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ARCHIVED - Agriculture and Agri-Food Canada - Supplementary Tables


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Horizontal Initiatives

AgriInsurance
AgriInvest
AgriRecovery - Agricultural Disaster Relief Program (ADRP)
AgriStability
AgriFlexibility
Agricultural Regulatory Action Plan element of Growing Forward
Growing Forward Program Initiatives Development
Co-operative Development Initiative
The Canadian Rural Partnership


1. Name of Horizontal Initiative: AgriInsurance (Statutory)

2. Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity: Business Risk Management (BRM)

4. Start Date of the Horizontal Initiative: April 1, 2008

5. End Date of the Horizontal Initiative:

AgriInsurance is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.

6. Total Federal Funding Allocation (start to end date):

As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The initial estimate is that it will cost $1,629.4 million over four years (2008-09 to 2011-12).

7. Description of the Horizontal Initiative (including funding agreement):

AgriInsurance (formerly known as Production and Crop Insurance) aims to reduce the financial impact on producers of production losses caused by uncontrollable natural perils including drought, flood, wind, frost, excessive rain, heat, snow, uncontrollable disease, insect infestations, and wildlife.

Authorities for the program include Section 4 of the Farm Income Protection Act, as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and Federal/Provincial AgriInsurance Agreement.

The program links to the departmental Strategic Outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk and the Government of Canada's Outcome of Strong Economic Growth.

8. Shared Outcome:
To mitigate the financial impacts of production losses by providing effective insurance protection.

9. Governance Structures:

AgriInsurance is part of the comprehensive Growing Forward agricultural policy framework developed by federal, provincial and territorial Ministers of Agriculture, and falls under the BRM Program Activity.

AgriInsurance is a provincial-territorial program to which the federal government contributes financially under the Federal/Provincial AgriInsurance Agreement. The program is administered provincially in all provinces. The federal and provincial governments cost-share a portion of the premium costs together with program participants. Governments also fully share the administrative costs of the program (60:40 federal-provincial).

Governance structure includes various national standards outlined in Canada Production Insurance Regulations. Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the Federal-Provincial-Territorial (FPT) BRM Policy Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.

($ millions)
10. Federal Partners 11. Federal Partner Program Activity
(PA)
12. Names of Programs for Federal Partners 13. Total
Allocation
(from Start
to End Date)
14. Planned Spending for
2009-10
15. Actual Spending for
2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10
AAFC Business Risk Management AgriInsurance 1,629.4
over four years (2008-09 to
2011-12)
410.8 505.1 Minimize production and asset losses caused by several uncontrollable natural hazards like drought, flood, wind, frost, excessive rain, heat, snow, disease, insect infestations and wildlife Production losses were mitigated with indemnity payments of $930 as 64.5 million acres are covered for a value of $11,900.9
Total 1,629.4 410.8 505.1    

Note: Numbers may not add exactly due to rounding.

18. Comments on Variances:

The increase in grant and contribution payments is a result of the substantial increase in premiums caused by higher grain prices which are reflected in the insurable values.

19. Results to be achieved by non-federal partners:

Planning and development activities are done jointly with the provinces. Therefore, the expected results are the same, but the achieved results will vary by province.

20. Contact information:

Danny Foster
Director General
BRM Program Development
Floor 3, Room 241
1341 Baseline Road, Tower 7
Ottawa, Ontario K1A 0C5
613-773-2100
danny.foster@agr.gc.ca

Note:

Planned spending figures are consistent with the 2009-10 RPP. They represent amounts included in Main Estimates and approved TB Submissions. However, they do not include any additional amounts that may have been brought into the Department’s reference levels during 2009-10 through the Supplementary Estimates process, due to the timing of the 2009-10 RPP. This program is statutory and demand-driven, therefore, actual spending could vary. See also the related horizontal initiatives on AgriStability, AgriInvest and AgriRecovery. Total allocation and actual spending are reflected net of indirect costs.


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1. Name of Horizontal Initiative: AgriInvest (Statutory)

2. Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity: Business Risk Management (BRM)

4. Start Date of the Horizontal Initiative:

Agreements were signed with the provinces December 19, 2007, to implement the program for the 2007 program year.

5. End Date of the Horizontal Initiative:

AgriInvest is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.

6. Total Federal Funding Allocation (start to end date):

As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The current estimate is that it will cost $851.4 million over five years (2007-08 to 2011-12).

7. Description of the Horizontal Initiative (including funding agreement):

AgriInvest allows producers to self-manage, through producer-government savings accounts, the first 15% of their margin losses for a program year and/or make investments to reduce on-farm risks or increase farm revenues. Under the program, annual producer deposits of up to 1.5% of their allowable net sales are matched by government deposits. Government deposits are cost-shared 60:40 by federal and provincial/territorial governments. In combination with the AgriStability program, AgriInvest is the successor to the Canadian Agricultural Income Stabilization program. AgriInvest replaces coverage for smaller income declines while AgriStability assists producers in managing larger losses.

AgriInvest provides producers with a secure, accessible, predictable, and bankable source of income assistance to address small drops in farm income and manage on-farm risks.

Authorities for the program include Section 4 of the Farm Income Protection Act, as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and Federal/Provincial/Territorial Agreement with Respect to AgriStability and AgriInvest.

The program links to the departmental Strategic Outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk and the Government of Canada's Outcome of Strong Economic Growth.

8. Shared Outcome:

To provide producers with flexibility in how they choose to manage and/or mitigate small income losses through the availability of timely and predictable funds

9. Governance Structures:

The AgriInvest program is part of the comprehensive Growing Forward agricultural policy framework developed by federal, provincial and territorial Ministers of Agriculture, and falls under the BRM Program Activity. Program costs, including program payments and administrative costs, are shared by the federal government and the provinces and the Yukon Territory on a 60:40 basis, respectively.

For the 2008 program year, the AgriInvest program was delivered by the federal government in all provinces except Quebec. The Federal Government has worked with financial institutions to set up the infrastructure necessary to establish and hold AgriInvest accounts in summer 2010 for the 2009 program year. In Quebec, the AgriInvest program is, and will continue to be, delivered provincially by La Financire agricole du Qubec.

Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the Federal-Provincial-Territorial (FPT) BRM Policy Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.

($ millions)
10. Federal Partners 11. Federal Partner Program Activity
(PA)
12. Names of Programs for Federal Partners 13. Total Allocation (from Start to End Date) 14. Planned Spending for
2009-10
15. Actual Spending for
2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10
AAFC Business Risk Management AgriInvest 851.4 168.9 147.0 Help producers to reduce/mitigate small income losses (losses of up to 15% of their margins relative to their historical margins) Participation in AgriInvest reached 73% of all Canadian producers in its first year 2007-08 (Target: 65%). Reached agreement with financial institutions to take on producer accounts for the 2009 program year.
Total 851.4 168.9 147.0    

Note: Numbers may not add exactly due to rounding.

18. Comments on Variances:

AgriInvest is demand-driven, rather than being funded from a set allocation for each fiscal year. The variance of the year-to-year grant and contribution payments is directly related to both participation and commodity prices, as producer deposits and government contributions are based on a percentage of their income generated from the sale of commodities for a production year.

Participation in the AgriInvest program exceeded its target by 8% in the first year of delivery of the program.

19. Results to be achieved by non-federal partners:

Coordination of program oversight and delivery with the federal government will ensure that the program is delivered consistently and that program objectives and reporting requirements are met.

20. Contact information:

Danny Foster
Director General
BRM Program Development
Floor 3, Room 241
1341 Baseline Road, Tower 7
Ottawa, Ontario K1A 0C5
613-773-2100
danny.foster@agr.gc.ca

Note:

Planned spending figures are consistent with the 2009-10 RPP. They represent amounts included in Main Estimates and approved TB Submissions. However, they do not include any additional amounts that may have been brought into the Department’s reference levels during 2009-10 through the Supplementary Estimates process, due to the timing of the 2009-10 RPP. This program is statutory and demand-driven, therefore, actual spending could vary. See also the related horizontal initiatives on AgriInsurance, AgriStability and AgriRecovery. Total allocation and actual spending are reflected net of indirect costs. Total allocation does not include funding for the one-time federal-only AgriInvest Kickstart program.


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1. Name of Horizontal Initiative: AgriRecovery - Agricultural Disaster Relief Program (ADRP) (Statutory)

2. Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity: Business Risk Management (BRM)

4. Start Date of the Horizontal Initiative: December 6, 2007

5. End Date of the Horizontal Initiative: March 31, 2011

6. Total Federal Funding Allocation (start to end date): $437.2 million over four years

7. Description of the Horizontal Initiative (including funding agreement):

The AgriRecovery Disaster Relief Framework is one of four core pillars of the BRM suite available to producers under Growing Forward. AgriRecovery provides timely assistance not otherwise provided by other programs to help producers re-establish their income streams and contain the impacts after a natural disaster.

Under AgriRecovery, the ADRP helps focus the coordination effort, providing a process to fast-track authorities for programs. This program is cost-shared on a 60:40 basis between the Government of Canada and the participating provincial and territorial governments. Separate authorities are required for AgriRecovery programming outside the ADRP.

This program links to the departmental Strategic Outcome a competitive agriculture, agri-food and agri-based products sector that proactively manages risk and the Government of Canada's Outcome of Strong Economic Growth.

8. Shared Outcomes:

The shared outcomes for the ADRP under AgriRecovery include:

  • providing a rapid financial response to assist with the immediate recovery from a disaster situation;
  • helping producers quickly resume business operations after a disaster; and
  • enabling short-term actions to minimize/contain the impacts of the disaster on producers.

9. Governance Structures:

The AgriRecovery Framework, including the ADRP, is a part of the comprehensive Growing Forward agriculture and agri-food policy framework developed by federal, provincial and territorial Ministers of Agriculture. The program falls under the Business Risk Management Program Activity.

Like the other BRM programs, the governance structure for AgriRecovery and the ADRP consists of several working groups and committees, including the Federal-Provincial-Territorial (FPT) BRM Working Group and the National Program Advisory Committee (NPAC). These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers, Deputy Ministers and Ministers. Specific to AgriRecovery and the ADRP are FPT Task Teams, which are initiated on a case-by-case basis when an assessment of a disaster is requested to analyse the impacts and, if needed, develop options for an individual disaster assistance program to be brought forward to participating FTP Ministers.

($ millions)
10. Federal Partners 11. Federal Partner Program Activity
(PA)
12. Names of Programs
for Federal Partners
13. Total Allocation (from Start to End Date) 14. Planned Spending for
2009-10
15. Actual Spending
for 2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10
AAFC Business Risk Management Agriculture Disaster
Relief Program (AgriRecovery)
437.2 122.6

(5.2)

(Current year expenditures: 5.6 less Payable-at-Year-End
reversal:
10.8)
Help producers affected by natural disasters with timely assistance for extraordinary costs to help them quickly resume their business operations or take actions to mitigate the impacts of the disaster Six initiatives were put in place under the ADRP to help producers deal with disaster events.
Total 437.2 122.6 (5.2)    

Note: Numbers may not add exactly due to rounding.

18. Comments on Variances:

The actual expenditures in 2009-10 are negative as a result of an accounting adjustment whereby part of a Payable-at-Year-End was reversed which resulted in a credit against the current year expenditures. This corrects the multi-year accounting of expenditures for the program which is in accordance with accepted accounting policies. Notwithstanding the above funding variance, six initiatives were put in place under the ADRP to help producers deal with disaster events. As AgriRecovery is statutory and a demand-driven program, the variance between planned and actual will vary with the occurrence of natural disasters and the number of producers who participate in the program in a given year.

19. Results to be achieved by non-federal partners:

Joint planning and execution (federally and provincially) of the programs that are developed under the AgriRecovery Framework ensure that federal and provincial targets and results are consistently met and reported.

20. Contact information:

Danny Foster
Director General
Business Risk Management Program Development
Farm Financial Programs Branch
Floor 3, Room 241
1341 Baseline Road, Tower 7
Ottawa, Ontario K1A 0C5
613-773-2100
danny.foster@agr.gc.ca

Note:

Planned spending figures are consistent with the 2009-10 RPP. They represent amounts included in Main Estimates and approved TB Submissions. However, they do not include any additional amounts that may have been brought into the Department’s reference levels during 2009-10 through the Supplementary Estimates process, due to the timing of the 2009-10 RPP. This program is statutory and demand-driven, therefore, actual spending could vary. See also the related horizontal initiatives on AgriInsurance, AgriInvest and AgriStability. Total allocation and actual spending are reflected net of indirect costs.


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1. Name of Horizontal Initiative: AgriStability (Statutory)

2. Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity: Business Risk Management (BRM)

4. Start Date of the Horizontal Initiative:

Agreements were signed with the provinces December 19, 2007, to implement the program for the 2007 program year.

5. End Date of the Horizontal Initiative:

AgriStability is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.

6. Total Federal Funding Allocation (start to end date):

As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The current estimate is that it will cost $3,224 million over five fiscal years (2007-08 to 2011-12).

Included in this total allocation is $12.9 million ($2.5 million for 2009-10 and $10.4 million for 2010-11) for the transfer of delivery from the federal administration of the program to British Columbia and Saskatchewan.

7. Description of the Horizontal Initiative (including funding agreement):

AgriStability is a margin-based program that provides support when producers experience large farm income losses, which result in drops in their margins (eligible farm income, less eligible farm expenses) for a program year of more than 15% relative to their average margins from previous years (i.e., their reference margins). Thus a payment is triggered under the program when producers' program year margins drop below 85% of their reference margins. AgriStability also includes coverage for negative margins, as well as mechanisms to advance to participants a portion of their expected payments during the year when significant declines in incomes are expected (interim payments and Targeted Advance Payments). In combination with the AgriInvest program, it is the successor to the Canadian Agricultural Income Stabilization program. AgriInvest replaces coverage for smaller income declines while AgriStability assists producers in managing larger losses.

Authorities for the program include Section 4 of the Farm Income Protection Act, as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and Federal/Provincial/ Territorial Agreement with Respect to AgriStability and AgriInvest.

The program links to the Strategic Outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk and the Government of Canada's Outcome of Strong Economic Growth.

8. Shared Outcome:

To mitigate the short-term impacts of large income losses

9. Governance Structures:

The AgriStability program is part of the comprehensive Growing Forward agricultural policy framework developed by Federal, Provincial and Territorial (FPT) Ministers of Agriculture, and falls under the BRM Program Activity. Program costs, including program payments and administrative costs, are shared by the federal government and the provinces/territory on a 60:40 basis, respectively.

In Alberta, Ontario, Quebec, and Prince Edward Island, the AgriStability program is delivered provincially. The transfer of delivery of the AgriStability program from the federal administration to British Columbia and Saskatchewan began in January 2010. The Department continues to work closely with these two provinces to facilitate the transition. The AgriStability program continues to be administered by the federal government for Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, and the Yukon Territory.

Like the other BRM programs, the governance structures for the program consists of working groups and committees, including the FPT BRM Policy Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.

($ millions)
10. Federal Partners 11. Federal Partner Program Activity
(PA)
12. Names of Programs for Federal Partners 13. Total Allocation (from Start to End Date) 14. Planned Spending for
2009-10
15. Actual Spending for
2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10
AAFC Business Risk Management AgriStability 3,224.0
for the fiscal years 2007-08 to
2011-12
644.1 555.5 Help producers protect their farming operations from large income losses (losses of over 15% of their margins relative to their historical margins) due to circumstances beyond their control In 2007-08, AgriStability payments contributed to the improvement of producers’ current year margins from about 39% of the reference margin to about 72% (Target; 65%). This performance data was collected in 2009-10.
Total 3,224.0 644.1 555.5    

Note: Numbers may not add exactly due to rounding.

18. Comments on Variances:

AgriStability is a demand-driven program rather than being funded from a set allocation for each fiscal year. The variance of the year-to-year grant and contribution payments is directly related to participation and the needs of the agricultural industry. Actual spending is less than planned due to higher revenues earned by producers.

The results for the key AgriStability performance indicator show that the AgriStability payments helped producers protect their margins relative to their historical margins to a level that exceeded the 65% target.

19. Results to be achieved by non-federal partners:

Coordination of program oversight and delivery with the federal government will ensure that the program is delivered consistently and that program objectives and reporting requirements are met.

20. Contact information:

Danny Foster
Director General
BRM Program Development
Floor 3, Room 241
1341 Baseline Road, Tower 7
Ottawa, Ontario K1A 0C5
613-773-2100
danny.foster@agr.gc.ca

Note:

Planned spending figures are consistent with the 2009-10 RPP. They represent amounts included in Main Estimates and approved TB Submissions. However, they do not include any additional amounts that may have been brought into the Department’s reference levels during 2009-10 through the Supplementary Estimates process, due to the timing of the 2009-10 RPP. This program is statutory and demand-driven, therefore, actual spending could vary. See also the related horizontal initiatives on AgriInsurance, AgriInvest and AgriRecovery. Total allocation and actual spending are reflected net of indirect costs.


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1. Name of Horizontal Initiative: AgriFlexibility (Voted)

2. Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity:

There are five sub-activities for AgriFlexibility within which partners can participate. All are linked to different Program Activities: Environmental Knowledge, Technology, Information and Measurement; On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Trade and Market Development; and Science, Innovation and Adoption, and Agri-Business Development.

4. Start Date of the Horizontal Initiative: July 21, 2009

5. End Date of the Horizontal Initiative: March 31, 2014

6. Total Federal Funding Allocation (start to end date): $485.5 million

7. Description of the Horizontal Initiative (including funding agreement):

The Agricultural Flexibility Fund (AgriFlexibility) is a five-year (2009-14) fund with the objective of helping implement new initiatives, both federally and in partnership with provinces, territories and industry. The purpose is to improve the sector's competitiveness and help the sector adapt to pressures through non-business risk-management measures that will reduce costs of production, improve environmental sustainability, promote innovation and respond to market challenges. The AgriFlexibility Fund is being implemented through federal, industry and cost-shared initiatives with provinces and territories. Funding is provided through contribution agreements and bilateral agreements. This Horizontal Initiative is part of Canada’s Economic Action Plan.

The following initiatives under AgriFlexibility are at various stages of design and implementation: AgriProcessing Initiative (API) and Canada Brand Advocacy Initiative (CBAI).

8. Shared Outcomes:

Producers/partners/industry implement actions to improve their environmental practices

Producers/partners/industry implement actions to reduce their costs of production

Investments to address emerging opportunities and challenges – maintain and improve market access for Canadian food and agricultural products

9. Governance Structure:

Federal-Provincial-Territorial (FPT) questions related to AgriFlexibility are discussed at the FPT Policy ADM Committee. The following is a description of the internal governance.

The Director General AgriFlexibility (DGAF) Committee comprises Directors General from across the Department and is chaired by the Director General of Agriculture Transformation Programs Directorate, Farm Financial Programs Branch (FFPB). This Committee reviews proposals and makes a recommendation to one of the Corporate Management Boards: the Policy, Programs and Results Board (PPRB) or Horizontal Management Board (HMB).

PPRB, whose mandate is to guide the development and implementation of cohesive and comprehensive policies, programs and results, is comprised of Assistant Deputy Ministers (ADMs) from across the Department, chaired by the ADM of Strategic Policy Branch (SPB). HMB, whose mandate is to guide the horizontal management of people, systems and finance, is a board comprised of ADMs from across the Department, chaired by the ADM of Farm Financial Programs Branch. Since these two boards have very similar membership and meet on alternate weeks, either one or the other is used to review AgriFlexibility proposals and make funding recommendations in order to make decisions on proposals in a timely manner.

PPRB/HMB review all proposals, prioritize funding and ensure a consistent policy approach. Agreed-upon proposals are recommended, including funding, to the Deputy Minister. The Committees also review the financial status of the fund and status reports.

Final approval of proposals is granted by the Minister, with a recommendation from the Deputy Minister. Proposals rejected by PPRB/HMB are submitted to the Minister for information.

($ millions)
10. Federal Partners 11. Federal Partner Program Activity (PA) 12. Names of Programs for Federal Partners 13. Total Allocation (from Start to End Date) 14. Planned Spending for
2009-10
15. Actual Spending for
2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10
AAFC

Trade and Market Development

Science, Innovation and Adoption

Agri-Business Development

AgriFlexibility 485.5 N/A 6.3 Please see table below. Please see table below.
Total 485.5 N/A 6.3    

Notes:

Numbers may not add exactly due to rounding.

Planned spending is reflected as Not Applicable (N/A) as this program had not yet been approved at the time of the 2009-10 RPP. Authorized funding for AgriFlexibility for the 2009-10 year is $63.2 million.

Expected Results and Performance Status of Projects or Initiatives Under Way

Project/Initiative
Under Way
Expected Results Performance
Indicator
Target Performance
Status
API Agri-processors upgrade capacity through modernization of facilities Number of agri-processors that upgrade capacity 3 Two facilities with modernised capacity
CBAI Maintained exports of Canadian products in priority markets through implementation of marketing plans Percentage $ export value of selected products (as measured immediately prior to the threat's impact on exports) that is maintained 75% by March 31, 2011 Too early to report on achievement of target
Pulse Canada project AF0003 Increased consumer demand for pulse based products Increase in pulse retail sales in Canada No target established Project will end in March 2013.  Performance will be assessed at that point. Baseline is available.
Pulse Canada project AF0001 Reduction of cost of transportation Change in costs for shippers of pulses No target established Project will end in March 2013.  Performance will be assessed at that point. Baseline is available.
Canola Council of Canada project AF0009 Cost of production reduced Change in regional yield and acres based on uptake of technology No target established Project will end in March 2013.  Performance will be assessed at that point. Baseline is available.
Pulse Canada project AF0008 Value-chain enhanced Scope of green marketing adoption by the sector No target established Project will end in March 2013.  Performance will be assessed through two surveys that will be conducted at the beginning and the end of the project.  
Saskatchewan Research Council Maintain and improve market access Improve wheat variety identification Market access maintained for existing international wheat markets Project will end in March 2013.  Performance will be assessed at that point. Baseline is available.

18. Comments on Variances:

During this first year, there was a relatively low level of spending. This is due to many factors:

  • Although the program was launched in July 2009, proponents had to consult with their industry, obtain funding and develop good proposals.
  • The Department assessed a wide range of projects. This included several steps:
    • thoroughly assessing proposals that were often complex in nature requiring consultation with experts across the Department and discussions with the proponent;
    • ensuring that not only the basic eligibility criteria of the Fund were met but that the benefit to the overall sector was clearly demonstrated. This resulted in 26% of industry-led proposals being rejected;
    • ensuring that the project did not overlap, duplicate, displace other programs took time and required consultation across the Department and with regions; and
    • drafting a contribution or bilateral agreement for approved proposals involves discussions and agreement on work plans and deliverables that need a further degree of precision by fiscal year given that funds cannot be reprofiled.
  • After the contribution agreement is signed, the proponent needs time to incur expenses that would be reported in 2009-10.
  • Some provinces and territories did not have access to funding to allow them to participate.

19. Results to be achieved by non-federal partners:

Overall the same results are to be achieved by provincial/territorial and industry partners.

20. Contact information:

Linda Parsons
Director General
Agriculture Transformation Programs Directorate
Farm Financial Programs Branch
Floor 8, Room 220
1341 Baseline Road, Tower 7
Ottawa, Ontario K1A 0C5
613-773-1900
linda.parsons@agr.gc.ca

Note:

Planned spending figures are consistent with the 2009-10 RPP. They represent amounts included in Main Estimates and approved TB Submissions. However, they do not include any additional amounts that may have been brought into the Department’s reference levels during 2009-10 through the Supplementary Estimates process, due to the timing of the 2009-10 RPP. Total allocation, planned and actual spending are reflected net of indirect costs.


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1. Name of Horizontal Initiative: Agricultural Regulatory Action Plan Element of Growing Forward

2. Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity: Regulatory Efficiency Facilitation

4. Start Date of the Horizontal Initiative: April 1, 2008

5. End Date of the Horizontal Initiative: March 31, 2013

6. Total Federal Funding Allocation (start to end date): $94.9 million over five years

7. Description of the Horizontal Initiative (including funding agreement):

The Regulatory Efficiency Facilitation Program Activity targets four specific regulatory issues that were identified by stakeholders, namely: 1) health claims, novel foods and ingredients; 2) the enforcement of food fortification regulations; 3) the continuation of the Minor Use Pesticides program; and 4) veterinary drugs. Initiatives under the Program Activity support the general principles of the Government of Canada's Cabinet Directive on Streamlining Regulation, as they specifically address the development of regulatory frameworks based on the accumulation of sound science, as well as advancing the transparency, timeliness, responsiveness, efficiency, public interest, and government collaboration to minimize regulatory burden for stakeholders.

8. Shared Outcome:

Addressing key regulatory obstacles promotes a competitive and innovative sector, while it protects and advances the public interest

9. Governance Structure:

AAFC and Health Canada (HC) have worked to develop a comprehensive governance structure. HC and AAFC Deputy Ministers (DM) will oversee the governance process. Three levels of governance have been established by way of the Memoranda of Understanding (MOU):

  • An Assistant Deputy Ministers' (ADM) Committee, will oversee the management of the MOUs and will report back to the DMs.
  • Joint Management Committees (JMC), composed of Directors General or equivalent level representatives, will be established to manage the implementation of the MOUs and report semi-annually to the ADM Committee.
  • AAFC and HC will establish working groups for the initiatives in which they are partnering. These working groups will develop business cases, costed work plans, performance objectives and targets, budget and expenditure reports, etc. The working groups will report to their respective JMCs on a regular basis.
($ millions)
10. Federal Partners 11. Federal Partner Program Activity (PA) 12. Names of Programs for Federal Partners 13. Total Allocation (from Start to End Date) 14. Planned Spending for
2009-10
15. Actual Spending for
2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10
AAFC Regulatory Efficiency Facilitation Health claims, novel foods, and ingredients; minor use pesticides; and veterinary drugs 52.4 N/A 10.8 An enhanced regulatory environment which promotes sector innovation, investment and competitive-ness

Sector-impact analysis and input improved four food regulatory policies.

Guidance to the sector helped with priority setting and improved understanding of regulatory processes and requirements.

Data and information were generated for four food regulatory submissions and 65 pesticide minor use regulatory submissions.

Data and information were generated for development of four pesticide risk-reduction tools.

Health Canada

For health claims, novel foods and ingredients, HC's PA is Food and Nutrition

For Minor Use Pesticides, HC's PA is Pesticide Regulation

For veterinary drugs, HC's PA is Health Products

For Food Fortification, HC’s PA is Food and Nutrition

Health claims, novel foods, and ingredients; food fortification; minor use pesticides; and veterinary drugs 42.6 N/A 9.3 M An enhanced regulatory environment which promotes sector innovation, investment and competitive-ness

Evaluated five new health claims, and reviewed three novel-food and 12 food-additive submissions. Published stakeholder guidance documents. Drafted amendments to modernize the Food and Drugs Act.

Registered 170 new pesticide minor uses and 114 new bio-pesticide uses.

Completed prioritized lists of approved veterinary drugs with U.S. Maximum Residue Limits (MRLs) requiring Canadian MRLs. Began streamlining generic drug approvals and increasing submission review capacity.

Obtained stakeholder input and established a data-gathering plan towards a regulatory framework for expanded fortification. Examined legal risks / compliance challenges of transitioning fortified foods from the natural health product framework to food.

See also Section 18 – Comments on Variances.

Total 94.9 N/A 20.1    

Notes:

Numbers may not add exactly due to rounding.

Planned spending is reflected as Not Applicable (N/A) as this program had not yet been approved at the time of the 2009-10 RPP. Authorized funding amounts for each section of the program for the 2009-10 year are as follows:

AAFC - Health claims, novel foods and ingredients; minor use pesticides;
and veterinary drugs:
$12.7M
HC - Health claims, novel foods and ingredients; minor use pesticides;
veterinary drugs and food fortification:
$10.6M
2009-10 Authorities Total: $23.3M

18. Comments on Variances:

Resources were earmarked for CFIA to enforce new HC regulations that would permit extended fortification of foods at the discretion of the manufacturer. However, as a result of comments from health and consumer stakeholders, HC subsequently decided not to proceed with the new regulations in the short term. CFIA therefore received no resources. Instead, HC received $0.9 M (under a memorandum of understanding with AAFC) to begin undertaking further consultation and analysis, and to offer industry the opportunity to obtain Temporary Marketing Authorization Letters for foods fortified on a discretionary basis with vitamin and mineral nutrients not currently permitted. This will assist HC in determining the policy and eventual new regulations or permanent authorizations for managing voluntarily fortified foods. HC is also putting in place a system for better monitoring the presence and health impact of voluntarily fortified foods on the Canadian market.

19. Results to be achieved by non-federal partners: Not Applicable

20. Contact information:

Lynn Stewart
Director, Food Regulatory Issues Division
1341 Baseline Road, Tower 5, 2nd Floor, Room 242
Ottawa, Ontario K1A 0C5
613-773-0153
lynn.stewart@agr.gc.ca

Note:

AAFC’s Growing Forward is the new five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Total allocation, planned and actual spending amounts are net of indirect costs.


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1. Name of Horizontal Initiative: Growing Forward Program Initiatives Development (Voted)

2. Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity: Food Safety and Biosecurity Risk Management Systems

4. Start Date of the Horizontal Initiative: April 1, 2009

5. End Date of the Horizontal Initiative: March 31, 2013

6. Total Federal Funding Allocation (start to end date): $20.8 million over four years

7. Description of the Horizontal Initiative (including funding agreement):

A Memorandum of Understanding (MOU) between AAFC and the Canadian Food Inspection Agency (CFIA) sets out the general terms, roles and responsibilities for the management and funding of the various components of the Canadian Integrated Food Safety Initiative (CIFSI), funded under AAFC's Growing Forward Framework Agreement. The following initiatives are delivered by CFIA, in collaboration with AAFC:

a) The CFIA System Recognition and Scientific and Technical Support element under the National Food Safety Systems component of the Canadian Integrated Food Safety Initiative (CIFSI): The CFIA-led System Recognition will provide government recognition of on-farm and post-farm food safety systems developed by national (or equivalent) industry organizations. CFIA is continuing to develop and deliver food safety system recognition programs. Under the Scientific and Technical Support element, CFIA is continuing to provide scientific and technical advice to support food safety system development based on Hazard Analysis Critical Control Points (HACCP).

b) National Biosecurity Standards Development: The National Biosecurity Standards Development is allowing CFIA to focus on developing nationally consistent plant and animal biosecurity standards. These standards are being developed with industry, commodity organizations and provinces. Once the biosecurity standards are approved by CFIA, they will become the national biosecurity standard for that particular commodity.

c) Traceability Information Sharing Solution element under the Developing National Traceability Systems component of the CIFSI: The Traceability Information Sharing Solution is exploring potential solutions for accessing and querying traceability information between industry and government partners in a planned, measured and constructive way. The allocation of funding is being used to develop materials necessary to define and document the high level requirements and initial project planning for the national Traceability Information Sharing Solution, which may lead to preliminary project approval. This initiative is being managed through joint leadership between CFIA and AAFC and coordinated through the Traceability Management Office.

d) Traceability Management Office Legislative and Regulatory Infrastructure element under the Developing National Traceability Systems component of the CIFSI: The Traceability Management Office is being established to collaboratively undertake the work relating to the overall government legislative and regulatory infrastructure necessary to put traceability authorities, agreements and protocols in place. The allocation of funding to CFIA is being used to develop the legislative and regulatory infrastructure for the initiative.

8. Shared Outcomes:

This initiative contributes to the following Strategic Outcome of AAFC:

  • a competitive agriculture, agri-food and agri-based products sector that proactively manages risk.

This initiative contributes to the following Strategic Outcomes of CFIA:

  • public health risks associated with the food supply and transmission of animal diseases to humans are minimized and managed; and
  • a safe and sustainable plant and animal resource base.

9. Governance Structures:

The overall administration of the Memorandum of Understanding for:

  1. AAFC is delegated to:
    Director General - Agriculture Transformation Programs Directorate
    Director General - Sector Policy Directorate
    Director General - Food Value Chain Bureau

  2. CFIA is delegated to:
    Executive Director - Food Safety and Consumer Protection Directorate
    Executive Director - Animal Health Directorate, Programs
    Executive Director - Plant Health and Biosecurity
    Chief Information Officer - CFIA
    Executive Director - Domestic Policy Directorate

The table below reflects that funding for 2009-10 was allocated to AAFC and then transferred to CFIA.

($ millions)
10. Federal Partners 11. Federal Partner Program Activity (PA) 12. Names of Programs for Federal Partners 13. Total Allocation (from Start to End Date) 14. Planned Spending for
2009-10
15. Actual Spending for
2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10
AAFC Food Safety and Biosecurity Risk Management Systems CFIA System Recognition and Scientific and Technical Support N/A – funds transferred to CFIA N/A – funds transferred to CFIA N/A – funds transferred to CFIA Work performed by CFIA Results reported by CFIA
National Biosecurity Standards Development N/A – funds transferred to CFIA N/A – funds transferred to CFIA N/A – funds transferred to CFIA Work performed by CFIA Results reported by CFIA
Traceability Information Sharing Solution N/A – funds transferred to CFIA N/A – funds transferred to CFIA N/A – funds transferred to CFIA Work performed by CFIA Results reported by CFIA
Traceability Management Office Legislative and Regulatory Infrastructure N/A – funds transferred to CFIA N/A – funds transferred to CFIA N/A – funds transferred to CFIA Work performed by CFIA Results reported by CFIA
Total N/A – funds transferred to CFIA N/A – funds transferred to CFIA N/A – funds transferred to CFIA    

Note: Since CFIA is delivering these programs with funds transferred from AAFC, total allocations, planned spending, actual spending and expected results are reflected in the CFIA table and note below.

($ millions)
10. Federal Partners 11. Federal Partner Program Activity (PA) 12. Names of Programs for Federal Partners 13. Total Allocation (from Start to End Date) 14. Planned Spending for
2009-10
15. Actual Spending for
2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10
CFIA Food Safety and Nutrition Risks CFIA System Recognition and Scientific and Technical Support 7.3 N/A 1.7 1) Development and acceptance of the On-Farm Food Safety Recognition Program by FPT Food Safety Committee (FSC) and Regulatory ADMs

1a) Completed revisions to the on-farm recognition procedures manual for Phase I- Technical Review

1b) On-farm recognition procedures manual for Phases II and III implementation and assessment to be completed by March 31, 2011

2) Development and acceptance of the Post-Farm Food Safety Recognition Program by FPT FSC and Regulatory ADMs 2) Development of the first draft of the Technical Review Phase 1 completed for post-farm recognition process
3) On-going technical review and assessment of on-farm and post-farm food safety programs for recognition

3) Technical reviews of two national producer organizations (NPOs)completed

Three-18 month reviews conducted and five ongoing

4) Scientific and technical support provided as needed to AAFC and AAFC stakeholders 4) 15 application reviews conducted as submitted by NPOs under the Growing Forward food safety development component of AAFC
CFIA

Animal Health Risks and Production Systems

Plant Health Risks and Production Systems

National Biosecurity Standards Development 9.5 N/A 0.9 1) Review and approval process adopted

1a) Evaluation process of Third Party Submission of National Agri-Commodity Farm Level Biosecurity Standards reviewed and approval process adopted

1b) The guideline has been drafted and completed.

2) Current state of biosecurity within a commodity sector

2a) Five expert groups established for beef, bees, dairy, potato and fur bearing animals

2b) Benchmark tool and national sampling plan developed for beef

3) Biosecurity benchmark report of commodity sector 3) Provincial engagement and contracts secured to deliver questionnaire
4) Production and dissemination of educational and training material 4) Communication products (calendars, posters and handbooks), and planning tools have been developed and disseminated
CFIA Animal Health Risk and Production Systems Traceability Information Sharing Solution 1.1 N/A 1.1 1) Completion
of the Project Charter, Business Case, Business Requirements, Project Plan, and presentation of Treasury Board Submission
1) The initial Project Charter, Business Case, Business Requirements and Project Plan documents completed
2) Completion
of the data dictionary
2) Draft completed
3) Information/Data Architecture developed 3) High-level architecture for a pilot data sharing project to prove data dictionary and data exchange methodologies completed
4) Data and technical standards for information sharing 4) Standards defined
5) Engagement
of industry and government partners
5) Key documents identifying risks and mitigation plans developed and followed.
Traceability Management Office Legislative and Regulatory Infrastructure 3.0 N/A 0.7 1) Establish a National Legislative Framework for Traceability

1a) Completed constitutional analysis of federal authorities for implementing all elements of traceability

1b) The Concept and Consultation Paper for new traceability legislation developed and is under review by senior management and FPT regulatory officials

2) Ongoing amendment and continuous improvement for a regulatory framework for traceability 2) Draft amendments to Health of Animal Regulations establishing a pig identification and movement reporting system completed
3) Develop information sharing agreements with provinces 3) Traceability information sharing agreement was signed with Alberta and negotiations ongoing with Quebec, Manitoba and Ontario
4) Develop a policy framework for traceability 4) Analysis of policy development for key aspects of the new framework such as: information sharing, intended uses of information, and federal authority to regulate the three pillars of traceability (animal ID, premises ID and movement reporting)
5) Initiate Privacy Impact Assessments 5) Privacy Impact Assessment for the data collected by Canadian Cattle Identification Agency under Part XV of Health of Animals Regulations has been completed
Total 20.8 N/A 4.3    

Note: Planned spending is reflected as N/A as this program had not yet been approved at the time of the 2009-10 RPP. Authorized funding amounts for CFIA for each section of the program for the 2009-10 year are as follows:

CFIA System Recognition and Scientific and Technical Support $2.1 million
National Biosecurity Standards Development $2.2 million
Traceability Information Sharing Solution $1.1 million
Traceability Management Office Legislative and Regulatory Infrastructure $0.4 million
2009-10 Authorities Total: $5.8 million

18. Comments on Variances:

Funding transferred to CFIA in November 2009 resulted in 1) contracts being awarded that span fiscal years, 2) delays in projected staffing and 3) work plan delays, all which impacted the Biosecurity and the System Recognition initiatives. Also, the Federal/Provincial /Territorial Food Safety Committee had to re-establish the Food Safety Recognition Working Group. Traceability Management Office initiative expenditure higher than planned because work progressed faster then expected.

19. Results to be achieved by non-federal partners: Not Applicable

20. Contact information:

Linda Parsons
Director General
Agriculture Transformation Programs Directorate
Farm Financial Programs Branch
1341 Baseline Road - Tower 7, Floor 8, Room 220
Ottawa, Ontario, K1A 0C5
613-773-1900
linda.parsons@agr.gc.ca

Note:

AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Total allocation and actual spending amounts are net of indirect costs.


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1. Name of Horizontal Initiative: Co-operative Development Initiative (Voted)

2. Name of Lead Departments: Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity: Rural and Co-operative Development

4. Start Date of the Horizontal Initiative:

Original start date under Agricultural Policy Framework (APF): April 1, 2003
Start date under the Growing Forward Framework: April 1, 2008

5. End Date of the Horizontal Initiative: March 31, 2013

6. Total Federal Funding Allocation (start to end date):

$23.2 million over five years (including in-year transfers)

7. Description of the Horizontal Initiative (including funding agreement):

Through the Co-operative Development Initiative, the Rural and Co-operatives Secretariat provides advice within government on policies and programs affecting co-operatives and builds partnerships within the federal government and with industry, provinces and other key stakeholders in implementing initiatives to support the development of co-operatives. The Secretariat manages a grants and contribution program which includes:

  • providing advisory services and funding innovative co-op projects, delivered by the co-operative sector; and
  • funding research to build knowledge contributing to co-op development.

8. Shared Outcomes:

Access to services across the country creates an enabling environment for co-operative development and growth

More and stronger co-operatives respond to public policy challenges

Canadians are better able to utilize the co-operative model to meet their economic and social needs

9. Governance Structures:

The Co-operatives Secretariat (now integrated in a single Rural and Co-operatives Secretariat) was created as a focal point between Canadian co-operatives and federal departments and agencies. It has instituted mechanisms to raise awareness and inclusion of co-operatives in federal policies and programs. These include dialogue and collaboration with key federal departments, as well as with provincial counterparts and the sector.

($ millions)
10. Federal Partners 11. Federal Partner Program Activity
(PA)
12. Names of Programs for Federal Partners 13. Total Allocation (from Start to End Date) 14. Planned Spending for
2009-10
15. Actual Spending for
2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10
Rural and Co-operatives Secretariat (AAFC) Rural and Co-operatives Development Co-operatives development 23.2 N/A 5.4

Innovative co-operative projects are implemented

 

Access to services across the country creates an enabling environment for co operative development and growth

53 co-operative innovative projects implemented


Service access in every part of the country – at varying degrees.

Total 23.2 N/A 5.4    

Notes:

Numbers may not add exactly due to rounding.

Total allocation represents amounts included in approved Treasury Board Submissions and in-year transfers, net of indirect costs. Planned spending is reflected as Not Applicable (N/A) as this program had not yet been approved at the time of the 2009-10 RPP. Authorized funding amounts for each section of the program for the 2009-10 year are as follows:

AAFC – Co-operatives Development $5.4M
2009-10 Authorities Total: $5.4M

18. Comments on Variances: Not Applicable

19. Results to be achieved by non-federal partners:

The Co-operative Development Initiative is delivered through third-party organizations i.e., the co-operative sector. In addition to results highlighted above, the use of third-party program delivery has contributed to strengthen the co-op sector’s own national and regional networks’ capacity to support the development of co operatives.

20. Contact information:

Donna Mitchell
Executive Director
Rural and Co-operatives Secretariat
5th Floor, 560 Rochester Street, Tower 1
Ottawa, Ontario K1A 0C5
613-759-7113
donna.mitchell@agr.gc.ca

Note:

Growing Forward is the five-year policy framework that replaces APF programming as of 2008-09 through a transitional continuity framework until the new policy and programs are in place in 2009-10. Between the two Frameworks, programming may have been modified to reflect a new strategic direction. Planned spending figures are consistent with the 2009-10 RPP. They represent amounts included in Main Estimates and approved TB Submissions. However, they do not include any additional amounts that may have been brought into the Department’s reference levels during 2009-10 through the Supplementary Estimates process, due to the timing of the 2009-10 RPP. Total allocation, planned and actual spending are reflected net of indirect costs.


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1. Name of Horizontal Initiative: Canada’s Rural Partnership (Voted)

2. Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity: Rural and Co-operative Development

4. Start Date of the Horizontal Initiative:

Start date under the Growing Forward Framework: April 1, 2008
(Original start date under Agricultural Policy Framework (APF): April 1, 2003)

5. End Date of the Horizontal Initiative: March 31, 2013

6. Total Federal Funding Allocation (start to end date): $52.1 million over five years (including in-year transfers)

7. Description of the Horizontal Initiative (including funding agreement):

Canada’s Rural Partnership (CRP) leads an integrated, government-wide approach through which the government aims to co-ordinate its economic, social, environmental, and cultural policies towards the goal of economic and social development and renewal of rural Canada.

8. Shared Outcomes:

Collaboration among rural communities and stakeholders to address barriers and challenges to local development

Information and tools available to rural communities and regions to develop local amenities and other assets

New economic activities implemented in rural Canada

9. Governance Structures:

The CRP is managed by the Rural and Co-operatives Secretariat. It has instituted mechanisms that contribute to raising awareness and inclusion of rural Canada in federal policies and programs. This includes:

  • the Rural Development Network which is a policy-maker forum involving 26 federal departments and agencies;
  • the National Rural Research Network which brings research partners from both academia and government to focus on enhancing knowledge about rural issues to better inform policy making;
  • the Community Information Database, a free web-based resource that provides comprehensive and reliable information on economic, social and demographic factors at the community level to support decision making and action; and
  • the Rural Partnership Development Program which funds activities that encourage collaborative economic activities at the community level.

These efforts are reinforced by Rural Teams in each province and territory comprised of federal representatives and sectoral stakeholders.

($ millions)
10. Federal Partners 11. Federal Partner Program Activity
(PA)
12. Names of Programs for Federal Partners 13. Total Allocation (from Start to End Date) 14. Planned Spending for
2009-10
15. Actual Spending for
2009-10
16. Expected Results for
2009-10
17. Results Achieved in
2009-10

Rural and Co-operatives Secretariat

26 departments and agencies in the Rural Development Network

Rural and Co-operatives Development Rural Development 52.1 N/A 9.7

Regional and national partnering initiatives are in place to respond to barriers to rural development

Rural stakeholders have access to new and updated/adapted rural development information, expertise and tools that help respond to barriers to innovative development

19 rural community initiatives undertaken to engage community partners in identifying issues and/or opportunities for development

Improved Community Information Database (CID) - 18 presentations and training sessions - increase of 15% in visits

10 learning initiatives led by Rural Teams to improve information available for rural communities

Total 52.1 N/A 9.7    

Notes:

Numbers may not add exactly due to rounding.

Total allocation represents amounts included in approved Treasury Board Submissions and in-year transfers, net of indirect costs. Planned spending is reflected as Not Applicable (N/A) as this program had not yet been approved at the time of the 2009-10 RPP. Authorized funding amounts for each section of the program for the 2009-10 year are as follows:

AAFC - Rural Development $10.3M
2009-10 Authorities Total: $10.3M

18. Comments on Variances:

Project funding provided on a cost-shared basis in the first year was lower than expected. The reason was due, in large part, to the economic slow down. Many potential program applicants, generally small organizations with limited resources, faced challenges regarding their matching obligations for program funding.

19. Results to be achieved by non-federal partners: Not Applicable

20. Contact information:

Donna Mitchell
Executive Director
Rural and Co-operatives Secretariat
5th Floor, 560 Rochester Street, Tower 1
Ottawa, Ontario K1A 0C5
613-759-7113
donna.mitchell@agr.gc.ca

Note:

Growing Forward is the five-year policy framework that replaces APF programming as of 2008-09 through a transitional continuity framework until the new policy and programs are in place in 2009-10. Between the two frameworks, programming may have been modified to reflect a new strategic direction. Planned spending figures are consistent with the 2009-10 RPP. They represent amounts included in Main Estimates and approved TB Submissions. However, they do not include any additional amounts that may have been brought into the Department’s reference levels during 2009-10 through the Supplementary Estimates process, due to the timing of the 2009-10 RPP. Total allocation, planned and actual spending are reflected net of indirect costs.