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

4.0 OUR FIRST FIVE YEARS AS AN AGENCY--LOOKING BACK, PLANNING AHEAD

Sound planning extends well beyond an annual time horizon. Beginning in 1997, the CFIA planned around a three-year timeframe to integrate the resources from four different departments and make the transition to Agency operations. The Agency's initial Corporate Business Plan (1997-2000) established the strategic direction and business priorities for three years and set out four business priorities: effectiveness and efficiency of the inspection system, market access, consumer protection and intergovernmental cooperation.

The Business Plan Update of 2000-2002 articulated the move to the three business lines of today. In addition, the initial linkage of the business lines to key results was laid out. A number of cross-cutting initiatives were identified at that time as well, including: modernizing legislation and regulations; improving science and technology capacity; addressing biotechnology issues and promoting environmental initiatives; creating an integrated, science-based international regulatory framework; engaging others; effective communication; sound HR management; and sound information and financial management.

The Agency has made demonstrable progress in several areas identified in both the Corporate Business Plan and the Business Plan Update. For example, since its creation in 1997, the CFIA has achieved its targets for resource savings; consolidated and upgraded its food safety emergency response, recall and consumer protection activities; improved its enforcement procedures; consolidated its laboratory services; and continued to deliver food inspection programs that are well regarded by Canadians and foreign countries and to meet the expectations associated with some 1500 international agreements and protocols dealing with foreign country requirements and export certification arrangements.

The Agency also identified intergovernmental cooperation as a priority in its 1997 Corporate Business Plan. On a multilateral basis, federal, provincial, territorial and municipal governments continue to work toward an integrated Canadian food inspection system that is responsive to both consumers and industry. Since 1997, significant progress has been made with respect to federal, provincial and territorial agreements, standards and codes of practice related to food safety. The Agency continues to support these important initiatives.

Also identified in the following are initiatives where progress has been less than expected as the Agency managed its priorities within its resource base. For example, the CFIA's first Corporate Business Plan (1997-2000) introduced the concept of an Integrated Inspection System that would merge existing inspection programs into an all-encompassing science-based system. In the ensuing years, the CFIA re-focused its efforts in this regard toward the harmonization of the inspection approaches undertaken by the various programs, such as import control systems and audit and verification protocols. A particular challenge in this area has been the fact that regulated industries are at varying stages in their movement toward the adoption of science-based risk management practices. The CFIA's 2003-08 Corporate Business Plan describes the Agency goal of increasing, over the next five years, the number of federally registered establishments with fully implemented, science-based, risk management programs.

Delivery of services by the CFIA in a risk-based and cost-effective manner remains a top priority for the Agency. The Agency promotes effective and efficient use of Agency resources through its ongoing efforts to improve planning, redesign programs and streamline operations. The CFIA has initiated a process of integrated, risk-based planning based on the Treasury Board Secretariat of Canada's Integrated Risk Management Framework. The process involves development of a corporate risk profile, leading to the identification of corporate priorities, operational work plans and performance management agreements for senior managers.

The CFIA is also continuing in its efforts to implement a Performance Management Framework to align its activities and outputs to each of the three business lines in terms of key results, strategic outcomes and associated benefits for Canadians. The next phase of this initiative includes the development or enhancement of information systems to collect, analyse and report on program information more effectively.

The CFIA's first years as an agency were occupied with significant food safety, plant pest and animal health emergencies, along with resource challenges and organizational change. In the upcoming years, the CFIA will face new challenges with respect to increasing demands for services, the need to renew its workforce and enhance scientific capacity, and the need to tighten security and prepare for emergencies. In early 2003, the Agency consulted widely with key stakeholders--employees, industry and consumer stakeholders, and government partners--to identify the changes and actions required for the CFIA to continue to meet the needs of Canadians. The Agency's 2003-08 Corporate Business Plan sets out the CFIA's response to these challenges with five strategic goals:

• protecting Canadians 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.

Each of these goals supports established Government of Canada priorities and provides key benefits for all Canadians. For more information on the CFIA's 2003-08 Corporate Business Plan, please visit the Agency's Web site at:
www.inspection.gc.ca