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4. Other Items of Interest
4.1 Sound Agency Management
Sound management practices and good governance are the cornerstone for successful program delivery. The CFIA has been commended by Treasury Board Secretariat (TBS) for its excellence in management practices, and for meeting its accountabilities related to the delivery of its core mandate and program delivery.
In the fall of 2007, the CFIA conducted an in-depth review of the funding, relevance, and performance of all its programs and spending to ensure results and value for money from programs that are a priority for Canadians. Certain program changes related to equipment purchases, import document review, pre-market label approval, etc., which will be phased in gradually over the next few years, will better position the CFIA to meet Government priorities by providing programs and services that are streamlined and better focussed on the Agency’s core mandate.
Also, the Management Accountability Framework (MAF) is a tool designed with the intent to achieve/improve on sound management practices and to provide Deputy Heads with the state of management practices in their organisations. The MAF attempts to identify the strength and weaknesses of organisations to enable identification of management priorities.
MAF Assessments are conducted annually by the TBS. Background information on the MAF can be found at: http://publiservice.tbs-sct.gc.ca/maf-crg/index_e.asp
In striving for excellence in all areas of management, the Agency is a strong supporter of the MAF. The CFIA recognises the need for sustained improvement and pro-actively demonstrates its capacity to build on its successes and its lessons learned. In 2007–2008, the CFIA received 5 “Strong”, 12 “Acceptable” and 3 “Opportunities for Improvement” ratings from the TBS MAF V Assessment.49 The Agency develops a yearly MAF Action Plan to re-dress the areas with an opportunity for improvement rating. The CFIA also includes in the MAF Action Plan, other areas of management that have received an Acceptable rating from TBS but, feels that it has the ability and capability to seek excellence on its management practices. The agency is currently working on its annual Action Plan to improve upon its overall ratings. This plan will be made available on the CFIA Web Site once it has been completed at http://www.inspection.gc.ca/english/agen/mangese.shtml
Key management initiatives were identified in the 2007–2008 Plans and Priorities to ensure sound agency management. The CFIA has reported progress on these key management initiatives through the MAF Assessments. More information on the results of the Assessment, information is available on the TBS web site at: http://www.tbs-sct.gc.ca/maf-crg/assessments-evaluations/2006/ica/ica_e.asp.
Figure 8 provides an overview of CFIA’s MAF V results as compared to that achieved in MAF IV. Also found under the GoC Mean column is information which provides a comparison of the Agency’s performance against other Government departments and agencies.
The Agency will also focus on continued implementation of the CFIA Renewal Plan 2008–2013, which focuses on key themes including, recruitment, retention, learning and leadership, and development, as well as a supportive HR management architecture. The Plan was developed in consultation with over 2,000 employees in person and on-line and marks an important partnership between the Agency and its employees. It was released on March 31, 2008 and addresses a 2007–2008 Public Service Renewal priority. The 2008–2009 Renewal Plan commitments have been approved and are well underway.
The plan can be found on the Agency website at: http://www.inspection.gc.ca/english/hrrh/renplan/renplane.shtml
4.2 Details of Summary of Performance Results
Section 1.5.2 provides a Summary of Performance Results and Spending. A summary of the Agency’s performance for three of its strategic outcomes (SO) in relation to their targets is provided in Section 2 of this document under the following tables: 2–1 (SO 1), 2–4 (SO 2) and 2–5 (SO 3). In some cases, these tables present the “rolled-up” performance results for groupings of individual indicators.
Table 4–1 below presents performance results for all indicators and targets, including the breakdown of any “rolled-up” indicators. The CFIA considers performance of +/- 1% as having been met. Detailed discussion of results can be found in Section 2 under each strategic outcome.
( +/–1%) Exceeded = 
4.3 Key Risks and Challenges
The CFIA’s capacity to achieve expected results is influenced by its ability to recognize, assess, and manage potential risks.
To support its commitment to risk-based planning and the integration of risk management into policy development and program design, delivery, and decision-making, the Agency maintains a Corporate Risk Profile that identifies the key strategic risks that may impact the Agency’s ability to achieve its objectives. The profile is updated at appropriate intervals to reflect changes in the Agency’s internal and external environments.
In its 2007–2008 Report on Plans and Priorities the Agency identified the following ten key risks and challenges, as outlined in the Agency’s Corporate Risk Profile, and set out a strategic plan to address them:
Foodborne Illness
Canadians have access to a food supply that is safe and nutritious. The CFIA and its regulatory partners, industry, and consumer groups have worked to significantly reduce the threat of foodborne illness in Canada; however, the risk that such illness will arise always remains. The Agency has two specific concerns. The first relates to the non-federally registered sector-a sector that encompasses a large number of food manufacturing and distributing establishments. While the products of the sector are subject to regulation, non-federally registered establishments are not subject to the more comprehensive and preventative federal registration requirements for food safety. The second concern relates to the increasing volume and diversity of imported food products. Changing consumption and trade patterns have the potential to introduce new risks related to foodborne illness. Responsibility for this sector is shared with the provinces.
Emergence and/or Spread of Animal Diseases that Affect Humans (Zoonoses)
Animals, both domestic and wild, can transmit disease-causing agents to humans. BSE, avian influenza, West Nile virus, and new strains of rabies are examples of diseases of animal origin that can affect public health. Incomplete scientific knowledge around the nature and transmission of new and emerging diseases and inadequate animal and veterinary public health infrastructure in many countries adds to the complexity of managing them. The CFIA strives to protect Canadians from these types of diseases by working in close partnership with the animal health community, livestock producers, provinces, territories and the international community to promote early detection, reporting, and control of disease.
International Regulatory Framework
Retaining, strengthening and reinforcing rules- and science-based approaches within the international regulatory framework will help to achieve Canada’s regulatory objectives and security and protect Canadian exporters from discriminatory and unnecessary barriers. The Agency must continue to work through international institutions to help develop and put into practice international rules. It must also engage in other international forums to promote the development of international standards and policies that are based on sound science to ensure that human, animal, ecosystem, and plant life and health are protected in a world where trade is expanding.
Domestic Legislative Framework
Outdated statutes and insufficient authority could impede the CFIA’s ability to fully and effectively carry out its mandate. The CFIA will continue to look for ways to update and modernize its legislative framework.
Entry and/or Spread of Regulated Plant and Animal Pests and Diseases that Affect the Resource Base
A healthy and sustainable plant and animal resource base in Canada is critical to the environment, social objectives, and the economy. The CFIA, along with its partners, uses a number of ways to identify and reduce threats to the animal and plant resource base, ranging from surveys and movement control to eradication and emergency response. The Agency must continue such activities to actively address the potential environmental, social, and economic impact of plant and animal diseases and the many possible pathways for their entry into Canada.
Emergency Preparedness and Response
An effective emergency management system and the capacity to prevent, detect, and respond are crucial to maintaining Canada’s public safety and security in the face of growing threats. The challenge is to maintain well-planned and exercised emergency response procedures to protect food, animals, and plants from accidental or intentional events. The CFIA must also be able to act rapidly and effectively in response to civil or national emergencies. The CFIA recognizes that strong cooperative relationships with its regulatory partners, including other countries, are critical to the success of its security measures.
Demand for New and Enhanced Services
Increased demand from producers and consumers for new and enhanced services will need to be addressed. For example, the CFIA must be able to respond to the growth in domestic industries, such as the opening of new meat establishments and more requests for product inspection and certification. The CFIA must also be able to respond to increasing consumer concerns and needs, such as demands for better information on nutrient content and methods of production (e.g., organic, grain-fed) for food products.
Performance Information
Performance information is needed to facilitate day-to-day and strategic decision making as well as the ability to report results to the Canadian public. The manner in which CFIA strives to obtain reliable and consistent electronic data that forms the basis for developing performance information must be addressed.
Financial and Human Resources
The CFIA constantly faces the challenge of managing resources so that it can meet ongoing activities, make strategic investments to redesign programs, and cope with animal and plant health emergencies. Specifically, staff with appropriate skills, knowledge, and abilities must be able to manage and perform regulatory duties in the face of ever changing risks and technologies. The CFIA is further challenged by the complexities of being a science-based organization. For this reason, it is extremely important for CFIA to integrate human resources and business planning in order to ensure effective recruitment, retention, and training of qualified employees, and successfully deliver on its priorities. CFIA has consulted with over 2,000 Agency employees and developed a CFIA Renewal Plan (http://www.inspection.gc.ca/english/hrrh/renplan/renplane.shtml) for 2008–2013 and must continue with its implementation.
Program Design
Technological and scientific advancements result in the creation of products that are new to the Canadian environment and agricultural systems. These developments often require new methods of detection, testing, and surveillance. The CFIA recognizes the need to review the way its programs are designed in light of technological and scientific advancements.
The CFIA recognizes that zero risk is unachievable given that
some of these risks, such as the occurrence of foodborne illness and the entry and
spread of plant and animal diseases will likely always exist. The Agency’s
goal is to reduce both the likelihood that these hazards will occur and the consequences
should they occur by improving the Agency’s capacity to identify and manage
these risks if, and when, they occur. Progress on key risk mitigation strategies
are detailed in Section 3.1 and identified with the following symbol “
.”
4.4 Partners: Roles and Responsibilities
The CFIA’s activities can be considerably complex, from ensuring food safety and public health to monitoring the health and production systems of plants and animals. These activities involve the expertise and interdependence of many groups and organizations charged with protecting the health of Canadians, our environment, and our economy. Following are some of the CFIA’s many partners and stakeholders.
Industry
Farmers, processors, distributors and retailers must all work to ensure that food safety is maintained throughout the production and distribution continuum. Industry may also help to identify potential issues and assist in food safety investigations and recalls.
Farmers, growers, producers, importers, exporters, product developers/manufacturers and their industry associations all help introduce the proper use of agricultural inputs and protect plant and animal resources from health risks.
Consumers
Consumers are responsible for handling and preparing foods safely in the home. Safe practices, such as fully cooking ground beef, can eliminate the most common food-borne risks such as E. coli contamination, which makes education a vital part of any food safety strategy. Consumer complaints play a significant role in triggering food safety investigations by the CFIA. Consumers are also responsible for the proper use of agricultural products such as feed, fertilizer, or “plants with novel traits,” and to follow the regulations to prevent the introduction and spread of plant and animal pests and diseases.
For example, in an area under quarantine for emerald ash borer, residents must take responsibility to follow the regulatory requirements and not move regulated products such as firewood, which could cause the pest to spread. Consumers are also responsible to ensure that their pets are vaccinated against rabies to keep from spreading the disease.
Health Professionals
When people fall ill, a physician is often the first point of contact for treatment and will inform public health officials if a food link is suspected. Also, the safety of food derived from animals depends on the health and well-being of livestock. Given their role in overseeing the use of veterinary drugs and in monitoring animal health, veterinarians are also critical to securing a safe food supply.
Provincial and Municipal Public Health Community
During a food-borne illness outbreak or investigation, these organizations collect evidence and conduct epidemiological investigations to show a link between a consumed food and a human illness. As this work informs many of the CFIA’s investigation and recall activities, its speed and efficiency play a major role in shaping the CFIA’s actions.
Provincial/Territorial Food Safety Departments
These partners are responsible for approximately 70 provincial statutes relating to food manufactured, traded, or sold within their respective borders. However, the capacity to carry out inspection and enforcement activities differs significantly from one jurisdiction to the next. Provinces and territories may also work with the CFIA on food-borne illness investigations.
Provincial and Municipal Agricultural and Environmental Departments
The Agency recognizes the value of working with provincial and municipal governments to address threats posed by plant and animal pests and diseases, including invasive species. By sharing expertise and acting jointly to prevent the introduction, spread, and impact of critical species, governments can protect Canadian resources. In addition, these partners play a significant role in overseeing agricultural products/inputs at specific points along the product continuum from application through disposal.
Federal Departments and Agencies
The CFIA is responsible for all federal food inspection and compliance activities under Health Canada’s regulatory requirements, as well as for developing and enforcing all non-health and safety requirements that apply to food (e.g. truthful labelling, grade standards, compositional requirements). The CFIA is also responsible for assessing agricultural inputs for safety and quality, for overseeing regulations that protect plant and animal health, and for conducting associated inspections and audits. Other departments and agencies have the following related responsibilities.
Health Canada: Establishes regulations and standards on the safety and nutritional quality of food sold in Canada.
Pest Management Regulatory Agency: Establishes regulations and standards on the safety and use of pest control products in Canada.
Agriculture and Agri-Food Canada: Provides funding for initiatives that help to strengthen the national food safety system (e.g. on-farm food safety programs); provides high-level policy direction and support for initiatives on agricultural inputs, innovative agricultural products, and compensation associated with plant and animal health programs.
Public Health Agency of Canada: Implements national surveillance and alert systems for potential food-borne illness outbreaks.
Canadian Grain Commission: Regulates grain handling in Canada and establishes and maintenance of standards of quality for Canadian grains;
Public Safety Canada: Created in 2003 to ensure coordination across all federal departments and agencies responsible for national security and the safety of Canadians
Canada Border Services Agency: Provides integrated border services that support national security and public safety priorities and facilitate the movement of persons and goods, including animals and plants that meet all import requirements under the program legislation.
Fisheries and Oceans Canada: Develops and implements policies and programs in support of Canada’s economic, ecological, and scientific interests in oceans and inland waters.
Natural Resources Canada: Champions innovation and expertise in earth sciences, forestry, energy, and minerals and metals to ensure the responsible and sustainable development of Canada’s natural resources.
Canadian Forest Service: Promotes the responsible and sustainable development of Canada’s forests and play a strong research role relating to plant health risks.
Foreign Affairs and International Trade Canada: Strengthens rules-based trading arrangements to expand free and fair market access at bilateral, regional, and global levels; works with a range of partners inside and outside government to increase economic opportunity and enhance security for Canada and for Canadians at home and abroad.
Environment Canada: Preserves and enhances the quality of the natural environment; conserves Canada’s renewable resources; conserves and protects Canada’s water resources; forecasts weather and environmental change; enforces rules relating to boundary waters; and coordinates environmental policies and programs for the federal government.
International Bodies
The CFIA works with a number of international bodies with the following related mandates.
World Trade Organization (WTO): Establishes the multilateral rules which govern global trade; the WTO Agreement on Sanitary and Phytosanitary Measures outlines how governments can adopt food safety and animal and plant health measures; without creating unnecessary barriers to trade.
World Organisation for Animal Health (OIE): Ensures transparency in the global status of animal disease and zoonotics; publishes health standards for international trade in animals and animal products. As a member country, Canada is a key player in OIE standard-setting processes and has access to early notification of animal disease outbreaks that may affect trade.
Codex Alimentarius Commission: Created by the Food and Agriculture Organization and the World Health Organization to develop international food standards to protect the health of consumers and to facilitate fair practices in international food trade.
International Plant Protection Convention: International body focussing on prevention and the introduction and spread of pests of plant products and the promotion of appropriate measures for their control.
North American Plant Protection Organization: Provides a continental approach to plant protection by coordinating the sharing of information and furthering common goals in regional plant health activities.
Organisation for Economic Co-operation and Development (OECD): Provides a setting where member governments compare policy experiences, seek answers to common problems, identify good practice and coordinate domestic and international policies to support sustainable economic growth, boost employment, raise living standards, maintain financial stability, assist other countries’ economic development and contribute to growth in world trade. The OECD also shares expertise and exchanges views with other countries and economies. A CFIA representative has participated on the executive of the OECD Seed Schemes for the past 6 years. The Seed Schemes facilitate the international trade of seed by setting out commonly recognized rules and procedures among the 57 participating countries. The CFIA has also contributed to the development of international standards and programs for seeds, such as standards for canola.
4.5 Acronyms
| AAFC | Agriculture and Agri-Food Canada |
| AI | Avian influenza |
| AP | Adventitious presence |
| APF | Agricultural Policy Framework |
| BCP | Business Continuity Planning Program |
| BSE | Bovine spongiform encephalopathy |
| CBRN | Chemical, Biological, Radiological and Nuclear |
| CBSA | Canada Border Services Agency |
| CCIA | Canadian Cattle Identification Agency |
| CFIA | Canadian Food Inspection Agency |
| CFS | Canadian Forest Service |
| CGC | Canadian Grain Commission |
| CODEX | Codex Alimentarius Commission |
| CRSB | Canadian Regulatory System for Biotechnology |
| CRTI | Chemical, Biological, Radiological and Radio-Nuclear Research and Technology Initiative |
| CSGA | Canadian Seed Growers Association |
| CVMA | Canadian Veterinary Medical Association |
| CWD | Chronic Wasting Disease |
| CWS | Canadian Wildlife Service |
| DFO | Fisheries and Oceans Canada |
| EC | Environment Canada |
| EU | European Union |
| F/P/T | Federal/Provincial/Territorial |
| FAA | Federal Accountability Act |
| FAD | Foreign Animal Disease |
| FADES | Foreign Animal Disease Emergency Support |
| FF&V | Fresh fruits and vegetables |
| FTEs | Full-time equivalent |
| HACCP | Hazard Analysis Critical Control Point |
| HC | Health Canada |
| HR | Human Resources |
| IAS | Invasive Alien Species |
| IC | Industry Canada |
| IM/IT | Information Management/Information Technology |
| LTCP | Long-term Capital Plan |
| MAF | Management Accountability Framework |
| MOU | Memorandum of Understanding |
| MRL | Maximum Residue Levels |
| MRRS | Management, Resources and Results Structure |
| NAAHP | National Aquatic Animal Health Program |
| NCE | Network of Centres of Excellence |
| NERS | National Emergency Response System |
| NPCSC | National Procurement and Contracting Services |
| NRCAN | Natural Resources Canada |
| OFFS | On-Farm Food Safety |
| OIE | World Organisation for Animal Health |
| OTF | Organic Production System Task Force |
| PAA | Program Activity Architecture |
| PHAC | Public Health Agency of Canada |
| PMF | Performance Management Framework |
| PNTs | Plants with novel traits |
| PSAT | Public Security and Anti-Terrorism |
| PSC | Public Safety Canada |
| QA | Quality Assurance |
| RPP | Report on Plans and Priorities |
| SARS | Severe Acute Respiratory Syndrome |
| SOP | Standard Operating Procedure |
| SPP | Security and Prosperity Partnership of North America |
| SPS | Sanitary and Phytosanitary |
| SRM | Specified risk material |
| S&T | Science and technology |
| TBS | Treasury Board Secretariat |
| TSEs | Transmissible spongiform encephalopathies |
| WTO | World Trade Organization |
4.6 Web Links
4.6.1 CFIA Links
4.6.2 Other Links
| Controlled Risk (World Organisation for Animal Health) | http://www.oie.int/eng/normes/en_mcode.htm |
| CRTI Summer Symposium Proceedings | http://www.css.drdc-rddc.gc.ca/crti/publications/symposium/2008/CRTI_symposium_proceedings_2008-eng.pdf |
| Healthy Canadians | http://www.healthycanadians.gc.ca |
| MAF Assessments | http://www.tbs-sct.gc.ca/maf-crg/assessments-evaluations/2006/ica/ica_e.asp |
| PrioNet | http://www.prionetcanada.ca |
| TBS Horizontal Initiatives | http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/profil_e.asp |
4.7 List of Figures
Figure 1: CFIA’s Organizational Chart
Figure 2: CFIA Area and Regional Offices
Figure 3: CFIA’s 2007–2008 Program Activity Architecture
Figure 4: Reporting Framework for Strategic Outcome 1
Figure 5: Reporting Framework for Strategic Outcome 2
Figure 6: Reporting Framework for Strategic Outcome 3
Figure 7: Reporting Framework for Strategic Outcome 4
4.8 List of Tables
Table 1–1: Financial and Human Resources Managed by CFIA
Table 1–2: Linking Performance to Strategic Outcomes and Priorities
Table 2–1: Overview of Data Systems and Process Controls Ratings
Table 2–2: Summary of Performance Information for Food Safety and Public Health
Table 2–3: Federally Registered Establishment Compliance Rates by Food Program
Table 2–4: Chemical Residue Testing Compliance by Food Program
Table 2–5: Summary of Performance Information for Science and Regulation
Table 2–6: Summary of Performance Information for Animal and Plant Resource Protection
Table 3–1: Comparison of Planned to Actual Spending (including FTEs)
Table 3–2: Voted and Statutory Items
Table 3–3: Sources of Respendable and Non-respendable Revenue
Table 3–4B: Policy on Service Standards for External Fees
Table 3–5: Details on Transfer Payment Programs (TPPs)
Table 3–6: CFIA Horizontal Initiatives for 2007–2008
Table 3–7: Internal Audits and Evaluations
Table 3–8: Agency Regulatory Plans
Table 4–1: Performance Results
49 As a separate employer, the Agency is invited to participate in the yearly MAF Assessments, the CFIA must provide responses for all Areas of Management and self-assess on the following Areas of Management; 1, 8, 10, 11 & 21. The CFIA has chosen to self-assess according to TBS’s methodologies and criterion.
