About the CFIA > Modern Management Initiatives  

Modern Management Improvement
Action Plan
September 2003

 Table of Contents

1.0  President’s Message

The Canadian Food Inspection Agency (CFIA) is committed to serving Canadians by providing protection from preventable health risks, delivering a fair and effective regulatory regime, sustaining the plant and animal resource base, promoting the security of Canada’s food supply and providing sound agency management.

The CFIA recognizes that effective service delivery, responsible spending and well-managed administration are integral to the delivery of its mandate. For this reason, Sound Agency Management is one of the five strategic goals identified in the Agency’s Corporate Business Plan for 2003-2008 and the CFIA’s Report on Plans and Priorities for 2003-2004.

The CFIA’s Modern Management Improvement (MMI) Action Plan has been developed to help achieve the goal of sound management. The plan brings together a number of initiatives currently underway and identifies new ones designed to improve the CFIA’s management capacity and practices and facilitate effective integrated decision-making. The plan does so by focussing greater attention on risk management, planning and accountability. Enhancements to the quality of service delivery and stewardship are also important components of the plan. Finally, the plan recognizes the importance of CFIA’s human resources and promotes the Agency’s evolution to a values-based organization

The Agency’s commitment to Modern Management reflects an ongoing dedication to organizational and professional excellence. I am confident that the Agency’s integrated Modern Management Action Plan will contribute significantly to building a stronger capacity for innovation, deliver results for Canadians and help the Agency’s managers face the future with confidence and enthusiasm.

Richard B. Fadden

2.0  Introduction: Modern Management Improvement

Results for Canadians: A Management Framework for the Government of Canada describes Modern Comptrollership as a key priority in modernizing management practices. Modern Comptrollership is a management reform initiative aimed at strengthening the existing capabilities within the federal government community to make better decisions, provide better services, demonstrate results achieved and, ultimately, better meet the needs of Canadians.

In line with Modern Comptrollership, the CFIA Modern Management Improvement (MMI) Action Plan will improve Agency management practices in the following areas:

• Risk Management, Planning and Accountability,
• Human Resource Management,
• Quality of Service Delivery, and
• Stewardship.

This initiative will improve the CFIA’s decision making at all levels of the organization by providing managers with sound financial and non-financial information, integrated risk management strategies, and effective systems and tools. It requires every manager to strive to make decisions that integrate risk management and sound management of resources in a manner consistent with the Agency’s values and ethics.

The projects outlined in CFIA’s MMI Action Plan will provide long-term benefits to the CFIA. Management improvement is a long journey, requiring sustained focus and dedication on the part of all CFIA managers, but one that will ensure a strong future for the Agency.

3.0  Background: Modern Comptrollership

The federal government’s Modern Comptrollership initiative began in 1997 with publication of the Report of the Independent Review Panel on Modernization of Comptrollership in the Government of Canada (Panel Report). The recommendations of this report were accepted by the Treasury Board of Canada, and the result was the creation of the Comptrollership Modernization Office (CMO) within Treasury Board of Canada Secretariat, with a mandate to support modernization throughout the government.

On June 01, 2001, the President of Treasury Board announced that, after a three-year pilot phase, the Modern Comptrollership initiative would extend to all departments and agencies with the Government of Canada. This extension was a clear demonstration of the government’s commitment to improve management practices and the stewardship of public resources.

To meet the requirements of the Modern Comptrollership initiative, the first step for most departments and agencies was to undertake a capacity assessment to determine their current management capacities. The capacity assessment for the CFIA was completed in the fall of 2002.

4.0  CFIA’s Commitment to an Integrated Modern Management Agenda

The CFIA has embraced the principles of modern comptrollership since its inception in 1997. It was one of the first agencies in the federal public service to commit to presenting its financial statements according to Generally Accepted Accounting Principles (GAAP). This commitment was enshrined in the Agency’s founding legislation, The Canadian Food Inspection Agency Act. Accordingly, the Agency’s annual audited financial statements have been produced on an accrual accounting basis since 2001.

The CFIA also adopted the principle that delegation, both financial and human resource-based, should be made as close to front-line management (where the business decisions had immediate impact) as practical. The Agency recognized that a strong management/leadership cadre, supported by intensive training, good integrated management tools and systems (including risk management) and a commitment to responsible active monitoring would be integral to its success. Through extensive employee consultation, the Agency also developed a strong values and ethics framework, designed to encourage an orderly transition from a rules-based to a values-driven organization.

The publication of Results for Canadians in 2000 confirmed that the CFIA was headed in the right direction. Results for Canadians promotes an integrated approach to management, with a focus on benefits/results for Canadians (strategic outcomes), responsible spending, and evidence of strong values and ethics throughout federal organizations. The challenge for CFIA was to create an environment in which the Agency could achieve these overall goals while continuing to improve the delivery of its mandate in the areas of food safety, animal health, and plant protection.

As a key element of Results for Canadians, the Modern Comptrollership Initiative advanced by Treasury Board Secretariat provides the impetus to keep the Agency focused, along with a framework to ensure consistency in how it moves forward.

The CFIA remains strongly committed to using modern comptrollership as the vehicle to continue to evolve into a more flexible, responsive, transparent, productive, and results-oriented organization. Modern comptrollership will also enable the Agency to deliver better value to Canadians through responsible spending and integrated risk management. Today, CFIA’s dedication to modern comptrollership is evident in its governance structure (see Annex A), a "top-down" approach which positions the President as the "Modern Management Champion" for the CFIA.

5.0  Capacity Assessment

The "Capacity Assessment" (CA), completed within the CFIA last fall, provided a comprehensive management " reality check" against a series of best practices/standards in other organizations. The CA allowed the Agency to measure where it is as an organization and determine where it wants to be in three to five years. The CFIA’s baseline assessment was based on the Treasury Board Secretariat’s Capacity Check Model, comprising 33 criteria under seven key elements considered to be the "enablers" and "pillars" of management excellence.

Enablers for Effective Management - Results Depend Upon:

• Strategic Leadership: awareness and commitment of managers at all levels to establish and sustain a results-oriented environment, where modern management practices are supported by strong and effective functional advice, corporate planning and resource allocation, and reallocation processes and mechanisms.

• Clear Accountabilities: clearly communicated departmental assignment of responsibilities and authorities to program managers and functional specialists, reinforced by a performance management regime and system of incentives designed to ensure effective service delivery, planning and reporting of results.

• Motivated People: establishing and sustaining an organizational culture based on the involvement, co-operative effort and commitment of all employees, supported by modern management practices, open communications, continuous learning and a client/results focus, to ensure a productive and well-balanced work environment.

Pillars of Effective Management - End Results

• Shared Values and Ethics: communication and demonstration of strong values and ethics in all management practices, behaviours and processes that support the ethical stewardship of public resources.

• Mature Risk Management: integration of strong risk management practices in strategic and operational decision making in a manner that supports innovation and sound stewardship.

• Integrated Performance Information: establishment and communication of clear expected outcomes and integrated information on resources, people and clients that enables managers to learn, adjust and improve program effectiveness, efficiency and service quality.

• Rigorous Stewardship: implementation of an effective and integrated control framework—sound procedures, practices and competencies - to support the organization and individual mmanagers in achieving citizen-focused results, while ensuring highly effective management of public resources.

5.1 Capacity Assessment Approach

The CFIA’s CA was completed by KPMG Consulting between January 2002 and September 2002. KPMG conducted a total of 41 interviews with CFIA managers at all levels across Canada. Information gathered was challenged and validated by a group of senior managers and presented for approval to the Executive Management Committee in the fall of 2002. The final report, entitled Capacity Assessment of Modern Management Practices, can be found on the CFIA Web site at:
http://www.inspection.gc.ca/english/audit/kpmg02/kpmg02e.shtml

5.2 General Findings in the Capacity Assessment

The CA identified several existing strengths in CFIA’s management practices, as well as a series of potential opportunities for improvement:

Existing strengths

Some of the strengths identified as good management practices at the CFIA were as follows:

• The CFIA has well-established processes for dealing with scientific/public health issues.
• All laboratories are ISO accredited. Seventeen out of twenty-one labs have been audited towards ISO 17025.
• Front line Inspection Managers have been given full accountability for planning, performance management and risk analysis.
• The Delivery Excellence project facilitates the ongoing review and update of best practices.
• The Agency is advanced in its application of FIS and GAAP accounting practices.
• The CFIA has made good progress in the design, development and delivery of training.
• Career management and rewards and recognition programs have been desi gned and implemented.

Opportunities for improvement

The potential opportunities for improvement were categorized into four groups. Each represents a logical grouping of initiatives based on an integration of functional responsibilities. These opportunities were reviewed by the Executive Committee members, and projects were developed , where possible, for the highest priority opportunities as part of the CFIA’s Modern Management Improvement Action Plan.

The following is a summary of the CA - identified opportunities by grouping:

Group A - Planning and Reporting

• Continue to develop the planning process
• Continue to develop the Resource Management Framework
• Continue to develop Integrated Performance Measurement

Group B - Human Resources

• Revisit the Agency’s Values and Ethics Framework
• Establish mechanisms to survey employee satisfaction
• Revitalize the performance appraisal process across the Agency
• Continue to provide for succession planning at the national and local level
• Resolve classification issues

Group C - Comptrollership and Corporate Support

• Provide more management training, especially with respect to financial management
• Review the Agency asset life cycle strategy in light of funding constraints
• Strengthening the IM/IT infrastructure to support management reporting capacity

Group D - Other

• Review the corporate service functions within branch/area
• Consider taking a more integrated approach to management control and risk analysis
• Review the program network structure and implementation
• Develop an Agency business process improvement strategy and prioritize opportunities
• Develop an integrated approach to client and stakeholder consultation
• Develop a Manager Financial Tool Kit

6.0  The Modern Management Improvement Action Plan

The CFIA’s Modern Management Improvement (MMI) Action Plan is CFIA’s strategic response to the findings documented in the Capacity Assessment (CA).

Annex B provides a summary of the -identified opportunities by grouping, potential benefits, and the CFIA’s MMI Action Plan project(s) that address each opportunity.

The MMI Action Plan is a three-year plan consisting of fifteen projects linked to the seven elements of management excellence and an identified CA gap. A Modern Management Initiatives Office has been set up to support the Modern Management initiative within the Agency and monitor progress with respect to the projects. The fifteen projects have been grouped in four management improvement areas as follows:

As the Agency moves forward, Branch Heads will be incorporating the following MMI projects within their annual operational work plans. Endorsed by the Executive Committee, the MMI Action Plan holds respective Branch Heads accountable (with the assistance of the Project Management Office) for agreed upon results/timelines through their respective performance contacts with the President.

Annex C provides a comprehensive summary of the desired results and activities/resources required to implement the Modern Management Initatives Office and each of the fifteen MMI projects.

A brief description of each project is provided in the following section.

Modern Management Initiatives Office

CFIA senior management is committed to the ongoing modernization and improvement of management practices with the Agency. Treasury Board Secretariat and the CFIA have dedicated significant resources to move the Agency forward on the Modern Comptrollership Management Improvement agenda. The Modern Management Initiatives Office and Modern Management Governance Structure are in place to facilitate the progress and integration of modern management principles within our organization. Further, the linkages between CFIA’s MMI projects and the TBS model of Management Excellence: Comptrollership Practices are presented in Annex D. The Modern Management Initiatives Office will serve to monitor, track and report on the progress with respect to the MMI Action plan, and develop and implement a communications strategy.

6.1  Risk Management, Planning and Accountability

CA opportunities addressed:

• Continue to enhance planning process
• Revitalize the performance appraisal process

For the CFIA, strategic planning and accountability are critical components of sound Agency management. They define what the CFIA should accomplish and why that is important, as well as demonstrating the Agency’s commitment to take responsibility for its expected performance.

To be effective, managers must clarify responsibilities and performance expectations, balance expectations with capabilities, and report results in a credible manner. The key initiatives included in the CFIA’s Report on Plans and Priorities (2003-2004) will be integrated in operational work plans and the performance management agreements for executive level managers, establishing clear accountability and linking results with performance pay. 

This project will clarify planning roles of key positions and link Branches into joint planning at the organizational, program and business line levels. Enhanced Performance Feedback and Review processes at all levels of the organization will result from integrated planning processes and accountability structures.

CA opportunity addressed:

• A more integrated approach to management control and risk analysis

The integration of risk knowledge in all decision-making tools and processes is a key component of effective management. This project focuses on the development of a corporate risk strategy, integrated with strategic planning, corporate priorities and legal litigation risk. It will also stress the importance, to all senior managers, of ensuring all CFIA employees understand the principles of risk management and apply them in their daily operational decisions.

CA opportunity addressed:

• Continue to develop integrated performance measurement

Good performance measurement brings together financial and non-financial performance information to link program costs with actual or expected results. It provides managers with the information they need for sound decision making. The development and implementation of results-oriented performance management is a vital aspect of good management and increased accountability - the very essence of Modern Comptrollership.

The CFIA has developed a results-oriented performance management framework outlining key activities and desired outcomes, as well as overall benefits for all Canadians. The Agency will continue to implement its performance management framework and focus on improving data collection, management and reporting. In addition, the CFIA will enhance its capacity to link human resource and financial information to program performance information. This project will produce a comprehensive corporate performance framework to integrate information for external and internal use.

CA opportunity addressed:

• Strengthening the IM/IT infrastructure to support management reporting capacity

Technology and management tools play a critical role in supporting Agency management. The CFIA’ s management of information and supporting technology will continue to be driven by the information requirements of the business lines to support effective decision making and efficient program delivery.

This project will review the national information systems and supporting infrastructure in line with changing business priorities. It will also review potential tools for extracting required management information from operating systems (i.e. RMS), as well as development of new tools and systems to support further retention, and access and sharing of knowledge and information.

CA opportunities addressed:

• Review the Corporate Services functions with Branch/Area
• Review the program network structure and implementation

The CFIA recognizes the continual need to review its organizational structure and to reconfirm the mandate of each functional organization. An organizational review has been initiated to examine the Area Executive Director responsibilities, and measure the effectiveness of the Program Network structure,/corporate support functions Enforcement and Investigation Services and Corporate Service Centres in each Area of CFIA (i.e. HR, Enforcement and Compliance Units, Legal Services). This review will also include CFIA Corporate Services, National Services Centres and geographic divisions across the country.

6.2 Human Resource Management

CA opportunity addressed:

• Revisit the Agency’s Values and Ethics Framework

The Agency has a strong Values and Ethics Framework. It was developed during the first year following the creation of the CFIA through extensive employee consultation. The goal of this project will be to revisit the Values and Ethics Framework to broaden its understanding and acceptance throughout the Agencyand to revise it appropriately with employees based on six years of experience. The goal is to establish accountability and promote the use of values and ethics in all decisions and behaviour of every CFIA employee.

CA opportunity addressed:

• Establish mechanisms to survey employee opinion
• Establish mechanisms to survey employee opinion satisfaction

An employee satisfaction survey will be conducted of all CFIA employees to increase awareness of staff issues and to facilitate quicker resolution of those issues affecting staff. An implementation strategy, to address issues arising from the survey and baseline survey tools to track ongoing employee opinions,satisfaction are is an important elements of this project.

CA opportunities addressed:

• Provide more management training, especially with respect to financial management
• Revitalize the performance appraisal process across the Agency

The Agency recently consolidated its training components into a Professional Development and Continuous Learning division. The Enhanced Training project will involve the development of an Agency-wide training strategy. This strategy will foster the development of a continuous learning environment and address identified training gaps (both technical and managerial), resulting in increased leadership and managerial competencies.

CA opportunity addressed:

• Continue to provide for succession planning at the national and local level

CFIA personnel, as "human capital", are recognized as the Agency’s most valuable asset. As a science-based regulatory agency, CFIA has the kind of highly specialized, skilled workforce sought by today’s highly competitive, knowledge-based economy.

From recruiting the right candidates to retaining a skilled workforce and developing new leadership from within, succession planning is an essential ingredient in building a committed team capable of achieving the Agency’s strategic goals. Succession planning in particular will encourage strong leadership by training, developing and maintaining key skills and competencies within the Agency.

The two main issues that the Agency faces with respect to succession planning are CFIA’s aging workforce (many will soon be eligible for retirement) and a global increase in demand for new skills and competencies. The result will be a shortage of knowledge workers in the near future. SSuccession planning will examine short-term emergency replacement requirements, identify mission-critical positions, and develop strategies for retention and long-term requirements.

6.3 Quality of Service Delivery

CA opportunity addressed:

• Develop an Agency business process improvement strategy and prioritize opportunities. (see also MMI Project 14, below)

For the past four years, the Operations Branch has conducted a Delivery Excellence program. This initiative is designed to create continuous improvement in the way CFIA delivers its services to Canadians. Delivery Excellence has enhanced the effectiveness, efficiency and uniformity of service delivery to all stakeholders. Last year’s final reports on Delivery Excellence projects can be found on the CFIA intranet at: http://merlin/english/ops/nation/newnou/excellence/excelle.asp (accessible for CFIA employees only)

As the Agency moves forward, the Delivery Excellence Program will also annually identify new business improvement challenges and manage them to successful resolutions.

CA opportunity addressed:

• Develop an integrated approach to client and stakeholder consultation

The CFIA relies extensively on partnerships to achieve its mandate and deliver its programs. Effective partnerships have been established with other government departments/agencies, other levels of government, industry, universities, and foreign governments. The CFIA will develop and implement a consultation framework that will co-ordinate and harmonize the consultation efforts undertaken by the Agency. The project will provide an opportunity to improve CFIA’s management of partnerships and stakeholders by reviewing the internal and external consultation needs of the Agency and the current consultation mechanisms in place, assessing redundancies, and developing mechanisms to facilitate the transfer of knowledge information back to the CFIA.

CA opportunity addressed:

• Develop an Agency business process improvement strategy and prioritize opportunities. (see also MMI Project 13, below)

Quality Assurance (QA) is an important aspect of modern comptrollership, and is linked to a number of elements within the modern comptrollership framework. This project will contribute to a better understanding of what an "appropriate environment of control" means in agencies where there is a decentralized delivery of regulatory programs.

This project will also assist the Agency in learning more about achieving the right balance between effective management control and responsive service delivery. It will review best practices in regulatory departments/agencies and, review QA practices within the CFIA with recommendations for further improvements., and develop a profile of major business program risk tolerances at the corporate level.

6.4 Stewardship

CA opportunity addressed:

• Continue to develop the Resource Management Framework

In response to the need for enhanced corporate stewardship, and following the Agency’s conversion to accrual accounting, the CFIA will continue to enhance financial management practices within the Agency through the development of a Resource Management Framework. The development of a Resource Management Framework, integrated with strategic planning and an accountability structure, will assist the Agency in the allocation and reallocation of resources, as well as support the organization and individual managers in responsible spending of public resources. This project will also include the development and implementation of control procedures, processes and competencies.

CA opportunity addressed:

•  Review the Agency Asset Lifecycle Strategy in light of funding constraints

To maintain the CFIA’s response capacity, as well as to support science-based inspection requir ements, the Agency will carefully manage both its fixed assets base (such as laboratories) and its moveable assets to ensure they are up-to-date and in a constant state of readiness.

Physical assets management will be improved by introducing a governance regime for capital investments and developing an assets management strategy for moveable assets, as well as introducing better establishment, tracking, and depreciation and disposal practices. Improvements to moveable assets management will need to be complemented by proactive life-cycle management practices and funding to renew the Agency’s critical information technology and vehicle fleets. It is also critical that the Agency’s scientific equipment assets are maintained to meet the latest domestic and international standards in testing.

The Asset Lifecycle Management Strategy will include the development of a "capital assets planning and information system", applying risk management techniques that integrate assets planning with program planning, lifecycle costing and financial resource allocation. The system will be linked to the Agency’s current financial system (SAP).

CA opportunity addressed:

• Develop a Manager’s Financial Tool Kit

The Agency will implement a Web-based manager’s reporting tool to improve overall decision making by providing key budget forecasting and accrual reports at each manager’s desktop.

This project will allow stewardship principles employed at the corporate level to be incorporated at the managerial level. It will provide managers with tools and techniques to help carry out their financial management functions and will also lead to a more consistent approach, resulting in more reliable financial reporting information.

7.0 Communications Strategy

The Agency recognizes that to gain awareness of, interest in, and commitment to the Modern Management initiative, a strong communications effort is essential. A sound communication strategy will ensure that the MMI Action Plan and the Modern Management initiative are properly understood in all levels of the Agency, so that all personnel are informed of the Agency’s progress in management modernization. A separate MMI Communications Action Plan, detailing activities to be undertaken, will form one of the key deliverables of the Modern Management Initiatives Office project in 2003/2004. For the next five years, communications will play a key role in the successful integration of modern management practices throughout the Agency.

7.1 Modern Management communications strategy objectives:

• To outline the CFIA’s integrated approach to modern management i n the context of the government-wide implementation of modern comptrollership.

• To create an understanding among CFIA employees of the intent of Modern Management, how it will advance results-based management, improve decision making and what impact it will have on their daily working environment.

• To inform employees and managers of the links between Modern Management and related corporate initiatives such as the Report on Plans and Priorities, Corporate Business Plan, Performance Measurement, Modernization of Human Resources and Financial Information Strategy.

7.2 Key Messages

• The CFIA is committed to delivering the best service to Canadians, providing the results, responsible spending, and accountability for decisions that Canadians expect.

• Sound management practices, as one of the CFIA’s five strategic goals, are an important step in achieving results for Canadians.

• Modern Management is a commitment to delivering these results for Canadians, based on a culture of shared public service values and ethics.

• Modern Management means equipping managers with the information and skills to make daily-informed decisions daily in the delivery of CFIA programs.

• Every CFIA manager, from the Executive Committee table to the front-line, will enhance their capacity to make better decisions based on risk management, integrated performance information, appropriate controls and established Agency values and ethics.

7.3 Communications Activities and Products

Many different communications activities and products will ensure that modern management messages are understood throughout the Agency.

One of the key products will be the establishment of an internal Web (intranet) site with linkages to the Treasury Board Secretariat (TBS) Modern Comptrollership Web site. The CFIA intranet site will be populated with the complete Capacity Assessment report, the Modern Management Improvement Action Plan, progress reports, best practices, and success stories to celebrate modern management achievements within the CFIA.

Other communications initiatives include the publication of articles in local Agency publications (to be co-ordinated by the Public Affairs Branch) and presentations, made by management at national and regional meetings, to explain the goals of Modern Management and CFIA’s MMI Action Plan projects. The Agency will also consider creating a recognition/rewards category for "Modern Management Initiatives" within the National President’s Awards Program.

7.4 Target audiences

CFIA managers, working across the Agency, are the primary audiences of this communication strategy. More specifically:

• Senior Executives: The Executive Committee and Executive Sub-Committees, Branch Executive Committees and Area Management Teams.

• Middle Managers: Executive Committee, The managers reporting directly to an Executive Committee member," direct reports" Directors, Executive Directors at headquarters, and Regional Management Team members in the Areas.

• Front Line Managers: The supervisors or managers reporting directly to Areas Management Team or Regional Management Team members.e expanded management groups.

Secondary audiences:

• Employees: All CFIA employees across Canada.

• Other Government Departments and Agencies: CFIA partners in Modern Management projects, as well as central agencies in government organizations.

8.0 Monitoring and reporting mechanisms - accountability for Modern Comptrollership

The "champion" for modern management, CFIA’s President, will report as required to the Treasury Board Secretariat and Central Agencies on the progress of this initiative within the CFIA. The President has assigned the responsibility for the monitoring and reporting on modern management initiatives to the Executive Director, Corporate Audit and Review.

The CFIA has established a Modern Management Initiatives Office which will monitor Action Plan MMI progress and report to the Executive Director, Corporate Audit and Review, and the Executive Sub-Committee, Corporate Planning and Accountability (SCCPA). Briefings will be provided, as requested, to the Executive Committee of the Agency.

MMI goals and objectives will be included in annual operational work plans for each Branch, and achievements will be reported in the CFIA’s Annual Report and /Departmental Performance Report (DPR).

The individual Branch Heads will be accountable for the various MMI projects that fall within their area of responsibility. This accountability will form part of their annual performance contracts with the President.

The MMI Office will develop an evaluation framework to assess the CFIA’s progress with respect to the Modern Comptrollership Initiative in consultation with the TBS, Comptrollership Modernization Office.

9.0 Conclusion

CFIA’s successful transition to a culture of modern management practices will depend on managerial commitment and support. Managers play a key role in making Modern Comptrollership a success by:

• Championing or leading specific projects,
• Participating and shaping the development of new practices, and
• Operationalizing new practices and approaches.

Some of the benefits of Modern Comptrollership are:

• Improved decision making - through improved access to information and improved tools managers are able to make better, more defensible decisions.

• Increased accountability - through clarification of roles and responsibilities and of expected results, leading managers and staff alike to have a better understanding of what is expected of them.

• More strategic organizations - moving from transaction processors and "watchdogs" to more of a strategic service advisors by functional specialist (e.g. Finance, Human Resources, IM/IT ).

• Increased efficiency - through cost savings, reduced cycle times or more effective allocation of existing resources.

The CFIA Modern Management Improvement Action Plan is an integrated three-year plan which will introduce new ways of doing business and will equip Agency managers with the tools they require to build a strong organization and culture that can effectively respond to change. Its ultimate goal is to achieve better results for Canadians.

Action Plan | Annex A | Annex B | Annex C | Annex D