CFIA - Science Branch Action Plan

Science Branch Action Plan

2016–2021

Publication Notes

Science Branch Action Plan 2016–2021

Canadian Food Inspection Agency

Date: March 2016

Purpose

This document presents the Science Branch Action Plan 2016–2021 for the Canadian Food Inspection Agency (CFIA). Given the rapidly changing environment in which CFIA operates, it is anticipated that this plan will be reviewed annually and adjusted where needed. This document is intended for all stakeholders. Branch executives will confirm the commitments and planned activities for which the expected results will be monitored through reporting. It confirms the commitments of Branch executives, the planned activities and the expected results, which will be monitored through reporting. Science Branch staff will find an overview of the planned activities. Other CFIA branches will find a snapshot of the Science Branch’s priorities, which will enable more effective partnerships

Vice-President’s Message

I am pleased to present the 2016–2021 Action Plan for the Science Branch of the CFIA. The purpose of this plan is to set the direction of the Science Branch for the next five years.

The mission of the Science Branch is to provide scientific leadership, advice and laboratory services to contribute to an effective science-based regulatory agency. This mission will be supported by the following key activities:

• Demonstrating leadership and commitment to the One Agency cultural transformation by strengthening our efforts to consult, share information, partner and work horizontally within CFIA in order to achieve a single integrated approach;

• Increasing the emphasis on preventative science and contributing to the integration of risk management approaches, including the risk assessment model, risk intelligence and foresight capabilities, to enable CFIA to make risk-informed decisions based on science;

• Seizing opportunities to adopt digital platforms and processes, in collaboration with other CFIA branches, to support excellence in service delivery and enhance business processes;

• Contributing to the development and implementation of a comprehensive food strategy for the Agency;

• Increasing the emphasis on leading world-class regulatory scientific research for enhanced intramural, interdepartmental and international science diplomacy and standard setting;

• Building and maintaining partnerships and networks to share scientific data, intelligence and research, and contribute to shared systems that support regulatory decision making; and

• Promoting the convergence of human, animal and ecosystem health through the One Health approach.

While this document outlines the Branch’s activities for the coming years, we realize that as the Government of Canada and Agency priorities change, so too will the priorities of the Science Branch. As new concerns emerge, new laboratory tests are required, and risk assessments and surveillance must be carried out so that science-supported policies can be designed and delivered. These challenges must be faced head-on and with a coordinated One Agency approach. As employees of the CFIA, we are committed to achieving the Agency’s strategic outcome a safe and accessible food supply and plant and animal resource base.

Dr. Martine Dubuc Vice-President, Science Branch Chief Food Safety Officer OIE Delegate for Canada

CFIA Overview

This overview of the CFIA is fundamental to fully understanding how Science Branch activities support the priorities of CFIA.

Mission and Vision

The CFIA is Canada’s largest federal science-based regulatory government agency. The Agency’s mission is to safeguard food, animals and plants in order to enhance the health and well-being of Canada’s people, environment, and economy. The Agency enforces federal laws, regulations and legal requirements; conducts compliance verification activities; and delivers many other services that

• Prevent and manage food safety risks;

• Protect plant resources from insects, diseases and weeds;

• Prevent and manage animal diseases;

• Support consumer protection; and

• Support market access for Canada’s food, plants and animals.

The Agency’s vision is to excel as a science-based regulator and to be trusted and respected by Canadians and the international community.

Governance

The CFIA’s President reports to the Minister of Health and supports the Minister of Agriculture and AgriFood. The President is supported by the Senior Management Committee (SMC), which oversees effective and efficient management of the Agency. The SMC is comprised of the Executive Vice-President and twelve Senior Executives, who all have specific accountabilities that contribute to the achievement of the Agency’s strategic outcome.

The CFIA President is also the Deputy Minister Champion of the Science and Technology Community and the Chair of the Deputy Ministers Science and Technology Committee (DMSTC), which reports to the Clerk of the Privy Council on behalf of all science-based departments and agencies.

Regulatory Base

The Agency’s mandate is supported by a comprehensive framework of authorities and enforcement powers covered in 13 acts and 38 sets of regulations (see Figure 1 for the Acts). On November 22, 2012, the Safe Food for Canadians Act received royal assent, and once brought into force will consolidate the authorities of the Fish Inspection Act, the Canada Agricultural Products Act, the Meat Inspection Act, and the food provisions of the Consumer Packaging and Labelling Act.

1: The Acts governing CFIA responsibilities

Key Domestic Partners

CFIA employees work closely with other federal departments and agencies, provincial/territorial and municipal authorities, industry, universities, consumers and numerous other domestic stakeholders in order to effectively manage risks to the food supply and plant and animal resource base.

Key International Partners

As part of an international regulatory framework, Canada participates in a highly competitive trade environment where the regulatory decisions of foreign countries can have significant impacts on Canada’s economic well-being and on the safety of our food and our animal and plant resources. The CFIA collaborates with trading partners and a wide range of international organizations, including the following:

• World Organisation for Animal Health (OIE)

• International Plant Protection Convention (IPPC)

• Codex Alimentarius Commission (CODEX)

• World Health Organization (WHO)

• Food and Agriculture Organization of the United Nations (FAO)

Alignment of CFIA Priorities with Government of Canada Priorities

Canada’s new government has several priorities that apply to the mandate of the CFIA:

• Advancement of science and innovation;

• Renewed focus on prevention;

• Cultivation of federal-provincial-territorial collaboration; and

• Demonstration of openness and transparency.

Figure

In addition, a top priority of the new Minister of Science is the creation of a Chief Science Officer position to ensure that government decisions and investments are science based and that government science is fully available to the public.

The priorities of the CFIA and the Science Branch are well aligned with these priorities of the new government.

Alignment of CFIA Priorities with Government of Canada Science Priorities

The Deputy Ministers Science and Technology Committee (DMSTC) is responsible for delivering the Government of Canada’s overall S&T agenda. The CFIA President serves as the Chair of the DMSTC, which reports to the Clerk of the Privy Council on behalf of all science-based departments and agencies (SBDAs).

The Assistant Deputy Minister Science and Technology (ADMS&T) Integration Board (IB) supports the DMSTC in delivering the Government’s overall S&T agenda by overseeing, promoting and encouraging the collective management of federal intramural S&T with visible leadership and accountability. With representatives from the major SBDAs, the IB aims to strengthen the capacity of government to lead scientific action by undertaking S&T in an integrated and coordinated way where mandates are aligned.

CFIA’s Science Branch leads and participates in several collaborative interdepartmental initiatives as described next.

Infrastructure

The CFIA championed the development of a DMSTC infrastructure strategy on behalf of all SBDAs to ensure that an enterprise-wide approach is used for new infrastructure initiatives.

The CFIA is also spearheading a proposal within the federal enterprise-wide infrastructure strategy to support and enhance Government of Canada science partnerships for the Life Sciences with a focus on Open Infrastructure that will bring together government, academia and private sector stakeholders in new, collaborative relationships. Modern infrastructure and shared modern science platforms, equipment and expertise will combine to bring a critical mass of interdisciplinary expertise to bear on Canadian life sciences.

Federal Anticipatory Adaptive Advanced Science and Technology Networks (FA3STnets)

The Clerk of the Privy Council and the Minister of Science have recognized the need for enhanced multisectoral science collaboration to address Canada’s emerging priorities. Under the leadership of the DMSTC, the Government of Canada has launched an initiative to address the barriers to multisectoral collaboration, recognizing that now more than ever, SBDAs need access to knowledge and collaborative S&T networks in order to support public policy development.

The concept of Federal Anticipatory Adaptive Advanced S&T Networks (FA3STnets) will allow for:

• Mobilizing internal and external capacity rapidly and horizontally to address government priorities;

• Focusing on outcomes of national priority rather than projects;

• Enabling flexibility in entering/exiting partnership arrangements with respect to HR and financial resources, especially partnerships with external organizations;

• Enabling fluidity in the composition of partnerships;

• Diversifying partnerships to include organizations beyond the federal government (i.e., provinces and territories, other governments, industry, NGOs and academia); and

• Supporting knowledge and collaborative S&T networks across organizations.

Since scientific knowledge is distributed internationally on a greater scale than ever before and federal S&T represents only a small portion of the S&T in Canada, multidisciplinary approaches are necessary to find solutions to complex challenges. CFIA is participating in two pilot FA3STnets (Antimicrobial Resistance and Diluted Bitumen), which have been developed to foster enhanced multisector collaboration.

Open Science

Open Science is a Government of Canada initiative to make the primary outputs of publicly funded science freely available in digital format with minimal restrictions. Open Science approaches will accelerate scientific innovation as well as the development and implementation of new tools and means to facilitate collaborations, while also enhancing the quality and robustness of science results. CFIA will contribute to this initiative through the coordination, design and delivery of projects to make federally funded research digitally available.

One HR for Government Science

One HR for Government Science is a strategic Blueprint/Destination 2020 initiative that looks to meet the needs of the Government of Canada science community (GoC-SC) by creating an HR infrastructure and system that will provide for greater career flexibility, mobility and advancement as well as an increased emphasis on collaboration, overall science policy integration, systemic knowledge transfer, structured communication and information-sharing platforms within the GoC-SC.

This initiative also looks to align GoC-SC expertise with the needs of the Government’s science agenda by creating better awareness, availability and readiness of the workforce. CFIA participates in several working groups that are looking into aspects of recruitment, classification, planning, succession, systems, culture, professional development and training with the goal of creating a dynamic, enabling climate for scientific work that will attract scientists to the public service and retain a capable, confident and highperforming scientific workforce.

Genomics Research and Development Initiative

The Genomics Research and Development Initiative (GRDI) coordinates federal SBDAs in the field of genomics research in order to contribute collaborative solutions to issues that are important to Canadians. In Phase V of GRDI federal funding, the CFIA has been involved in two Shared Priority Research Projects under the GRDI umbrella: the Food and Water Safety Project and the Quarantined and Invasive Species Project. Phase VI of GRDI federal funding started in 2014, and the CFIA is receiving federal funding to conduct mandated research on CFIA priorities for the first time, in addition to funding for the next round of Shared Priority Research Projects. The two new interdepartmental shared priority projects will focus genomics research on Antimicrobial Resistance and Ecobiomics (2016–2021).

Canadian Safety and Security Program

The Canadian Safety and Security Program (CSSP) is a federally funded program led by Defence Research and Development Canada’s (DRDC’s) Centre for Security Science (CSS), in partnership with Public Safety Canada. CSSP enables S&T advancements that contribute to the safety and security of Canadians in partnership with domestic and foreign governments, industry and academia. CFIA receives funds from CSSP to advance collaborative S&T projects.

CFIA Long-Term Strategic Plan

The CFIA’s Long-Term Strategic Plan (LTSP) sets the Agency’s strategic direction and vision to 2025. The LTSP is a clear roadmap of where the Agency wants to be and how it will get there. By defining the Agency’s vision and carefully considering key strategic risks and opportunities, the LTSP provides the Agency with a foundation on which to plan and manage all aspects of food safety, animal health and plant health.

For further information, please refer to: CFIA_ACIA-#3864606-SPD-SPPD - LTSP - Policy - Final Long Term Strategic Plan 2013 (eng)

Figure 2: CFIA’s long-term strategic plan

CFIA Priorities

As we move forward with our modernization agenda, the five key priorities for the Agency are as follows:

1. One Agency: Realizing a cultural shift to One Agency through the development of meaningful actions that support a single integrated Agency approach. This describes the vision for the CFIA and permeates all other priorities.

2. Integrated Risk Management: Continuing engagement in the implementation of the Integrated Risk Management Framework, where risks are identified and managed consistently across all elements of the Agency’s mandate. It involves identifying, assessing, addressing and communicating risks to inform strategic priority setting, optimize resource allocation and contribute to improved Agency performance.

3. Digital Service Strategy: Striving to realize the goal of “digital first” in everything we do by using new technologies to increase self-service, improve networking, enhance access to data, enable paperless data exchange and improve client service. Continuing to support the implementation of the Electronic Service Delivery Platform (ESDP) is key to shifting the Agency into a digital service era. The ESDP will standardize and automate processes that will improve the client experience and operational productivity.

4. Comprehensive Food Strategy: Continuing commitment to the development of an overall strategy that includes the implementation of the Safe Food for Canadians Regulations, user fees and service standards and securing permanent funding for sunsetting programs. The focus is on more efficient risk-based inspections and providing greater flexibility for industry innovation.

5. Integrated Business Planning: Continuing support for the implementation of integrated Agency business planning, guided by results from the Integrated Risk Management Framework, including the Comparative Risk Model, the Program Management Framework and the Establishment-Based Risk Assessment Model. Good planning processes are foundational to successful alignment of plans, budgets and outcomes.

Federal, provincial and territorial governments are developing the Strategic Emergency Management Framework for Agriculture in Canada, which proposes a more cohesive and collaborative approach to emergency management. The governments are also developing a Plant and Animal Health Strategy under this new framework in order to modernize and enhance plant pest and animal disease prevention and management. In addition to working on CFIA’s five key priorities, Science Branch will provide input on the direction of these projects and engage, as needed, on their implementation.

Science Branch Overview

Mission

Science Branch’s mission is to provide scientific leadership, advice and laboratory services to contribute to an effective science-based organization.

Organizational Structure and Governance

Vice-President

The Vice-President of the Science Branch also fills the roles of Chief Food Safety Officer (CFSO) and Canada’s delegate to the World Organisation for Animal Health (OIE).

Chief Food Safety Officer for Canada

The role of the CFSO is designed to bring a holistic approach to achieving the food safety objectives of the Agency. With a view to ensuring integration and excellence across CFIA's three organizational business lines, the CFSO can reach out to a broad domestic and international stakeholder community to define integrated strategies that can reflect the interdependence of public health, food safety, animals and plants. The CFSO has three strategic priorities:

• development and delivery of a horizontal-management agenda for food production in Canada;

• assessment of changing international standards, global trends and

• best practices to shape food safety practices; and promotion of the convergence of human, animal and ecosystem health through a One Health approach.

Canada’s Delegate to the World Organisation for Animal Health

As the Canadian delegate for the OIE, the Vice-President of Science Branch plays a key role in ensuring Canada meets animal health obligations to its trading partners. The OIE is the international standardsetting organization for animal health. It also serves as the scientific reference body for the international trade of animals and animal-derived products under the Agreement on the Application of Sanitary and Phytosanitary Measures of the World Trade Organization.

The Science Branch’s organizational structure includes the Office of the Chief Science Operating Officer as well as four directorates: Food Safety Science Directorate, Animal Health Science Directorate, Plant Health Science Directorate and Strategic Business and Partnerships Directorate. See Annex A for additional information.

Financial Resources

See Annex B for information on the Science Branch’s financial resource management, budget, and fenced funds.

Workforce

See Annex C for information on Science Branch’s employees by geographical area and classification group as well as Science Branch’s planned workforce capacity.

Science Branch Core Activities

As illustrated in Figure 3, the four key functions of Science Branch are as follows:

• Providing scientific advice in support of both policy and program design and sound regulatory decisions as well as providing risk assessment, risk intelligence and foresight in support of food, animal and plant disease control and import/export inspections;

• Providing laboratory services in support of program design and delivery (e.g., import/export inspections and domestic control programs);

• Conducting regulatory research and method development related to the CFIA’s regulatory mandate to inform risks and respond to threats; and

• Developing surveys and surveillance to detect known and emerging diseases, or confirm the absence of high-risk organisms.

See Annex D for additional information related to the four key functions as well as horizontal functions and enabling functions.

Figure 3: The Science Branch’s key functions

Science Branch Action Plan 2016–2021: Four Focus Areas

Science Branch actions support the CFIA’s Long-Term Strategic Plan. These actions can be found in the following Focus Area tables. A detailed list of Science Branch activities related to the actions of each focus area can be found in Annex F.

Focus Area 1: Increased Focus on Prevention

Prevention will be our priority at CFIA as we move forward. Key to this direction is establishing a more risk-based and outcome-based regulatory system that stresses an interdependent approach to risk management by both government and stakeholders. Decisions will be based on science and the best available data and will be linked to performance excellence; this will allow results to be measured and improved over time.

An increased focus on prevention will minimize risks to human, animal and ecosystem health.

Goal

Stakeholders have a clear and common understanding of the primary role that they play in managing risk.

What this means

Informed stakeholders play a key role in protecting human, animal and ecosystem health.

• As our agriculture and food industries become more complex, we will play a larger oversight role.

• Our Agency along with other governments are determining what functions we will do and what is best done by others. We will identify and communicate roles, responsibilities and expectations as our modernization initiatives (such as legislation, regulation and inspection modernization, animal and plant health modernization) advance.

• The CFIA, industry and third parties (e.g., academia and non-government organizations) all play a role in assisting regulated parties to achieve compliance. Each contributes to a culture of compliance and a shared commitment to safe food, animal health and plant protection.

• We will continue to educate stakeholders and consumers through various communication initiatives.

Science Branch Actions

Leverage partnerships (engagement and collaboration internally and with industry, academia, government partners, and international agencies) to advance innovative and proactive approaches to managing risks and furthering science in support of the shared responsibility for safe food, animal health and plant protection.

Communicate Agency research outcomes to partners and stakeholders to improve Agency visibility and recognition of Agency research both nationally and internationally.

Provide technical guidance fact sheets and outreach awareness products to inform and educate stakeholders.

Goal

Proactive and preventive risk management approaches are integrated into all CFIA programs.

What this means

In order to protect Canadians, we will ensure risk management approaches are integrated into all programs. This will include a consistent, robust and modern legal framework, streamlined and more outcome-based regulations, and the appropriate balance between costs and benefits of regulatory intervention. These approaches are built on a solid science foundation.

• With the passing of the Safe Food for Canadians Act into law in late 2012 and the Agricultural Growth Act, we will work with industry to comprehensively review the regulatory framework for food, animals and plants.

• We will support industry’s adoption of more preventive risk management efforts with more outcome based oversight approaches and collaborative approaches.

Inspection systems are designed to verify industry’s preventive systems. Industry is accountable for the safety of its products and processes. We, at the CFIA, have the primary responsibility to verify that industry’s preventive systems appropriately prevent, eliminate or reduce safety hazards to acceptable levels.

• We will continue to work with industry toward our common goal effectively managing risk. Our responsibility will be supported by a strong inspection foundation, with standardized processes and tools and enhanced scientific strategies and capabilities.

• We will continue to work collaboratively with partners to promote the establishment and use of international standards. Canadians will have more confidence in the safety of imported products as international and Canadian standards become more science based and closely aligned.

Science Branch Actions

Lead the implementation of the Establishment-Based Risk Assessment (ERA) Model to enable the Agency to make risk-informed decisions related to operational delivery that are based on science.

Lead the development of a risk intelligence framework that will guide the conversion of risk information to intelligence in order to facilitate enhanced risk-based decision making in the CFIA.

Contribute to the implementation of the Integrated Risk Management Framework, which will enable a One Agency resource allocation process that is based on risk.

Participate in national and international standard-setting communities to influence the development, adoption and harmonization of international standards.

Establish national baselines for pathogen reduction in collaboration with government partners and industry in order to inform program policy.

Implement the strategic direction for the CFIA laboratories to ensure scientific capacity that is flexible, adaptable and resilient to the constantly evolving needs of science.

Implement the Strategic Plan for Genomics Science, which is aimed to enhance CFIA’s preparedness and capacity for assessing threats, targets and risks in order to support riskbased approaches and facilitate rapid responses to emerging risks.

Partnerships, networks and intelligence sharing help the CFIA anticipate,

Information sharing is essential to making informed decisions.

• We will conduct surveillance, research and analysis that will support regulatory decision

Lead the creation of the Canadian Food Safety Information Network (CFSIN) of laboratories across federal/provincial/territorial jurisdictions to improve our detection

Goal

prevent and prepare.

What this means

making, share scientific data with partners, contribute to shared health surveillance systems, and advance international collaboration and engagement.

• We will continue to engage with our international partners to advance the alignment of international standards and Canada’s regulatory approaches in the global market place, as well as to enhance access of Canadian products internationally.

Science

Branch Actions

of and response to food-borne hazards.

Contribute actively to the development and implementation of the Canadian Animal Health Surveillance System (CAHSS), a network of networks linking current animal health surveillance activities and addressing gaps with the view to enhance the effectiveness, responsiveness and integration of animal health surveillance in Canada and ensure needs are appropriately balanced between animal health, public health and market access needs.

Adopt a One Health approach to early warning intelligence through the implementation of the Centre for Emerging and Zoonotic Disease Integrated Intelligence and Response System (known as CEZD), a collaborative partnership between animal health, public health, wildlife health and industry to enhance Canada’s early warning for emerging and zoonotic diseases.

Lead the development of an integrated surveillance framework that will complement the Agency’s assessment of risk in order to inform program design, regulatory oversight and other activities directed by the CFIA.

Develop a national network of plant health experts to to address national plant health challenges.

Continue participation in the interdepartmental environmental scanning task group to leverage resources for joint environmental scans and enable coordinated planning for the Health and Agriculture Portfolios.

Focus Area 2: Strengthen Citizen-Centred Service Delivery Culture

Our role as an effective regulator will be enhanced by a focus on service excellence. Staff will continue to foster a positive, service-oriented attitude and engage with stakeholders to provide service excellence. Our service culture will be reinforced by defining service standards and redress opportunities. Strengthening our service delivery culture will result in enhanced program delivery for Canadians and increased confidence in the CFIA as a trusted and credible regulator.

Goal

Service culture is embedded in the Agency.

What this means

To continue to protect Canadians and provide meaningful services, we must continually reach out to our domestic and international stakeholders.

• We will build a common Agency service culture to enhance our service-oriented attitude and will engage with stakeholders to provide service excellence. This will include behaviours identified in the CFIA’s Code of Conduct, expectations from our Statement of Rights and Service, and outcomes from our Complaints and Appeals mechanism. These measures support our commitment to fair, respectful and unbiased interactions with stakeholders and to supporting staff in their interactions with stakeholders.

• A commitment to providing service excellence internally will be encouraged. Expectations of stakeholder behaviour toward staff will be emphasized as well.

• We will continue to provide stakeholders with a transparent and accessible way to register complaints and appeals and improve service delivery based on feedback received.

Science Branch Actions

Implement business improvement strategies, that enhance both the service culture and Science Branch activities , focusing on, but not limited to, Lean and Six Sigma.

Continue improving our laboratory services related to research and diagnostic testing through soliciting feedback from our customers, implementing improvement actions and always engaging our customers and stakeholders in respect of the CFIA’s Code of Conduct

Identify and prioritize risk assessment needs within and across commodities to ensure the needs for risk assessment are met in a timely manner.

The CFIA is a trusted, transparent and credible regulator with adaptable, predictable and consistent program delivery.

The public trusts the CFIA to continue to safeguard the food supply and animal and plant resource base.

As we continue to operate in an increasingly global environment, we can no longer rely on historical approaches to effectively provide program delivery.

• We will implement a single approach to inspection that will standardize requirements and procedures.

• We will take on communication initiatives so that stakeholders will know what to expect in services delivered by us and what they can do when they are not satisfied with the standard of service they receive.

• We will focus on improving service delivery to

Contribute to the service delivery component of fee proposals based on an accurate cost recovery model and contribute to the User Fee Implementation Policy and Framework to ensure fees reflect costs equitably across industry sectors

Support the Inspectorate with the implementation of the electronic service delivery platform to enable improved access to information.

Maintain quality management systems within our laboratories that support excellence in laboratory science and service delivery.

Goal

What this means Science Branch Actions

stakeholders by delivering a suite of servicerelated and transparency initiatives. This includes establishing service standards and user fees that reflect the cost of service delivery and facilitating easier access to information about the outcomes of our regulatory and enforcement activities.

• We will foster a proactive approach to continuous improvement through best practices, lessons learned and benchmarking.

Integrate operational planning across branches to optimize capacity and improve service delivery.

Implement the ERA Model in support of the single and standardized approach to food inspection to support risk-based decision making under the Integrated Agency Inspection Model (iAIM).

Renew the Science Branch Communications Strategy and Action Plan to ensure relevant communications with our stakeholders and partners (including the sharing of our scientific knowledge, hosting scientific forums and presenting at conferences and workshops) and to ensure alignment with the CFIA Digital Communications Strategy.

Contribute to the Federal Open Science Implementation Plan through coordination, design and delivery of processes to make federally funded research digitally available, thereby increasing access, accelerating scientific innovation and facilitating collaborations.

CFIA services support efficient and effective regulation of the marketplace.

Global demographic changes are changing consumer demand in Canada, providing opportunities for a competitive industry and incentives for aligning international standards. For Canadians to benefit from these opportunities, we must have services in place to support a competitive marketplace.

• We will eliminate unnecessary regulatory burden through increased alignment with partners and help industry and ourselves to be more effective by making it easier for Canadians to access information and do business electronically. For example, the Canada-U.S. Regulatory Cooperation Council Joint Action Plan is exploring ways to increase regulatory transparency and coordination between the two countries.

• We will continue to support market access activities through the provision of science-based technical expertise.

Continue the implementation of Regulatory Cooperation Council and beyond-the-border initiatives with international partners to enhance disease prevention efforts, contribute to the safe flow of people and goods, and strengthen security and economic competitiveness.

Continue to collaborate with AAFC through Market Access Secretariat to enhance the use of risk assessment and surveillance data to support market access.

Adopt risk-based approaches and develop internationally accepted laboratory methods to improve reliance and reduce regulatory burden, and share the knowledge with our partners within

Goal

What this means Science Branch Actions our networks.

Engage with the international standardsetting bodies (e.g., OIE, IPPC, CODEX) to ensure the best scientific input is provided for the elaboration of these standards and to ensure international support of trade and market access for Canadian products.

Focus Area 3: Optimize Performance

To continue adapting and evolving to meet new demands and expectations, we will focus on internal performance excellence at CFIA. Continual evaluation and tracking at all levels will be important to ensure programs and services are meeting their objectives. All of our policies, services and programs will benefit from timely and accurate performance measurement systems.

Optimizing performance will enable us to evaluate the effectiveness of the Agency’s policies and programs and to allocate resources to areas of highest risk.

Goal

Strong internal management systems and governance support riskbased planning and allocation of resources.

What this means

Effective risk-based planning and resource allocation are necessary to maximize our performance and ensure the best use of our allocated funding.

• We will increase collaboration and communication between Agency branches, regions and areas of expertise, including leveraging feedback from front line staff to inform program planning and design.

• We will continue to align the organizational structure to maximize service delivery. For example, we will support greater consistency in program design, implementation and delivery by consolidating expertise into single centres.

Science Branch Actions

Demonstrate leadership and commitment to the One Agency cultural transformation by strengthening our efforts to consult, share information, partner and work horizontally with other branches for integrated plans, initiatives and investments.

Continue to support Agency initiatives to integrate and improve governance, planning, resource allocation and system validation to ensure the best use of allocated resources for the Agency.

Develop a strategy and plan for laboratory functional realignment within Science Branch to gain operational efficiencies, maximize the use of high-value equipment and ensure optimal alignment to deliver on the mandate.

Review and renew Science Branch management processes and procedures to ensure relevance, efficiency and effectiveness in supporting science.

Goal

Performance management mindset is embedded into the CFIA.

What this means

We must be able to understand how our efforts and resources are improving food safety and protecting the animal and plant resource base. We need a system to capture this information and analyze trends and performance outcomes.

• We will adopt an approach that integrates standard performance measurements throughout all aspects of the work that is done at our Branch aligned to the Agency and that emphasizes a philosophy of continual performance improvement.

• We will make solid business information available by introducing a business intelligence framework and tools to collect performance information. A uniform data collection system across all commodities will be key.

• We will improve the management of information and leverage new information technologies to enable us to measure and improve our performance, support our staff and keep pace with continuous change.

Science Branch Actions

Design Science Branch programs, policies and projects with performance measurements built in and use the information to assess and improve delivery.

Contribute and influence the selection and use of data from the established business intelligence framework and tools (e.g., Business Information Management Centre) to monitor our performance and take action to improve our performance.

Continue with implementation of the Science Branch IMIT Strategy and governance processes to ensure a coordinated approach to prioritizing Science Branch IMIT investments, in consultation and alignment with other branches, to ensure IMIT enablement of our Branch activities now and into the future.

Improve the delivery of laboratory results by consolidating all Agency and third-party data, provide external access and implement enhanced automation capabilities in an effort to increase efficiencies, improve data quality and reduce resource costs.

Focus Area 4: Diverse Talent Supported by Modern Tools

To achieve our CFIA vision, we will focus on people. Our employees will continue to bring a variety of specialized skill sets to the workplace. Our work environment will promote a culture of collaboration, engagement and effective communication, and will provide the necessary training and tools for staff to excel at their jobs. This will result in a stable and skilled CFIA workforce made up of adaptable, satisfied employees.

Goal

The CFIA continues to retain and attract competent, qualified and motivated personnel.

What this means

The CFIA will invest in its employees.

• We will ensure that all employees, whether new or existing, have the competencies and qualifications required to perform at their best and to provide continued excellence in serving Canadians.

• We will integrate succession, retention and recruitment strategies. For example, we will develop standard competency profiles and training for all employees and undertake initiatives to develop future managers.

• We will modernize how CFIA employees work to reflect today’s realities (for example, staff working remotely or using paperless reporting).

Science Branch Actions

Integrate talent management, succession, retention and recruitment strategies to ensure Science Branch continues to retain and attract a competent and motivated workforce.

Update and monitor staffing plans, training plans and databases of talent pools to ensure preparedness for continuity of service and personnel qualifications.

Ensure participation of emerging and current leaders in national leadership and management development programs (e.g., People Management for Supervisors, Aspiring Directors Program, New Director Program, Executive Career Development Program) to ensure proper tools and training are acquired to further develop and foster their leadership within the Branch.

Develop competency frameworks and training curricula for laboratory and advisory roles to assist with outlining career paths.

Individuals have the tools, training and information they need to support the CFIA and progress through their careers.

In order to meet future challenges, CFIA employees must keep pace with advances in science and technology both domestically and internationally.

• We will develop innovative training approaches to enhance technical expertise and skill development. CFIA is committed to continuous learning, training and career progression to develop employees who can respond to changing needs.

• We will identify learning needs and tools and link them to individual learning plans and

Staff development and learning is supported by training and opportunities to lead and participate in national and international events, conferences, working groups and networks, which is linked with career plans and performance assessments.

Finalize and implement the talent management strategy and framework to ensure the continued development of employees.

Goal

What this means Science Branch Actions performance expectations for all staff.

Develop and implement a formal mentoring program to enhance the effectiveness of the Branch talent management strategy.

Enhance knowledge transfer and connectedness through hosting seminars on emerging issues and priorities, sharing experiences within communities of practice and making the information readily available and accessible on Merlin.

The CFIA has the culture it needs to achieve their

5 Year Strategic Plan a culture of engagement.

The success of CFIA depends on our employees.

• We will encourage an environment of trust and build an organization that has shared corporate values and beliefs.

• The CFIA of the future will have increased internal engagement, communication and collaboration so that employees have a sense of belonging and ownership in achieving our goals. This will contribute to our long-term effectiveness and success as an organization.

Instill CFIA values and ethics within the Branch by implementing the employeedriven action plans in response to the Public Service Employee Survey.

Strengthen communications and information exchange to ensure that the CFIA science community is well informed and well positioned to provide effective science advice to decision makers.

Strengthen horizontal networks throughout the CFIA to support the interconnected functions and integrated activities as CFIA moves toward the One Agency culture.

Monitoring of Results

Dynamic management and accountability require reliable and timely performance information. At the corporate level, the CFIA has developed a results-oriented performance management framework (PMF) that outlines key activities and desired outcomes as well as overall benefits for Canadians. While science support is integrated in the Agency PMF, the Science Branch, in response to the Agency’s yearly planning cycle, has identified its activities, expected outcomes and accountabilities.

The Science Branch Action Plan will enable the Branch to:

• Articulate measurable goals, objectives and timelines;

• Reach agreements with Branch employees, clients and key stakeholders;

• Illustrate at regular intervals the delivery of actual results against expected outcomes; and

• Provide a communication tool and responsive decision aid for planning and resource management.

The Branch will monitor and report on this action plan at mid-year and year-end for the next five years with the objectives of providing more meaningful information to Science Branch managers, enhancing accountability within the Branch and Agency, and providing meaningful information for external reporting.

Science Branch Emerging Priorities

The Science Branch plays an important role in ensuring that the CFIA meets its legal and regulatory responsibilities, maintains credibility with Canadians and international trading partners, and protects the health and well-being of Canadians, the environment and the economy.

The CFIA landscape continues to change due to a number of factors:

• Globalization and industry consolidation

• A shifting consumer landscape – increasing expectations and an aging population

• Rapidly changing technologies (e.g., big data, genomics)

• Emerging pathogens and diseases

• Increasing knowledge of risk and systems-based approaches

• Advances in science and technology

• New and emerging threats (e.g., antimicrobial resistance)

• Modernization initiatives of trading partners

• Lean approaches to service delivery

• Climate change

• One Health approaches

These factors make it more and more challenging to maintain and improve CFIA’s high level of performance while managing risks to food safety, animal health and plant health. The Science Branch emerging priorities are outlined next.

Antimicrobial Resistance

Antimicrobial resistance is a complex issue that impacts health, agriculture, the environment and trade. Canada’s response to the threat of antimicrobial resistance will require active collaboration among multiple partners in many sectors. Science Branch has taken on the leadership role regarding the antimicrobial resistance initiative within CFIA and will continue to devote resources and collaborate with our federal partners, stakeholders and industry to meet the deliverables set out in the Federal Action Plan on Antimicrobial Resistance and Use in Canada

(http://healthycanadians.gc.ca/publications/drugs-products-medicaments-produits/antibiotic-resistanceantibiotique/action-plan-daction-eng.php).

Climate Change

Climate change will allow vectors of important animal and zoonotic diseases to expand their ranges. This poses risks to the health of Canadians, livestock and the Canadian economy. The CFIA will require the capability, expertise and tools to better predict and respond to the spread of vector-borne diseases. The Centre for Vector-Borne Diseases will be established at the CFIA Lethbridge Laboratory and it will focus on surveillance programs for vectors and their associated diseases, diagnostic test method development and determination of vector competency. This centre will work in close collaboration with federal, provincial and university partners, which will expand the Agency’s capability and expertise in this important area.

Similarly, climate change has the potential to be an important factor affecting plant health in Canada. With milder temperatures, weeds, invertebrate pests and plant diseases formerly considered of marginal significance may soon be able to establish themselves, spread and cause harm. The CFIA will continue to follow the fit-for-purpose approach for inclusion of climate change considerations in plant health science advice and pest risk assessment. Modelling how current and future climate patterns may affect the potential pest risk status of new invasive species will require access to real-time climate data through closer cooperation with Environment Canada.

Risk Intelligence and Foresight

The Food Safety Science Directorate will continue efforts to leverage resources and coordinate environmental scanning activities across the Health Portfolio and the federal S&T community. The directorate is also planning the development of a framework for food safety risk intelligence, which will describe how the flow of risk information can be triaged and converted into intelligence for decision making by risk owners. These activities, along with the Establishment-Based Risk Assessment (ERA) Model and the Canadian Food Safety Information Network, will collectively advance a more collaborative and systematic approach to food safety.

The Animal Health Science Directorate has developed the Centre for Emerging and Zoonotic Disease Integrated Intelligence and Response System (known as CEZD). The system will collate open information sources and connect teams of experts from multiple jurisdictions and disciplines to assess the information, identify early warning signals and generate timely intelligence for decision makers in government and industry. The CEZD will continue active engagement as a member of the Canadian Animal Health Surveillance System (CAHSS) in order to ensure that intelligence generated by CEZD can provide value to the CAHSS community and exploring ways for the CAHSS community to contribute intelligence to the CEZD.

The Plant Health Science Directorate will continue work in intelligence gathering and foresight through activities such as the publication of the Plant Science Scan and analysis of pest interceptions as well as trending of survey and lab diagnostic data activities that will help identify threats of both regulated and emerging (i.e., not yet regulated) plant pests and plant diseases, threats of invasive plant species and issues relating to plants with novel traits (PNTs), which in turn will support science-based decision making and planning for the future.

These collective strategic initiatives will enhance the CFIA’s risk intelligence and foresight capabilities, moving the Agency towards a paradigm shift in how information is collected, shared, used and re-used for risk-based decision making both internally and with our partners. Information and insights gained from increased systematic thinking about future challenges will enable the identification and analysis of gaps in the CFIA’s science capabilities (i.e. gaps between current science capabilities and those required to address future threats), which will lead to priorities, plans and roadmaps for relevant long-term investments in science capabilities and capacities, be they people, facilities, equipment, methods or technologies. The integration of these insights into the planning culture will contribute to a better understanding of the challenges and opportunities that the Science Branch and its partners will face in the future.

Scientific Advisory Committee

CFIA Science Branch Scientific Advisory Committee

The Science Branch’s Scientific Advisory Committee is mandated to provide science advice to the Science Branch Executive Committee (SBEC) and/or the Vice-President–Science and to provide support to the development of cutting-edge science that will enhance the CFIA’s ability to deliver its regulatory mandate and to protect the health and well-being of Canada's people, environment and economy. This committee will be leveraged to support senior management in the development of strategic approaches for science and technology issues ranging from new scientific methods and technologies to scientific advice and foresight on existing or emerging pests, pathogens and diseases.

The Science Branch will need to pursue coordinated and collaborative opportunities. The Branch will continue to strengthen its communications and information exchange to ensure that the CFIA science community is well informed and well positioned to provide effective science advice to decision makers. In support of achieving this goal, the scientific community will continue holding seminars on emerging technologies and new scientific knowledge, and will encourage sharing of expertise through participation in established internal and external communities of practice.

As part of the interaction with the external scientific community, the Branch is developing a model to strengthen its engagement of academia. It is important to interact with multidisciplinary teams of scientists to support a variety of interconnected functions and integrated activities, such as risk assessment. This is aligned with Government of Canada initiatives (i.e., Open Government, Open Science and Destination 2020) and the One Health approach to health hazards and management of risk. The transformation is also supporting and strengthening CFIA’s connections and collaborations with other science-based government departments and the national and international scientific communities.

Figure 4: Priority integration

Annex A: Science Branch Organizational Structure

and Governance

Chief Science Operating Officer

The Chief Science Operating Officer (CSOO), as the second in command for the Branch, is accountable for ensuring daily operational continuity and stabilization of the Branch’s programs and services. The CSOO provides strategic direction and national leadership for the management of key science issues for the Branch, provides a broad vision and oversees the development and implementation of science strategies, science engagement with partners and develops new approaches and initiatives to enhance science capabilities and prevent threats and incidences related to CFIA’s mandate. The CSOO is responsible for the Branch’s laboratory network, which is structured using a national approach. All CFIA laboratories in a specific geographic area report to a laboratory executive director, who reports to the CSOO.

CFIA Laboratory Network Strategic Direction 2016-2021

The Science Branch has developed a laboratory network strategic direction, entitled “Pursuing Excellence in Laboratory Science,” to support CFIA’s modernization agenda, inform strategic planning in the Science Branch, provide a framework for the establishment of a laboratory network, and facilitate internal and external collaboration. The vision of the strategy is as follows: “The CFIA Laboratory Network pursues excellence in science, providing diagnostics and testing, research, and sound and timely science advice and knowledge to inform the Agency’s policy decisions, program development and regulatory responsibilities. Our workforce is adaptable to changing priorities and emerging issues and is committed to continuous learning and improvement. Our people are respected, valued and active leaders and contributors to the national and international scientific communities.”

This strategic direction was developed through consulting with senior managers and experts in Science Branch and other branches of CFIA. The strategy aligns with CFIA’s Long-Term Strategic Plan, One Agency priorities, the Science Branch Action Plan and the Government of Canada’s modernization initiatives, including laboratory infrastructure, Open Science, Open Government and horizontal collaborations with other science providers.

Food Safety Science Directorate

The Food Safety Science Directorate is responsible for the development and implementation of CFIA’s monitoring programs as well as the coordination of all laboratory testing of food samples associated with CFIA inspection activities. This Directorate is also responsible for establishing and maintaining the Canadian Food Safety Information Network, an interdepartmental, joint federal-provincial initiative that will improve Canada's ability to anticipate, detect and respond to food-borne threats and hazards. In addition to these activities, this Directorate coordinates food-safety-related research and conducts risk assessment activities.

Canadian Food Safety Information Network

The CFSIN is being developed in response to the Weatherill Report Recommendations, which identified the need for a nationally integrated “network of networks” among federal, provincial and territorial partners in animal health, human health and food safety laboratories. The CFSIN will bring together surveillance, monitoring, analysis and surge capacity across the full extent of the food supply chain in order to:

• Identify, mobilize and coordinate food laboratory surge capacity and capabilities rapidly during complex food safety incidents and emergencies;

• Allow near-real time sharing, collecting and analysis of food safety data (whether routine or in response to an identified hazard) across federal, provincial and territorial jurisdictions to inform more preventative and timely risk management decisions; and

• Enable the generation of pan-Canadian performance evidence to demonstrate food safety system effectiveness to trading partners.

Animal Health Science Directorate

The Animal Health Science Directorate is responsible for providing national leadership in the development and delivery of the Agency’s national animal health science programs and laboratory services. The Executive Director (ED) works collaboratively with the Branch’s senior management team in identifying and articulating national animal health priorities, directions, strategies, plans and reporting mechanisms and process in a manner that reflects the Agency’s strategic priorities and animal health program and operational goals. The ED is responsible for liaising with the other Science Branch directorates, the Policy and Programs Branch and the Operation Branch as well as external stakeholders supporting the development and delivery of terrestrial/aquatic animal health programs. This Directorate provides the Agency with the following supporting science activities:

• Risk assessment;

• Epidemiology;

• Animal disease surveillance, monitoring and early reporting;

• Coordination of laboratory diagnostic testing services, analysis, and research and development needs;

• Science intelligence and advice; and

• Support for national and international strategic initiatives and committees.

Canadian Animal Health Surveillance Network

CAHSN is a network of federal, provincial and university animal health diagnostic laboratories that has significantly improved the national capacity to detect emerging animal disease threats in real time. The CAHSN focuses particularly on zoonotic diseases (i.e., diseases that can be naturally transmitted from vertebrate animals to humans and vice versa) and provides a rapid response to minimize risks to human health and the economy. The network is centred at the NCFAD in Winnipeg. It is linked to the Canadian Network for Public Health Intelligence (CNPHI), which gives the CAHSN the ability to combine surveillance data received from many sources and simultaneously alert both human and animal health authorities in Canada when potential animal disease threats are identified.

Plant Health Science Directorate

The Plant Health Science Directorate is responsible for plant science leadership in protecting Canada’s plant resource base, which includes forestry products, fruits and vegetables, grains and oilseeds, and ornamental plants. Our policies, regulatory programs and certification requirements must be flexible, responsive and science based. This Directorate is a valued source of scientific knowledge, analysis, risk assessment, advice and support for stakeholders both within and external to the CFIA for meeting CFIA’s plant protection mandate under the IPPC. The Directorate provides science to support policy making, program design and program delivery (e.g., plant pest surveillance program, national diagnostic and research programs).

Strategic Business and Partnerships Directorate

The Strategic Business and Partnerships Directorate is responsible for providing Agency-wide leadership in the management of critical science functions that are coordinated horizontally across all three business lines. These functions include CFIA's Research Program, biosafety and biocontainment regulatory responsibilities, quality management oversight and accreditation of both CFIA and external laboratories. The Directorate is also responsible for leading and managing integrated business planning/reporting and the coordination of financial and human resources.

The Science Branch’s management structure and flow of accountability are shown in Figure 5.

Key to governance is the decision-making Science Branch Executive Committee (SBEC), which is composed of all Science Branch executives. Several senior-executive-level committees support the SBEC by providing recommendations and advice on strategic direction related to policy, program, operational and management issues.

Figure 5: Science Branch Management Structure

Annex B: Science Branch Financial Resources

Financial Resource Management

The Vice-President (VP) of Science Branch is responsible for the management of the overall Branch budget. The VP relies on the SBEC to provide insight into budget issues and recommendations to resolve budget pressures within the Branch. The Branch also has representatives on each of the business line committees and other governance committees to ensure the Branch is current on Agency issues that may affect the Branch budget and priorities.

A three-year forward-looking budget is provided by the Corporate Management Branch, and Branches are expected to remain within the allocated budget each fiscal year. As a result, to ensure budget levels are not exceeded, the Branch must adjust Branch priorities, as needed, and make Branch budget reallocations in a timely manner. To aid in the reallocation of funds within the Branch, the VP relies on accurate and timely forecasts to be provided for each of the scheduled management reports. Forecasting accuracy has been set as a performance indicator for budget managers for both regular programming funds and Investment Plan funds.

Branch programming budgets are approved at the beginning of the fiscal year and allocated to the Directorate/Area Lab Network level. Once budgets are approved, the Executive Directors/Lab Executive Directors are responsible for managing the budget for their area of responsibility, ensuring budget levels are respected and assisting the VP in managing the overall budget of the Branch.

Branch Investment Plan initiatives (e.g., scientific equipment, real property projects, IMIT projects, fleet) form part of the Investment Plan process. The Investment Planning and Enterprise Project Management Office (IPePMO) is responsible for the management and coordination of all Agency investment plan initiatives. The initiatives submitted by each branch are reviewed, prioritized and approved through the Finance, Integration and Project Oversight (FIPO) and Corporate Management Committee (CMC). Funding for the Investment Plan projects can only be used for the approved project plan unless further approval is received by the appropriate governing body.

Budget

The Science Branch spending forecasts for 2016-17 to 2020-21 are indicated in the following table and will be updated annually. During the five years of the Science Branch Action Plan, changes to the spending forecasts may be needed in response to various emerging issues (e.g., zoonotic diseases, pest outbreaks, food-borne illness outbreaks), Agency modernization initiatives or other government-mandated adjustments.

The Science Branch budget is approved yearly by the SMC. The SMC can also approve changes to Agency priorities and related adjustments to the Branch budget.

Fenced Funds

The Science Branch initiatives for 2016-17 to 2020-21 are indicated in the following table with the corresponding amount of fenced funds to be given to the Branch by the Agency for these specific activities.

With the support of the Branch, the Agency must report back to the central agencies on its yearly accomplishments based on the approved Treasury Board submission. Financial controls are placed on the fenced-fund initiatives to ensure expenditures are incurred for purpose. Note: The Canadian Food

Safety Information Network (CFSIN) funding expires at the end of the fiscal year 2018–19 as per the Treasury Board submission.

Annex C: Science Branch Workforce

Science Branch undertakes a wide range of activities encompassing food safety, animal health and plant health. In 2015-16 there were approximately 957 highly skilled employees in the Branch, including epidemiologists, molecular biologists, analytical chemists, pathologists, technologists, entomologists, botanists, nematologists, veterinarians, parasitologists, toxicologists, microbiologists, virologists, immunologists, bioinformaticians, computer scientists, statisticians and many other specialties. Our experts, many with adjunct faculty appointments in Canadian universities, are spread across the country, as presented in Figure 6

Figure 6: Science Branch employees by geographical area (February 2016 data).

In order for Science Branch to effectively fulfill all of its responsibilities now and into the future, it is necessary to have the required number of staff who are qualified, competent and ready to meet the evolving talent needs of the Agency. The Science Branch has representatives in 11 classification groups.

Figure 7: Science Branch employees by classification group (February 2016 data). Within the Science Branch, 67.5% of positions have been designated as English essential, 17.7% as Bilingual, 5.8% as French essential and 8.9% as French or English essential. In keeping with the CFIA’s official languages commitments for all Executive positions in the Branch, all such positions, with the exception of one, have been designated Bilingual up to the CBC level. As a result, 99% of the Science Branch employees meet the language requirements of their positions.

Annually, the Science Branch estimates the planned capacity of its workforce by function and business line to facilitate strategic and operational planning. Planned capacity for 2016-17 is provided in Figure 8

Figure 8: Science Branch 2016-17 planned capacity (November 2015 data).

Annex D: Science Branch Key Functions

Science Advice and Risk Assessment

Science Branch provides timely and relevant science advice and risk assessment as a basis for decision making and potential solutions to complex issues faced by the Agency. Comprehensive science expertise in the Branch contributes to anticipation of and rapid response to changing priorities and emerging issues. The science advice and risk assessment activities proactively contribute to preventative measures supporting risk management decisions, policy development, resource decisions and integrated operational planning by CFIA. Science Branch contributes to the Agency’s management of risk by anticipating issues through surveillance, trend analysis (e.g., Listeria monocytogenes in ready-to-eat meat) and environmental scanning, and by developing mitigation strategies for specific issues.

Science Branch’s Food Safety Business Line will continue to lead the development and the implementation of an Establishment-Based Risk Assessment (ERA) model, which is a major component of the new risk-based approach to food inspection. Through the use of scientific knowledge and risk analysis algorithms, Science Branch will compare and evaluate common risk indicators across a complex range of food commodities and food production businesses. The ERA model is intended to guide and support risk-based decisions in an Integrated Agency Inspection Model (iAIM) by assessing food safety risks in order to better allocate inspection resources and to provide the CFIA with the ability to evaluate food safety risks across multiple food commodities and multiple business strategies. Data collection schemes and modelling algorithms required for the iAIM are currently under development. The ERA model will include domestically produced foods, imports and exports, and the inclusion of the full range of microbiological, chemical, allergen and physical hazards. The same approach will eventually be expanded across all business lines.

Science Branch’s Animal Health Business Line provides scientifically based advice and risk assessments in areas related to terrestrial and aquatic animal health in support of national animal health programs. This activity includes risk analyses, scientific evaluations, animal health disease modelling and simulations. Collaboration within the multidisciplinary evaluation team is essential to support epidemiological investigations, evaluate the disease status of foreign countries, containment zones and regions, and contribute to national and international animal health standards. The latter is undertaken in order to assist the Canadian government in safeguarding both animal and public health under the Health of Animals Act and Regulations.

Science Branch’s Plant Health Business Line, in support of both Policy and Programs Branch and Operations Branch, regularly provides expert scientific advice regarding Canada’s plant resource base. Two types of risk assessments are conducted: pest risk assessments on potentially invasive pests (i.e., insects, diseases, weeds), which are conducted according to standards developed by the International Plant Protection Convention, and environmental safety assessments on plants with novel traits (PNTs), which are conducted to determine the safety of releasing such plants into the Canadian environment. Risk assessment activities are supported by reporting analysis and trending of lab testing results in order to identify and manage risks, and strategically target high-risk threats to the plant resource base.

Laboratory Services

The Science Branch operates a network of 13 accredited laboratories across the country (see Figure 8). They deliver laboratory services related to food safety, animal health and plant health. Each laboratory operates under a Quality Management System that helps ensure the validity and reliability of the services provided and drives a culture of continual improvement in meeting current and future needs. These laboratories are administered through four laboratory networks: Eastern Laboratory Network, Ontario Laboratory Network, National Centres for Animal Disease and Western Area Laboratory Network.

Burnaby, BC (food)

Sidney, BC (plant)

CFIA Laboratory Network

Calgary, AB (food)

Saskatoon, SK (food, animal, plant)

Lethbridge, AB (food, animal)

Longueuil, QC (food)

Winnipeg, MB (animal)

Ottawa (Fallowfield), ON (food,animal, plant)

Charlottetown, PEI (plant)

Dartmouth, NS (food)

St. Hyacinthe, QC (food, animal)

Ottawa (Carling), ON (food, animal, plant)

Toronto, ON (food)

Figure 9: CFIA Laboratory Map

See Annex E for descriptions of each network’s laboratories as well as third-party laboratories and designations as reference laboratories.

Regulatory Research and Method Development

The CFIA conducts research that is targeted at the development of new tools, knowledge and testing methods to support and inform our regulatory programs and mandate. Applied research and method development is conducted across a variety of scientific fields, including traditional disciplines (e.g., taxonomy, serology, virology, chemistry, nematology, entomology) and emerging technologies (e.g., genomics, bioinformatics). Research activities support the design and delivery of CFIA programs related to food allergens; food-borne illnesses; animal and plant diseases; and chemical residue testing for food additives and contaminants, such as veterinary drugs, agricultural chemicals, industrial and environmental pollutants and natural toxins. The Agency collaborates frequently with its federal and provincial counterparts, industry, universities and the national and international scientific communities. These partnerships enable the Agency to maintain flexibility in a constantly evolving regulatory environment by leveraging investments in testing, research and development.

The Science Branch regularly conducts special short-term applied research projects to address urgent or emerging issues, or to meet specific requirements for new testing methodologies, specifically for regulatory deployment. In addition, method development projects are conducted by laboratories to address short-term program requests such as scope expansion, commodity verification and test validation. The Branch has a dedicated research management and partnership division that corporately manages the administration and the operational and strategic components of the Agency’s research program.

One of the CFIA’s current research activities across the CFIA’s laboratory network is focused on building genomics capacity (see RDIMS # 6927234). Genomics science will provide tools and knowledge to support CFIA’s regulatory mandate and advance the Agency’s science-informed, risk-based approaches

to protecting the health, safety and well-being of Canadians and the economy. With advances in genomics science, the Agency will be able to:

• Increase the use of proactive approaches to risk management;

• Conduct faster and more accurate identification of pathogens;

• Characterize hazards to a level that has not been reached before;

• Perform more precise source attribution for food-borne pathogens (trace-back, investigation, determination of source); and

• Create accessible sequence repositories for bioinformatics data mining.

Surveys and Surveillance

Science Branch is responsible for coordinating the design and implementation of surveys and surveillance programs related to the analysis of food, plant and animal pathogens and chemical contaminants. The Branch works closely with the Policy and Programs Branch and the Operations Branch to establish priorities based on regulatory and policy needs. The Branch also works closely with external partners on collaborative surveys as well as training and outreach programs, which help to extend the Agency’s surveillance outreach.

In the Food Safety Business Line, the National Chemical Residue Monitoring Program (NCRMP), the National Microbiological Monitoring Program (NMMP) and the Children’s Food Project (CFP), as well as various short-term targeted surveys provide current baseline information on the presence and magnitude of specific hazards in the food system. These serve as the basis for targeted investigations into potential risks to the Canadian food supply.

In the Animal Health Business Line, surveillance is conducted to confirm the effectiveness of disease control programs and provide scientific evidence of disease freedom as required under the World Trade Organization (WTO) Agreement on the Application of Sanitary and Phytosanitary (SPS) Measures (the SPS Agreement).

In the Plant Health Business Line, plant pest surveys provide information in support of import, export and domestic regulatory programs, and form the basis for sound regulatory decisions. These policies and programs, which are supported by survey data, allow Canada to establish and maintain Pest-Free Area claims. Pest surveys are also an integral part of control and eradication programs.

Under the One Agency umbrella, the Science Branch is leading an initiative, supported by the Policy and Programs Branch and the Operations branch, to develop a surveillance framework and surveillance processes and procedures for all three business lines, which will result in an integrated surveillance model for the CFIA.

Horizontal Functions

The Science Branch provides scientific advice and coordination horizontally across the three business lines by:

• Providing operational and strategic management of the CFIA’s Research Program;

• Providing operational and strategic leadership in the development and management of critical scientific research, analysis, ideas and solutions to ensure the delivery of the Agency’s mandate;

• Managing centrally the process (and associated tools and expertise) to develop, negotiate and execute all formal arrangements enabling scientific collaboration, information sharing, material transfer and partnered research projects;

• Providing coordination and oversight in the area of quality management and accreditation for the 13 CFIA laboratories in order to foster service excellence in the laboratories;

• Providing Agency-wide leadership for the management of critical science functions and initiatives by ensuring both internal and external engagement with partners, including the interdepartmental ADM Science and Technology Committee and the DMSTC, the Genomics Research and Development Initiative, the Health Portfolio, Agriculture and Agri-Food Canada (AAFC) laboratories, CFIA laboratories, CFIA business lines and other CFIA branches, and by providing expert advice to the CFIA President and the Ministers of Health and Agriculture.

Laboratory Oversight

The Science Branch provides oversight of Canadian laboratories (federal, provincial, university, private, etc.) in two areas: Biosafety and Biocontainment; Quality Management and Accreditation.

In the area of Biosafety and Biocontainment, Science Branch is responsible for three functions: animal pathogen import permits, plant pathogens and animal pathogens laboratory certification for biocontainment, and standards development and oversight. Science Branch has authority under the Health of Animals Act and Regulations to issue import permits for non-indigenous animal pathogens, aquatic animal pathogens and animal pathogens imported in an animal product, tissue or by-product. As a condition to obtain an import permit, laboratories must be certified to the appropriate containment level to prevent the spread of agents that could cause disease in Canada. Science Branch also conducts the laboratory certification for Canadian laboratories working with plant pathogens. Science Branch develops and publishes laboratory containment standards for Canadian laboratories working with animal and plant pathogens. These standards include The Canadian Biosafety Standard and the Canadian Biosafety Handbook (in partnership with the Public Health Agency of Canada), Containment Standards for Facilities Handling Aquatic Animal Pathogens and Containment Standards for Facilities Handling Plant Pests

In the area of Quality Management and Accreditation, Science Branch has developed the Framework for Quality Management Oversight of Laboratories Conducting Testing in Areas Under the CFIA Mandate, which describes the mechanisms that are used to accredit or approve laboratories. The authority to accredit or approve laboratories is derived from the Canadian Agricultural Products Act, the Health of Animals Act, the Plant Protection Act, the Seeds Act and Regulations, and the Fish Inspection Act and Regulations. Accrediting or approving laboratories is a way to confirm confidence that results produced are valid and reliable and also supports both established and developing laboratory networks such as CAHSN and CFSIN. Accreditation or approval of laboratories is done either in collaboration with Canadian accreditation bodies or through programs managed by Science Branch. Both approaches are based on conformance to ISO/IEC 17025 General Requirements for the Competence of Testing and Calibration Laboratories. While this international standard puts a strong focus on technical competence, it also emphasizes excellence in customer service and continual improvement, both of which are key elements for laboratories to meet current and future science needs and support Focus Area 2 of the CFIA Long-Term Strategic Plan.

Enabling Functions

The Science Branch carries out its enabling (i.e., corporate) functions efficiently and consistently across all three business lines by:

• Establishing a broad vision and strategic plans for the engagement of CFIA laboratories, other branches, and national and international partner organizations to enhance the scientific capabilities of the Agency;

• Providing the necessary direction and coordination for enablement of modern IMIT infrastructure (see Science Branch IMIT Strategy);

• Managing and driving strategic capital investments in scientific equipment, laboratory infrastructure and IT initiatives in collaboration with Corporate Management Branch;

• Providing horizontal coordination and guidance related to integrated administrative services for the Branch, including conference and event planning, travel, and training opportunities;

• Ensuring integrated Agency/Branch planning and reporting activities, including financial and human resources;

• Providing strategic advice and operational analysis regarding the financial and human resources and operational implications of proposed corporate policies, programs and initiatives;

• Developing and leading the implementation of human resources initiatives for the Branch;

• Providing financial management advice, resource allocations and monitoring of the Branch budget;

• Coordinating the designation of Branch inspectors and analysts; and

• Administering the Science Branch Recognition Program.

Science Branch Infrastructure

The CFIA needs a sophisticated, modern, and adaptable science infrastructure to meet our regulatory program needs and specialized functions. However, the CFIA’s thirteen laboratories are currently undergoing rejuvenation as aging infrastructure brings concerns. Through the CFIA Laboratory Network Strategic Direction, the Science Branch has developed a long term plan for laboratory infrastructure to support more efficient and strategic long term planning for investments in our laboratories from the perspective of the science function delivered, the capacity of infrastructure, and the use of high value equipment to prepare for future investment opportunities.

Science Branch Equipment

Similarly, investment in specialized scientific equipment is essential to the delivery of the CFIA mandate and the generation of scientifically sound, objective data on which policy decisions can be based. As such, Science Branch has developed the CFIA Scientific Equipment Strategy which informs the annual update of the CFIA Investment Plan. The need for an equipment strategy is being driven by globalization pressures, the demand for quicker and more sensitive testing of a wider range of analytes, emerging and re-emerging diseases and pests of animals and plants, rapidly advancing technology and the pressing need to adopt existing international standards and influence their elaboration in support of international market access for Canada.

Information Management and Information Technology

The Science Branch generates and utilizes an increasingly complex and voluminous amount of sciencebased information in support of its mandate. In order to ensure that this information is addressed in the rapidly advancing information technology environment within which CFIA must operate, a Science Branch IMIT Strategy was developed in 2015-16 and is on a five-year review cycle.

The Branch IMIT Strategy provides a more formalized and coordinated approach to prioritizing the evolving Science Branch (SB) IMIT requirements utilizing the Agency’s Investment Planning (IP) Cycle as well as the incorporation of a stronger collaboration with other Branches. The Strategy is intended to be high level in order to allow for changes to occur within specific Branch initiatives as many are linked or dependent on an ever-changing environment under the authority of Shared Services Canada (SSC) and the Agency’s IMIT Branch (IMITB).

Science Branch Information Management to Support Planning

In order to support the outcomes of the IMIT Strategy, a governance structure was formulated with a Science Branch IMIT Steering Committee as the focal point for the review, assessment, and prioritization of all SB IMIT proposals targeted to the Agency’s Investment Planning Office (IPO).

Science Branch Integrated Business Planning

The CFIA Long-Term Strategic Plan is the foundation for planning as it provides the overall strategic direction and vision for the CFIA. The Agency Business Plan is informed by the integrated branch planning process. Within the Science Branch, the strategic direction and vision are supported by the integrated Science Branch Strategic Plan, the Science Branch Action Plan, the Laboratory Network Strategic Direction and the various enabling strategies, as shown in Figure 11.

Figure 10: Science Branch IMIT governance

Figure 11: Science Branch Integrated Business Planning

Annex E: Science Branch Laboratories, Third-Party Laboratories and Designations as Reference Laboratories

Eastern Laboratory Network

Charlottetown Laboratory

The Charlottetown Laboratory houses a Diagnostic Section and a Technology Development Section, and has technical expertise in plant bacteriology, virology, nematology and mycology. The laboratory is certified to Plant Pest Containment Level 2 and includes a multipurpose, segregated greenhouse and a large-capacity biowaste system. The laboratory is a post-entry quarantine facility for potatoes, with responsibility for diagnosing various plant diseases and developing pathogen detection and identification techniques and technologies to meet CFIA’s domestic and import/export testing obligations under the Plant Health Program. The Plant Health Unit and Nematology Unit provide testing services for regulatory purposes and the Reference Unit facilitates the CFIA’s Seed Potato Approval Program by confirming the competence of private labs to perform regulatory tests and by providing reference materials and proficiency samples. The Technology Development Section is actively involved in providing technical expertise in support of the domestic Seed Potato Certification Program, international trade and a multitude of collaborative studies.

Dartmouth Laboratory

The Dartmouth Laboratory’s Chemistry Section specializes in regulatory testing for toxic elements/heavy metals in foods, toxins (predominately shellfish toxins) in foods, and veterinary drug residues in fish and seafood products. This Section also specializes in the development, optimization and validation of methods for use in regulatory testing. The Microbiology Section provides full-service regulatory testing for the bacteriological analyses of foods and environmental samples, and the Microbiology Research Section has established a research program focused on the detection and isolation of food-borne bacterial pathogens.

St. Hyacinthe Laboratory

The activities of the St. Hyacinthe Laboratory are grouped under two broad analytical areas. The Microbiology and Food Safety Section delivers diagnostic services for the isolation and identification of bacteria responsible for food poisoning and other public health threats. It also plays a role in the development and improvement of food microbiology methodologies and conducts external audits. The Virology, Pathology and Biotechnology Section is active in the fields of animal health (National Reference Centre for Indigenous and Porcine Enteric Zoonotic Diseases and the National Reference Centre for Animal Retroviruses) and food safety (National Reference Centre for Food Virology and Pathology). This Section is also affiliated with national centres of expertise as a satellite laboratory for monitoring Trichinella, transmissible spongiform encephalopathies and specified risk material.

Longueuil Laboratory

The Longueuil Laboratory includes analytical expertise in several fields related to food safety and consumer protection. This is the only laboratory with analytical expertise for nutritional analysis to verify compliance for nutrition labelling of domestic and imported food products in Canada. Added to this is analytical expertise in the fields of food allergens, dyes (both permitted and prohibited), marine toxins and food composition.

Ontario Laboratory Network

Ottawa Laboratory–Carling

The Ottawa Laboratory–Carling (OLC) has four Sections that focus on diagnostic services: Food, Feed and Fertilizer Microbiology; Food Chemistry; Feed and Fertilizer Chemistry; and Feed Microscopy and Bioanalysis. In addition, the OLC has a Research and Development Section that develops new molecular methodologies for the Agency’s food microbiology laboratories. The OLC provides services, such as scientific and technical advice, to Science Branch, Operations Branch and Policy and Programs Branch as well as external clients such as Health Canada and the Public Health Agency of Canada. The OLC also participates on committees and working groups for the development of international standards such as the Global Coalition for Regulatory Science Research Bioinformatics.

Ottawa Laboratory–Fallowfield

The Ottawa Laboratory–Fallowfield (OLF) is a multidisciplinary research, technology development and diagnostic services laboratory located on 2000 acres of land in the Ottawa Greenbelt. The OLF has laboratory and animal facilities with Biological Containment Levels 2 and 3. Scientists deliver extensive genomic research and technology development in support of the three business lines. This support will continue to grow with the new Bioinformatics Service Centre that is currently under development. With regard to food safety, the Pulsed Field Gel Electrophoresis (PFGE) Centre provides a national program for sub-typing food-borne bacterial pathogens such as Listeria monocytogenes, Salmonella spp., Shigella spp., Vibrio spp. and Escherichia coli (O157:H7 and Non-O157). With regard to plant health, the Ottawa Plant Laboratory houses a group of diagnostic and research labs that specialize in botany, entomology, molecular biology, nematology, plant pathology and seed science. The diagnostic labs are responsible for testing various plant pests, plants with novel traits (PNTs), plant species and seeds for meeting CFIA’s domestic and import/export testing obligations under the Plant Health Program. With regard to animal health, the Ottawa Animal Health Laboratory is comprised of seven diagnostic units: sero-diagnostic, rabies, microbiology, mycobacteriology, brucellosis, transmissible spongiform encephalopathies and molecular diagnostic, each of them being supported by a research team. Diagnostic activities support animal-health-related CFIA programs such as domestic programs (surveillance, disease control, etc.), import/export, and artificial insemination.

Greater Toronto Area Laboratory

The Greater Toronto Area (GTA) Laboratory analyzes food, food products and other related samples (e.g., processing plant environmental samples) for detection of microorganisms related to food safety and public health. Additionally, the laboratory performs analysis of canned products for container integrity and commercial sterility and analysis of food products for extraneous materials such as glass, metal and filth. The laboratory is actively involved in the development, validation and verification of new analytical methods. The laboratory is a member of the Ontario Food Laboratory Research Team and participates on multiple internal and external research projects that focus on the development of genomics tools and methodology.

National Centres for Animal Disease

Winnipeg Laboratory

The Winnipeg Laboratory is the National Centre for Foreign Animal Disease (NCFAD), one of CFIA’s National Centres for Animal Disease. This laboratory provides diagnostic services, related technology development, and research functions for the detection and prevention of animal diseases that are not found in Canada but are of concern because they would pose serious threats to Canadian livestock and food production industries if they should enter the country. Because of the national risks associated with these foreign animal diseases (FADs), all work with live or infectious FAD agents (most of which are viral) must be carried out under rigorous biosafety containment conditions. The NCFAD has laboratories that

meet Biological Containment Levels 2, 3 and 4 as outlined in the Canadian Biosafety Standards and Guidelines. The NCFAD is a reference laboratory of the OIE for classical swine fever and avian influenza, and in this function receives specimens from laboratories in other countries.

Lethbridge Laboratory

The Lethbridge Laboratory is another one of CFIA’s National Centres for Animal Disease and it contributes to the health and protection of animals through diagnostic testing, research initiatives and responding to the requirements of our clients. The laboratory is involved in diagnostic testing and research work on Bovine Spongiform Encephalopathy (BSE), Rabies, Infectious Bovine Rhinotracheitis (IBR), Bovine Viral Diarrhea (BVD), Equine Viral Arteritis (EVA), Leptospirosis and Brucella. The laboratory is also a reference laboratory of the OIE for anthrax, BSE and BVD, and it is currently designated as the CFIA Centre for Vector-Borne Diseases. The laboratory meets Biological Containment Levels 2 and 3. A one-of-a-kind asset of the laboratory is its closed, almost-line-bred, specific-pathogenfree cattle herd of Hereford-Angus background. The laboratory also has strong genomics capabilities and is currently involved in several genomics research initiatives aimed at supporting both animal health and food safety testing.

Western Area Laboratory Network

Saskatoon Laboratory

The Saskatoon Laboratory specializes in parasitology (Centre for Food-Borne and Animal Parasitology), analyses for veterinary drug residues and related compounds in meat (Centre for Veterinary Drug Residues) and seed science (Seed Science and Technology Section). This laboratory supports CFIA programs in food safety, animal health and plant health by delivering specialized national programs in diagnostic services, research and technology development, scientific advice and information, and accreditation support services. It also provides proficiency panels for veterinary drug residues in animal tissues, for seeds and for Trichinella larvae in animal tissue.

Calgary Laboratory

The Calgary Laboratory specializes in analytical chemistry testing for pesticide residues in fruits, vegetables, animal feeds and fertilizers; veterinary drug residues (e.g., antibiotics) in eggs, dairy and honey; and environmental chemical contaminants (e.g., dioxins, furans, PCBs) in milk, fish and animal feeds. This laboratory also has capabilities in meat-species identification. In addition to having expertise in routine bacteriology, the Microbiology Contaminants Unit holds a specialty in identification of verotoxigenic E. coli, including O157:H7, and Cronobacter sp. The laboratory is also involved in the Agency’s genomic strategy, conducts research to address emerging food safety hazards and undertakes technology development projects to improve analytical methods.

Burnaby Laboratory

The Burnaby Laboratory provides analytical and scientific support to the Food Safety Business Line's vast array of food safety programs. The Chemistry Section specializes in regulatory testing for marine biotoxins, mycotoxins, histamine and allergens. The Microbiology Section provides regulatory testing for bacteriological analyses of foods and environmental samples, with specialization in Vibrio analyses. This Section is also affiliated with the National Reference Centre for Food Virology and Pathology as a satellite laboratory and operates seven days per week. A significant portion of this laboratory's testing arises from food safety investigations/recalls and outbreak investigations, which lead to surges of requests for testing with expectations of rapid turnaround times. In addition, both sections are actively involved in the development, validation and verification of new analytical methods.

Sidney Laboratory

The Sidney Laboratory, Centre for Plant Health (CPH), is Canada's only post-entry quarantine, research and diagnostic facility for imported plant material with responsibility for virus testing of all fruit-bearing trees, vines and small plants, as well as their fruit, in order to ensure the safe introduction of foreign plant material into Canada. The CPH is isolated enough from commercial plantings to prevent a possible spread of infection and has a climate that is suited to the cultivation of all of Canada's fruit crops and ornamental plants. Moreover, a national repository of nucleus-level, virus-tested commercial varieties of fruit is maintained for the export testing and certification program and virus elimination services. The reliability of approved foreign certification programs is also validated by testing samples from imported commercial shipments for virus infection and other diseases. Importantly, the CPH provides technical support and scientific advice for regulatory decision making by members of international panels that aim to develop harmonized standards for the movement and testing of plant material in support of trade.

Third-Party Laboratories

It is Science Branch policy that data used by the Agency for regulatory purposes must be from ISO 17025 accredited food-testing laboratories. In keeping with this policy, CFIA Science Branch leverages the analytical capacity in third-party accredited laboratories to carry out testing for various monitoring programs. This additional capacity allows for the generation of baseline information on chemical and biological hazards in the food supply and the assessment of compliance with Canadian and international standards in order to ensure safe food and maintain access to global markets.

Designations as Reference Laboratories

A laboratory can be designated by the OIE as an international reference laboratory to function as a centre of expertise for all scientific and technical issues for a particular disease or topic. Under this designation, the laboratory performs a variety of functions related to that disease or topic, including:

• Developing new procedures for diagnosis and control;

• Providing scientific and technical training for scientific personnel from other OIE-member countries;

• Coordinating scientific and technical research in collaboration with other laboratories; and

• Providing diagnostic testing and surge capacity to other countries.

A number of CFIA animal health laboratories have been designated as international reference laboratories by the OIE:

• Lethbridge, for bovine spongiform encephalopathy, anthrax and bovine viral diarrhea;

• Ottawa – Fallowfield, for rabies, brucellosis, scrapie and chronic wasting disease;

• Winnipeg, NCFAD, for avian influenza and classical swine fever; and

• Saskatoon, for trichinellosis (also named as an OIE Collaborating Centre for Food-Borne Zoonotic Parasites).

This recognition by the world’s pre-eminent animal health organization highlights Canada’s role as a leading contributor to international science in the management and eradication of animal diseases. It is a tribute to the expertise and commitment to excellence of the individuals working in these laboratories to protect animal health and maintain the safety of Canada’s food continuum.

Annex F: Science Branch Activities 2016–2021

Focus Area 1: Increased Focus on Prevention

1.1

1.2

1.3

1.4

1.5

1.6

Support the Agency and the FBL in communicating to stakeholders (FPT & industry) roles and responsibilities

Review of food export and non-safety related testing to build expertise and testing services in 3rd Party Labs

Support the Agency and the FBL in the design and implementation of the legislative reform

Secretariat for the FSSC and support the Advancing Science for Prevention ADM priorities

Assist the Agency and the FBL in the Food Labelling Modernization: re-alignment resources towards food safety activities

Influence the adoption of international standards by SB's participation to CODEX

1.7 Participate in recognized associations/Bodies (e.g. AOAC) for the development of harmonized laboratory methods

1.8

1.9

Establish Risk Intelligence Task Team to develop a framework for food safety risk intelligence in the CFIA for the gathering and sharing of intelligence for decisionmaking.

Contribute to the Interdepartmental Environmental Scanning Task Group, which coordinates and enhances environmental scanning activities across the Health Portfolio.

1.10 Establish and develop National Centre of Expertise for Virology

Continue engagement with US-FDA working group to develop common validation approaches and to address methodology issues

1.12 Review, prioritize and seek opportunities for foreign engagements (e.g. INFAL)

1.13

1.14

1.15

1.16

Establish a national baseline for Salmonella and Campylobacter in broiler chicken

Establish a national baseline for E. coli O157: H7 and nonO157 E. coli on beef carcasses

Establish a national baseline for Listeria monocytogenes in Ready-to-eat Foods

Continue ensuring industry’s adherence to Health Canada's Listeria Policy by verifying the effectiveness of industry controls related to Listeria:

- Conduct expanded risk-based sampling and testing for high risk ready-to-eat (RTE) foods and evaluate industry studies validating safety measures taken to limit or prevent the growth of Listeria in RTE foods

- National Trend Analysis

- Method development - Risk model development

Focus Area 1: Increased Focus on Prevention

Establishment-based Risk Assessment (ERA) Model Development

1.17

1.18

1.19

- Conduct multi-commodity pilot, analyze data collected from pilots and design the ERA model for domestic food commodities. Conduct a comparison of the ERA model with another standard (Stream 1).

- Development of IMIT enablement approach

- Alignment with Wave 1 pilot from iAIM to further refine ERA model

Verification Testing Programs: support the Agency's oversight function on industry testing

Support research that applies the latest bioinformatics and genomics technologies to the detection and surveillance of priority foodborne pathogens by working with partners such as Genome Canada, Alberta Innovates – BioSolutions (AIBio), OGDs, FPT, international partners, etc.

1.20

1.21

Continue the Enhancing Laboratory Response Capacity Initiative (FSM) to improve food safety response to changing demands and the increased complexity of testing foods and to support Agency decision-making by enhancing scientific expertise and developing new rapid methodologies for food testing.

Engage international food safety regulatory bodies in information sharing and research activities, such as FDA, EFSA, Chinese FDA, etc.

Surveillance Activities

Surveillance Task Force:

- Enhance Surveillance Capacity & integration of Agency’s data

1.22

- National Monitoring Programs (NCRMP; NMMP)

- Continuation of the Food Safety Action Plan (FSAP): Conduct FSAP Targeted Surveys (CFIA Lab Network and 3rd Party business model); establish risk baselines; report to Canadians - industry and public (Website posting)

Continue the development of relationships with FPT food safety community regarding implementation of CFSIN including continued outreach and collaboration. Focus will be on understanding the needs, developing strategies for sharing data and optimal use of lab capacity.

1.23

1.24

1.25

1.26

- Develop CFSIN TP Project Approval (PA) submission and obtain governance approval for the Project Management documentation. Work with CFIA's IT and PHAC NML on business solutions for the implementation of CFSIN

Collaborate with PHAC and OBCS on files related to risk associated with importation of foreign and emerging animal disease pathogens

Conduct applied research such as epidemiological investigations into disease outbreaks to identify distribution, transmission, risk factors, and evaluate control measures using approaches such as network analysis, cluster analysis and GIS mapping

Produce or update on-going reporting / communication products of results and next steps for the 5 NAAHP priority survey initiatives

Focus Area 1: Increased Focus on Prevention

1.27

1.28

1.29

Implement Centre for Emerging and Zoonotic Disease Intelligence and Response CEZD-IIR (under CSSP)

Accessing classified intelligence and communicating CFIA requirements for intelligence related to terrorism (in cooperation with CSIS, CSE)

Continue to support US-Canada technical collaborations (USDA-CFIA) under Joint US-Canada S&T Collaboration on AH Threats

1.30 North American Plan for Animal and Pandemic Influenza 2012 (NAPAPI) Representation and participation

1.31

1.32

Conduct risk assessment, scientific evaluations, animal health disease modeling and simulations; collaborate with others in the Agency to support epidemiological expertise; evaluate the disease status of countries, zones and regions; input into national and international animal health standards

Develop CFIA-DFO diagnostic contract agreements; negotiate new and amend existing Diagnostic Contract Agreements (DCA's) for each of the NAAHP priority surveys undertaken; work closely with OB on signing off of MOU on NAAHP surveillance delivery

1.33

1.34

1.35

Development of standards for approval of external labs to provide testing services in support of the National Aquatic Animal Health Program and development of NAA Lab Network

Contribute to the development of international standards and such as contributing to development of OIE Laboratory Standards and methods

Refocus OIE reference laboratory (RL) approach within CFIA by developing and implementing policy for selection and oversight of OIE reference laboratories

1.36

Manage the Animal Health Research Program to ensure the Agency's research needs are addressed, distributing progress and final research reports to Programs, Operations and Science, and supporting research partnerships and collaborations with domestic and international research institutions and industry.

1.37

1.38

1.39

Participate in PROCINORTE Animal health Task Force including through organizing workshops on topics of trinational (Canada, Mexico, US) interest and relevance (e.g. AI, TB, BSE)

Coordinate CFIA effort with NFAHWC and CVOs towards an integrated national animal health surveillance strategy

Conduct TAA and AAH surveillance activities including strategy development, regionalization assessment, trend analysis, development of sampling plans and sample collection protocols to support domestic and international markets; design and implementation of national surveillance programs for key reportable diseases; continue to partner with provinces and industry groups for the design and implementation of risk-based disease surveillance activities; maintain Finfish and Mollusc Surveillance throughout Canada and initiate crustacean surveillance

Focus Area 1: Increased Focus on Prevention

1.40 Maintain, coordinate and manage CAHSN

1.41

1.42

1.43

1.44

1.45

Maximize potential of CAHSN for production of intelligence, early detection through new partnerships (e.g. CSHIN), development of tools and applications

Lead and contribute to an ongoing Canadian Notifiable Avian Influenza Surveillance System (CanNAISS) for Canadian commercial poultry. Components under CanNAISS include: Hatchery Supply Flock Surveillance (HSF), Pre Slaughter Surveillance (PreS), Voluntary Enhanced NAI surveillance (VENAIS) and ad hoc surveillance

Lead coordination of Wild Bird Survey (AI) with partners including CCWHC

Lead the development and implementation of the Canadian Swine Surveillance System (CanSwineSurv) for Canadian commercial swine production

Report to the Office International des Epizooties (OIE Reporting) on Canada's Zoosanitary Status through the Office of the Chief Veterinary Officer (CVO)

1.46 Develop a framework for the use of private labs / ASD arrangement for the delivery of diagnostic testing

1.47 Redesign Grain Export Certification Program to improve timelines for weed seed examination

1.48

Provide high quality timely science advice, knowledge and expertise as required (e.g. science-based decision-making, program design and market access for emerging pest threats, interceptions, products of biotechnology, contaminants of toxicological concern) to support domestic, export and import programs

1.49 Develop approaches for sharing plant program intelligence for improved uptake

1.5 Identify and anticipate science and program intelligence needs (e.g. pathway analysis, literature review, new pests, markets, international standards)

1.51 Support the decision framework in partnership with CFS and Federal/Provincial IAS Departments to guide the nature of federal engagement in PH emergencies

1.52 Lead and contribute to Plant Health Quadrilateral (PHQuad) Scientific Collaboration Working Group (SCWG) priorities

1.55 Support the harmonization of binational requirements to meet ISPM 15 for wood packaging material

1.56 Provide technical guidance fact sheets and outreach awareness products

1.57 Develop a national network of experts in plant health to resolve collective challenges

1.58 Review import permit and domestic movement policies and requests for potentially injurious organisms and biocontrol agents in order to support assignment of appropriate permit conditions and containment levels

Focus Area 1: Increased Focus on Prevention

1.59 Conduct phytosanitary risk assessments, categorizations, biological information documents and respond to ad hoc requests in the fields of phytopathology, entomology and botany for various commodities and pests

1.60 Conduct pre-market environmental safety assessments of plants with novel traits (PNTs), review insect resistance management and herbicide tolerance stewardship plans, draft science-based guidance (e.g. biology documents), participate in pre-submission consultations and draft decision documents

1.61 Implement the Plum Pox Monitoring and Management Program (PPMP) plan

1.62 Initiate development of a new Domestic Clean Plant Network

1.63 Deliver on the Plant Quarantine and Invasive Species GRDI research project with partners (DFO, NRC, NRCan, AAFC, EC)

1.64 Partner with AAFC on agricultural IAS priorities

1.65 Plan, design, coordinate, deliver, and monitor plant pest surveys across Canada, using risk-based survey prioritization, and work planning (OAG audit recommendation).

1.66 Analyse and manage the data from surveillance activities to produce internal and external reports for market access negotiations, policy development, decision making, partner engagement and communications

1.67 Develop and implement a variety of mechanisms, tools and technologies to enhance both internal and external surveillance conducted by partners and Industry

1.68 Conduct Asian long horned beetle surveillance activities in Mississauga-Toronto regulated area

1.69 Conduct collaborative IAS surveys with FPT and municipal partners

1.70 Partner with Canadian Forest Service (NRCan) and provinces to coordinate federal activities to meet Forestry science needs

1.71 Establishing / verifying containment levels are correct in regulated laboratories that work with high consequence pathogens and toxins Animal, Plant, Enabling

1.72 Review/Update Containment Standards for Facilities Handling Aquatic Animal Pathogens

1.73 Review/Update Containment Standards for Facilities Handling Plant Pests

1.74 Assess applications for animal pathogen import permits and issue animal pathogen import permits

1.75 Support the Antimicrobial Resistance and Usage Initiative

1.76 Develop a strategic plan for the delivery of diagnostic testing

Enabling

Enabling

Enabling

Food

Food, Plant

Focus Area 1: Increased Focus on Prevention

1.77

SB supports accreditation of external labs to ISO/IEC 17025 standard by providing technical requirements, expertise, assessors and the provision of relevant proficiency testing programs.

1.78 Seek accreditation for CFIA labs not yet accredited for non routine testing and test method development (CAN-P-1595)

1.79 Review and update the CFIA Quality Management Oversight Framework (QMOF)

1.80 Implement the PT review - development of an implementation plan for the PT review recommendations as part of a PT framework

1.81 Pursue the acquisition of a Quality Management Software Service and implement it with CFIA laboratories

1.82 Ensure method validation processes are consistent across all labs

1.83 Develop genomics research, data, methodologies, and mechanisms to influence international standard setting and harmonization, as well as improved detection, identification and end user applications

1.84 Set out collective FPT vision and guiding principles for emergency management in the Agriculture sector going forward that focuses on integrated, proactive and preventive measures to mitigate the need for costly response and recovery

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Plant

1.85 Create national strategy to modernize FPT, industry and stakeholder approaches to managing plant and animal risks by instituting more proactive and collaborative measures, leveraging partnerships, and positioning Canada to meet current and emerging pressures Animal, Plant

1.86 Deliver diagnostic testing services and reference laboratory services for food safety, animal health, and plant health in support of CFIA programs

1.87 Deliver on the GRDI mandated research projects

1.88 Communicate research outcomes with partners and stakeholders

1.89 Lead the development of an integrated surveillance model that will complement the CFIAs assessment of risk to inform program design, regulatory oversight, and other CFIA activities

Food, Plant

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Food, Plant

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1.90 Engage Genome Canada/CIHR for collaborative opportunities to address emerging threats (e.g. Vector born disease, climate change) Animal, Food, Plant

1.91 Implement the Genomics Strategy 5 year action plan

Food, Plant, Enabling

Focus Area 1: Increased Focus on Prevention

1.92 Coordinate the implementation of the laboratory strategic direction action plan

1.93 Genomics Research and Development Initiative Phase VI which includes:

- corporate management and strategic participation in GRDI for mandated and shared priority research projects GRDI evaluation

- GRDI TBS renewal for phase VII

1.94 Provide oversight to private labs operating under ASD arrangements

1.95 Begin phased implementation of integrated Agency Inspection Model (iAIM)

1.96 Develop an integrated risk management framework specific to the Agency

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Animal, Food, Plant

Animal, Food, Plant, Enabling

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1.97 Coordinate CFIA participation in the Federal S&T integration board and support the delivery of strategic priorities Enabling

1.98 Coordinate CFIA participation in the GoC Science Cluster (science.gc.ca) and federal Open Science initiatives.

Focus Area 2-Strengthened Citizen-centred Service Delivery Culture

2.1 Performance measures: Develop matrices and monitoring process to report on Science Branch service standards

2.2 Engage US FDA in collaborative research and scientific information exchange using CFIA-USFDA Research MOU.

2.3 Provide scientific and technical advice internally and externally including interpretation, collaboration, participation in joint committees and consultations

2.4 Support the continued development of standardized approaches to Country Evaluations for terrestrial and aquatic animal health to improve international awareness of the challenges of assessing terrestrial and aquatic animal health and of their obligations to ensure market access

2.5 Explore transfer of export and artificial insemination testing to Standards Council of Canada (SCC)-accredited private or provincial laboratories in cases where the tests are high volume, the diseases are not reportable, the reagents are commercially available and the method has been validated by the CFIA. (recommendations from Animal Health Test review)

2.6 Develop and implement approved national lab network for salmonella testing in support of the hatchery program

Focus Area 2-Strengthened Citizen-centred Service Delivery Culture

2.7 Support integration of the Canadian Animal Health Surveillance Network (CAHSN) into the planned overarching Canadian Network of Networks system and exploration of incorporating US surveillance information

2.8 Finalize plant and seed laboratory guidelines for plant sample submission

2.9 Contribute to AG portfolio consultation on low level presence

2.10 Use Potato Task Force, comprising of federal, provincial, and industry stakeholders, to develop recommendations for provision of shipping point tuber inspection for domestic shipments and seed potato exports to the U.S.

2.11 Prioritize risk assessment requests to ensure program needs are met in a timely manner

2.12 Use, develop or improve the most current, internationally accepted laboratory methodology to provide high-quality diagnostic testing

2.13 Conduct plant pest surveys to support market access

2.14 Provide Canadian leadership and influence on plant program standards internationally

2.15 Maintain quality management systems in our laboratories that support excellence in laboratory science and customer service Animal, Food, Plant, Enabling

2.16 Design and deliver the Food, Animal Health and Plant Health research projects and complete monitoring and reporting activities as required.

2.17 Project management and supports for current and potential future Food, Animal and Plant Health research projects, and strategic research collaborations with domestic and international SBDAs and partners

2.18 Support the user fee modernization initiative, including the review of service standards for implicated programs and the provision of scientific advice

2.19 Solicit feedback from the internal customers of CFIA laboratories for diagnostic testing and research and implement improvement actions.

2.20 Review alignment of scientific expertise and location of scientists with identified research needs

2.21 Contribute to the development and implementation of Science Odyssey and coordinate annual CFIA related events

2.22 Implement standard business improvement strategies, including LEAN management, into the culture of the Science Branch: - Building on Pilot project initiative within laboratories - Interactive LEAN forum (webinar, lunch & learn session, workshop)

2.23 Continue to integrate operational work planning to optimize capacity and improve service delivery

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Focus Area 2-Strengthened Citizen-centred Service Delivery Culture

2.24 Renew the Science Branch Communications Strategy and action plan Animal, Food, Plant, Enabling

2.25 Support the Operations Branch with implementation of the Electronic Service Delivery Platform.

2.26 Support Regulatory Cooperation Council initiatives, including (i) continuing to advance a perimeter approach to Canada-U.S. plant protection through the Framework for Canada-U.S. Perimeter Approach to minimize unintentional introduction of pests and invasive alien species through plant and plant product movements and (ii) establishing equivalence to meet U.S. import requirements through postentry quarantine

2.27 Support Beyond the Border initiatives, including (i) continuing the collaboration on the Asian Gypsy Moth (AGM) program to further the AGM certification program and (ii) implementing the Integrated Cargo Security Strategy

Focus Area 3-Optimize Performance

3.4 Support a functional regulatory system for plants with novel traits by streamlining risk assessment processes and implementing science-based policy as appropriate

3.5 Implementing and reporting on key activities such as surveys, risk assessments, research and science-based control programs for IAS

Food, Plant, Enabling

3.10

and renew Science Branch management processes to ensure relevance, effectiveness and efficiency (e.g. internal travel, procurement, and staffing processes).

Focus Area 3-Optimize Performance

3.13 Development of the Life Science Network Proposal Enabling

3.14 Review and renew the laboratory network function, structure, and organization Enabling

3.15 Participate to Agency's Governance structure; deliver capacity assessment and functional direction (lab diagnostic testing)

3.16 Coordinate the Research Steering Committee's annual review and recommendation of internally funded research projects for Food, Safety, Animal Health and Plant Health.

3.17 Corporate management of internally funded research program (whose research cycle includes: research needs identification, call for proposals, reviews, recommendations, approvals, arrangements, financial transfers, monitoring and reporting) and externally funded research activities (including mandated GRDI funds).

3.18 Revise and implement CFIA Research Guidelines for internally and externally funded research projects.

3.19 Federal S and T Infrastructure Strategy and Action Plan (replaces FLIG initiative)

3.20 Contribute and Provide Analysis to the Performance Reporting (Business Information Management Center, President Program Dashboard)

3.21 Design Science Branch Programs, policies and projects with performance measurements built in and use the information to assess and improve delivery.

3.22 Web Renewal Initiative - Conduct ROT (redundant, outdated, trivial) exercise on SB pages intended for canada.ca (GoC website (external facing)).

3.23 Update SB Pages on Merlin (CFIA Intranet) and GoC (internet) to remain current and improve communication

3.24 Review/ Update SB IM Guidance Document (Process for submission and approval of information targeted for the intra- or internet sites (linked to IMITB IM process for release of data/info)) - On three year review

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3.25 Record Keeping Initiative (RKI) TBS Level 4 Compliance Animal, Food, Plant, Enabling

3.26 Development of SB guidance on appropriate locations/processes to store documents of business value (linked to ETI, RDIMS and RKI).

3.27 Laboratory Sample Tracking System/Sample Manager Laboratory Data Consolidation and External Access Resolution

3.28 Strengthen our efforts to consult, share information, partner, and work horizontally with other Branches for integrated plans, initiatives, and investments.

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Focus Area 4- Diverse Talent Supported by Modern Tools

4.1 Implement the short and long term strategic workforce planning action plan to address training, recruitment and talent mobility.

4.2 Develop and implement the competency framework and training curriculum developed for Science Branch.

4.3 Update, implement and monitor HR Activities (Integrate Succession Planning, Risk Matrices, Staffing Plan and Training Plan)

4.4 Finalize and Implement talent management strategy and framework

4.5 Implement the Science Branch Action Plans for Public Service Employee Surveys

4.6 Coordinate the participation of Science Branch leaders in the Leadership and Management development Programs (i.e. People Management for Supervisors, Aspiring Directors Program, etc.)

4.7 Support the OL Champion in improvement of official languages awareness, facilitation of use and demonstration of constant support and commitment throughout the Agency

4.8 Lead and coordinate the Agency integrated planning for the Science Branch including the capacity exercise and the development and implementation of the Science Branch Action Plan

4.9

4.10 Represent Science Branch for revision of the CFIA PAA Structure, Performance Management Framework, and its implementation.

4.11 Strengthen communication and information exchange, internally and with other Branches, by reviewing modes of communication, holding seminars, sharing outcomes of TD projects via Merlin, hosting discussion forums, etc.

Food, Plant, Enabling

4.12 Develop and implement a tool for prioritization of conference attendance that supports networking of scientists at conferences and the submission, development, and sharing of new research projects Animal, Food, Plant, Enabling

4.13 Establish and maintain communities of Practice for the Business Lines and Laboratory Network (e.g. Animal Health Diagnostic Working Group - AHDWG)

4.14 Develop an exchange program for staff to go to another laboratory in the Network or external laboratory staff to come to CFIA laboratories to exchange best practices

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4.15 Contribute to adjunct faculty positions (e.g. Graduate Studies Advisor, Special Lecturer, Veterinary Student Internship Program Advisors) Animal, Food, Plant

4.16 Encourage and facilitate presentation and publication, as appropriate, of research within the national and international community

4.17 Deliver on commitments within Destination/Blueprint 2020 Action Plan

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Focus Area 4- Diverse Talent Supported by Modern Tools

Science Branch Activities

4.18 Annual reporting of research developments and technology innovations for faster adoption of new diagnostic methods, method validation, and transfer to end-users

4.19 Develop and implement a formal mentoring Program within Science Branch which includes providing scientific advice.

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Animal, Food, Plant, Enabling

Annex G: Abbreviations

AAFC Agriculture and Agri-Food Canada

ADM S&T IB Assistant Deputy Ministers Science and Technology Integration Board

AOAC Association of Analytical Communities

APEC Asia Pacific Economic Cooperation

BIMC Business Information Management Centre

BSE Bovine Spongiform Encephalopathy

BVD Bovine Viral Diarrhea

CAHSN Canadian Animal Health Surveillance Network

CAHSS Canadian Animal Health Surveillance System

CDC Centres for Disease Control and Prevention

CEZD Centre for Emerging and Zoonotic Disease; also used for Centre for Emerging and Zoonotic Disease Integrated Intelligence and Response System

CFIA Canadian Food Inspection Agency

CFP Children’s Food Project

CFSIN Canadian Food Safety Information Network

CFSO Chief Food Safety Officer

CMC Corporate Management Committee

CNPHI Canadian Network for Public Health Intelligence

CODEX Codex Alimentarius Commission

CPH Centre for Plant Health

CSS Centre for Security Science

CSSP Canadian Safety and Security Program

DMSTC Deputy Ministers Science and Technology Committee

DRDC Defence Research and Development Canada

ERA Establishment-Based Risk Assessment

ESDP Electronic Service Delivery Platform

EVA Equine Viral Arteritis

FA3STnets Federal Anticipatory Adaptive Advanced S&T Networks

FAD Foreign Animal Diseases

FAO Food and Agriculture Organization of the United Nations

FIPO Finance, Integration and Project Oversight

FPT Federal, Provincial, Territorial

FSM Food Safety Modernization

FSO Food Safety Oversight

GAPP Genomics Applied Partnership Programs

GoC-SC Government of Canada Science Community

GRDI Genomics Research and Development Initiative

GTA Greater Toronto Area

iAIM Integrated Agency Inspection Model

IB Integration Board

IBR Infectious Bovine Rhinotracheitis

IDF International Dairy Federation

IFPTI International Food Protection Training Institute

IICA Inter-American Institute for Cooperation on Agriculture

IMIT Information Management and Information Technology

IP Investment Planning

IPePMO Investment Planning and Enterprise Project Management Office

IPPC International Plant Protection Convention

ISO International Organization for Standardization

ISTA International Seed Testing Association

LSARP Large Scale Applied Research

LTSP Long-Term Strategic Plan

NCRMP National Chemical Residue Monitoring Program

NCFAD National Centre for Foreign Animal Disease

NLMDP National Leadership and Management Development Program

NMMP National Microbiological Monitoring Program

OECD Organization for Economic Cooperation and Development

OIE World Organisation for Animal Health

OLC Ottawa Laboratory–Carling

OLF Ottawa Laboratory–Fallowfield

PAA Program Activity Architecture

PFGE Pulsed Field Gel Electrophoresis

PMF Performance Measurement Framework

PNTs Plants with Novel Traits

PT Proficiency Testing

RA Risk Assessment

S&T Science and Technology

SB Science Branch

SBDA Science-Based Departments and Agencies

SBEC Science Branch Executive Committee

ScSC Scientific Steering Committee

SMC Senior Management Committee

SPS Sanitary and Phytosanitary

SSC Shared Services Canada

USDA United States Department of Agriculture

USFDA United States Food and Drug Administration

VP Vice-President

WHO World Health Organization

WTO World Trade Organization