About the CFIA > Reporting to Parliament > Annual Report > Annual Report 2002 - 2003  

2.0 INTRODUCTION

2.1 AGENCY OVERVIEW

The Canadian Food Inspection Agency (CFIA) is mandated to safeguard Canada's food supply and the plants and animals upon which safe and
high-quality food depends.

Accordingly, the CFIA is the Government of Canada's key science-based regulator for the following:

• food safety*
• animal health
• plant protection

* in partnership with Health Canada

Key to the CFIA's success are three interrelated and integral factors--sound science, the delivery of effective inspection services and the fostering of strong partnerships.

Sound Science

The basis of the CFIA's program design, delivery and regulatory decision making is sound science. The Agency relies on science as an essential component of its regulatory decision making. The specific kinds of science that the CFIA needs and uses to support its business lines include laboratory science, risk assessment, surveillance, technology development and research. The Agency also undertakes analysis of scientific research data and information to provide scientific advice and identify emerging issues.

Effective Inspection

The CFIA is responsible for the administration and/or enforcement of 13 federal acts and their respective regulations. Through the delivery of inspection and other related services--ranging from product and establishment inspection to export certification and on-site safety assessments of foreign firms--the Agency verifies compliance with these acts. Critical to the effective delivery of the CFIA's mandate is the ongoing design and development of inspection-related tools and processes. These include the continual review of regulations and policies and the implementation of new science-based inspection methodologies.

Strong Partnerships

The CFIA delivers its mandate in many areas of shared jurisdiction and responsibility. Strong partnerships with other federal government departments, as well as with provincial, territorial and municipal authorities, are imperative to the Agency's success.

Partners share responsibility for setting and/or enforcing standards that support the integrity of Canada's food safety, animal health and plant protection systems.

Specifically in the area of food safety, Health Canada and the CFIA share unique and complementary roles and responsibilities. Health Canada is responsible for food safety policies, standards and regulations, while the CFIA is responsible for all food inspection and compliance activities, as well as the development of regulations and policies related to fair and accurate food labelling and compositional standards.

The scientific community is another of the CFIA's key partners, since the Agency regularly seeks input from scientific experts when developing regulations and policies. The CFIA also recognizes the critical importance of working closely with its broad range of stakeholders. These stakeholders include the Agency's regulated parties, as well as associations representing consumers and public health, animal welfare and environmental interests.

In an international context, the CFIA is a global player, striving to ensure that the international regulatory framework, as it relates to the Agency's mandate, is strong, coherent and science-based. In support of Canada's regulatory objectives, the CFIA leads or participates in the development of a number of international agreements, arrangements and standards.

Regulated Sectors

Sectors regulated by the CFIA include agriculture, food, plant nurseries and forestries. Products that may be subject to inspection or certification by the CFIA range from agricultural inputs--such as seeds, feeds and fertilizers--to fresh foods--including meat, fish, eggs, dairy products, fruit and vegetables--and prepared and packaged foods. Those who benefit from the Agency's services include farmers, fishers, foresters, processors, distributors (importers and exporters) and, ultimately, all Canadian consumers.

Organizational Structure

The CFIA is headed by a President who reports to the Minister of Agriculture and Agri-Food. Each CFIA executive committee member is accountable for specific aspects of the Agency's policy, programming and administrative functions. The following organizational chart depicts the senior executive structure within the CFIA.

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The CFIA's Workforce

With more than 5500 dedicated professionals working across Canada, the CFIA is Canada's largest science-based regulatory agency. CFIA personnel include highly trained inspectors, veterinarians, agrologists, biologists, chemists, administrative staff, computer system specialists, financial officers, economists, communication experts, research scientists, laboratory technicians and managers.

With its headquarters in the National Capital Region, the CFIA is organized into four operational areas (Atlantic, Quebec, Ontario and Western) that are subdivided into 18 regional offices, 185 field offices (including border points of entry) and hundreds of offices in non-government establishments, such as meat processing facilities. The Agency also has 21 laboratories and research facilities that provide scientific advice, develop new technologies, provide testing services and conduct research.

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2.2 SUPPORTING GOVERNMENT PRIORITIES

In carrying out its mandate to safeguard Canada's food supply, plants and animals, the Agency has established five strategic goals that are outlined in the CFIA's 2003-08 Corporate Business Plan. Each goal supports established Government of Canada priorities, providing key benefits for all Canadians:

2.3 THE CFIA'S KEY CHALLENGES AND RISKS

The CFIA's plans and priorities are influenced by a number of challenges and risks that could affect the future of food safety, animal health and plant protection in Canada. Issues such as increased global trade, major pest and disease outbreaks, evolving (and in some cases conflicting) science and changing societal values require strategic responses by governments and agri-food industries. The Agency addresses these challenges and strives to reduce risks as part of its overall planning process. Some key challenges are as follows:

Increasing globalization of trade: The volume and diversity of global trade in food, plant and animal products is increasing. For example, the approximate value of imported food, plant and animal products regulated by the CFIA increased from $18.5 billion in 1997 to $23.8 billion in 2001. During the same period, exports rose from $43.3 billion to $50 billion. While this trade has benefits for consumers and the economy, it also increases the risk that unsafe food, foreign pests or diseases might enter Canada through shipments of imported goods. A strong regulatory system that inspects and requires certification of goods entering or leaving Canada significantly reduces these risks.

Increasing demands for CFIA services: The volume and diversity of imported products, coupled with the growth of our food industries, increase the demand for CFIA inspection and certification services. The CFIA must also continue to monitor and assess the compliance of approximately 3300 registered establishments with federal food safety legislation. Consumer expectations regarding food safety and quality are changing. For example, food labelling programs and policies must adapt to address consumers' concerns and need for information in areas such as nutrient content and methods of production (i.e., organic, grain-fed). In addressing increased demands for Agency services, the CFIA's strategic planning framework will strive to balance consumer and industry interests and allocate resources to areas of highest risk.

In February 2003, the federal government allocated an additional $50 million, beginning in 2003-04, to the Agency's annual budget--recognizing both the increased pressures under which the CFIA is operating and the importance of Agency activities to meeting key Government of Canada priorities.

Enhancing scientific capacity: The CFIA's networks of laboratories and scientific expertise are critical to the Agency's ability to regulate and adapt to new technologies, respond to emerging pathogens and assess the risks posed by foreign animal diseases or invasive species. The CFIA relies on sound science as a basis for its program and policy development. As a result, the CFIA must continue to invest in research and technology that will support the delivery of its mandate.

Renewing our workforce: The CFIA operates in a competitive environment with respect to recruiting and retaining the right talent. Trends that impact on the Agency's human resources management strategies include changing demographics and the movement toward a knowledge-based economy. Both of these factors emphasize the need for the CFIA to focus on succession planning and training as key elements of its workforce renewal.

Tightening security and preparing for emergencies: Prevention of the inadvertent or deliberate spread of food pathogens, toxic substances, pests and diseases that could pose a threat to human health, the agricultural production base or our environment is of paramount importance to the CFIA. The Agency, in cooperation with other levels of government, must increase its level of emergency preparedness, exercise emergency plans and procedures, and have programs in place to assist Canada in recovering from emergencies.

A modernized regulatory framework: When the CFIA was created in 1997, the development of a modernized legislative base was one of its top priorities. Currently, the CFIA is responsible for 13 acts and more than 32 sets of regulations spanning the food, animal and plant continuum. To enhance the Agency's ability to respond to current and emerging issues, the CFIA is reviewing the Agency's regulatory base and will be proposing regulatory change.

Working toward regulatory consistency: The CFIA's inspection programs are applied to hundreds of commodities across Canada. Those inspections must be delivered at a consistently high standard and in a manner that is fair to all. For example, fish inspections in Newfoundland and Labrador must be done to the same standard as inspections in British Columbia. The criteria for regulatory decision making must also be transparent and uniformly applied across the country.

To meet these objectives, in 2002-03, the CFIA embarked on a comprehensive review to develop a strategy to bring about the consistency of its program delivery. Since the review was completed at the beginning of 2003-04, the results will be provided in the Agency's 2003-04 Annual Report. The CFIA will also focus on staff training and the implementation of an agency-wide quality assurance strategy with a goal of ensuring that Canadian products conform to the same rigorous standards, regardless of where they are produced.

Building an enhanced performance management framework: 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 are vital aspects of good management and increased accountability--important priorities for the CFIA.

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 will focus on improving data collection, management and reporting.