MAF IV Opportunity for Improvement

2.1 Extent to which the organization's Strategic Outcomes and PAA are consistent with its mandate

• There is room to improve the clarity and measurability of the strategic outcomes –”protection of consumers through a fair and effective food, animal and plant regulatory regime that supports competitive domestic and international markets”; and “protection from preventable health risks related to food safety or the transmission of animal diseases to humans”.

2.2 Clarity and measurability of the organization's strategic outcomes

• The agency should confirm a sound corporate performance framework by improving the clarity and measurability of strategic outcomes to ensure alignment with the agency's mandate.
• CFIA currently has no performance indicators for strategic outcomes.

ED, Corporate Secretariat:

• Revise the structure, scope and wording of the CFIA's Strategic Outcomes to improve clarity and measurability.
• Develop an updated Management, Resources and Results Structure (MRRS), which includes an updated Program Activity Architecture (PAA) and associated Performance Measurement Framework (PMF).

ED, Audit, Evaluation and Risk Oversight (AERO):

• Review and signoff on the draft Performance Measurement Framework and table with CFIA Audit Committee.

Ongoing – Strategic Outcomes were revised as part of TBS' Management, Resources and Results Structure (MRRS) Policy implementation. Further revisions are underway, based on CFIA management discussion and recommendations from TBS.

Ongoing – Updated the PAA and associated PMF for 2008-09 (at the Program Activity level) as a part of MRRS Policy implementation. Work is ongoing to further update the PAA and PMF to better reflect the CFIA's planning and reporting needs and MRRS Policy requirements.

This action item is dependent on completion of the actions above.

MAF IV Opportunity for Improvement

3.2 Extent to which Reports on Plans and Priorities and Departmental Performance Reports are aligned and based on the approved MRRS

• The Agency requires an increased focus on results to effectively report on Program Activity level performance

Other Management Priorities

3.1 Extent to which accountabilities of senior officials and internal decision-making structures are aligned to the organization's strategic outcomes

• The Agency could better link committee terms of reference to strategic outcomes

ED, Corporate Secretariat:

• Update the Report on Plans and Priorities (RPP) and Departmental Performance Report (DPR) structures and content to increase focus on results at the Program Activity level.

ED, Corporate Secretariat:

• As a part of MRRS Policy implementation, update the CFIA's governance structure to align with the updated Strategic Outcomes and PAA.

ED, Audit, Evaluation and Risk Oversight (AERO):

• Ensure that the governance assessment is in compliance with the new Internal Audit Policy

Completed – CFIA's 2008-09 RPP focuses on strategies to mitigate risks and achieve expected results at the Program Activity level, and the 2007-08 DPR will have a similar structure.  The DPR framework has been developed and facilitates performance reporting at the Program Activity level.

Ongoing – CFIA's governance structure has been updated to enable more effective discussion and decision-making with respect to management issues, policy and program design/delivery, operations and emergency management, science and technology development, and resource/business management. Due to the nature of the Agency's work and organizational structure, there is not a one-to-one match between the governance structure and the PAA, but the structure and senior management representation within the structure supports decision-making across program activities.

Ongoing – Governance issues are being assessed in the context of preparations for the holistic opinion of key controls as set out by the Government of Canada Policy on Internal Audit.  An overview of existing governance arrangements is currently underway and will be completed in June 2008.

MAF IV Opportunity for Improvement

7.1 Extent to which integrated management information from financials, HR, payroll, asset and real property and program performance information systems are readily accessible for corporate decision-making

• The Agency should be able to demonstrate that performance information is used to assess value for money and support proposed investments and potential reallocations
• It is not clear if integrated management information is being used consistently and whether performance information supports proposed investments and potential reallocations
• Value for money is being addressed in some areas.  However, it is not clear how the results have been addressed

7.2 Extent to which clear and integrated performance expectations in the RPP are tracked and reported on in the DPR

• It is not clear in public performance reports how risks and challenges affected plans or performance expectations.
• Reporting in the RPP would be enhanced if the narrative provided evidence that CFIA is measuring the improvement it is making year-over-year in addressing key risks.

ED, Corporate Secretariat:

• Develop performance management communication/training tools and programs.
• Complete short term PMF system/data improvements and develop a long term PMF system improvement strategy.
• Develop strategic indicators and targets for the entire Agency, including branch level indicators

ED, Audit, Evaluation and Risk Oversight (AERO):

• Conduct audits of the performance information systems as per the new TBS Internal Audit Policy and evaluations as per the TBS Evaluation Policy.

Chief Information Officer:

• Finalize development of the enterprise reporting framework and implement the system on a pilot basis for one program (Fish).  The objective is to produce more useful and integrated program information at both the management and operational levels, which can be used for decision making in day-to-day operations and to inform strategic planning and priority-setting.
• Develop base architecture for enterprise reporting for other program areas.

VP, Finance, Administration and Information Technology (FAIT):

• Identify programs/systems that could be phased out/redesigned in order to better align Agency resources and high priority risks.
• Identify opportunities to reallocate resources to high priority risks where gaps exist.

ED, Corporate Secretariat:

• Enhanced reporting in the RPP/DPR with respect to how risks/challenges affect planning and delivery of plans against performance expectations
• Updated RPP/DPR structure to enable better alignment of the two reports and enhanced integration of the Corporate Risk Profile

ED, Audit, Evaluation and Risk Oversight (AERO):

• Review and update the CFIA's Corporate Risk Profile.

Ongoing – Corporate Secretariat has developed tools (best practices, templates, training sessions, common lexicon, etc.)  to facilitate consistent, useful performance management within the Agency.

Ongoing – The CFIA has updated the PMF system and made improvements to key performance indicators in order to meet current management needs. A project charter and business case have been developed for long-term system improvement, and funding has been approved for 2008-09.

Ongoing – as a part of PAA and PMF renewal, performance indicators are being validated and renewed at all levels of the PAA.

Ongoing – An examination of the Agency's processes for establishing, monitoring and reporting on performance indicators will be completed in early 2008-09 and recommends improvements to the planning and reporting processes, which are the basis of integrated performance information.

Completed – CFIA has developed an Information Management and Information Technology (IM/IT) Strategy that generated the development of an Enterprise and Operational Reporting Framework.  The Framework has resulted in a pilot reporting portal for the Fish Program.

Completed – A Project Charter is being developed, and the base architecture and infrastructure are in place for enterprise reporting for other program areas.

Completed – The CFIA completed its Strategic Review and results were incorporated in Budget 2008.

Completed – Section I of the CFIA's 2008-09 Report on Plans and Priorities describes the CFIA's operating environment and identifies risks, challenges and opportunities with respect to achieving expected results.

Completed – The revised Corporate Risk Profile was integrated into the CFIA's 2008-09 Report on Plans and Priorities. The risk context was communicated for each Program Activity, and strategies to mitigate risks and achieve expected results were articulated. The Agency will strive to continually improve alignment between the RPP and DPR and to effectively integrate risk into corporate planning.

Completed – The Corporate Risk Profile has been completed. The mitigation strategies are being enhanced prior to full embedding in 2008/09 planning and reporting process. (Expected completion mid-April) Results will be monitored via normal Agency planning and reporting mechanisms and results reported in DPR.

MAF IV Opportunity for Improvement

12.2 Degree of implementation of an IM strategy which, for large departments, is based upon a capacity assessment

• The agency should develop an agency-wide strategy for information management

12.5 Extent to which critical information is secure and an effective privacy regime is in place, monitored and managed

• CFIA is only partially compliant with the Standard for Management of Information Technology Security.  Weaknesses still exist in the system development life cycle, in formalizing its incident and vulnerability management practices, and in business continuity planning.  Over the next year, CFIA should address the remaining deficiencies and achieve full compliance with the standard by March 2008.
• Deficiencies were noted in CFIA's security measures to protect personal information

Other Management Priorities

12.3 Timeliness and completeness of reporting in support of access and privacy requirements

• CFIA's chapter in the TBS Info Source publication requires revisions to its information holdings
• The Departmental Annual Report to Parliament on the administration of the Access to Information and Privacy Acts did not include the required information on the extent of any data matching activities

Chief Information Officer:

• Develop an Agency-wide IM Way Forward, including confirmation of current policies, rules and criteria; enhanced capacity to efficiently manage information holdings; development of a communications/training strategy and plan; and development of a corporate data dictionary that will provide a single repository of comprehensive information on the data the Agency collects and how it is used. The objective is to address government-wide requirements for information management, and to ensure that the Agency is able to meet its obligations in accordance with the Access to Information and Privacy Acts.
• Address gaps with respect to MITS as part of the ongoing development of IT security within the Agency, including the move to the new Data Centre.  This includes addressing MITS gaps (e.g., system development life cycle, incident and vulnerability management practices, business continuity planning).

ED, Corporate Secretariat:

• Address gaps in reporting in support of access and privacy requirements.
• Prepare updates of descriptions of Agency information holdings and Personal Information Banks.
• Implement an adequate process for reporting 8(2) disclosures where the Agency released personal information without consent of the individual.
• Update the Annual Report for Privacy and Access to Information.

Ongoing – CFIA has started the IM Way Forward Project definition.  When completed, this project will address deficiencies in existing IM tools, increase awareness, provide enterprise and operational reporting support to all programs, and will introduce data stewardship within its Business Lines.

CFIA has developed IM awareness documentation to inform and sensibilize its staff on their responsibility and accountability in regards to the information they create and receive.  Additionally, CFIA has reviewed its Electronic Document Management System and is now aligning it to better support its business activities and its accountability to manage its information holdings.

There are 9 areas of compliance as per the CFIA's Management of Information Technology Security (MITS) Action Plan. The Agency and TBS have agreed that the Agency only needs to meet full compliance on 5 of these areas. The remaining 4 can be addressed for CFIA's move to the Skyline complex.

Completed – 5 areas of compliance: Organization, IT Policy/Directives, IT Resources, Threat and Risk Assessment (TRA) only on identified Mission Critical Systems Awareness.

Ongoing – 4 areas of compliance: System development life cycle – July 2009, incident management, business continuity planning – October 2008 will be addressed for CFIA's move to the Skyline complex.

Ongoing – No governance committee has been established.  The CFIA's ATIP Office has addressed the gaps in reporting by following the Treasury Board Secretariat's Implementation Report No. 107, which indicates all mandatory reporting requirements that will be evaluated. The ATIP Office will continue to follow all of the Treasury Board Secretariat's Implementation Reports for future Annual Reports to Parliament.

Ongoing – The ATIP Office facilitated the updates for the 2007-2008 Info Source publication. The ATIP Office will continue to facilitate updates as required, including updates of descriptions of Agency information holdings and Personal Information Banks.

Ongoing – The ATIP Office currently reports 8(2) disclosures in its Annual Report to Parliament.  The ATIP Office will continue to evaluate and address any gaps in the 8(2) disclosure process at the Agency

Completed – Annual Report on the Access to Information Act and the Privacy Act was updated and tabled in Parliament in October 2007.

Carried forward from MAF III Action Plan

• There is no evidence to support demonstrated compliance with delegated contracting authorities and conditions identified by Treasury Board policy.
• There is not enough evidence of existence of challenge function within CFIA of contracts and contracting process.

VP, Finance, Administration and Information Technology (FAIT):

• Develop mandatory courses for all senior level procurement and contracting staff.

Completed – The CFIA has an effective process that ensures compliance with Government of Canada regulations and directives and has a framework in place (Contract Review Committee) for reviewing and challenging contract proposals. Contracting delegations are linked to the senior contracting position. To support this delegation, senior contracting officers are enrolled in the Professional Development and Certification Program for Procurement. Participation in the Certification Program will ensure senior officers continually improve their knowledge and abilities.

Carried forward from MAF III Action Plan

• The assessment concluded that the CFIA lacks evidence of internal audit plan for review of internal management policies, practices and controls of transfer payment programs, as well as a lack of evidence that the Agency is performing regular audits of transfer payment programs and follow-up.

VP Finance, Administration and Information Technology (FAIT):

• Establish polices and procedures for managing Federal Assistance Program (FAP) contribution agreements within the Agency. FAP is a program that provides a vehicle whereby the CFIA's program managers can broaden their reach by supporting collaborative initiatives that will strengthen the underlying science, improve the national and international regulatory framework and improve the effectiveness of the food inspection system.  FAP allows for contributions to be made to global research organizations that support the Agency's mandate.

Completed – Procedures were developed and are in place to manage the FAP contribution agreements within the Agency. The CFIA assessed whether there was a need to develop its own transfer payment policy and concluded that there are no significant gaps between CFIA's process for managing contribution agreements and that of the TBS Transfer Payment Policy.

MAF IV Opportunity for Improvement

18.1 Quality of audit plans (risk-based, appropriate approvals, methodology, continuity with previous years, adequacy of detail on activities and costs)

• The internal audit plan could be improved to demonstrate the application of the methodology; include details of carry-over projects; and, ensure there is information on the timing of projects and resource constraints.
• Internal audit reports could be improved by ensuring that management action plans are complete.

Carried forward from MAF III Action Plan

• Proposed audit work of 2005-07 Risk-based Audit Plan not well enough defined and more explanation of the risk and materiality associated with planned projects is required.

ED, Audit, Evaluation and Risk Oversight (AERO):

• Have discussions with the TBS to clarify expectations with respect to internal audit planning; update the current risk-based audit plan and take necessary action.

ED, Audit, Evaluation and Risk Oversight (AERO):

• Proceed with staffing of vacant positions to build capacity to support the implementation plan for the new TB Internal Audit Policy and associated business case, which were completed in 2006-07.

Completed – A risk-based internal audit plan was prepared for 2006-09, and the methodology and rationale used to conduct the suggested audits is clearly identified in the document. The audit plan is updated annually based on risk assessments carried out by the Internal Audit Directorate and is reviewed and approved by the CFIA's Audit Committee.

Ongoing – Supported by information originating from the MAF V assessment and as an integral part of the 2006-09 plan, additional work has been done to refine the audits to be carried out in 2008-09, preliminary survey assessments in the areas of IM/IT and financial management.

Completed – Audit reports include management action plans to address recommendations included in the reports.  A robust audit follow-up process ensures recommended actions are undertaken.  The follow-up process is periodically presented to CFIA's Audit Committee for review and consideration.

Ongoing – This activity has been carried over from the MAF III Action Plan. A new manager and six audit positions have been filled.  Additional hiring is expected to staff the Internal Audit Directorate in accordance with its approved organization chart.

MAF IV Opportunity for Improvement/Carried forward from MAF III Action Plan

19.4 Accessibility to government services in both official languages

• CFIA must continue its efforts to improve linguistic capacity in its offices with the obligation to provide service to the public in both official languages, as 18 of its 82 offices designated as having the obligation to provide service to the public in both official languages do not yet have resources capable  of serving in French.

Carried forward from MAF III Action Plan

• The assessment concluded that CFIA would benefit from improving responsiveness to client needs as well as partnering with other jurisdiction or organization to achieve more client-centric/cost effective service delivery.

VP, Operations with support from VP, Human Resources

• Improve the Agency's capacity to provide services in both official languages by 10% each year from 2006-2009.

VP Operations and VP  Programs (for Destination Inspection Service):

• CFIA will create a joint working group with the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) to implement the Memorandum of Agreement on the Collaboration in the Delivery of Public Services.  More specifically, the working group will focus on creating an integrated meat inspection system, including the harmonization of meat regulation.

Ongoing – As at March 31, 2007, a total of 20 offices had no bilingual capacity, reduced to 16 at February 2008. Operations Branch and HR Branch continue to implement actions to improve bilingual capacity and/or work with the Canada Public Service Agency to remove the obligation for those premises (e.g. CFIA labs) that do not provide service to the public. Of the 16 offices with no bilingual capacity, all have implemented administrative measures

Ongoing – The CFIA and OMAFRA are working together on the development of a common Meat Hygiene Standard. Based on the work from the study, further consultations have been planned to provide additional details.

Carried forward from the MAF III Action Plan

• The CFIA provides performance standard and result information for all user fees listed in its departmental performance report (DPR). The standards however do not appear to be described in terms that would be most meaningful to paying stakeholders.

VP Finance, Administration and Information Technology (FAIT), VP Operations, and VP Programs

• Develop a strategy for the management of user fees and service standards, consistent with the User Fees Act and the TBS Policy on Service Standards, in support of the CFIA's broader policies and objectives.
• Update performance standards and result information in the DPR so that descriptions are clear and meaningful to paying stakeholders.

Ongoing – The cost recovery moratorium on user fees is still in progress.

CFIA has met with TBS to develop a specific path forward to meet the TBS Policy on Service Standards given the current moratorium on user fees. Efforts will likely focus on the beef/pork sectors, the Agency's largest inspection program.

Also, the CFIA has been an active participant in interdepartmental discussions on the review of TBS' Policy on Service Standards. The Agency has acknowledged the need to review the consistency of application of service standards currently in place, along with the development and implementation of new service standards.

Other Management Priorities

• Implement a workforce renewal plan

Vice President, Human Resources:

• Develop an overall HR Renewal Strategy including initiatives supporting recruitment, leadership development, capacity building, employee engagement and HR infrastructure that supports the overall Agency Strategic Vision.

Ongoing – A short-term renewal plan for 2007-08 was approved by the Executive Management Committee in fall 2007, and action is under way to meet targeted results by March 31, 2008. In 2007-08, consultations with employees took place across the country on developing a long-term Renewal Plan for 2008-13. Over 175 employees participated in face-to-face meetings and over 2,000 employees completed an online consultation survey to provide input to the long-term CFIA Renewal Plan which will be developed and communicated to employees by March 31, 2008. The renewal plan is integrated with 2008-09 business priorities.