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Minister's Message

The Honourable Gerry Ritz, PC, MP

The Government of Canada is committed to maintaining a strong and rigorous food safety system that protects Canadian families so that they can have confidence in the safety of the food they buy.

As a former producer and livestock breeder myself, I personally know that Canadian farmers grow high-quality and safe food for our families. With our partners in the provinces, territories and industry, we have been working hard on behalf of this nation's farmers.

I use the word “partners” very consciously. Working side-by-side with the sector and other governments will always be the soundest approach to addressing current and emerging challenges while building on our strengths.

There is another solid partnership striving to advance the interests of our farmers. The seven organizations in my Agriculture and Agri-Food Portfolio – Agriculture and Agri-Food Canada, the Canadian Food Inspection Agency (CFIA), Farm Credit Canada, the Canadian Grain Commission, the Canadian Dairy Commission, the Farm Products Council of Canada and the Canada Agricultural Review Tribunal – have their own particular mandates and pursue their own activities. At the same time, these organizations share certain responsibilities and serve many of the same clients.

The Government of Canada will be working diligently with its partners to continue improving and modernizing its regulatory base and pursuing opportunities to modify its legislative structure. Such efforts will allow the CFIA to stay positioned at the forefront of scientific and technological developments. These efforts will also have an influence on the establishment of national and international standards that are based on the most current science and technology, and that will contribute to a more predictable, safe trade environment.

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.

The CFIA will report on the progress against this plan in the Agency's 2010–11 Performance Report.

The Honourable Gerry Ritz, PC, MP
Minister of Agriculture and Agri-Food and
Minister for the Canadian Wheat Board

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 7,200 professionals working across Canada, in the National Capital Region and in the four operational Areas (Atlantic, Quebec, Ontario and the West). The CFIA is dedicated to safeguarding food, animals and plants, which contributes 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 help protect Canadian and international food consumers, Canadian agricultural production (including forestry), and our environment. This benefits all people in the agriculture-food continuum, such as farmers, fishers, foresters, processors and distributors (including importers and exporters) as well as consumers.

THE CFIA'S LEGISLATIVE AUTHORITY

Agriculture and Agri-Food Administrative Monetary Penalties Act
Canada Agricultural Products Act
Canadian Food Inspection Agency Act
Consumer Packaging and Labelling Act (as it relates to food)
Feeds Act
Fertilizers Act
Fish Inspection Act
Food and Drugs Act (as it relates to food)
Health of Animals Act
Meat Inspection Act
Plant Breeders' Rights Act
Plant Protection Act
Seeds Act

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.

THE CFIA'S KEY FEDERAL PARTNERS

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

Within a complex operating environment, the Agency 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 and foreign industry compliance; 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 scientific practices of foresight, advice, risk assessment, influencing of international standards, research and development, and testing. The type of science advice that decision makers need has become increasingly complex and the demand for science advice, products and services is continually rising.

This complex operating environment is affected by the evolution of science and technology, new business and production practices, growth in trade volumes with goods sourced from a greater diversity of markets, changing consumer demands driven by demographic and social trends, increasingly vulnerable human and animal populations, climate and eco-system changes, and higher international standards. These factors have led to an increase in the complexity of the risks that need to be mitigated by the CFIA and have placed greater demands on the Agency's inspection and certification work. In the global operating reality, the Agency will continue its investments in capacity building and will continue to address the emergence of risks at their source as part of a pre-border prevention strategy.

The United States (U.S.) has recently announced that it is moving forward with a set of actions to upgrade its food safety system. Other jurisdictions, such as the United Kingdom, Australia, New Zealand and the European Union have also recently advanced initiatives to modernize domestic and imported food safety systems. These changes have increased expectations, and trading partners must comply with international standards. To remain at the forefront of international food safety advancements, the CFIA will invest in its domestic infrastructure to enhance the effectiveness of the Canadian food safety system. The Agency will continue to mitigate risks to public health associated with foodborne illnesses and other health hazards in the food supply system and to manage food safety incidents using consistent approaches to compliance and enforcement across all food products whether they are domestically produced or imported.

In view of the fact that Canada and other countries have highly integrated food safety, plant health and animal health production systems, there are mutual benefits to continuing to enhance the Agency's relationships with key trading partners such as the U.S. To foster enhanced communication and regulatory cooperation in the area of food safety, the CFIA will continue to work closely with the U.S. Food and Drug Administration and the U.S. Department of Agriculture's Food Safety and Inspection Service.

Working with its partners, the Agency will continue to improve and modernize its regulatory base and to pursue opportunities to modify its legislative base in order to remain at the forefront of scientific and technological developments. This work will have an influence on establishing national and international standards that are based on the most current science and technology and that will contribute to a more predictable trade environment.

1.3 Organizational Information

The CFIA is led by its President, who reports to the Minister of Agriculture and Agri-Food. The Agency is structured so that all branch heads have specific accountabilities that contribute to achieving each of the CFIA's strategic objectives. Figure 1 shows the reporting structure within the CFIA.

Figure 1: The CFIA’s Organizational Chart

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Figure 1: The CFIA's Organizational Chart

With its headquarters in the National Capital Region, the CFIA is organized into four operational Areas (Atlantic, Quebec, Ontario and the West) that are subdivided into 18 regional offices, 185 field offices (including border points of entry) and 408 offices in non-government establishments (such as processing facilities). The Agency also works in 14 laboratories that provide scientific advice, develop new technologies, provide testing services and conduct research.

1.4 Strategic Outcomes and Program Activity Architecture

To deliver the CFIA's mission to safeguard Canada's food, animals and plants, which enhances the well-being of Canada's people, environment and economy, the CFIA has three strategic outcomes¹ that are supported by eight program activities. The 2010-11 Program Activity Architecture (PAA) in Figure 2 illustrates the alignment of the Agency's three strategic outcomes with those of the Government of Canada and reflects how the Agency plans to allocate and manage its resources in order to achieve the corresponding expected results. The Agency reviews its priorities annually so that resources are effectively managed within the context of the PAA framework and the right areas are focused on to achieve its strategic outcomes. The five priorities established for 2010-11 are detailed further in Section 1.6 and Section II.

Figure 2: Program Activity Architecture for the CFIA

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Figure 2: Program Activity Architecture for the CFIA

1.5 Planning Summary

The CFIA's planning framework is based on the Treasury Board Secretariat's (TBS) Management, Resources and Results Structure (MRRS) policy, which includes strategic outcomes, a PAA and its associated governance structure. The CFIA continues to renew its PAA and corresponding Performance Measurement Framework (PMF) and plans to move toward horizontal planning based on the Agency's business line priorities (food safety, animal health and plant health). The CFIA takes an integrated approach to planning and takes into consideration the impact of several factors, including the global and national environment and Government of Canada priorities. It also considers its key strategic risks, human and financial resource capacity, and outcomes of its past performance and any related lessons learned.

In 2010-11, the CFIA's key commitments include the following:

Address the key recommendations outlined in the Report of the Independent Investigator into the 2008 Listeriosis Outbreak as well as the recommendations by the House of Commons Standing Committee on Agriculture and Agri-Food (Sub-Committee on Food Safety).
Work toward further improving and implementing the Compliance Verification System (CVS).
Implement initiatives related to animal traceability under the Growing Forward initiative.
Respond to the Auditor General's recommendations on plant health.
Continue to improve and modernize the Agency's regulatory base and to pursue opportunities to modify its legislative base.
Continue to provide scientific and technical expertise to facilitate trade and maintain market access for Canadian food, plant and animal exports.

1.5.1 Financial Resources and Human Resources

The CFIA's overall budgets have increased steadily since its creation in 1997. In recent years, the CFIA has seen its largest budgets due to funding for initiatives such as Avian and Pandemic Influenza Preparedness, the Food and Consumer Safety Action Plan (FCSAP) and Canada's Economic Action Plan (CEAP).

The following tables present the Agency's planned spending levels and human resources complement for the next three fiscal years (2010-11 to 2012-13), excluding any anticipated funding extensions. During this period, the Agency will receive additional ongoing funding for the FCSAP as well as funding for CFIA's Response to the 2008 Listeriosis Outbreak in 2010-11 and 2011-12 and for CEAP in 2010-11. Planned spending will drop slightly over the 2011-12 to 2012-13 timeframe, largely due to sunsetting resources related to CEAP, the Plum Pox Eradication Program and CFIA's Response to the 2008 Listeriosis Outbreak. These specific time-bound initiatives do not impact the Agency's overall core funding, which will remain unchanged.

*Table 1-1: Financial Resources*
Financial Resources ($ Millions)
2010–11	2011–12	2012–13
689.1	667.8	658.9

*Table 1-2: Financial Resources*
Human Resources (Full-Time Equivalents – FTEs²)
2010–11	2011–12	2012–13
6,717	6,682	6,588

1.5.2 Planning Summary Tables

The tables below highlight the Agency's strategic outcomes and present (i) a summary of the Agency's performance indicators and targets, and (ii) the Agency's forecasted spending for 2009-10 and planned spending over the next three fiscal years for each program activity.

Performance targets are qualitative or quantitative goals set by the Agency that provide a basis for measuring the performance of regulated parties and the CFIA toward achieving expected results for Canadians. The targets in this report are for critical program areas and are based on either historical averages of actual performance or on the expected results of effective programming (for example, rate of industry compliance with regulatory standards). The Agency assesses the extent to which performance has met or exceeded established targets and provides analysis when performance falls below targets.

For the purpose of Parliamentary reporting, the CFIA performance indicators focus on overall benefits to Canadians. These indicators measure results that are frequently outside the direct control of the CFIA. For example, the compliance rate for inspected federally registered meat establishments that comply with federal food safety requirements captures both the CFIA's inspection, enforcement, and outreach activities as well as industry's work toward ensuring that their establishments meet all necessary federal standards and requirements.

Given the complexity and inherent variability of the agriculture, agri-food, forestry and fisheries production, processing, and distribution sectors, the approach to assessing compliance varies across commodity groups. The CFIA monitors and promotes compliance by conducting inspections, audits, product sampling and verifications using a risk-based approach, which focuses effort on the areas of highest risk. The resulting compliance rates indicate the extent to which regulated parties have adhered to requirements specified in the federal acts and regulations. A compliance rate of less than 100 percent indicates that some proportion of the facilities or products inspected by the CFIA have failed to meet requirements. One hundred percent compliance across the full range of the Agency's activities is virtually impossible to achieve. However, the year-over-year compliance trends are important and can suggest where changes to our regulatory programs are necessary.

*Table 1-3: Planning Summary Table – 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
Performance Indicators	Targets
Extent to which inspected federally registered establishments comply with federal food safety requirements	≥ 98 percent compliance
Extent to which domestic and imported food products comply with federal chemical residue requirements	≥ 95 percent compliance
Time taken to issue public warnings for Class I recalls	100 percent of public warnings for Class I recalls are issued within 24 hours of a recall decision
Extent to which nutrition information on food products inspected is accurate	≥ 80 percent of food products inspected declare nutrition information which is accurate
Number of incidents of avian influenza that expand beyond the initial control zone	No expansion of the disease beyond the initial control zone

Program Activity³	Forecast Spending 2009–10⁴ ($ Millions)	Planned Spending ($ Millions)			Alignment to Government of Canada Outcomes
Program Activity³	Forecast Spending 2009–10⁴ ($ Millions)	2010–11	2011–12	2012–13	Alignment to Government of Canada Outcomes
Food Safety and Nutrition Risks	256.0	299.4	288.1⁵	277.6	Healthy Canadians
Zoonotic⁶ Risks	80.0	67.8⁷	64.1	64.7	Healthy Canadians
Total Planned Spending		367.2	352.2	342.3

*Table 1-4: Planning Summary Table – Strategic Outcome 2*
Strategic Outcome 2: A safe and sustainable plant and animal resource base
Performance Indicators	Targets
Extent to which the CFIA's data indicates that foreign regulated animal diseases have entered Canada via specified regulated pathways	No evidence, as confirmed by the CFIA's data, that foreign regulated animal diseases have entered into Canada through specified regulated pathways
Extent to which the CFIA's data indicates the spread of foreign regulated animal diseases that entered into Canada this fiscal year⁸	No evidence, as confirmed by the CFIA's data, of spread of foreign regulated animal diseases beyond the initial control zone
Extent to which renderers and feed mills inspected are without any major deviations with respect to the Feeds Regulations and the Health of Animals Regulations (Enhanced Feed Ban)⁹	≥ 95 percent compliance
Extent to which the CFIA's data indicates the entry and establishment of new, foreign regulated plant diseases and pests into Canada (listed diseases/pests in the regulated pest list for Canada)	No evidence, as confirmed by the CFIA's data, of the entry and establishment of new, foreign regulated plant diseases and pests into Canada through specified regulated pathways
Extent of change in the presence of regulated plant diseases or pests beyond the regulated areas	No evidence of increase in the size of regulated areas for plant diseases/pests attributable to human activity
Extent to which plant health risks identified by the CFIA (within and outside Canada) are communicated to the affected stakeholders	Following the identification of a plant health risk, appropriate information is communicated with the relevant stakeholders in less than one month
Percentage of inspections of novel products that demonstrate compliance with the requirements and standards outlined in the respective authorizations for experimental purposes¹⁰	Plants with novel traits: 90 percent Novel supplements¹¹: 95 percent Novel feeds: 80 percent Veterinary biologics: 80 percent

Program Activity¹²	Forecast Spending 2009–10¹³ ($ Millions)	Planned Spending ($ Millions)			Alignment to Government of Canada Outcomes
Program Activity¹²	Forecast Spending 2009–10¹³ ($ Millions)	2010–11	2011–12	2012–13	Alignment to Government of Canada Outcomes
Animal Health Risks and Production Systems	92.5	87.1¹⁴	87.3	87.8	Strong Economic Growth
Plant Health Risks and Production Systems	75.8	61.3¹⁵	54.7	55.2	A Clean and Healthy Environment
Biodiversity Protection	13.5	12.9	12.9	12.9	A Clean and Healthy Environment
Total Planned Spending		161.3	154.9	155.9

*Table 1-5: Planning Summary Table – Strategic Outcome 3*
Strategic Outcome 3: Contributes to consumer protection and market access based on the application of science and standards
Performance Indicators	Targets
Percentage of regulatory initiatives that meet publication requirements for publication in either the Canada Gazette, Part I or Part II	≥ 95 percent
Extent to which the net quantity, composition, labelling and advertising of food products inspected is accurate	70 percent of products, labels and advertisements inspected are accurately represented¹⁶
Extent to which certified food, animal and plant shipments meet the receiving country's import requirements	≥ 99 percent meet requirements of the importing country

Program Activity¹⁷	Forecast Spending 2009–10¹⁸ ($ Millions)	Planned Spending ($ Millions)			Alignment to Government of Canada Outcomes
Program Activity¹⁷	Forecast Spending 2009–10¹⁸ ($ Millions)	2010–11	2011–12	2012–13	Alignment to Government of Canada Outcomes
Integrated Regulatory Frameworks¹⁹	10.2	9.7	9.7	9.9	A Fair and Secure Marketplace
Domestic and International Market Access	34.1	32.3	32.3	32.5	A Prosperous Canada through Global Commerce
Total Planned Spending		42.0	42.0	42.4

*Table 1-6: Planning Summary Table – Internal Services Program Activity*
Strategic Outcome: The program activity below supports all strategic outcomes within this organization
Program Activity²⁰	Forecast Spending 2009–10²¹($ Millions)	Planned Spending ($ Millions)
Program Activity²⁰	Forecast Spending 2009–10²¹($ Millions)	2010–11	2011–12	2012–13
Internal Services	123.5	118.6²²	118.7	118.3
Total Planned Spending		118.6	118.7	118.3

1.6 Contribution of Priorities to Strategic Outcomes

For the 2010-11 fiscal year, the CFIA has set out five priorities to strengthen the Agency's foundations, mitigate strategic risks and help deliver effectively on its core program activities. The following table summarizes the Agency's priorities and illustrates how these activities are expected to contribute to the Agency's strategic outcomes. Additional details are provided in Section II.

*Table 1-7: Summary of Priorities and Link to Strategic Outcomes*
Operational priorities	Type²³	Links to Strategic Outcomes	Description
1. Design and deliver risk-based inspection and surveillance services	Ongoing	Links to All Strategic Outcomes	Designing and delivering science- and risk-based inspection and surveillance services for food safety and zoonotic diseases, plant health and production systems, and animal health and production systems, will contribute to protecting Canadians from preventable health risks related to unsafe food, protecting the animal and plant resource base and further supporting market access.
2. Improve compliance through compliance management activities²⁴	Ongoing	Links to All Strategic Outcomes	Enhancements in compliance through compliance management activities will allow the Agency to anticipate and prevent the entry and spread of regulated diseases and pests and manage risks within the products and inputs that may affect the animal and plant resource base. These activities will also allow the Agency to detect, track and mitigate the food safety risks associated with diseases, foodborne illnesses and other health hazards and further support consumer protection and market access.
3. Modernize the Agency's regulatory components and tools	Ongoing	Links to All Strategic Outcomes	Modernizing the Agency's regulatory components and tools will strengthen the Agency's ability to deliver on its mandate. This can be accomplished by continuing to pursue amendments to relevant legislation and by using current scientific knowledge, more innovative thinking and improved tools such as outreach products, communication, manuals and guidelines.
4. Increase transparency and strengthen strategic partnerships and communications with key partners and stakeholders	New	Links to All Strategic Outcomes	Increasing transparency will maintain public and stakeholder confidence in the Agency's work and its ability to promote and protect the health and safety of Canadians. This will be done by proactively informing Canadians and industry of the Agency's activities. Strengthening strategic partnerships with key partners and stakeholders will help to develop national approaches on food safety, animal health and plant health, thus helping to share and adopt best practices.
Management priorities	Type	Links to Strategic Outcomes	Description
5. Develop a workforce and workplace such that the Agency is innovative, more effective and well-managed	New	This management priority is part of the Internal Services program activity which contributes to all strategic outcomes	Developing the workforce and workplace with a focus on values and ethics and a learning agenda will support the CFIA Renewal Plan and ongoing cultural change and contribute to the ability of CFIA employees to carry out their current and future responsibilities with competence and integrity, thereby helping to meet the demands of the Agency's complex mandate.

1.7 Risk Analysis

Strategic risk management is fundamental to the CFIA's business planning, policy development, and program design and delivery. The Agency's Corporate Risk Profile (CRP) identifies nine key strategic risks to which the Agency is exposed. The CRP is intended to guide senior management thinking and decision-making with respect to priority-setting and resource allocation. The CFIA's priorities, complemented by ongoing programming, are aimed at mitigating these risks.

The nine key strategic risks faced by the CFIA and its partners, and associated key activities are outlined below.²⁵ The strategies in place to mitigate these risks are detailed in Section II.

*Table 1-8: Strategic Risks, Link to Strategic Outcomes and Associated Key Activities*
Risk Area	Link to Strategic Outcome(s)	Key Activities*
Foodborne Hazards: The CFIA, and co-operating jurisdictions, may fail to detect, track and/or mitigate foodborne pathogens, toxins, chemical contaminants and other foodborne hazards that could pose a threat to human health. This risk is underscored by the variable nature of foodborne hazards, coupled with the rapidly emerging threats to food safety resulting from evolving global, economic, social and environmental factors.	SO 1	Addressing the key recommendations of the Report of the Independent Investigator into the 2008 Listeriosis Outbreak FCSAP CVS
Zoonotic Outbreaks / Incidents: The CFIA may fail to detect and/or prevent the entry and/or spread of an animal disease that is potentially transmissible to humans (“a zoonotic”). The Agency collaborates with partners both domestically and abroad to effectively manage these diseases; however, zoonotic agents are unpredictable and adaptable.	SO 1	Animal Health Foresight Growing Forward Work with the Canadian Animal Health Surveillance Network and World Organisation for Animal Health
Animal and Plant Pests and Diseases: The CFIA may fail to appropriately prevent, detect, contain and mitigate a pest or disease that threatens the plant and/or animal resource base. The increasing variety of plant products imported into Canada, coupled with the emergence of new pathogens, threaten animals and plant resources.	SO 2	Plant Health Program National Aquatic Animal Health Program (NAAHP) CVS
Human Resources: The CFIA may be unable to attract, develop and retain a human resource base with the necessary competencies to fully and effectively deliver on its mandate. To deliver its programming to the fullest extent possible, the CFIA depends upon a highly skilled, multidisciplinary staff complement located across the country. Pending retirements, demographic shifts and competitive labour market conditions demand that the Agency plan for long-term recruitment, retention and development of its human resource base.	All SOs	CFIA Renewal Plan
Science and Technology Capacity: The CFIA's science and/or technology capacity (e.g. methods, tests and practices) may not remain abreast of new scientific or regulatory developments. This risk is driven by the extraordinarily rapid pace of technological and methodological change in relation to food, animal and plant products.	SO 2 and 3	Addressing the key recommendations of the Report of the Independent Investigator into the 2008 Listeriosis Outbreak Biotechnology Research Plan Food Safety Research Plan
Information for Decision-making: Performance, analytical and scientific information may be insufficiently compiled, focused and defined to appropriately support decision making and reporting in the CFIA. Effective management of any organization, particularly one of the size and complexity of the Agency, depends upon a stable analytical foundation for strategic and operational decision making and the demonstration of value and performance.	All SOs	Addressing the key recommendations of the Report of the Independent Investigator into the 2008 Listeriosis Outbreak Performance Management Reporting Solution Advances to the Performance Measurement Framework
Partnerships: The roles and responsibilities of key partners may be insufficiently coordinated to support program delivery. Alignment with both domestic and international partners that share a responsibility for food safety and plant and animal health is critical to the achievement of all of the Agency's strategic outcomes and the mitigation of all other strategic risks.	All SOs	Addressing the key recommendations of the Report of the Independent Investigator into the 2008 Listeriosis Outbreak Academic Advisory Panel Federal / Provincial / Territorial engagements
Internal Co-ordination: There may be insufficient coordination within the CFIA to support program design and delivery. An organization as large and complex as the CFIA must have its component parts constantly working in alignment to effectively deliver on its programs.	All SOs	Addressing the key recommendations of the Report of the Independent Investigator into the 2008 Listeriosis Outbreak Corporate Governance Review Revision of PAA Performance Management Reporting Solution
Program Framework: The CFIA's program and regulatory framework may be insufficient to protect Canadian consumers and facilitate trade. As a regulatory Agency, the CFIA's successful achievement of its strategic outcomes depends upon a legislative base and regulatory framework that enable the Agency to develop effective, fair and efficient programming.	All SOs	Amendments to Health of Animals Regulations (Humane Transport and Hog Identification) and Honey Regulations Cabinet Directive on Streamlining Regulations

* For more information on activities, see Sections II and III.

1.8 Expenditure Profile

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Figure 3: Percentage of 2010-11 Planned Spending by Program Activity

Canada's Economic Action Plan

In 2009, the federal government committed to approximately $24 million over two years (2009-10 to 2010-11) to help modernize the CFIA's laboratories. The CFIA will deliver 13 initiatives comprising 30 projects in six provinces at the following seven laboratories: Burnaby, Calgary, Dartmouth, Lethbridge, Ottawa, Saskatoon and St. Hyacinthe.

1.8.1 The CFIA's Spending Trend

Overall, the CFIA's spending increased from 2006-07 to 2008-09 predominately due to investment in the FCSAP as well as a one-time retroactive payment made in 2007-08 due to the reclassification of meat inspector positions. The 2009-10 Forecast Spending reflects the Agency's current approved authorities. This amount will increase prior to year end as a result of final supplementary estimates and other adjustments. For additional information regarding the Agency's spending trend, refer to Section 1.5.1.

Figure 4: The Canadian Food Inspection Agency CFIA’s past and future spending within the context of a seven-year trend

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Figure 4: The CFIA's past and future spending within the context of a seven-year trend

1.8.2 Voted and Statutory Items

The following table presents the Agency's 2009-10 and 2010-11 Main Estimates. The Main Estimates identify the initial spending authority (Votes) approved by Parliament for a fiscal year. They exclude incremental authorities granted during a fiscal year through Supplementary Estimates and Treasury Board Votes. The 2010-11 Main Estimates are approximately $73 million higher than the 2009-10 Main Estimates. The major items accounting for this increase are: $37 million to renew resources for managing bovine spongiform encephalopathy (BSE); $23 million for signed collective bargaining agreements; $14 million for projects approved under CEAP announced in Budget 2009; and $11 million additional resources for the FCSAP.

These increases are offset by a decrease of $12 million due to the sunsetting of resources for the Invasive Alien Species initiative. Statutory items, for which legislative approval already exists, are included in the Main Estimates for information purposes only and are denoted by an (S) in the following table.

*Table 1-9: Voted and Statutory Items*
		Main Estimates²⁶ ($ Millions)
Vote # or Statutory Item (S)	Vote or Statutory Wording	2009-10	2010-11
30	Operating Expenditures and Contributions	480.6	534.2
35	Capital Expenditures	22.6	36.4
(S)	Compensation Payments	1.5	1.5
(S)	Contributions to employee benefit plans	67.3	73.3
Total Agency		572.0	645.4

¹ Strategic outcome: Long-term and enduring benefit to Canadians that stems from the Agency's mission and vision. It represents the difference that the Agency intends to make for Canadians.

² 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 would generate a 0.5 FTE.

³ For descriptions of the Food Safety and Nutrition Risks and Zoonotic Risks program activities, please refer to the Main Estimates on the Treasury Board Secretariat website at the following link: http://www.tbs-sct.gc.ca/est-pre/index-eng.asp

⁴ The amount reflects the Agency's current approved authorities; the final year-end amount will be published in the 2009-10 Public Accounts.

⁵ There is a decrease of approximately $11 million in the Food Safety and Nutrition Risks program activity from 2010-11 to 2011-12. This decrease is predominantly due to the sunsetting of resources received under Canada's Economic Action Plan. The Agency's core funding for the Food Safety and Nutrition Risks Program Activity will remain unchanged during this period.

⁶ Zoonotic: Zoonotic diseases are diseases transmissible from animals to humans.

⁷ There is a decrease of approximately $12 million from the 2009-10 Forecasting Spending to the 2010-11 Planned Spending in the Zoonotic Risks program activity. This decrease is predominately due to the receipt of H1N1 resources in 2009-10 only.

⁸ This indicator reflects only foreign animal diseases. The CFIA also conducts a wide variety of activities with regard to animal diseases already established in Canada. Performance measures to illustrate performance in this regard will be developed and will be reported on in future years.

⁹ Major deviations with respect to the Enhanced Feed Ban could include: evidence of cross-contamination of ruminant feed with prohibited material, the unavailability of written procedures and required records, and labelling violations. Major deviations with respect to the Feeds Regulations could include: evidence of cross-contamination with medications, the unavailability of required records and labelling violations.

¹⁰ This performance indicator is comprised of sub-indicators which measure the compliance of four types of novel products: Plants with Novel Traits, Novel Supplements, Novel Feeds and Veterinary Biologics. The indicators and targets for the Plants with Novel Traits and Novel Supplements sub-indicators have been brought forward from the 2008-09 Performance Report, whereas those for Novel Feeds and Veterinary Biologics were first established for the 2009-10 reporting period.

¹¹ Novel supplements include both soil and plant supplements that act to improve the physical condition of soils or increase plant growth or crop yield.

¹² For descriptions of the Animal Health Risks and Production Systems, Plant Health Risks and Production Systems and Biodiversity Protection program activities, please refer to the Main Estimates on the Treasury Board Secretariat website at the following link: http://www.tbs-sct.gc.ca/est-pre/index-eng.asp

¹³ The amount reflects the Agency's current approved authorities; the final year-end amount will be published in the 2009-10 Public Accounts.

¹⁴ There is a decrease of approximately $5 million from the 2009-10 Forecast Spending to the 2010-11 Planned Spending in the Animal Health Risks and Production Systems program activity. This decrease is predominately due to the receipt of resources in 2009-10 related to the 2008-09 carry-forward and the Growing Forward initiative that are not included in the 2010-11 Planned Spending amount.

¹⁵ There is a decrease of approximately $14 million from the 2009-10 Forecasting Spending to the 2010-11 Planned Spending in the Plant Health Risks and Productions Systems program activity. This decrease is predominately due to the sunsetting of resources received for the Invasive Alien Species Program.

¹⁶ Based on highest risk, the Agency conducts targeted inspections of products, labels and advertisements to find those that are more likely to be in non-compliance. As a result, the target of 70 percent is deemed appropriate.

¹⁷ For descriptions of the Integrated Regulatory Frameworks and Domestic and International Market Access program activities, please refer to the Main Estimates on the Treasury Board Secretariat website at the following link: http://www.tbs-sct.gc.ca/est-pre/index-eng.asp

¹⁸ The amount reflects the Agency's current approved authorities; the final year-end amount will be published in the 2009-10 Public Accounts.

¹⁹ The CFIA's responsibilities flowing from 13 federal statutes and 38 regulations comprise the Agency's regulatory framework. Regulatory tools include, among others, guidelines, brochures, forms, manuals and technological processes such as e-certification.

²⁰ For a description of the Internal Services program activity, please refer to the Main Estimates on the Treasury Board Secretariat website at the following link: http://www.tbs-sct.gc.ca/est-pre/index-eng.asp

²¹ The amount reflects the Agency's current approved authorities; the final year-end amount will be published in the 2009-10 Public Accounts.

²² There is a decrease of approximately $5 million from the 2009-10 Forecast Spending to the 2010-11 Planned Spending in the Internal Services program activity. This decrease is predominately due to the receipt of resources in 2009-10 related to the 2008-09 carry-forward and the Growing Forward initiative that are not included in the 2010-11 Planned Spending amount.

²³ Type is defined as follows: ongoing – committed to at least three fiscal years prior to the subject year of the report; and new – newly committed to in the reporting year of the RPP or Departmental Performance Report.

²⁴ Compliance management activities are those actions that inspection staff take to address incidents of non-compliance they identify during an inspection. For example, a regulated party is requested to re-label an improperly labelled product. These activities differ from investigations, which are undertaken when non-compliance has been identified and involve gathering evidence, which may result in either issuing an administrative monetary penalty or recommending prosecution.

²⁵ Although some of the risk areas may be applicable to multiple strategic outcomes (SOs), the SOs identified against each risk in this table relate to a “moderate” or “high” risk ranking received during the Corporate Risk Profile exercise. For example, the risk related to Foodborne Hazards received a high risk ranking only under SO1, so only SO1 is shown on this table. Similarly, the risk related to Science and Technology Capacity scored a moderate risk ranking under SO2 and a high ranking under SO3; as such, in this table, it is only linked to SO2 and SO3.

²⁶ The Main Estimates for 2010-11 are available on the Treasury Board Secretariat internet site at http://www.tbs-sct.gc.ca/est-pre/estimE.asp