James Crawford Area Director General Ontario Operations

1. Strengthening Canada’s Food Safety SystemCASA 99th Annual Educational & Training SeminarApril 20-23, 2015 James Crawford Area Director General Ontario Operations

2. Objectives • Share progress on CFIA’s transformation agenda • Highlight changes in the Operations (delivery) Branch to position inspection for the future • Share experiences along the way • Highlight recent food safety activities and trends in Canada

3. Perspective: Canada – US Trade • World’s Largest Trading Partnership $576 Billion • 80% of Canadian exports go to the US. • Over 50% of Canadian imports come from the US • Over 22% of US exports are bound for Canada • Over 16% of US imports come from Canada • Canada is the number one foreign market for goods and exports for 36 of 50 states

4. Food Safety • Safeguarding Canada’s food supply • All food sold in Canada: domestic and imported • Health and safety, nutrition, labelling Animal Health • Protecting Canada’s animal resource base • Livestock, poultry, fish and seafood • Animal feeds • Imports, exports and domestic production Plant Health • Protecting Canada’s plant resource base • Crops, forests, horticulture, greenhouses, nurseries • Seeds, fertilizers, plants with novel traits (GMOs) CFIA - What we do ….

5. Our People Approx. 7,200 dedicated and highly trained professionals work across Canada. We have: 18 regional offices 160 field offices

6. Key Drivers for Change • A lot has changed since the CFIA was established in 1997 • Modernizing the food safety jurisdiction to include non-federally registered importers and other sectors • Our legislation and regulations are outdated and cumbersome • Canadian grocery stores now stock food from around the world • Consumers expect more information about how food is produced, what it contains, and how safety is being assured • Emerging technologies and trends in food production and processing • We need to keep pace with our international trading partners

7. The Opportunity • Canada’s food safety system is considered among the world’s best – but it can be improved • To meet and exceed the needs of today’s consumers and industry, the CFIA is transforming to make enhancements in the following key areas: • Stronger, more consistent rules • More effective inspection • Renewed commitment to service • More information for stakeholders and consumers

8. Stronger, More Consistent Rules • What’s changing: • The Safe Food for CanadiansActwaspassed in November2012and associatedregulations are expectedto come into force in 2015 • We are moving from 4 statutes and 13 sets of regulations to 1 statute and 1 set of regulations • What it means: • Safety controls are better able to manage risk • More consistent, less complex requirements for industry • Stronger consumer protection • Greater focus on prevention

9. A Changing Environment Calls for a New Approach • Moving to a preventive system whereby risk and resources are consistently managed across commodities • Local to national perspective • Inspection versus administration - effective use of resources • Enhance ability to target risk • Enhanced inspection and program delivery

10. Achieving Transformation • Desired end state requires the CFIA to: • evolve, adapt and change to deliver inspection in a modern environment • monitor, measure and report on performance of system • Inspectorate needs to be: • Trained and knowledgeable • Technology enabled and mobile • Predictable and consistent in decision-making • Organized and structured to carry out consistent inspection across business lines • Effective and service oriented

11. Fitting It All Together • Infrastructure and tools • Inspection system: export certification, imports • Science • Tools: tablets, sharepoint Technology

12. Functional Overview

13. What it will look like (Registration) • All entities that deal with CFIA will be registered in ESDP (e.g., industry clients, brokers, alternate service providers such as accredited veterinarians and laboratories, and individuals). • The registration process will establish a client profile for the entity and establishment profiles for each of the entity’s production facilities (e.g., production lines, fish farms, abattoirs, grain elevators). • Profile information will include, for example, client name, client type, corporate structures, business activities, Canada Revenue Agency (CRA) Business Number, billing addresses, contact names, language preferences, credit status, and risk ratings. • This will facilitate analyses of clients by type, by region, and by business activity.

14. What it will look like (Permissions)* • CFIA grants entities various types of “permissions”, which essentially are a “right” to do something (e.g., permit to import cheese, permit to handle specified risk material, permit to operate a hatchery, and licence to operate an establishment). • ESDP will support a standard process for issuing or renewing permissions across all programs (food, plant, and animal). Industry clients will apply for or renew permissions online with each submitted application creating a case file in ESDP. • Workflows manage and track the approval lifecycle, relevant attestations and decisions will be documented in the case file, and resulting permissions will be issued electronically. • Industry clients will be able to monitor and track the progress of their applications online. • * The final state is dependent on the outcomes of the Regulations’ Modernisation initiative

15. What it will look like (Export Certification) • Exporters (or brokers on their behalf) will apply for export certificates online (or through a bulk upload). • Each application will create a case file in ESDP. Accredited veterinarians and laboratories will be able to upload attestations into the application case file. • Inspections of goods, if required, will be triggered, assigned, scheduled, executed, and linked to the case file. • Workflow to validate and adjudicate applications will be automated, decisions will be documented in the case files, and resulting certificates will be issued electronically (with minor exceptions for low-volume markets). • Industry clients will be able to monitor and track the progress of their applications online.

16. What it will look like (Work Flow) • Inspections can be triggered by applications for permissions or export certificates, regulated imported commodities, complaints or referrals, risk-based surveillance and compliance verification programs, and follow-on tasks from inspections or enforcement actions. • A case file will be created in ESDP for each new inspection (may be created automatically from another ESDP function or manually if originating outside of ESDP). • A standard information profile will define the scope, priority, and urgency of each case. ESDP will queue new inspections for assignment. • An inspection supervisor will review queued inspection activities and tasks and will assign them to the appropriate inspector.

17. What it will look like (Inspection) • Inspectors will have access to or will be able to download inspection procedures, compliance history, records of decisions, and other documentation relevant to the inspection (via desktop, laptops or hand held devices). • An inspection task checklist tailored to the objectives of the inspection will guide the inspector’s work. As inspectors undertake inspections, which could include making visual observations, evaluating records, interviewing personnel, sampling, and testing, they will record findings, and upload any evidence collected into the inspection case file (e.g., pictures, scanned documents, and videos). • Inspectors will update ESDP with tracking information for any samples collected, and laboratory results will be linked back to the case file in ESDP. • A standard ESDP-generated inspection report, including any Corrective Action Requests (CARs), will document the inspector’s findings for discussion with clients. • The use of standardized task checklists, and evidence gathering and documentation guidelines, will promote inspection quality and consistency.

18. Screen ShotsCanada.ca

19. Transforming the Inspectorate Through…

20. Training • National training – supervisors • Pilot of 2 week program to reinforce consistent nation-wide approach • Pre-requisite inspector training (PREP) – new inspectors • 6 week residential training for new inspectors mandatory prior to appointment • Consolidation of core and technical training in a national, centralized approach

21. Tools: Rugged Devices • Realities of the operational environment • Tools must withstand and support work of the inspectorate: • enable business activities - automation and mobility • Panasonic ToughBook • Used for note-taking, data/image capture for objective evidence • Can be used as a computer with keyboard or as a tablet • Able to synchronize data if captured offline • Durable: Tough shell, can be sanitized, long battery life • Versatile: Portable, take pictures and video, print off-site, sunlight readable display, pen-enabled, rotational screen, GPS • Integrated: work with Agency applications, access contact list

22. Tools: Mobile Devices • Mobile technologies challenge traditional thinking about work • work is where you are (e.g. plant, office, car) • Enable Agency to operate in a modernized environment • Supports Agency vision of ‘inspectorate of the future’ through 3 key elements: • Automation • Integration • Increased mobility • Laptops, tablets, cell or combination

23. Culture • GOAL: positive, overarching operational culture • “Courage, Rigour, Respect” • Community cultures of excellence: leadership, delivery, advisory, service • Supporting, promoting and reinforcing expected behaviours

24. Structure • Modernizing the inspectorate: • Team-based with broad inspection activities and capacity at different levels • Match skills with tasks • Allow focus on inspection decisions and leadership • General inspection versus specialists • Inspection versus inspection verification • Increase focus on service delivery • Service units – e.g. Centre of Administration and National Import Service Centre • Allow capitalization on expertise

25. Structure: Centres of Operational Guidance and Expertise (COGE) • Recognizing the link between the provision of program interpretation and advice and the development of operational guidance, these functions have been consolidated in a national overarching structure: the Centres of Operational Guidance and Expertise (COGE’s).

26. Structure: Centres of Operational Guidance and Expertise (COGE) • Focused on providing consistent advice and operational guidance to the inspectorate • enables a more effective relationship between the experts in the Agency who design program policy and those who develop and advise on operational processes and guidance to support program policy • improves service to industry through a more consistent application of regulatory authorities and a coordinated approach to identifying and addressing gaps • industry will benefit from consistent program interpretation from the inspectorate Seeks clarification from: Inspector COGEs Provides direction, guidance, interpretation Seeks clarification from: Industry

27. National Service Centre and Inspection Schools (NSCIS) Centres of Administration National Service Centres Destination Inspection Services Inspection Schools • Business Functions: • Client services and management of requests for importation of food, plant, animals (and animal by-products) to Canada • Transformation • Import Design • Export Service Centre (NESC) implementation • Business Functions: • Client services and management of requests for quality inspection services for fresh produce • Licencing of fresh produce dealers in Canada • Surge capacity for some activities • Transformation • Defining culture in Service Admin. • Business Functions: • Client services and management of requests for Plant Permits, Animal Health Permits, Food Licenses • AMP and Meat Registrars and Data Management • Transformation • Permissions • Registration • LMS ver 2 • Business Functions: • Planning of PREP schedules, facilitators and student intake • Branch review;/adjustment o curriculum • Budgets and travel administration • Talent feedback to recruits and to home supervisor • Transformation • Culture

28. Structure At the area level, have realigned roles to allow for different levels of management to concentrate on appropriate management and leadership tasks. Area Chief Inspector (formerly Area Associate Executive Directors) Area Directors General (formerly Area Executive Directors) • Focus on oversight of corporate, horizontal functions within the areas. • Responsible for assets, relationships with provincial and federal counterparts, resource management, human resources issues and leadership, within their respective areas. • Report to the Vice-President • be the final decision maker with regard to inspection decisions, • Accountable for the overall quality of inspection delivered • Responsible for issues management. • ACI’s will report to the Area Director General in their area. Regional Chief Inspectors (formerly Regional Directors) • The RCI’s will play a dual role. • Will be responsible for overseeing inspection delivery and making inspection decisions • Will also be responsible for supporting corporate, relationship and leadership functions. • These positions will report to the ADG but will have a functional relationship with the ACI on inspection and inspection issues.

29. Operations Branch Quality System (OBES) • The OBES will replace the Quality Management System (QMS). OBES will be based on ISO 9001: 2008/2015 and will include the key elements necessary to provide a high quality inspection service. • The goal of OBES is to assess that Operations Branch personnel delivers our compliance and enforcement activities consistently in order to meet the needs and expectations of our stakeholders. • Products, processes and services required to deliver quality services will be documented in an Excellence System Manual.

30. Inspection Verification Office (IVO) • IVO will conduct verifications against risk based predetermined set of criteria. • The IVO will provide an unannounced verification function of inspection delivery at arms length from the line inspectors. • The goal is to verify that a consistent level of rigour is applied in inspections of regulated parties across the country and that inspection activities are effective. • A total of 30 verification officers will be deployed across Canada by this fall. • When all teams will be in place, we are planning to conduct between 120 and 160 verifications per year. • IVO will initially conduct verifications in meat establishments and will expand to other food commodities over the coming year.

31. IVO vsOBES • IVO looks at a sample of establishments, reports on findings and performs trend analysis to identify potential improvement opportunities. • OBES validates that the trends identified by IVO, prioritized by IGO and endorsed for action by OEC have been successfully implemented across all comparable CFIA inspection activities. • OBES is the systematic way of assessing the system to verify that inspections are conducted as per the Operational Directives and are effective in reaching the program objective(s) or outcome.

32. Food Outbreaks and Recalls • High Profile Recalls - All major US recalls have similar and direct impact in Canada • Many food related outbreaks are felt or have impact on both sides of the border • Exchange of information is critical!!

33. Recall Statistics

34. Recall Statistics

35. Recall Incidents by Area of Concern from April 2013 to March 2014

36. Recall Incidents by Class from April 2013 to March 2014

37. Examples of Recent High Profile Recalls with US Implication

38. Sharing of Information with the USA • When a product recalled in Canada was made or sold in the US, the CFIA’s Office of Food Safety and Recall informs counterparts in the USFDA or USDA as appropriate. • Similarly the US authorities notify the CFIA when a product recalled in the US has been distributed in Canada. • When traceback findings determine that the implicated product was imported from the US, all of the pertinent information is forwarded to the appropriate US authorityfor their information and any follow up as deemed necessary.

39. Chia Seeds and Sprouted Chia Seed Powder • The CFIA was notified by the Public Health Agency of Canada of an outbreak of Salmonella illnesses in Canada and the US. • From May 31 to June 25, 2014, CFIA recalled multiple products containing the implicated chia seed powder, many of which were shipped internationally. • By the time the outbreak investigation concluded, a total of 63 illnesses in Canada and 25 illnesses in the US were reported to be linked to this event.

40. Caramel Apples • The USFDA informed the CFIA of an outbreak of Listeria monocytogenesand shared their investigation findings. • CFIA recalled the implicated caramel apples that were distributed in Canada and fresh apples implicated subsequently by the US investigation. • By the time the outbreak investigation concluded, one illness in Canada, and 35 illnesses and 7 deaths in the US were reported to be linked to this event.

41. Peanut in Cumin • The CFIA detected peanut-contaminated spices blended in the US through a routine monitoring sample. • The CFIA notified the USFDA of the issue and of two associated Canadian recalls with US distribution. • The USFDA conducted food safety investigations and identified other peanut-contaminated spice products. • In two instances, products recalled in the US were shipped to Canada and triggered Canadian recalls.  • No Canadian illnesses were associated with this event.

42. Collaboration ….. CFIA Website: www.inspection.gc.ca