Evaluation of the CFIA's Food Safety Program Modernization - Part 1
Final Report

2.0 The Food Safety Program

The CFIA is a science-based regulatory agency guided by the following strategic outcome: "A safe and accessible food supply and plant and animal resource base" (CFIA, 2014a, p. 6). The FSP is one of three main programs contributing to this strategic outcome. The other two programs are the Animal Health and Zoonotics Program and the Plant Resources Program.

These three main programs are supported by two others found under the Agency's Program Alignment Architecture (PAA):

Within the FSP, there are a number of commodity-based sub-programs. These include:

Figure 1 presents the Agency's PAA.

Program Alignment Architecture. Description follows.
Figure 1: CFIA Program Alignment Architecture

The CFIA Program Alignment Architecture is a series of boxes that display the CFIA's strategic outcome, programs and sub-programs. The figure is organized vertically with the CFIA strategic outcome at the top, programs in the middle and sub programs at the bottom.

Strategic Outcome

The strategic outcome box is a pale blue rectangle with the following text inside of it: "Strategic Outcome A safe and accessible food supply and plant and animal resource base"

Program

The program section of the diagram consists of five grey rectangles with the following text written in them from left to right:

  • P 1 - Food Safety Program
  • P 2 - Animal Health and Zoonotics Program
  • P 3 - Plant Resources Program
  • P 4 - International Collaboration and Technical Agreements
  • P 5 - Internal Services

Sub Program

Underneath the "P 1 - Food Safety Program" rectangle are seven blue rectangles, organized vertically, they have the following text written in them from top to bottom:

  • SP 1.1 - Meat and Poultry
  • SP 1.2 - Egg
  • SP 1.3 - Dairy
  • SP 1.4 - Fish and Seafood
  • SP 1.5 - Fresh Fruit and Vegetables
  • SP 1.6 - Processed Products
  • SP 1.7 - Imported and Manufactured Food Products

Underneath the "P 2 - Animal Health and Zoonotics Program" rectangle are three blue rectangles, organized vertically, they have the following text written in them from top to bottom:

  • SP 2.1 - Terrestrial Animal Health
  • SP 2.2 - National Aquatic Animal Health Program
  • SP 2.3 - Feed

Underneath the "P 1.3 - Plant Resources Program" rectangle are four blue rectangles, organized vertically, they have the following text written in them from top to bottom:

  • SP 3.1 - Plant Protection
  • SP 3.2 - Seed
  • SP 3.3 - Fertilizer
  • SP 3.4 - Intellectual Property Rights

The "P 4 - International Collaboration and Technical Agreements" rectangle does not have anything underneath it.

Underneath the "P 5 - Internal Services" rectangle are four blue rectangles, organized vertically, they have the following text written in them from top to bottom:

  • SP 5.1 - Governance and Management Support
  • SP 5.2 - Resource Management
  • SP 5.3 - Asset Management Services

2.1 Objectives

The FSP is an established, long-standing program at the CFIA. Its objectives are to "mitigate risks to public health associated with diseases and other health hazards in the food supply system and to manage food safety emergencies and incidents" (CFIA, 2014a, p. 21).

FSP aims to achieve these objectives by:

  • ensuring awareness of, and verifying industry compliance with, the relevant regulations and standards;
  • responding to food safety emergency situations;
  • undertaking food-safety related public awareness and engagement activities;
  • ensuring that consumers have access to safe food and nutritional information;
  • preventing instances of unfair food market practices; and
  • supporting Agency participation in international organizations and collaborations involving food safety (CFIA, 2014a, p. 21).

Figure 2 presents the FSP logic modelFootnote 3. The model demonstrates how groups of activities under the FSP are meant to influence the Agency's strategic outcome.

Food Safety Program Logic Model. Description follows.
Figure 2: FSP Logic Model

This is a diagram that describes the activities and outcomes of the Food Safety Program. On the left side of the diagram is a legend. The legend has the following text written in it from top to bottom:

  • Strategic Outcome
  • Intermediate Outcomes
  • Immediate Outcomes
  • Activities

The logic model is organized the same as the legend with "Strategic Outcome" at the top and "Activities" at the bottom.

Activities

The Activities section is surrounded by a rectangle with a blue dashed edge. Inside of this rectangle are eight blue rectangles organized horizontally in two rows of four boxes. The bottom four blue rectangles have the following titles from left to right:

  • Regulatory and policy analysis as well as development
  • Program design, advice, and training
  • Science Advice and Laboratory Services
  • Internal management

The top four blue rectangles have the following titles from left to right:

  • Communication and stakeholder engagement
  • Inspection, surveillance, and certification
  • Contingency and preparedness
  • International engagement and standard setting

There is an arrow going from the "Activities" section to the "Immediate Outcomes" section.

Immediate Outcomes

The Immediate Outcomes section is surrounded by a rectangle with a green dashed edge. Inside of this rectangle are five green rectangles organized in horizontally. The five green rectangles have the following titles from left to right:

  • Awareness of health related risks among the Canadian population
  • Awareness and policies, regulations, and legislation among the Canadian public and other stakeholders
  • Compliance with program, policies, requirements, and regulations among stakeholders
  • Preparedness to prevent, address, and manage food related emergencies
  • Contributions to international standards and agreements for hum-related risks

There is an arrow going from the "Immediate Outcomes" section to the "Intermediate Outcomes" section.

Intermediate Outcomes

The Intermediate Outcomes section is surrounded by a rectangle with a green dashed edge. Inside of this rectangle are two green rectangles organized horizontally on top of six green rectangles organized horizontally. The two top green rectangles have the following titles from left to right:

  • International foods are accessible to Canadians
  • International markets are accessible to Canadian food

The six bottom green boxes have the following title from left to right:

  • General public engages in behaviour to maintain food safety
  • Domestic products are compliant with Canadian requirements
  • Import products are complaint with Canadian requirements
  • Canadian standards are recognized internationally
  • Risks to the Canadian food supply are mitigated, minimized, or managed
  • Canadian interests are reflected in science-based international rules, standards, and arrangements

There is an arrow going from the "Import products are complaint with Canadian requirements" rectangle to the "International foods are accessible to Canadians" rectangle.

There is an arrow going from the "Risks to the Canadian food supply are mitigated, minimized, or managed" rectangle to the "International markets are accessible to Canadian food" rectangle.

There is an arrow going from the "Canadian standards are recognized internationally" rectangle to the "International foods are accessible to Canadians" rectangle and the "International markets are accessible to Canadian food" rectangle.

There is an arrow going from the "Intermediate Outcomes" section to the "Strategic Outcome" section.

Strategic Outcome

The Strategic Outcome section is surrounded by a rectangle with a green dashed edge. Inside of this rectangle is a pale blue rectangle with the following text inside of it "A safe and accessible food supply and plant resource base."

2.2 Risks

Like the other CFIA programs, the FSP faces a number of risks to its effectiveness and its ability to support the Agency's strategic outcome. This includes risks related to:

  • Information management and IM/IT infrastructure - the program's ability to make risk-based decisions due to a lack of timely, accurate, and useful data and information.
  • Inspection effectiveness - the program's ability to expeditiously prevent, detect, and respond to food safety threats.
  • Scientific capability - the program's ability to use scientific capability to adapt and respond in a timely manner.
  • Legislative, regulatory and program framework - the current legislative, regulatory and program framework's ability to support the effective delivery of the Agency's mandate.
  • Managing change - the program's ability to effectively manage change on an ongoing basis. Change including modernization, staffing and etc.
  • Transparency and leveraging relationships - the Agency's ability to capitalize on the opportunity to increase transparency and accountability to stakeholders.
  • Emergency management - the program's ability to respond to multiple simultaneous or large-scale emergencies (CFIA, 2014a, pp. 9-12).

2.3 Stakeholders

The FSP targets a number of stakeholders, including:

  • consumers
  • producers
  • industry
  • other federal government departments and agencies
  • provincial and territorial governments
  • international organizations
  • other countries (CFIA, 2014b, pp. 28-29)

The CFIA regularly interacts with these groups, ensuring their perspectives are considered in the development of FSP policies and strategies (CFIA, 2014b, pp. 28-29).

2.4 Resources

The FSP uses a considerable portion of the Agency's annual resources. As Table 1 indicates, between fiscal years 2011-12 and 2014-15, the FSP accounted for between 45 and 50 per cent of the Agency's overall expenditures.

Table 1: FSP and CFIA Overall Expenditures - 2011-12 to 2014-15
Item 2011-12 2012-13 2013-14 2014-15
FSP overall expenditures $328,935,486 $353,600,998 $364,310,525 $421,520,442
CFIA total overall expenditures $737,696,357 $782,055,725 $805,751,653 $848,492,889
% FSP of CFIA overall expenditures 44.6% 45.2% 45.2% 49.7%

Source: (Government of Canada, 2014, 2016)

As Table 2 demonstrates, between fiscal years 2011-12 and 2014-15, approximately half of all Full-Time Equivalents (FTEs) at the CFIA were dedicated to the FSP. During this time period, there was an increase in FSP staffing relative to other programming.

Table 2: FSP and CFIA Staffing FTEs - 2011-12 to 2014-15
Item 2011-12 2012-13 2013-14 2014-15
FSP FTEs 3,238 3,216 3,296 3,250
CFIA total FTEs 6,623 6,446 6,378 6,138
% FSP of CFIA FTEs 48.9% 49.9% 51.7% 52.9%

Source: (Government of Canada, 2013a, 2013b, 2014)

2.5 Supporting change at the CFIA

For more than a decade, the CFIA has recognized the need for change. Changes to Agency operations have been, and continue to be, meant to modernize its servicesfood safety, and are driven by:

  • outdated food safety legislation and regulations;
  • an increased need for the Agency to oversee a larger number of sectors;
  • new varieties of food products demanded in Canada;
  • new technologies in food production;
  • increased consumer expectations for food safety information; and
  • new approaches to food safety in jurisdictions outside of Canada (Crawford, 2015, p. 6).

The need for change is also emphasized in the CFIA's Long Term Strategic Plan. The plan notes the Agency must incorporate the following across all programming:

  • "[an] increased focus on prevention;
  • [a] strengthen[ed] citizen-centred service delivery culture;
  • optimize[d] performance; [and]
  • diverse talent supported by modern tools" (CFIA, 2013, p. 6).

The CFIA is also focussed on ensuring change activities align with the Government of Canada's Blueprint 2020 vision, which attempts to develop:

  • "an open and networked environment that engages citizens and partners for the public good;
  • a whole-of-government approach that enhances service delivery and value for money;
  • a modern workplace that makes smart use of new technologies to improve networking; access to data and customer service; and
  • a capable, confident and high-performing workforce" (CFIA, 2013, p. 10).

The Royal Assent of the Safe Food for Canadians Act (SFCA) on November 20, 2012, and the regulations to be made thereunder (the Safe Food for Canadians Regulations,) provide the basis for significant change in the food safety environment (CFIA & SFCA, 2012).

The SFCA directly addresses the need for updated legislation and regulations and will, upon fully coming into force, repeal and replace four existing Acts: the Fish Inspection Act, the Meat Inspection Act, the Canadian Agriculture Products Act, and the food related provisions of Consumer Packaging and Labelling Act.

The Act and forthcoming regulations will provide better management of food safety risks, more consistent inspection across all food commodities, greater clarification on established industry requirements, and improved consumer protection. They will also allow the Agency to focus more on prevention (CFIA & SFCA, 2012; Crawford, 2015).

2.6 The Food Safety Modernization Initiative (FSMI)

Following the release of Report of the Independent Investigator into the 2008 Listeriosis Outbreak (the Weatherill Report) in 2009, the Government of Canada committed funds in Budget 2011 to modernize Canada's food safety system (Government of Canada, 2011). As a result, the CFIA developed the FSMI.

The FSMI can be broken down into three main elements:

  • inspection system modernization
  • enhanced science capacity
  • improved information management/information technology (IM/IT)

These three elements can be further broken down into eight distinct projects (sub-initiatives), which collectively support FSP modernization.

Table 3: FSMI Project Descriptions

Element #1: Inspection System Modernization
Project Description
Improved Food Inspection Model (IFIM) Table Note 4 Development of a single approach to food inspection that is consistent in its approaches to food safety risks and non-compliance issues. Inspection across all food commodities will be standardized so that one inspector can perform all necessary activities at a particular establishment.
Verifying Industry Compliance with Health Canada's Revised Listeria Policy Table Note 5 Enhancement of inspection and testing activities, as well as analytical laboratory capacity, to improve Listeria controls in all high-risk ready-to-eat foods. This will result in earlier identification of contamination in the food processing environment, leading to fewer product recalls and fewer high-risk products on the market.
Electronic Services Delivery Platform (ESDP) Creation of a modern, web-based portal that will make the Agency's programs and services accessible electronically to stakeholders. For example, the portal will provide easier access to CFIA regulations, standards, and inspection procedures. It will include an export requirements management tool, allowing export certification information to be electronically exchanged with foreign governments. This will help to facilitate the approval of Canadian commodities before they are shipped to other countries, and will support common domestic business functions at the Agency.
Recruitment and Training of Inspectors Creation of a national approach to inspector recruitment and training that will provide more consistency across all program areas and the Agency's 14 commodity groups. The new approach to recruitment and training is also intended to ensure that inspectors have the skills needed for the Agency's evolving work.

Table Notes

Table Note 4

This project is now referred to as the Integrated Agency Inspection Model (iAIM)

Return to table note 4  referrer

Table Note 5

This project was not examined during the FSP Evaluation Part 1. Listeria was examined under the CFIA's Evaluation of Meat Programs (2016).

Return to table note 5  referrer

Element #2: Enhanced Science Capacity
Project Description
Developing a Laboratory Network Strategy (CFSIN) Table Note 6 Development of a strategy for an integrated food laboratory network. This network will increase the ability of Canada's laboratories to detect and respond to food safety risks and hazards and share the information across food safety authorities.
Modernizing Equipment and Laboratories (MEL) To respond more efficiently to food-borne illnesses and outbreaks, the addition of modern equipment will help laboratories conduct more sensitive and rapid testing. Renovation to two laboratories - one in St. Hyacinthe, Quebec, and another in Scarborough, Ontario - will allow for more effective use of laboratory space for testing and analysis.
Enhancing Laboratory Response Capacity (ELRC) To help achieve earlier detection and faster response to food safety risks and hazards, the number of highly-skilled scientists working in CFIA laboratories will be increased, and new food safety testing methods to more quickly and accurately identify pathogens will be developed. The new personnel will work with international standard-setting organizations to validate new testing methods and maintain proficiency testing and laboratory quality assurance.

Table Notes

Table Note 6

The network developed under this project is now referred to as the Canadian Food Safety Information Network (CFSIN).

Return to table note 6  referrer

Element #3: Improved IM/IT
Project Description
Increased Efficiency through Improved IM/IT This initiative will provide the Agency's staff with up-to-date information, management capabilities, and tools. This involves ensuring that these tools will support the IFIM being developed through the FSMI. Information will be available at the point of inspection and in remote areas, enabling Agency staff to make proactive and risk-based decisions.

Figure 3 presents the FSMI logic model. Developed for the FSP Evaluation - Part 1, the logic model shows project linkages to the collective outcomes of the FSMI. The FSMI logic model is colour-coded to identify:

  • the elements of the FSMI being reviewed during the current evaluation (green)
  • those that are related to these elements but not examined directly during the evaluation (blue)
  • the intended outcomes of the projects, both individually and collectively (yellow)

To the extent possible, the logic model is organized according to the elements noted in Table 3 above. The largest exception involves improved IM/IT. The outcome under this element supports the achievement of outcomes for all other FSMI elements and their associated projects.

Food Safety Modernization Initiative Logic Model. Description follows.
Figure 3: FSMI Logic Model

This is a diagram that describes the activities, outputs and outcomes of the Food Safety Modernization Initiative. On the left side of the diagram is a legend. The legend has the following text written in four vertical grey boxes from top to bottom:

  • Projects/Sub-initiatives
  • Activities
  • Outputs
  • Outcomes

On the top of the diagram is a horizontal legend made up of three grey boxes. These boxes represent the three elements of the FSMI. The three horizontal boxes have the following text written in them from left to right:

  • Enhanced Science Capacity
  • Inspection System Modernization
  • Improved IM/IT

Projects/Sub-initiatives

The projects/sub-initiative section is made up of eight boxes and they are organized horizontally. Seven of the eight boxes are green and one box is blue.

From left to right, the first three boxes are below the "Enhanced Science Capacity" vertical legend box. The following text is written within the boxes from left to right:

  • Developing a Laboratory Network Strategy, in a green box
  • Modernizing Equipment and Laboratories, in a green box
  • Enhanced Laboratory Response Capacity, in a green box

Continuing horizontally from left to right, the next four boxes are under the "Inspection System Modernization" vertical legend box. The following text is written within the boxes from left to right:

  • Verifying Industry Compliance with Health Canada's revised listeria policy, in a blue box
  • Recruitment and training of inspections, in a green box
  • Improved food inspection model, in a green box
  • Electronic service delivery platform (ESDP) , in a green box

Continuing from left to right, the last and eighth box is under the "Improved IM/IT" vertical legend box. The following text is written within the box:

  • Increased efficiency through improved IM/IT, in a green box

Activities

The activities section is made up of fourteen boxes and they are organized horizontally.

From left to right, the first four boxes are below the "Enhanced Science Capacity" vertical legend box. All fourteen boxes are green. The following text is written within the boxes from left to right:

  • Developing a plan for a Laboratory Network Strategy
  • Modernizing laboratory installations and equipment
  • Hire new laboratory staff
  • Develop research papers on rapid testing methods

Continuing horizontally from left to right, the following six boxes are under the "Inspection System Modernization" vertical legend box. The following text is written within the boxes from left to right:

  • Develop "refresher" training program
  • Develop core (PREP) training program
  • Develop national recruitment strategy
  • Develop new food inspection delivery model
  • Identify IM/IT solutions for the new food inspection delivery model
  • Develop ESDP system

Continuing horizontally from left to right, the last four boxes are under the "Improved IM/IT" vertical legend box. The following text is written within the boxes from left to right:

  • Pilot remote inspector IM/IT tools
  • Pilot new and standardized IM/IT tools
  • Develop data standards for information integration
  • Acquire additional data storage and foundational infrastructure

There is an arrow pointing downwards from the "Developing a Laboratory Network Strategy" projects/sub-initiatives box to the "Developing a plan for a Laboratory Network Strategy" activities box.

There is an arrow pointing downwards from the "Modernizing Equipment and Laboratories" project/sub-initiatives box to the "Modernizing laboratory installations and equipment" activities box.

There is an arrow pointing downwards from the "Enhanced Laboratory Response Capacity" to the "Hire new laboratory staff" and the "Develop research papers on rapid testing methods" activities box.

There is an arrow pointing downwards from the "Recruitment and training of inspections" projects/sub-initiatives box to the "Develop "refresher" training program," "Develop core (PREP) training program" and the "Develop national recruitment strategy" boxes.

There is an arrow pointing downwards from the "Improved food inspection model" projects/sub-initiatives box to the "Develop new food inspection delivery model," "Identify IM/IT solutions for the new food inspection delivery model" and "Develop ESDP system" boxes.

There is an arrow pointing downwards from the "Electronic service delivery platform (ESDP)" projects/sub-initiatives box to the "Develop ESDP system" activities box.

There is an arrow pointing downwards from the "Increased efficiency through improved IM/IT" projects/sub-initiatives box to the "Pilot remote inspector IM/IT tools," "Pilot new and standardized IM/IT tools," "Develop data standards for information integration" and "Acquire additional data storage and foundational infrastructure" activities box.

Outputs

The outputs section is made up of twelve boxes and they are organized horizontally in two vertical rows, the top row has ten boxes, and the bottom row has two boxes. Four boxes are blue and eight boxes are green.

From left to right, the first three boxes are below the "Enhanced Science Capacity" vertical legend box. Two boxes are on the top row and one box on the bottom row. The following text is written within the boxes from left to right on the top row:

  • Implementing the laboratory network strategy, in a blue box
  • Validate and embed rapid testing methods into laboratory operations, in a green box

The following text is written within the box on the bottom row:

  • Laboratories share scientific information, in a blue box

Continuing horizontally from left to right, the following seven boxes are under the "Inspection System Modernization" vertical legend box. Six boxes are on the top row, and one box is on the bottom row. One box is blue and six are green. The following text is written within the boxes from left to right on the top row:

  • Collection of listeria samples, in a blue box
  • Implement refresher training program, in a green box
  • Implement core (PREP) training program, in a green box
  • Implement national recruitment strategy, in a green box
  • Implement new food inspection delivery model, in a green box
  • Implement ESDP system, in a green box

The following text is written within the box on the bottom row:

  • Exchange of electronic information between CFIA, industry, and foreign authorities, in a blue box

Continuing horizontally from left to right, the following two boxes are under the "Improved IM/IT" vertical legend box. The following text is written within the boxes from left to right on the top raw:

  • Implement remote inspector IM/IT tools
  • Implement new and standardized IM/IT tools

There is an arrow pointing downwards from the "Develop a plan for a Laboratory Network Strategy" activities box to the "Implementing the laboratory network strategy" outputs box and then an arrow downwards from this outputs box to the "Laboratories share scientific information" outputs box.

There is an arrow pointing downwards from the "Develop research papers on rapid testing methods" to the "Validate and embed rapid testing methods into laboratory operations" outputs box.

There is an arrow pointing left from the "Validate and embed rapid testing methods into laboratory operations" outputs box to the "collection of listeria samples" outputs box.

There is an arrow pointing downwards from the "Verifying industry compliance with Health Canada's revised listeria policy" projects/sub-initiatives box to the "Collection of listeria samples" outputs box.

There is an arrow pointing downwards from the "Develop refresher training program" activities box to the "Implement refresher training program" outputs box.

There is an arrow pointing downwards from the "Develop core (PREP) training program" activities box to the "Implement core (PREP) training program outputs box.

There is an arrow pointing downwards from the "Develop national recruitment strategy" activities box to the "Implement national recruitment strategy" outputs box.

There is an arrow pointing downwards from the "Develop new food inspection delivery model" and "Identify IM/IT solutions for the new food inspection delivery model" activities boxes to the "Implement new food inspection delivery model" outputs box.

There is an arrow pointing downwards from the "Develop ESDP system" activities box to the "Implement ESDP system" outputs box.

There is an arrow pointing from the "Implement new food inspection delivery model" outputs box to the "Implement ESDP system" outputs box and an arrow pointing in the other direction.

There is an arrow pointing downwards from the "Pilot remote inspector IM/IT tools" activities box to the "Implement remote inspector IM/IT tools" outputs box.

There is an arrow pointing downwards from the "Pilot new and standardized IM/IT tools" activities box to the "Implement new and standardized IM/IT tools" outputs box.

Outcomes

The outcomes section is made up of seventeen boxes and they are organized horizontally and in three vertical rows. The top row has eleven boxes organized horizontally, two are blue and nine are yellow. The middle row has five boxes organized horizontally, two are blue and three are yellow. The bottom row has one horizontal box that stretches across the width of the entire diagram, it is yellow.

From left to right, the first four boxes on the top row, and the first box on the middle row are below the "Enhanced Science Capacity" vertical legend box. The following text is written within the boxes from left to right on the top row:

  • More efficient collection and use of scientific information, in a blue box
  • More efficient laboratory instillations and equipment, in a yellow box
  • Greater laboratory capacity, in a yellow box
  • More efficient testing procedures, in a yellow box

The following text is written within the box on the middle row:

  • Improved detection and response, in a yellow box

Continuing horizontally from left to right, the next seven boxes are under the "Inspection System Modernization" vertical legend box. There are four boxes on the top row, one is blue and three are yellow. There are three boxes on the middle row, two are blue and one is yellow.

The following text is written within the boxes from left to right on the top row:

  • Earlier identification of contamination in high-risk RTE non-meat, in a blue box
  • Existing inspectors have consistent inspection skills and knowledge, in a yellow box
  • Newly hired inspectors have consistent inspection skills and knowledge, in a yellow box
  • Consistent and efficient approach for all commodity types, in a yellow box

The following text is written within the boxes from left to right on the middle row:

  • Consistent and more efficient food inspection approach applied across commodity types, in a yellow box
  • Integrated and improved industry access to CFIA services, in a blue box
  • Facilitated pre-clearance decisions and improved market access, in a blue box

Continuing horizontally from left to right, the next four boxes are under the "Improved IM/IT" vertical legend box. There are three boxes on the top row and one box on the middle row. All boxes are yellow.

The following text is written within the boxes from left to right on the top row:

  • Consistent and efficient inspection activities, in a yellow box
  • Tools in place to ensure CFIA program delivery consistency, in a yellow box
  • Improved Agency data collection and data management systems, in a yellow box

The following text is written within the box on the middle row:

  • Improved Agency wide data collection and management, in a yellow box

The box on the bottom outcome row is yellow and is underneath all three vertical legend boxes, the "Enhanced Science Capacity" vertical legend box, the "Inspection System Modernization" box and the "Improved IM/IT" vertical legend box. The text within this box is as follows:

  • Strengthened federal food safety system

There is an arrow pointing downwards from the "Laboratories share scientific information" outputs box to the "More efficient collection and use of scientific information" outcomes box.

There is an arrow pointing downwards from the "modernize laboratory instillations and equipment" activities box to the "More efficient laboratory instillations and equipment" outcomes box.

There is an arrow pointing downwards from the "Hire new laboratory staff" activities box to the "Greater laboratory capacity" Outcomes box.

There is an arrow pointing downwards from the "Validate and embed rapid testing methods into laboratory operations" activities box to the "More efficient testing procedures" outcomes box.

There is an arrow pointing downwards from the "Collection of listeria samples" outputs box to the "Earlier identification of contamination in high-risk RTE non-meat" outcomes box.

There is an arrow pointing downwards from the "More efficient collection and use of scientific information," the "More efficient laboratory instillations and equipment," "Greater laboratory capacity," the "More efficient testing procedures" and the "Earlier identification of contamination in high-risk RTE non-meat" outcomes boxes to the "Improved detection and response" outcomes box.

There is an arrow pointing downwards from the "Implement refresher training program" outputs box to the "Existing inspectors have consistent inspection skills and knowledge" outcomes box.

There is an arrow pointing downwards from the "Implement core (PREP) inspector training program" and the "Implement national recruitment strategy" outputs boxes to the "Newly hired inspectors have consistent inspection skills and knowledge" outcomes box.

There is an arrow pointing downwards from the "Implement new food inspection delivery model" outputs box to the "Consistent and efficient approach to inspection for all commodity" outcomes box.

There is an arrow pointing downwards from the "Exchange of electronic information between CFIA, industry, and foreign authorities" outputs box to the "Integrated and improved industry access to CFIA services" and the "Facilitated preclearance decisions and improved market access" outcomes boxes.

There is an arrow pointing downwards from the "Implement remote inspector IM/IT tools" outputs box to the "Consistent and efficient inspection activities" outcomes box.

There is an arrow pointing downwards from the "Existing inspectors have consistent inspection skills and knowledge," the "Newly hired inspectors have consistent inspection skills and knowledge," the "Consistent and efficient approach to inspection for all commodity," and the "Consistent and efficient inspection activities" outcomes boxes to the "Consistent and more efficient food inspection approach applied across commodity types" Outcomes box.

There is an arrow pointing downwards from the "Implement new and standardized IM/IT tools" outputs box to the "Tools in place to ensure CFIA program delivery consistency" Outcomes box.

There is an arrow pointing downwards from the "Develop data standards for information integration" and the "Acquire additional data storage and foundational infrastructure" activities boxes to the "Improved Agency data collection and data management systems" Outcomes box.

There is an arrow pointing downwards from the "Improved detection and response," the "Consistent and more efficient food inspection approach applied across commodity types," the "Integrated and improved industry access to CFIA services," the "Facilitated preclearance decisions and improved market access," and the "Improved Agency data collection and data management systems" outcome boxes to the "Strengthened federal food safety system" outcomes box.

2.7 FSMI resources

A total of $139.8 million was allocated to the FSMI for fiscal year 2011-12 to fiscal year 2015-16. This includes $40 million that was reallocated from existing CFIA resources. Details on the CFIA internal reallocation are provided in Appendix C.

From the total of $139.8 million, $22.6 million was allocated to verifying industry compliance with Health Canada's Revised Listeria Policy. The Listeria project is not considered in the evaluation. In addition, $3 million was allocated to Health Canada as part of the initiative.

In summary, minus these allocations, the CFIA's portion of FSMI funding was $114.2 million.

Table 4 shows how the $114.2 million was distributed across the seven remaining projects in each of the five fiscal years from 2011-12 to 2015-16. The evaluation focussed on the funding and associated activities undertaken during fiscal years 2011-12 to 2014-15.

Table 4: FSMI Original Funding Allocations (millions)
Activity 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Total
Inspection System Modernization
Improved food inspection model (IFIM) $3.0 $5.9 $10.3 $12.4 $5.6 $37.2
Electronic services delivery platform (ESDP) $1.0 $3.1 $6.5 $6.4 $5.5 $22.5
Recruitment and training of inspectors $0.6 $2.4 $5.1 $4.9 $4.9 $17.9
Subtotal $4.6 $11.4 $21.9 $23.7 $16.0 $77.6
Enhanced Science Capacity
Developing a laboratory network strategy $0.2 $1.1 $1.2 - - $2.5
Modernizing equipment and laboratories - $0.5 $2.2 $3.8 $5.4 $11.9
Enhancing laboratory response capacity $0.7 $0.8 $1.3 $1.3 $1.3 $5.4
Subtotal $0.9 $2.4 $4.7 $5.1 $6.7 $19.8
Improved IM/IT
Increased efficiency through improved IM/IT - $3.8 $4.8 $4.1 $4.1 $16.8
Subtotal - $3.8 $4.8 $4.1 $4.1 $16.8
Total $5.5 $17.6 $31.4 $32.9 $26.8 $114.2
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