CLIACanadian Livestock Identification AgencyCLIA Draft Strategic Plan

CLIA ● Canadian Livestock Identification Agency

Strategic Business Plan

4 August 2004

CLIACanadian Livestock Identification AgencyCLIA Draft Strategic Plan

Table of Contents

Executive Summary

1The Canadian Livestock Identification Agency Strategic Plan

1.1Background/Context

1.2Purpose of Strategy

1.3Scope of the Canadian Livestock Identification Agency

1.4Mission

1.5Strategic Objectives

1.6Key Stakeholders, Roles & Relationships

1.7Assumptions/Facts/Dependencies

1.7.1Assumptions

1.7.2Facts

1.7.3Dependencies

1.8Benefits

1.9Activities

1.9.1Implementation Plan

1.9.2The Development of Standards

1.9.3Information Systems

1.9.4Communication Strategy

2Next Steps

20040804 CLIAcombinedStrategyPlan.doc4 August 2004i

CLIACanadian Livestock Identification AgencyCLIA Draft Strategic Plan

Executive Summary

Why is there a need for a Canadian Livestock Identification Agency? The Agriculture Policy Framework, specifically the chapter on Food and Safety Quality,identified the need for a body to facilitate the development and implementation of a traceability system by industry throughout the agri-food continuum.Traceability is a key component in an integrated adaptable agri-food knowledge system.

Thisstrategy has been developed by representatives, from the industry-led initiative, to create a Canadian Livestock Identification Agency. Members of the interim board include representatives from the livestock and poultry industries, NGOs and government. Outlined within the strategy are the roles and relationships stakeholders may have with the agency, includingsuppliers, users and regulators as well asbasic assumptions and dependencies thatinclude; the need for all producer organizations to participate and agree with the strategy: as well as the need to have a clear understanding of what is the national standard.

The purpose of the strategy is to provide members of the industry associations with enough information to decide whether to accept the proposed CLIA strategy for and whether to take partwith the initiative.

1The Canadian Livestock Identification Agency Strategic Plan

1.1Background/Context

The proposed strategy is linked to the following events:

June 2002: Federal, provincial and territorial (FPT) ministers approved the Agriculture Policy Frameworkintending to position traceability as a key component in an integrated, adaptable agri-food knowledge system.

December 2002: During an adhoc meeting of livestock groups, the Canadian Cattle Identification Agency(CCIA) introduced the concept of what is now called the Canadian Livestock Identification Agency.

July 2003: Can-Trace was founded as a voluntary collaborative multi-stakeholder project to design, test and implement single traceability standards for all food products produced or sold in Canada. A ‘one-up/one-down’ system where each participant in the food continuum is responsible for maintaining records onthe products they receive and dispatchedhas been proposed (Source: CanTrace White Paper). A Canadian Livestock Identification program would provide a key link in the supply chain for food animal traceability.

The proposal for a Canadian Livestock Identification Agency(CLIA) and the implementation of a Canadian Animal Tracking and Tracing System (CATTS) are outcomes of section 21 and 22 in the chapter onFood and Safety Quality, taken from the Agriculture Policy Framework, and relate specifically to the following key points:

CLIA:

  • 22.1.7 to facilitate the development and implementation of traceability systems by industry throughout the agri-food continuum, by inter alia
  • 22.1.7.1 assisting the agriculture and agri-food sector in the development of data management standards for traceability systems.

CATTS:

  • 21.1.4 the development by industry of traceability systems which would allow for eighty percent (80%) of domestic products available at the retail level to be traceable through the agri-food continuum
  • 21.1.5 the development by industry of traceability components for all products/commodities within the food quality and food safety control systems.

Livestock identification is widely recognized by producers and public administrators as a key requirement in ensuring our ability to contain and eliminate reportable animal diseases, assure food safety and deliver food quality.

2.1Purpose of Strategy

The establishment of CLIA and the implementation of CATTS would result in the delivery of an effective national livestock identification program to protect the health of our livestock industry and promote the consumption of livestock products by ensuring efficient animal identification and traceability to contain and manage disease. The strategywill outline the direction, activities and decision making processes of the CLIA in order to:

  • facilitate the discussion and understanding by proposed member organizations and governments, about the approach to developing a national livestock identification program
  • provide enough background information for prospective members to effectively consider if the establishment of a Canadian Livestock Identification Agency is the best vehicle to oversee the Canadian Animal Tracking and Tracing System program
  • decide if they wish to participate in this initiative.

3.1Scope of the Canadian Livestock Identification Agency

Create an overarching Canadian Livestock Identification initiative that would oversee further development and delivery of species-specific animal identification and traceability programs and provide comprehensive, scaleable services for livestock identification for the benefit of livestock and food animal industries.

4.1Mission

Ensure Canada has an efficient national animal identification system to support the financial viability of the nation’s livestock and food animal industries by:

  • minimizing the impacts of a foreign animal disease outbreak or food safety crisis
  • reinforcing our domestic and export market access
  • improving the competitiveness of Canada’s food animal industries.

5.1Strategic Objectives

The strategic objectives support and facilitate the Agricultural Policy Framework objective of 80% full-chain traceability of all domestic products by 2008. To do this CLIA should:

  • Facilitate the delivery of lifetime animal identification and traceability programs for all farm animal species in Canada from farm to processing.
  • Provide a platform for inter-commodity discussions on identification and traceability issues.
  • Establish basic national standards for various data elements including premises ID/GIS, animal movement, individual animal or lot identification, identification devices, tag distribution, data recording, reporting and audit procedures.
  • Establish minimum criteria for identification, tracking, movement and monitoring.
  • Ensure that the Canadian Livestock Identification system and standards for animal identification and traceability are recognized by, and compatible with, our trading partners and existing systems within Canada (e.g., abattoirs, auctions).

Activities to consider in support of the strategic objectives include:

  • providingdatabase services for sector-specific animal identification programs
  • facilitatingthe development of other and new identification-based information systems
  • facilitatingthe best use of resources and best return on investment by spreading costs over a broad range of user groups.

6.1Key Stakeholders, Roles & Relationships

Upon establishment ofCLIA,the Boardof Directors will be responsible for strategic development and decisions. It will be comprised of representatives from four categories of members:

  • Livestock industry members who include:

Canadian Bison Association (CBA)

Canadian Cattlemen’s Association (CCA)

Canadian National Goat Federation (CNGF)

Canadian Pork Council (CPC)

Canadian Sheep Federation (CSF)

Equine Canada

National Livestock Identification for Dairy (NLID).

  • Associate members:

Agri-Traçabilité-Quebec Inc. (ATQ)

Canadian Cattle Identification Agency (CCIA)

Canadian Meat Council (CMC)

Canadian Veterinary Medical Association

Canadian Animal Health Coalition (CAHC

CanTrace.

  • Government members, with ex-officio non voting status:

Agriculture and Agri-FoodCanada

Canadian Food Inspection Agency.

  • Provincial government representatives: participation model not yet to be determined

CLIA’s success will be based on the relationships with and between the groups listed above and include:

  • regulatory – government and associate members such as the CFIA
  • supplier – industry members in that they will be responsible for supplying the data
  • user – industry, associate members and government in a agreed upon manner.

7.1Assumptions, Facts and Dependencies

7.1.1Assumptions

  • A number of commodity groups intend to proceed with a national identification program.
  • Each commodity group engaged in this initiative accepts responsibility to determinespecific requirementsfor itsown program and consents to the development of common approaches on particular issues.
  • Once established, CLIA will provide the governance structure and direction in areas of common concern for commodity groups.
  • Facts
  • CLIA is an industry-led initiative intended to promote and protect the health of the Canadian livestock industry.
  • CLIA can be seen as a progression and/or evolution of the Canadian Cattle Identification Agency Program.
  • A high level of co-operation among partners and stakeholders is required for this industry-led, government supported initiative.
  • Once established, the CLIA will participate in the establishment of basic standards to guide the development of the infrastructure of a national ID system.
  • Dependencies
  • Federal government support of CLIA through regulations, enforcement, funding of key projects and start up funding, information flow
  • Provincial governments support through participation
  • CLIA must be self sustaining through its service offerings to members
  • There must be a clear understanding of what is the national policy determined by government and agencies like the Canadian Food Inspection Agency (CFIA)

8.1Benefits

  • Currently each individual association addresses issues and concerns for their specific species. CLIA willprovide anavenuefor multiple commodity groups to use and combine resources to be a stronger voice.
  • Participation in a national program will offer opportunities forgovernance and direction in areas of common concern, subject to the consent of participating commodities.

9.1Activities

The following list describes activities needed to establish CLIA and initiatives that will be addressed once it is established.

9.1.1Implementation Plan

The following activities are under way for the setting up a Canadian Livestock Identification Agency.

  • Consultations with stakeholders – industry, government, NGOs, with discussions onroles and responsibilities
  • Discussions and decisions ongovernance that include:

membership categories and their composition (majority from livestock industry sectors)

operations – location, staff (e.g., Executive Director General Manager), lines of authority and reporting

type of organization – incorporated, not-for-profit.

  • Proposals are being written forfunding by both industry and government
  • Regulation and enforcement: CLIA standards should be referred to and empowered through regulation to minimize risks associated with a lack of compliance to accepted standards.
  • The establishment of performance measures such as:

traceability standard (e.g., 80% by 2008)

information retrieval (e.g., instant, within 48 hours)

  • Risk Management, identifying and addressing issues that may impede CLIA’s mission or objectives including:

buy-in from all participants, including non-commercial and non-commodity associated animal holdings

security and confidentiality of data

compliance mechanisms.

9.1.2The Development of Standards

Once established,CLIA will participate inthe development of common basic standards and criteria for shared data between species groupsincluding areas common to all species. Key components of developing basic standards include:

  • premisesidentification – definition, numbering system, required information (e.g., name/address/contact information), administration of premise ID system
  • non-producer participants – definition, numbering system, required information
  • Animal Identification

Individual animal numbers – numbering system

Group/lot numbers – numbering system

  • identification devices (tags, readers)
  • standards for traceability such as:

work with Can-Trace for consistency of standards, compatibility of systems, communication and information sharing

definition of traceability

extent of movement monitoring/tracking and/or traceability

timelines (e.g., instantaneous, within 48 hours)

  • Record Keeping.
  • Information Systems

When established, CLIA will be responsible for operations of the Canadian Animal Tracking and Tracing System. A high-level view of information found in the CATTS Project plan is outlined below:

  • premises system – the flow and storage of information
  • animal system – administration, referencing to premises ID, flow and storage of information
  • data access – authorized users, interface needs, levels of access, security issues
  • data validation – accuracy, means for data transmission, standards for submitting data, and zoning – dividing Canada into at least 2 distinct zones.
  • Communication Strategy

An interim communication strategy outline has been developedwhile the CLIA strategy is being finalized. Once the CLIA strategy isapproved, the communication strategy can be finalized, as it derives its direction from and needs to be linked to the overall strategy. The communication strategy is outlined in a two-phase approach; pre and post establishment of the CLIA. The main areas of focus include:

  • communication strategy objectives
  • key stakeholders and their roles audience
  • selected key messages
  • messaging vehicles
  • abasic communication schedule.

2Next Steps

Representatives of the interim CLIA Board will distribute the proposed CLIA strategyto their respective members, in order to obtain feedback and approvalof the intended strategy, and todecide their association’s participation and level of involvementinthis initiative.

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