The Canadian Food Inspection Agency 2012 Status Report on the Progress in Implementing the Detailed and Technical Action Plan in Response to the Standing Committee on Public Accounts June 2009 Study
REPORTING TO THE PUBLIC ACCOUNTS COMMITTEE
Recommendation 1: That the CFIA provide a detailed and technical action plan to the Public Accounts Committee by December 31, 2009.
Actions taken and results achieved include:
The CFIA detailed and technical action plan was submitted to the Public Accounts Committee (PACP) by December 31, 2009.
Recommendation 2: That the CFIA provide the Public Accounts Committee with an interim status report on its progress in implementing that action plan by June 30, 2010, and that additional status reports be submitted to the Committee annually until the recommendations contained in the audit are fully implemented.
Actions taken and results achieved include:
On June 22, 2010, the Honourable Gerry Ritz, Minister of Agriculture and Agri-Food Canada, provided the 2010 status report to PACP. However, the 2011 status report was prepared but not submitted to PACP as the Government was dissolved due to the federal election taking place. This current report is considered as the 2012 status report and final report on progress made in implementing the detailed and technical action plan.
RISK ASSESSMENT AND PEST SURVEYS
Recommendation 3: That in the interim status report provided to the Committee, the CFIA include a summary of the progress it has made in reducing the risk assessment backlog, and in implementing a formal risk-based approach for pest surveys in order to identify new threats.
Actions taken and results achieved include:
A formal, risk-based approach is in place to determine plant pest survey delivery priorities, balancing between the need for surveys on existing and potential new pests.
A review of the performance of Plant Health Survey activities (2008–09) identified opportunities for improvements and provided recommendations for better quality management in survey delivery and data collection. Improvements such as better communication of the National Work Plan for surveys and access to reference materials and standardized field data sheets are being implemented and continued progress is included in ongoing operations.
The CFIA has implemented a Pest Categorization process as a tool for screening out pests that are not potential quarantine pests before commencing a full risk assessment, which is more time consuming to complete. Tracking the status of risk assessments is now done through the Plant Health Risk Assessment tracking system, along with a more efficient process for submitting requests, have contributed to near elimination of the backlog.
The CFIA and the United States Department of Agriculture have developed a harmonized weed risk assessment procedure—the Plant Protection and Quarantine (PPQ) model—which enables the sharing of risk assessments between Canada and the U.S. The CFIA will continue to refine the PPQ model and participate in further harmonization activities related to risk analysis as part of ongoing operations.
INSPECTION OF PLANTS ENTERING CANADA
Recommendation 4: That the CFIA proceed with implementation of a quality assurance program, and that the CFIA include quality assurance assessments of its import inspection practices in the interim status report.
Actions taken and results achieved include:
Inspection staff, both in headquarters and regional areas, who are involved in plant health activities, have been trained on the revised Import Inspection Manual to improve the consistency of inspection delivery. Assessing training needs of inspection staff continues as part of ongoing business operations.
A Plant Health Process Management Team was formed to perform a national analysis of the Plant Import Inspection Process. One major recommendation was to implement the QMS approach for import activities at the three Import Service Centres. At the same time, Operations Branch, Import Control Division, had undertaken a project to consolidate and modernize the Import Service Centres to: the National Import Service Centre (Toronto) and the National Satellite Office (Montreal). This included changes to create more streamline business processes which would also address in part, some of the other recommendations in the analysis report. For example, an aspect of this new model is the Digital Document Store (see item #2 under Information Management and Technology), which was officially launched on February 15, 2012.
The Agency is currently completing a Corporate Import Policy which will direct a specific Plant Health Policy. In support of the global objectives of the Plant Health Import Policy such as ensuring effective and continuous dialogue with partners and regulatory harmonization across borders, several associated initiatives are in place:
- A working group was established under the Plant Business Line and with the Canada Border Services Agency (CBSA) to identify key components of a modernized risk management approach to importing plant and plant products.
- A North American Perimeter Approach Strategic Action Plan was developed.
- Enhancements to current biosecurity and anti-terrorism activities are being implemented.
- An import policy for the Plant Health was drafted based on an integrated system utilizing the IMIT initiatives listed under Recommendation 5 (below).
On December 5, 2011, the Presidents of the CBSA and the CFIA signed a revised umbrella Memorandum of Understanding in support of a risk-based approach to import controls. A Performance Measurement Framework 2010-2011 to 2012-2013 details performance indicators by outcome and a 3-year work plan. Compliance and performance information recorded in the CBSA’s Compliance Management System could then be shared with the CFIA.
INFORMATION MANAGEMENT AND TECHNOLOGY
Recommendation 5: That in addition to identifying overall information management needs, the Plant Health Program explore the possibility of reforming its information management using existing technologies that are currently at its disposal, and that CFIA include a summary of their progress in updating information management and technology in the interim status report.
Actions taken and results achieved include:
1. The Plant Health Control and Tracking Strategy/System (PHCTS) Project.
Initial steps have been taken to conduct systems mapping and to assess business needs which will set a baseline for the Plant IMIT Strategy. This will then be incorporated into the Agency’s overall IMIT strategy and funding decisions.
2. Import Documentation Management.
The new Digital Document Store system was implemented on February 15, 2012. Upon implementation, import documents are electronically profiled and stored on the CFIA network, making them easily retrievable by multiple search queries. CFIA personnel have been trained on the system; implementation is ongoing.
3. Electronic E-Permits Project.
An expedited process for import permit application has been implemented and business requirements for an E-permit system were completed. The Agency has received funding in Budget 2011 to implement electronic service delivery including electronic certification as part of its Inspection Modernization project.
4. Automated Import Reference System (AIRS) Enhancements – Plant Health.
Updates to plant health import requirements have been made to AIRS and new commodity summary report pages have been added. The first version of the Automated Directive Management System has been released into production to help reduce data maintenance and increase data quality in AIRS.
5. Import Control and Tracking System (ICTS) - Phase II.
The new plant health ICTS was launched on April 1, 2011. This release intends to provide Plant Health programs with the ability to better report on compliance regarding their import policies. Full implementation is part of ongoing operations.
6. Enterprise Operational Reporting (EOR).
The CFIA has functional access to the Canada Border Services Agency Electronic Data Interchange data store.
FUNDING THE PLANT HEALTH PROGRAM
Recommendation 6: That the government provide the Canadian Food Inspection Agency (CFIA) with ongoing funding to support the Plant Health Program.
Actions taken and results achieved include:
1. Establishing a Plant Program Management Office.
In October 2010, CFIA senior management implemented a new governance, accountability and programming infrastructure. This resulted in a strengthening of an inter-Branch, business line approach to the management of resources and the delivery of core legislated and regulatory responsibilities. In place is a Plant Business Line Director-level Sub-committee, with representatives from Operations, Science, Policy and Programs Branches and the Regions. This committee meets bi-weekly to discuss operational issues, plan for modernization activities, and facilitate more effective communication across branches within the Agency.
2. Implementing an Executive Director-level Plant Business Line Management Committee.
The CFIA recognizes the value of establishing strengthened governance, accountability and programming infrastructure across the plant program. The 2 tiers of governance—Vice President-level committees (Senior Management Committee, Policy and Programs Management Committee, Human Resources and Corporate Management Committee) and Executive Director-level committees (Plant Business Line Committee, Animal Business Line Committee, Food Business Line Committee)—have been established and have been functioning well, with meetings held frequently. To support these committees at the working level, Sub-Committees have been established.
3. Establishing a Strategic Action Plan (SAP) for all Plant Programs.
To date, the SAP has helped to inform current year business planning and resource allocation based on risks and priorities. Supplementary to the SAP is the development of the Plant Program Framework which helps define business needs and well-positions the Plant Business Line in determining the level of adequate funding required to support the Plant Program.
4. Establishing a Risk-Based Prioritization and Resource Allocation Model (PRAM).
The CFIA completed a Prioritization and Resource Allocation Model (PRAM) pilot and developed a proposed approach for implementation in work planning and program financing as part of ongoing operations.