in compliance with Feeds Regulations and Health of Animals Regulations (Feed Ban), after follow-up, when assessed against inspection tasks associated with labelling Animal feed division (Electronic and Manual sources) [(Number of active facilities - Number of facilities with open, overdue Corrective Action Requests (CARs) associated with labelling) / Number of active facilities] X 100

Program 1.3 - Plant Resource Program

MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
P 1.3.1 Plant Resource Program Expected Result Risks to the Canadian plant resource base from imported plants and plant products are mitigated Number of regulated foreign plant pests that enter into Canada through regulated pathways and establish themselves Plant Health & Biosecurity Directorate (Electronic & Manual Collection) Count of reported detections of regulated pests not previously known to be present in Canada which have entered Canada via a regulated pathway and established themselves
P 1.3.2 Plant Resource Program Expected Result Domestic plants and plants products are compliant with Canadian regulations and international agreements Percentage of domestic seed, crop inputs and plants with novel traits in compliance with Canadian regulations and international agreements Plant Health & Biosecurity Directorate (Electronic & Manual Collection) [Number of tested domestic seed, inspected plants with novel traits, and inspected fertilizer and supplement products in compliance / Number of inspected products] x 100%
P 1.3.3 Plant Resource Program Expected Result Confirmed introductions of quarantine pests in Canada are contained and risk-mitigated (e.g. through the issuance of Notices of Prohibition of Movement, Quarantine, up to and including the issuance of Ministerial Orders) Percentage of confirmed introductions of quarantine pests for which notices are issued Plant Health & Biosecurity Directorate (Electronic & Manual Collection) [Number of notices issued by Operation Staff for pests listed in the NAPPO Official Pest Reports for Canada / Number of pests listed in the NAPPO Official Pest Reports for Canada] x 100%
P 1.3.4 Plant Resource Program Expected Result Confirmed introductions of quarantine pests in Canada are contained and risk-mitigated (e.g. through the issuance of Notices of Prohibition of Movement, Quarantine, up to and including the issuance of Ministerial Orders) Percentage of notices issued in a timely manner Plant Health & Biosecurity Directorate (Electronic & Manual Collection) [Number of notices issued in a timely manner / Number of confirmed notices issued] X 100
P 1.3.5 Plant Resource Program Expected Result Canadian exports of plants and plant products meet the country of destination regulatory phytosanitary import requirements and Canada's reputation is maintained Percentage of certified plants and plant products shipment (lots) that meet the country of destination phytosanitary import requirements Plant Health & Biosecurity Directorate (Electronic & Manual Collection) [(Number of phytosanitary certificates issued by CFIA - Number of Notices of Non-compliance issued by foreign countries for shipments where CFIA issued a phytosanitary certificate) / Number of phytosanitary certificates issued by CFIA] x 100
Sub - Program 1.3.1 - Plant Protection
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.3.1.1 Plant Protection Expected Result Pre-border plant pest risks are mitigated Percentage of inspected shipments from off-shore system approaches or pre-clearance programs in compliance with federal regulations Plant Health & Biosecurity Directorate (Electronic & Manual Collection) [Number of inspected shipments from off-shore systems or pre-clearance in compliance / Number of inspected shipments from off-shore systems or pre-clearance] X 100
SP 1.3.1.2 Plant Protection Expected Result At-Border plant pest risks are mitigated Percentage of pre-arrival documentation that is in compliance with plant pest-related import requirements Plant Health & Biosecurity Directorate (Electronic & Manual Collection) [Number of instances where pre-arrival documentation are in compliance / Number of pre-arrival documents reviewed] X 100
SP 1.3.1.3 Plant Protection Expected Result Post-border plant pest risks are mitigated Percentage of new pests detections that have a science based management plan initiated within one year Plant Health & Biosecurity Directorate (Electronic & Manual Collection) [Number of new pest detections from previous fiscal year that have a science based management plan initiated within one year / Number of new pest detections from previous fiscal year] X 100
Sub - Program 1.3.2 - Seed
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.3.2.1 Seed Expected Result Seed complies with federal regulations Percentage of tested domestic pedigreed seed lots in compliance with federal regulations Seed Program/Saskatoon Laboratory, Seed Science and Technology Section Database (Electronic sources) [Number of tested domestic pedigreed seed lots in compliance / Number of tested domestic pedigreed seed lots] X 100
SP 1.3.2.2 Seed Expected Result Seed complies with federal regulations Percentage of authorized confined releases of Plants with Novel Traits (PNTs) into the Canadian environment that are in compliance with the authorized conditions FileMaker Pro 9 (Electronic sources) [Number of authorized confined releases of PNTs in compliance / Number of authorized confined releases of PNTs] X 100
Sub - Program 1.3.3 - Fertilizer
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.3.3.1 Fertilizer Expected Result Fertilizer and supplement products meet federal regulations Percentage of inspected fertilizer and supplement products in compliance with federal regulations (Fertilizers Regulations) Fertilizer Program (Electronic and manual sources)
Operations Planning Module & Laboratory Sample Tracking System etc.
[Number of inspected fertilizer and supplement products in compliance/ Number of inspected products] x 100%
SP 1.3.3.2 Fertilizer Expected Result Fertilizer and supplement products meet federal regulations Percentage of submissions reviewed within the prescribed service delivery standards Fertilizer Program (Electronic and manual sources - MS Access file tracker database) [Number of submissions reviewed that meet service standards/ Number of submissions reviewed] x 100%
Sub - Program 1.3.4 Intellectual Property Rights
MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
SP 1.3.4.1 Intellectual Property Rights Expected Result Plant breeders develop new varieties for the Canadian market Percentage of Plant Breeders' Rights applications that reach approval and are granted rights Plant Breeders' Rights Office (Electronic source) [Total delays in publishing (days) / 365] x100

Program 1.4 - International Collaboration and Technical Agreements

MRRS Level MRRS Id Program Name Type Selection Strategic Outcome / Expected Result Outcome / Performance Indicator Data Source Methodology
P 1.4.1 International Collaboration and Technical Agreements Expected Result Canadian interests are reflected in science-based international rules, standards, Free Trade Agreements, and technical arrangements through effective participation in sanitary and phytosanitary (SPS) negotiations and International Standards Setting Bodies (ISSB) such as Codex, OIE, and IPPC Number of key sanitary and phytosanitary negotiations and international standards setting bodies meetings where the CFIA promoted Canada's interests Electronic and manual sources Count of key sanitary and phytosanitary negotiations and international standard setting body meetings where the CFIA clearly articulated Canadian positions and promoted Canada's interests.
P 1.4.2 International Collaboration and Technical Agreements Expected Result International markets are accessible to Canadian food, animals, plants, and their products Number of unjustified non-tariff barriers resolved. Electronic and manual sources Compilation of market access successes (for export) throughout the year (i.e. access gained, regained or maintained by: agreed certificates, equivalency agreement or other form of bilateral agreements)
P 1.4.3 International Collaboration and Technical Agreements Expected Result International regulatory cooperation, relationship building and technical assistance activities that are inline with the CFIA's mandate Number of senior level CFIA-led committees with foreign regulatory counterparts Electronic and manual sources Count of senior level CFIA-led committees with foreign regulatory counterparts (extrapolated from indicator text)
P 1.4.4 International Collaboration and Technical Agreements Expected Result International regulatory cooperation, relationship building and technical assistance activities that are inline with the CFIA's mandate Number of CFIA led technical assistance activities provided to foreign national governments Electronic and manual sources Number of technical assistance requests, triaged, considered and approved by Intra-Agency Technical Assistance Committee for delivery by the Agency

Endnotes

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