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Minister's Message

Through the work of the Canadian Food Inspection Agency (CFIA), the Government of Canada is committed to protecting citizens from food safety risks, preventing and managing animal diseases, and protecting our plant resources from pests, diseases and invasive species. The successful delivery of this mandate also provides the critical foundation for domestic and international market confidence and the resulting economic opportunities for the agriculture and agri-food sectors.

The 2009–10 fiscal year was challenging for the CFIA and for me as Minister responsible. After the listeriosis outbreak of the previous year, the Government of Canada initiated an independent investigation into the response undertaken by the CFIA and its federal partners. The 57 recommendations of Sheila Weatherill were complemented by another study undertaken by the House of Commons Subcommittee on Food Safety. Upon receiving the recommendations of all the investigations, the Government of Canada immediately committed $75 million to ensure that the recommendations would be fulfilled. The CFIA has undertaken extensive reviews of its operating procedures and has begun hiring the 70 new food safety inspection staff to which the Government had committed. This builds upon the 538 inspection staff hired by he CFIA between March 31, 2006, and March 31, 2010.

To further the goal of continuous improvement in food safety and to implement the Weatherill recommendations, the CFIA continues to collaborate with federal, provincial, territorial, and municipal partners and organizations to minimize and manage risks to food. In addition to hiring new inspectors, the CFIA has purchased state-of-the-art technology to improve its ability to identify pathogens.

The Agency also implemented key communication enhancements to inform the public of food recalls, including the launching of foodsafety.gc.ca. Additional advances were made under the Food and Consumer Safety Action Plan and by engaging consumers in a dialogue around food safety.

The CFIA has responded to consumer and industry demands for greater assurance in the organic sector by developing our new Organic Products Regulations. These regulations provide for a consistent set of standards for all products marketed as organic.

Market access is an ongoing issue for the Canadian cattle and beef industry as a result of bovine spongiform encephalopathy (BSE). The CFIA continued to monitor the level of BSE and the effectiveness of measures taken to control the disease in the domestic cattle population. Our BSE control measures are directly responsible for international markets opening up to Canadian beef in countries like China and Colombia.

H1N1 was another high-priority animal and human health issue that the CFIA faced this past year. The Agency's response was to collaborate with the Public Health Agency of Canada to raise awareness in the animal health community and to develop rapid test methods to confirm the virus in animals. These tests were then shared with other animal disease laboratories in Canada and around the world.

In addition to an excellent track record in animal disease response, the CFIA pursued a proactive agenda related to animal health. To this end, the Agency launched an animal health awareness campaign around core biosecurity principles on farms across Canada. In addition, the Agency released the national Avian On-Farm Biosecurity Standard, designed to minimize the introduction and spread of diseases and pests. This standard was developed through extensive consultation with agri-commodity stakeholders, academia, and provincial and federal partners.

The CFIA applies sound science when developing its policies and programs. It does this through consultations with, and participation in, highly respected international organizations such as the World Organisation for Animal Health (OIE), the Codex Alimentarius Commission and the International Plant Protection Convention. The collective intelligence and research of the world's foremost scientists are considered in CFIA policy and program delivery. This adherence to sound science informs Canadian consumers and our trading partners that they can be confident about the quality and safety of our food, livestock animals and plant products.

The Government of Canada will continue to work with its existing partners, other governments and stakeholders to strengthen our ability to prevent, prepare for and respond to food safety, animal health or plant health emergencies.

Management Representation Statement for Performance Information

The Canadian Food Inspection Agency's (CFIA) 2009–2010 Performance Report for the year ending March 31, 2010, was prepared under my direction and the CFIA's Senior Management Committee, and approved by the Minister of Agriculture and Agri-Food. In accordance with the Canadian Food Inspection Agency Act, the report also includes an assessment of the fairness and reliability of the performance information conducted by the Auditor General of Canada.

I submit for tabling in Parliament the 2009–2010 Performance Report for the CFIA.

This document has been prepared based on the following reporting principles contained in the Guide for the Preparation of Part III of the Estimates: 2010–2011 Report on Plans and Priorities and 2009–2010 Departmental Performance Report:

• It adheres to the specific reporting requirements outlined in Treasury Board Secretariat guidance;
• It is based on the CFIA's Strategic Outcomes and Program Activity Architecture that were approved by Treasury Board;
• It presents consistent, comprehensive, balanced and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

Carole Swan
President, Canadian Food Inspection Agency

Section I – Agency Overview

1.1 Raison d’être

The Canadian Food Inspection Agency (CFIA) is the largest science-based regulatory agency in Canada. It has close to 7,300¹ dedicated employees working across Canada in the National Capital Region and in four operational Areas (Atlantic, Quebec, Ontario and West). The CFIA is dedicated to safeguarding food, animals and plants, and contributing to a safe and accessible food supply and plant and animal resource base—thereby enhancing the health and well-being of Canada's people, environment and economy.

The CFIA's activities are aimed at protecting Canadian and international food consumers, Canadian agricultural production (including forestry) and our environment. These activities benefit Canadian farmers, fishers, foresters, processors and distributors (including importers and exporters), as well as consumers.

1.2 Responsibilities

The CFIA is responsible for administering and enforcing 13 federal statutes and 38 regulations that govern the safety and labelling of food sold in Canada and that support a sustainable plant and animal resource base.

The CFIA shares many areas of responsibility with other federal departments and agencies; provincial, territorial and municipal authorities; and other stakeholders. Within a complex operating environment, the CFIA works with its partners to implement food safety measures; manage food, animal and plant risks and emergencies; and promote the development of food safety and disease control systems to maintain the safety of Canada's high-quality agriculture, aquaculture and fisheries, and agri-food products. The Agency's activities include verifying domestic industry compliance and compliance of imported products; registering and inspecting establishments; testing food, animals, plants and their related products; and approving the use of many agricultural inputs.

At the CFIA, informed decision making is based on high-quality, timely and relevant science. Science informs policy development, as well as program design and delivery, through the practices of foresight, advice, risk assessment, influencing international standards, research and development, and testing.

1.3 Strategic Outcomes and Program Activity Architecture

The CFIA's Program Activity Architecture (PAA) is a component of its Management, Resources and Results Structure (MRRS), which forms part of the Whole of Government Framework for a common, government-wide approach to the collection, management and reporting of financial and non-financial information. To effectively deliver on its responsibilities, the CFIA aims to achieve three strategic outcomes (SO).² The current PAA, shown in Figure 1, illustrates the alignment of the CFIA's strategic outcomes to the Government of Canada (GoC) outcome areas and reflects how the Agency plans to allocate and manage its resources in order to achieve the corresponding expected results.

Figure 1: The CFIA’s Program Activity Architecture

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1.4 Performance Summary

1.4.1 Expenditure Profile

1.4.1.1 Comparison of Planned versus Actual Spending

2009–10 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
597.0	750.6	718.1

2009–10 Human Resources (Full-time Equivalents – FTEs³)

Planned	Actual	Difference
6,357	6,525	(168)

The variance between Planned Spending and Total Authorities is mainly attributable to the following: funding received for the continuance of the Bovine Spongiform Encephalopathy (BSE) initiative and the Growing Forward Program Suite; funding received for new program initiatives such as Canada’s Economic Action Plan (CEAP), the Government Response to Listeriosis, H1N1 Preparedness and Response, and the Pork Industry Recovery and Expansion Strategy; funding received to assist in the payment of litigation cost; funding received for collective bargaining and for the 2008–09 carry forward; as well as increases in statutory compensation and statutory employee benefit plans.

The variance between Total Authorities and Actual Spending is less than 5% and is mainly due to the establishment of a frozen allotment to cover costs associated with moving funding from non-pay to pay, delays in capital projects and small lapses in some of the Agency's initiatives.

The Variance between Planned and Actual Human Resources is attributable to additional salary resources received for the Government Response to Listeriosis, the H1N1 Preparedness and Response, and the Pork Industry Recovery and Expansion Strategy, as well as an increase in hiring related to existing CFIA initiatives, including the Food and Consumer Safety Action Plan (FCSAP).

The 2009–10 Report on Plans and Priorities (RPP) reflected a notional budget of some 6,357 FTEs³ for 2009–10. In the time since the 2009–10 RPP was tabled, additional FTEs were received for the continuance of BSE, the Government's Response to Listeriosis, the H1N1 Preparedness and Response, and the Pork Industry Recovery and Expansion Strategy which explains the increase from planned to actual FTEs. Only employees who are receiving a salary are included in the FTE figure. The CFIA Population Trend chart shows a total of 7,272 actual employees. This figure reflects all employees currently on strength with the Agency⁴.

1.4.1.2 Voted and Statutory Items

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2007-08 ($ millions)	2008-09 ($ millions)	2009-10 ($ millions)
		Actual Spending	Actual Spending	Main Estimates	Actual Spending
30	Operating Expenditures and Contributions	573.6	524.6	480.6	591.5
35	Capital Expenditures	22.3	26.1	22.6	35.0
(S)	Compensation Payments under the Health of Animals Act and the Plant Protection Act	10.6	20.5	1.5	7.3
(S)	Contributions to employee benefit plans	74.1	73.5	67.3	84.2
(S)	Spending of proceeds from the disposal of surplus Crown assets	0.7	0.8	0.0	0.1
Total		681.3	645.5	572.0	718.1

The increase in Actual Spending from 2008–09 to 2009–10 within the Operating Expenditures and Contributions Vote is mainly due to new funding received for H1N1 Preparedness and Response; the Pork Industry Recovery and Expansion Strategy; the Government Response to Listeriosis; the payment of litigation costs; costs related to the implementation of new collective bargaining agreements for a large percentage of the Agency's employees; and an increase in resources received from Agriculture and Agri-Food Canada (AAFC) under the Growing Forward Program Suite.

The increase in Actual Spending from 2008–09 to 2009–10 within the Capital Expenditures Vote is mainly due to new funding received under the CEAP for Modernizing Laboratories, as well as new funding received for the Government Response to Listeriosis and H1N1 Preparedness and Response.

The decrease in Actual Spending from 2008–09 to 2009–10 in Statutory Compensation payments largely pertains to decreased expenditures related to Sudden Oak Death,
Chronic Wasting Disease and Avian Influenza.

1.4.1.3 Spending and CFIA Population Trend

The CFIA's spending has increased overall from 2007–08 to 2009–10 mainly due to incremental resources received for the FCSAP, the CEAP, the Government Response to Listeriosis, H1N1 Preparedness and Response, the Pork Industry Recovery and Expansion Strategy, and collective bargaining. The 2008–09 spending appears to have decreased over the previous fiscal year. However, this is an anomaly due to the settlement of the reclassification of meat inspector positions in 2007–08.

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Canada's Economic Action Plan⁵

The federal government committed approximately $24 million over two years (2009–10 to 2010–11) to help modernize the CFIA's laboratories. The CFIA has planned to deliver 13 initiatives comprising 30 projects in six provinces and seven laboratories. In Year 1 (2009–2010), the federal government provided the CFIA with $9.8 million under the CEAP. This funding was used to help modernize the CFIA's laboratories so that scientists and researchers can continue to work in safe, modern facilities and continue contributing to the health and safety of Canadians.

1.4.2 Performance Summary Tables⁶

Please note that, starting with the 2009–10 Estimates cycle, the resources for the Internal Services Program Activity are displayed separately from other program activities. They are no longer distributed among the remaining program activities, as was the case in previous Main Estimates. This has affected the comparability of spending and FTE information by Program Activity between fiscal years.

The performance summary in Table 1-1 represents the performance summary at the Program Activity level.

Table 1–1: Linking Performance to Strategic Outcome 1

Strategic Outcome 1: Public health risks associated with the food supply and transmission of animal diseases to humans are minimized and managed

Program Activity	Alignment to Government of Canada Outcome Areas7
Food Safety and Nutrition Risks	Healthy Canadians
Zoonotic Risks	Healthy Canadians
Performance 2009–10 The CFIA, in collaboration with federal, provincial, territorial, and municipal partners and organizations, worked to minimize and manage risks to food and food production systems from unintentional and deliberate threats by undertaking the following work: continuing to address the recommendations of reviews of the 2008 listeriosis outbreak; advancing its efforts under the FCSAP; and taking steps to engage consumers in a dialogue to manage food safety and nutrition risks. The Agency continued to minimize and manage risks associated with the transmission of animal diseases to humans by enhancing its surveillance systems and by forming partnerships and plans to respond to zoonotic diseases8.

Program Activity	2008–09 Actual Spending ($ millions)	2009–10 ($ millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Food Safety and Nutrition Risks	228.2	220.5	245.5	276.5	270.5
Zoonotic Risks	66.1	75.3	75.3	91.2	83.3
Total	294.3	295.8	320.8	367.7	353.8

Table 1–2: Linking Performance to Strategic Outcome 2

Strategic Outcome 2: A safe and sustainable plant and animal resource base

Program Activity	Alignment to Government of Canada Outcome Areas
Animal Health Risks and Production Systems	Strong Economic Growth
Plant Health Risks and Production Systems	A Clean and Healthy Environment
Biodiversity Protection	A Clean and Healthy Environment
Performance 2009–10 The CFIA, in collaboration with its partners, continued to help protect Canada's animals from regulated diseases and to promote and regulate animal welfare. This was achieved by working with stakeholders to develop a more flexible structure for responding to animal health emergencies and by modernizing the regulatory framework relating to animal programs. The CFIA minimized and managed risks to Canada's plant resource base by focusing on advancing the development of a holistic approach to managing plant pest–related risks and by facilitating trade and commerce and economic growth. The CFIA continued to help prevent the spread of invasive species and other pests to Canada's environment through targeted programs and services.

Program Activity	2008–09 Actual Spending ($ millions)	2009–10 ($ millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Animal Health Risks and Production Systems	86.8	56.7	56.7	84.1	80.1
Plant Health Risks and Production Systems	75.9	61.3	61.3	94.7	89.7
Biodiversity Protection	12.9	11.1	11.1	11.3	9.5
Total	175.6	129.1	129.1	190.1	179.3

Table 1–3: Linking Performance to Strategic Outcome 3

Strategic Outcome 3: Contributes to consumer protection and market access based on the application of science and standards

Program Activity	Alignment to Government of Canada Outcome Areas
Integrated Regulatory Frameworks	A Fair and Secure Marketplace
Domestic and International Market Access	A Prosperous Canada Through Global Commerce
Performance 2009-10 The CFIA continued to enhance consumer protection by strengthening the regulatory base and improving the regulatory amendment process. The CFIA worked with stakeholders to address, and provide guidance on, priority regulatory areas of interest to Canadians such as the development of the Organic Products Regulations and changes to the Seeds Regulations. The CFIA improved domestic and international market access by implementing and enforcing a more effective and efficient regulatory system and through its contribution to the drafting and development of international standards.

Program Activity	2008–09 Actual Spending ($ millions)	2009–10 ($ millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Integrated Regulatory Frameworks	14.9	14.2	14.2	14.2	10.7
Domestic and International Market Access	30.4	24.6	24.6	36.1	32.4
Total	45.3	38.8	38.8	50.3	43.1

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 include the following: Management and Oversight Services, Communications Services, Legal Services, Human Resources Management Services, Financial Management Services, Information Management Services, Information Technology Services, Real Property Services, Security Management Services, Environmental Management Services, Materiel Management Services, Procurement Services and Travel and Other Administrative Services.

Program Activity	2008–09 Actual Spending ($ millions)	2009–10 ($ millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Internal Services	130.3	108.3	108.3	142.5	141.9
Total	130.3	108.3	108.3	142.5	141.9

1.4.3 Contribution of Priorities to Strategic Outcomes

For 2009–10, the CFIA established three priorities to guide the management of resources toward achieving its strategic outcomes (SO). The CFIA's performance with respect to achieving these priorities is summarized below while Section II elaborates on performance by SO.

Table 1–4: Summary of Performance by Operational Priority

Operational Priorities	Type	Status	Linkages to SO(s)
Improve inspection and surveillance approaches	Ongoing	Mostly Met* In support of this priority, the CFIA undertook the following work: Advanced its efforts under the FCSAP to better anticipate and respond to food safety problems; Continued to address the recommendations of the Report of the Independent Investigator into the 2008 Listeriosis Outbreak; Implemented the Compliance Verification System (CVS) in the Feed Program and continued the improvement of the CVS for the Meat program; Addressed product misrepresentation issues by developing the Organic Products Regulations; and Worked with existing and new trading partners to support market access opportunities for Canadian exports and address unexpected technical market access issues.	SO 1: Public health risks associated with the food supply and transmission of animal diseases to humans is minimized and managed SO 3: Contributes to consumer protection and market access based on the application of science and standards
Enhance compliance and enforcement activities	Ongoing	Somewhat Met* In support of this priority, the CFIA undertook the following work: Engaged partners and stakeholders to develop a regulatory amendment aimed at updating regulations on the humane transportation and humane slaughter of animals in Canada; and Developed a detailed and technical action plan to enhance the management of risks associated with the imports of plants and plant products in response to the recommendations of both the Standing Committee on Public Accounts (PACP) and the Office of the Auditor General (OAG) reports.	SO 2: A safe and sustainable plant and animal resource base
Modernize the Agency's regulatory framework and tools	Previously committed	Mostly Met* In support of this priority, the CFIA undertook the following work: Continued work on the timely renewal and modernization of the Agency's regulatory framework; Worked with domestic government partners to increase consumer and industry awareness and understanding of their role in food safety through the use of communications tools; and Continued consumer outreach activities, including outreach and engagement with the media to promote the safe handling of food.	All Strategic Outcomes

* Exceeded: More than 100 per cent of the expected level of performance, Met All: 100 per cent of the expected level of performance, Mostly Met: 80 to 99 per cent of the expected level of performance, Somewhat Met: 60 to 79 per cent of the expected level of performance, Not Met: Less than 60 per cent of the expected level of performance.

1.5 Risk Analysis

The effective management of risks associated with food, animals and plants is fundamental to the achievement of CFIA's mandate. To ensure the effective and consistent management of risks, CFIA's approach to risk management is articulated in its Integrated Risk Management (IRM) Policy. The policy highlights the importance of IRM as an integral part of all CFIA mandate delivery, governance, and stewardship responsibilities. IRM provides value by informing policy development, priority setting, planning, resourcing, delivery, review and reporting activities at all levels within the CFIA.

A key output of the CFIA's risk management process is the Agency-wide Corporate Risk Profile (CRP). The CRP describes the CFIA's nine strategic risks, as identified against the Agency's strategic outcomes. The risks and mitigation strategies identified in the CRP help to inform the Agency's Report on Plans and Priorities, the CFIA's key planning document. Progress against the mitigation strategies is subsequently reported against in the Agency's Performance Report (PR).

In 2009–10 continued efforts were aimed at mitigating risks associated with Foodborne Hazards, which include the failure to detect, track or mitigate foodborne pathogens, toxins, chemical contaminants and other health hazards. The CFIA focused its mitigation efforts on a number of key initiatives such as making additional advances under the Food and Consumer Safety Action Plan and addressing the recommendations put forward in the Report of the Independent Investigator into the 2008 Listeriosis outbreak. The CFIA was also able to capitalize on a number of opportunities related to Foodborne Hazards. One key opportunity is that the CFIA implemented the Compliance Verification System (CVS) in the Feed Program and continued improvement of CVS for the Meat Program. The CVS will help improve regulated parties' compliance with regulations and enhance food safety oversight. It is expected that industry compliance with regulations will continue to increase each year as operators of federally registered meat and poultry establishments become more familiar with the CVS. More information on key initiatives aimed at mitigating the risks associated with Foodborne Hazards can be found under Strategic Outcome (SO) 1 performance reporting found in Section 2.2.1.

This year, the CFIA continued work with its key partners towards mitigating risks associated to Zoonotic Incidents, which include failure to detect or prevent the entry or spread of an animal disease transmissible to humans (zoonotic). The emergence of the H1N1 virus this past year was a major focus of the CFIA's activities under this risk area. The CFIA worked with a number of its governmental partners, including the Public Health Agency of Canada (PHAC), to effectively mitigate the risk posed to humans and animals by H1N1. In addition, the Agency pursued a number of opportunities including collaborating with the Canadian Animal Health Surveillance Network (CAHSN) National BSE Surveillance Program to achieve a web-based, central repository. This repository allows for merged provincial BSE test data which is accessible for analysis and reporting to the World Organization for Animal Health. Further details as well as other examples of key initiatives aimed at mitigating the risks associated to Zoonotic Incidents can be found under SO 1 performance reporting found in Section 2.2.1.

A number of key initiatives were undertaken this year to mitigate the risks associated with Animal and Plant Pests and Diseases. These risks include the failure to appropriately prevent, detect, contain and mitigate a pest or disease that threatens the plant and/or animal resource base. Mitigation efforts against animal disease focused on a number of areas including working with partners to advance key initiatives such as further implementation of the National Aquatic Animal Health Program and further development of a framework to guide animal health and welfare-related activities in Canada. The CFIA also continued work with its federal/provincial/territorial partners to deliver on a National Agriculture and Food Traceability System for livestock and poultry. This system is a key opportunity under the Animal Health risk area and will enhance the capacity to track priority livestock species (cattle, hogs, bison, sheep and poultry) and support animal health and disease control, emergency management and market access.

This year also saw continued work directed at managing plant pest-related risks. This work focused not only on mitigating the risks identified in the CRP but also responding to those identified in the Office of the Auditor General's 2008 audit, Managing Risks to Canada's Plant Resources. In addition, the CFIA completed an internal evaluation of its Invasive Alien Species Program. CFIA's actions in this area have focused on strengthened governance, Information Management and Information Technology action items, as well as performance management. The CFIA also worked on implementing a number of preventative measures. The Agency recognizes that prevention depends on effective environmental scanning, identification of high-risk pests and pathways and collaboration between internal and external stakeholders to develop and implement effective risk-mitigation measures for plant commodities. To that end, new phytosanitary measures were put into place to minimize the risk of introduction of two new plant pests: tomato leafminer moth (tuta absoluta) and the false codling moth (Thaumatotibia leucotreta). Further details as well as other examples of key initiatives aimed at mitigating the risks associated with Animal and Plant Pests and Diseases can be found under SO 2 performance reporting found in Section 2.2.2.

Progress was also made in 2009–10 towards mitigating the risks related to Human Resources management. These risks include being unable to attract, develop and retain a human resource base with the necessary competencies to fully and effectively deliver on the CFIA's mandate. This year the CFIA continued to progress on all public service renewal commitments that respond to challenges related to planning, engagement, recruitment, building capacity, and providing a supportive human resource management architecture. More information on key initiatives aimed at mitigating the risks associated to Human Resources management can be found under the Internal Services program activity performance reporting found in Section 2.2.4.

Foresight exercises were conducted and completed as part of mitigation strategies related to the risks associated with Science and Technology Capacity. These risks include the CFIA's scientific and technology capacity not being able to remain abreast of new scientific or regulatory developments. The exercises were part of the Foresight for Canadian Animal Health (Fore-CAN) project, led by the CFIA with partners in PHAC, AAFC, provinces and territories, academia and industry. Foresight is a key element for a better understanding of the challenges and opportunities that science partners will have to face in the future. Further details as well as other examples of key initiatives aimed at mitigating the risks associated with Science and Technology Capacity can be found under SO 2 performance reporting found in Section 2.2.2.

A number of mitigation strategies for addressing the risks associated with Information for Decision-Making, including that performance, analytical and scientific information will be insufficiently compiled, focused and defined to support CFIA decision-making and reporting, were pursued. These strategies include the development of the Performance Management and Reporting Solution and related key IM/IT initiatives such as the implementation of a data centre that houses mission-critical computer systems and associated components. Once fully implemented, these strategies will help the CFIA to strengthen its internal decision-making and reporting processes. Further details as well as other examples of key initiatives aimed at mitigating the risks associated to Information for Decision-Making can be found under the Internal Services program activity performance reporting found in Section 2.2.4.

The risks associated to Partnership include that the roles and responsibilities of key partners will be insufficiently coordinated to support program delivery. The primary mitigation strategy that the CFIA has identified for these risks is the enhancement of its relationships with partners and stakeholders with regards to information sharing, and CFIA participation in international fora. To that end, the CFIA has continued its participation in a number of international regulatory fora including the World Organization for Animal Health and the Codex Alimentarius Commission. The CFIA has also enhanced its relationship with a number of its key partners including working with the U.S. Food and Drug Administration, to discuss options for information-sharing regarding mutual food safety challenges and to identify areas for collaboration. Further details as well as other examples of key initiatives aimed at mitigating the risks associated to Partnership can be found throughout Section 2, as these risks relate to all Agency SOs.

Key initiatives continue to be undertaken for addressing the risks associated with having insufficient Internal Coordination to support program delivery and design. A major focus this year for the CFIA was on beginning the process for establishing an Agency Enterprise Project Management Office (EPMO). Once firmly established, the EPMO will help to ensure consistency in Agency project management through the design and implementation of project management processes, standards and templates. Further details as well as other examples of key initiatives aimed at mitigating the risks associated to Internal Coordination can be found throughout Section 2, as these risks are associated with all Agency SOs.

The CFIA also continued work towards strengthening its regulatory base as a means to protect consumers and facilitate trade. These efforts were aimed at mitigating the risks associated to the Program Framework. Work continued on the advancement of the CFIA's Paper Burden Reduction Initiative. Under this initiative, is the E-Certification project which aims to reduce the risks associated to export documentation while also reducing the time it takes to issue import/export certificates. The CFIA also continued to work with international organizations to influence the development and implementation of international standards. This work included providing technical expertise on a number of trade negotiations and establishing an Agency chief technical negotiator. Further details as well as other examples of key initiatives aimed at mitigating the risks associated to the Program Framework can be found under SO 3 performance reporting found in Section 2.2.3.

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