ARCHIVED - Agriculture and Agri-Food Canada - Supplementary Tables

User Fee: Canadian Agricultural Loans Act (CALA) Registration Fees ⁽²⁾

Fee Type: Regulatory (R)

Fee-setting Authority: CALA Regulations

Date Last Modified: June 18, 2009

Performance Standards: Loans from lenders registered within 15 business days of receipt. Target is 90%.

Performance Results: 100% of loans were registered within 15 business days of receipt.

User Fee: Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) ⁽³⁾

Fee Type: Other Products and Services (O)

Fee-setting Authority: Access to Information Act

Date Last Modified: 1992

Performance Standards: Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. Target is 90%.

For more detail please visit the Access to Information Act: http://laws.justice.gc.ca/eng/A-1/index.html

Performance Results: Statutory deadlines met 100% of the time for 2009-10.

Other Information:

(1) The DPR instructions advised that this table be used only for revenues under the User Fee Act (UFA). The advice from our legal counsel indicated that only the CALA program as well as the fees charged under ATIA are subject to the UFA.

(2) During 2009-2010 the FIMCLA program has been modified and replaced with the CALA program, allowing for larger loans to a broader audience.

Some of the new changes that are contained in the CALA are:

• beginning farmers, who were previously ineligible under the FIMCLA, are now eligible under the CALA to receive guaranteed loans for up to 90% of the appraised value or purchase price of the asset;
• beginning and existing farmers, and agricultural co-operatives may be eligible for new loan guarantee limits of up to $500,000, with $500,000 available for real property (land and buildings) and $350,000 available for all other purposes;
• agricultural co-operatives with a majority farmer membership (50% + one farmer members) may be eligible for loans of up to $3 million for the processing, marketing or distribution of the products of farming; and
• loans to help inter-generational transfer of farms are now an eligible loan purpose which will help young farmers more easily take over the family farm.

(3) It is the Department's practice to waive fees where the total owing per request amounts to less than $25.

Notes:

According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• the performance standard, if provided, may not have received Parliamentary review;
• the performance standard, if provided, may not respect all establishment requirements under the UFA (e.g. international comparison; independent complaint address); and
• the performance result, if provided, is not legally subject to UFA section 5.1 regarding fee reduction for failed performance.

Name of Transfer Payment Program: Agricultural Bioproducts Innovation Program (Voted)

Start date: December 14, 2006

End date: March 31, 2011

Description: The Agricultural Bioproducts Innovation Program (ABIP) is an initiative designed to strengthen the capacity of Canadian science providers and industry through the creation of networks for research, technology development, and commercialization of agricultural bioproducts and bioprocesses.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

1. Signed agreements that support the establishment, development and operation of bioproducts research networks
   • Nine networks agreements were signed during 2009-10.
2. Leading-edge research and development related to feedstock production including crop platforms and cropping systems suitable for conversion to bioproducts
   • Progress is being made on:
     • Crop rotations of Canola to determine benefits and impacts of increasing yields and the effects on biodiesel quality produced (SBQQ);
     • Novel genetic engineering processes for new designer triticale and advanced triticale varieties for enhanced future competitiveness in areas of yield, starch composition, disease resistance, processing, fibre characteristics, and other traits (CTBI);
     • Molecular genetic approaches for accelerated breeding of pulse crops targeting new market opportunities and quantifying pulse crop rotational benefits for northern prairie cropping systems (PURENet);
     • Development of new potato varieties for use in the production of value-added functional foods, bioplastics and novel, environmentally compatible pest-control agents (BioPotato);
     • Genetic characterization / improvement of fibre yield in flax and development of best management practices including harvesting systems to enhance flax fibre production (NAFGEN);
     • Development of production, collection and densification systems for annual and perennial biomass with enhanced yield, adaptability to marginal land and hydrolytic capacity for bioethanol production (CBioN).
3. Leading-edge research and development related to effective and efficient technologies for biomass conversion, and agricultural bioproduct diversification
   Progress is being made on:
   • Development of processes to convert fibre and starch into bioplastics and biocomposites (NAFGEN - Flax and hemp fibre; BioPotato - potato starch; CTBI - Triticale fibre);
   • New bioprocessing systems based on biological and thermochemical conversion technologies developed to use canola, tritcale and various grains, oilseeds and lignocellulosic feedstocks for the production of biofuels such as bioethanol, biodiesel and bio-oil (SBQQ, CTBI, ABIN, CBioN, FOBI);
   • Conversion of oilseeds into industrial lubricants with prototypes being tested (IOSN).
   Selected productivity output based on 2009-10 Annual Performance Management Report for all nine networks:
   • Publications: 194 peer-reviewed; 7 non peer-reviewed;
   • Highly qualified professionals: 115 undergrads; 227 grad students; 121PDFs; 317 scientists and other trained;
   • Commercialization: 26 patents; 3 licence agreements; 39 new products or services brought to market or near market

Comments on Variance: The relatively small variance of $0.2 million in planned versus actual spending is primarily due to the timing in the development and signing of Network Agreements.

Audit completed or planned: 3 audits were conducted in 2009-10:

• NAFGEN - initial findings report identified no major issues, final report to be received on June 25, 2010.
• Cellulosic - ground work being conducted, initial findings report to be submitted by the end September, 2010 followed in a few weeks by the final report.
• ABIN - ground work being conducted, initial findings report to be submitted by the end September, 2010 followed in a few weeks by the final report.

Evaluation completed or planned: An impact evaluation is proposed to be conducted in fiscal year 2010-11.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Agricultural Disaster Relief Program (ADRP) / AgriRecovery (Statutory)

Start date: December 6, 2007

End date: March 31, 2011

Description: The AgriRecovery framework is one of four core pillars of the business risk management suite available to producers under Growing Forward.

AgriRecovery facilitates the federal government working with impacted provinces and industries to provide timely assistance not otherwise provided by other programs to help producers re-establish their income stream 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 (not to exceed $440.7 million over four years in federal funding). Participating provinces-territories cost-share these initiatives on a 60:40 federal-provincial/territorial basis. Separate authorities are required for AgriRecovery programming outside the ADRP.

For more information please visit the AgriRecovery Website

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: All disasters brought forward by the provinces were assessed collaboratively within the established time frame and, as a result, six initiatives were developed in 2009-10 under the ADRP to assist producers in resuming their business operations.

Comments on Variances: The actual expenditures in FY 2009-10 are negative as a result of an accounting adjustment whereby part of a Payable-at-Year-End (PAYE) from a previous year 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.

Like other BRM programs, AgriRecovery is statutory and demand-driven. Funding is part of planned spending and would be reflected in total authorities when required for a disaster. The variance from year to year in actual expenditures is directly related to the occurrence of the disasters and the number of affected producers who apply for assistance. The program helps producers rapidly resume their business operations. AgriRecovery is jointly delivered with the provinces.

Audit completed or planned: There was no audit for the Agricultural Disaster Relief Program/AgriRecovery in 2009-10. According to AAFC's three year Risk-Based Internal Audit Plan, the disaster framework is expected to be audited in 2012-13.

Evaluation completed or planned: There was no evaluation for the Agricultural Disaster Relief Program/AgriRecovery in 2009-10. According to AAFC's five-year Strategic Evaluation Plan, the disaster framework is expected to be evaluated in 2010-11.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: AgriInsurance Program (Statutory)

Start date: April 1, 2008

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

Description: The AgriInsurance program is one of four core pillars of the business risk management suite available to producers under Growing Forward.

AgriInsurance (formerly the Production Insurance program), will aim to reduce the financial impact on producers of production losses caused by uncontrollable natural perils.

Authorities for the program include Section 4 of the Farm Income Protection Act (FIPA), 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. "

Federal AgriInsurance website
British Columbia
Alberta
Saskatchewan
Manitoba
Ontario
Quebec
New Brunswick
Nova Scotia
Prince Edward Island
Newfoundland

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: For the 2009-10 crop year, there were a total of 15 new programs or changes in options available to producers which include new plans for the livestock and the horticulture sectors. Traditionally, there is an increase in participation over time; however, participation may vary up or down from one year to another.

Comment on Variance: The increase is largely the result of a substantial increase in premium costs resulting from higher grain and oilseed prices (which are reflected in the insurable values).

Audit completed or planned: There was no audit for AgriInsurance in 2009-10. According to AAFC's three year Risk-Based Internal Audit Plan, the program is expected to be audited in 2010-11. Compliance audits of provincial delivery agencies are ongoing, rotating through all provinces at a maximum cycle of every five years.

Evaluation completed or planned: There was no evaluation for AgriInsurance in 2009-10. According to AAFC's five year Strategic Evaluation Plan, the program is expected to be evaluated in 2011-12.

Note:

Statutory Contribution expenditures for Production Insurance (the program that preceded the AgriInsurance Program) were $416.4 million in 2007-08.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: AgriInvest Program (Statutory)

Start date: December 19, 2007
Agreements were signed with the provinces to implement the program starting in the 2007 program year.

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

Description: The AgriInvest program is one of four core pillars of the business risk management suite available to producers under Growing Forward.

AgriInvest allows producers to self-manage, through producer and government funded savings accounts, the first 15% of their margin losses for a production year and/or make investments to reduce on-farm risks or increase farm revenues (effective July 2010, AgriInvest accounts will be held by participating financial insitutions). 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 governments. In combination with the AgriStability program, AgriInvest is the successor to the Canadian Agricultural Income Stabilization (CAIS) program. AgriInvest replaces coverage for smaller income declines where 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.

Federal AgriInvest Website
AgriInvest in Quebec (La Financière agricole du Québec)

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: 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.

Comments on Variances: AgriInvest is demand-driven, rather than being funded from a set allocation for each fiscal year. Although the administrative costs of the program remain relatively constant, 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.

Audit completed or planned: There was no audit for AgriInvest in 2009-10. According to AAFC's three year Risk-Based Internal Audit Plan, the program is expected to be audited in 2011-12.

Evaluation completed or planned: There was no evaluation for AgriInvest in 2009-10. According to AAFC's five year Strategic Evaluation Plan, AgriInvest and AgriStability are expected to be jointly evaluated starting in 2010-11 and ending in 2011-12.

Note:

1. The Canadian Agricultural Income Stabilization (CAIS) program was replaced by the AgriStability and AgriInvest programs as of April 1, 2008.
2. The funds for the one-time federal AgriInvest Kickstart program are additional to and not included in federal funding numbers for AgriInvest as stated in table above. The Kickstart was a separate federal program intended to help producers transition to the new suite of BRM programs, promote the AgriInvest program and encourage the set up of AgriInvest accounts.
   • Expenditures for the AgriInvest Kickstart Program in 2007-08 were:
   • Grants - $484.4 million
   • Contributions - $95.8 million

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Agri-Opportunities Program (New Opportunities for Agriculture Initiatives) (Voted)

Start date: December 14, 2006

End date: March 31, 2011

Description: The Agri-Opportunities program is a five-year program, ending March 2011, that focuses on new innovative value-added agricultural, agri-food and agri-based products, services or processes that are currently not commercially produced or available in Canada and that are ready to be introduced into the marketplace. The program provides repayable contributions for commercialization projects that are expected to increase market opportunities for the Canadian agricultural industry across the value chain and to increase demand for primary agricultural products.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved: The Agri-Opportunities program has signed agreements to fund 22 innovative commercialization projects for a total of $46.8 million helping to accelerate the pace of innovation in Canada.

Comment on Variance: Actual spending was less than planned spending primarily due to global economic crisis which continues to have a serious impact on the Canadian investment climate, particularly the availability of debt and equity financing to companies.

Audit completed or planned: An audit is tentatively scheduled for the last quarter of 2010-11.

Evaluation completed or planned: An evaluation for this program was started during the 2009-10 fiscal year. It will be completed during 2010-11. No prior evaluations have been completed for this program.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: AgriStability Program (Statutory)

Start date: December 19, 2007
Agreements were signed with the provinces to implement the program starting in the 2007 program year.

End date: March 31, 2012
AgriStability is statutory and ongoing; however, the current policy and program authorities expire on this date.

Description: The AgriStability program is one of four core pillars of the business risk management suite available to producers under Growing Forward.

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

Federal AgriStability Website
AgriStability in Alberta (Agriculture Financial Services Corporation (AFSC))
AgriStability in Ontario (Agricorp)
AgriStability in Quebec (La Financière agricole du Québec)
AgriStability on Prince Edward Island (PEI Agricultural Insurance Corporation)

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: AgriStability payments contributed to the improvement of producers' current year margin from about 39% of the reference margin to about 72% (Target: 65%). This performance data was collected in 2009-10 for the 2007 program year.

Comments on Variances: AgriStability is a demand-driven program rather than being funded from a set allocation for each fiscal year. Although the administrative costs remain relatively constant, the variance of the year to year grant and contribution payments is directly related to participation and the needs of the agricultural industry. As such, in good years, the program will cost governments less, while in bad years (i.e. , years with dropping commodity prices, disasters, etc. ) the costs of the program will be higher.

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

Audit completed or planned: There was no audit for AgriStability in 2009-10. According to AAFC's three year Risk-Based Internal Audit Plan, the program is expected to be audited in 2010-11 as a follow up to previous audits of the Canadian Agricultural Income Stabilization (CAIS) Program, which was the predecessor to AgriStability.

Evaluation completed or planned: There was no evaluation for AgriStability in 2009-10. According to AAFC's five year Strategic Evaluation Plan, AgriInvest and AgriStability are expected to be jointly evaluated starting in 2010-11 and ending in 2011-12.

Note:

1. The Canadian Agricultural Income Stabilization (CAIS) program was replaced by the AgriStability and AgriInvest programs as of April 1, 2008.
   
2. The actual spending amount of $377.3 million reported in 2007-08 pertains to the CAIS Program which preceded Agri-Stability (expenditures also shown below).

Related Program Expenditures:

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Canadian Cattlemen's Association Legacy Fund (Statutory)

Start date: June 27, 2005

End date: March 31, 2015

Description: The purpose of the Canadian Cattlemen's Association Legacy Fund is to support the Canadian beef sector to develop markets for beef cattle, beef cattle genetics, beef and beef products in a post-BSE environment. A grant totalling $50 million over 10 years will be provided.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

- Canadian Beef Advantage logo launched; messaging incorporated into promotional materials to build awareness;
- Beef InfoXchange System launched to support the effort to maximize the value of beef products;
- 2008 beef exports posted a year over year increase of 8% while 2009 export levels declined 3.5% as North America worked through its economic recovery and an over supply situation. Beef exports in the first 3 months of 2010 increased 7.5% as the economy is improving, demand is increasing and resolutions to market access issues are expected to continue to bolster beef exports; and
- Promotional funds used to ensure Canadian exporters are well positioned to take advantage of export opportunities.

Comments on Variance: In developing the spending profile for the Legacy Fund, annual expenditures were estimated by spreading the available funding over the ten year time frame in equal annual increments. However, funds are allocated based on the requirements outlined in an annual business plan which reflects the priorities of the three marketing groups. As such the funds needed in any particular year will vary depending on the marketing program developed in that year. These forecasts are made even more difficult by challenges in predicting when a market might actually open to imports of Canadian beef.

Audit completed or planned: A compliance audit will take place in 2010-11.

Evaluation completed or planned: There are no planned evaluations until the conclusion of the program in 2014-15.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions for Rural and Co-operatives Development

Start date: April 1, 2009

End date: March 31, 2013

Description: The programming for Rural and Co-operatives Development covers the following two initiatives:

Rural development programming, whose objective is to support local, regional, and/or national stakeholders to develop collaborative activities that contribute to the engagement, knowledge development, and knowledge transfer activities of the Canadian Rural Partnership.

Co-operative Development Initiative which provides support for the development capacity of the co-op sector and funds innovative co-operative projects in public policy priority areas.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

As part of Canada's Rural Partnership, 19 rural community initiatives were undertaken to engage community partners in identifying issues and/or opportunities for development, ranging from improving access to local foods, building capacity to capture new opportunities in the production of alternative energy and learning from best practises in partnership community action for improving their competitiveness.

In addition, the Community Information Database (CID) was improved and 18 presentations and training sessions were held; there has been an increase of 15% in web site visits to the CID; as well, 10 learning initiatives were led by Rural Teams to improve information available for rural communities.

Under the Co-operative Development Initiative (CDI), a partnership was renewed with the two national Co-op sector umbrella organizations to provide advisory services and fund Innovative Co-operative Projects across Canada under a third party delivery Agreement. In turn, these organizations developed agreements with 19 regional and sectoral delivery partners; this has resulted in offering an integrated co-op development advisory services network across the country.

Comments on Variances: With regards to rural development, actual spending, which was funded on a cost-shared basis, was significantly lower than expected. The reason was due, in part, to the economic slow down. In addition, attention may have been diverted from the CRP project as community proponents opted to develop proposals under programs newly available under Canada's Economic Action Plan.

Audit completed or planned: As part of Canada's Rural Partnership, an Internal Audit for the Community Development Program is planned for 2010-11.
As part of the Co-operative Development Initiative, an Audit of first recipient (third party delivery) is planned for 2010-11.

Evaluation completed or planned: Rural & Co-operatives Development programming are scheduled to be evaluated in 2011-12.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions for the implementation of the Community Development Fund program to assist rural communities in the tobacco-growing region of Ontario

Start date: June 18, 2009

End date: March 31, 2012

Description:

The Sand Plains Community Development Fund (SPCDF) assists rural communities in the tobacco-growing region of Ontario to transition to a non-tobacco based economy. Support is targetted to community-based initiaitves that support regional development, attract and retain people and investment, and stimulate business development and job creation. The Fund has two components: Community Development Support and Access to Capital. SPCDF is delivered through Third party – the Ontario Association of Community Development Corporations.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

In its first year, the program was successful in providing patient capital for 11 projects from small and medium size businesses ($2.1 million) to help develop new businesses or help existing ones expand, capturing new and emerging market opportunities. It also provided support to community initiatives ($1.1 million) that explore and expand innovative opportunities in sustainable community and regional development.

Comments on Variance: High demand for Access to Capital loans due to existing lenders' desire to not lend to small and medium-sized enterprises (SME's). Demand is broad-based but the tourism sector is quite robust.

Audit completed or planned: An Audit is planned for May 2010 to assess administrative practices of the first recipient and its compliance with the Contribution Agreement.

Evaluation completed or planned: The program is scheduled to be evaluated in 2013-14.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions in support of the Assistance to the Pork Industry Initiative (Statutory)

Start date: September 22, 2009

End date: March 31, 2014

Description:

The Assistance to the Pork Industry Initiative is composed of two programs:

Hog Industry Loan Loss Reserve Program (HILLRP) - was established to assist viable hog operations with their short term liquidity pressures by having the Government of Canada share the risk with financial institutions by consolidating short term debt into long term loans. It is designed to increase access to credit for eligible producers currently producing hogs in Canada, who can provide a business plan which demonstrates that the business is or can be viable and has a reasonable prospect of repaying the loan.

The terms of the loans will be negotiated between lenders and applicants but shall not exceed 15 years. Where possible, a maximum 10-year term will be encouraged.

Lenders are responsible for assessing applications, extending and managing loan amounts in accordance with the program's terms and conditions, managing their Reserve Fund and for any losses beyond those that can be drawn from the Reserve Fund. As such, lenders continue to bear a proportion of the risk for loans extended under the HILLRP.

Producers had until March 26, 2010 to apply for a HILLRP loan.

Hog Farm Transition Program (HFTP) - Delivered by the Canadian Pork Council, it will help the hog industry to restructure by providing payments to those hog producers who agree to set aside all hog production in their enterprises for a minimum of three years. Hog producers tender bids equal to the amount of funds they would require to shut down their total production for the three-year period.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

HILLRP:
Performance Indicators include: Number of agreements signed; Value of reserve-backed loans provided to eligible hog producers;
and, percentage of hog producers receiving reserve-backed loans that continue in the first 12 months to repay the loans without defaulting.

• 21 Contribution Agreements between AAFC and financial institutions have been signed.
• 264 loans registrations have been approved by program officials totalling over $400 million in loans.
• The total reserve amount is $246.4 million out of the maximum $404 million in loan loss reserve.

HFTP:
Performance indicators include: number of program participants that cease production for 3 years; and reduction in the number of breeding animals and hogs produced in Canada once program is fully subscribed. As of April 19, 2010, four tender events had resulted in 421 successful bidders becoming eligible for $71 million in payments once they have emptied their barns of 129,261 sows, 247,748 weaners and 418,878 market hogs. It is expected that the decline in sow numbers will reduce future annual hog production by 2.8 million animals. The results of the fourth and final tender in March 2010 will be used to distribute the funds remaining from the $75 million allocated for program payments over 2009-10 and 2010-11.

Comment on Variance:
Planned spending is not shown for this program since this program had not been approved at the time of the 2009-10 RPP.

HILLRP:
It was forecasted that capital providers could issue from $620 to $740 million in loans backed by the reserve. While they could have issued that amount, the demand for loans did not reach that level because of the limited number of hog producers deemed viable by the financial institutions, the producers did not want to take on more debt or did not wish to remain in the industry. The resulting use of the reserve funding decreased from a forecasted $404M to $246.4M.

HFTP:
The funding allocated under authorities was fully utilized in 2009-10 in the amount of $39.4M.

Audit completed or planned:
HILLRP:
A program under development audit was concluded in June 2010. It found that the governance, risk management and control frameworks established for the HILLRP are adequate and provide a reasonable expectation that funds will be used for their intended purpose and planned outcomes. Commendable management practices were identified.
A program audit monitoring framework will be developed by program officials by December 2010.

HFTP:
A program under development audit was concluded in June 2010. It found that the governance, risk management and control frameworks developed and implemented for the HFTP were adequate. A compliance audit is planned in 2010-11 to provide reasonable assurance in all material respects that the terms and conditions of the contribution agreement have been met by the Canadian Pork Council.

Evaluation completed or planned:
HILLRP:
The intermediate outcome will be based on the percentage of hog producers who have received a reserve-backed loan that continue to repay the loan without defaulting. This information will be collected through annual reports and/or notifications from the participating financial institutions.

HFTP:
In accordance with the contribution agreement, the Canadian Pork Council will complete an interim performance evaluation report by no later than September 30, 2010 and a final performance evaluation by September 30, 2014.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to accelerate the Pace of Innovation and Facilitate the Adoption of New Technologies (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description: The program is designed to accelerate industry-led innovation activities to develop and commercialize new products, practices and processes by supporting the required academia, industry and government foresight and applied science, technology and development activities.

The program initiatives are designed to work systematically along the three phases of the innovation continuum, they are:

Discovery Phase: the creation of new knowledge and ideas;

Pre-commercialization Phase: the further development of ideas into new technologies to address challenges and opportunities; and

Commercialization, Adoption and Marketing Phase: the realization of economic and social benefits from the technologies that generate new practices, products and processes.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

Within the Growing Canadian Agri-Innovations programs, with regards to the Agri-Science Clusters (Clusters) proposals and Developing Innovative Agri-Products (DIAP) proposals:

• seven contribution agreements were signed for Clusters which received funding for Planning in 2009-10;
• four contribution agreements were signed for Clusters which were formed and received funding for research and development activities in 2009-10; and
• seven contribution agreements were signed for DIAP projects which received funding for research and development activities in 2009-10.

The Bilateral Agreements to Implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in this Departmental Performance Report. Once performance results for this program are available, they can be found at:
http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comments on Variance: Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program decreased, leading to a decrease in total authorities for this program. Actual spending was less than total authorities mainly due to the timing of the program launch, the approval process and the applicants' spending requirements being higher in future years. A portion of the unspent funding is expected to be carried forward into 2010-11.

Audit completed or planned: No audit for the program has been completed, or is currently planned.

Evaluation completed or planned: No evaluation for the program has been completed, or is currently planned.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to enable Competitive Enterprises and Sectors (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description: Agri-Business Development provides support for provincial and territorial activities and to national organizations to increase the use of sound business management practices by producers and agri-businesses to enable businesses to be profitable.

Eligible programs and initiatives equip producers and agri-businesses with the skills, knowledge and expertise needed to understand their businesses' financial situation, assess opportunities, respond to change, and realize business goals. It also enables agri-businesses to be profitable and invest where needed to manage the natural resource base sustainably, and produce and market safe food and other products.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

The bilateral agreements to implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with to Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in the Departmental Performance Report. Business Development programming funded under the Agri-Business Development program is now available in all provincial and territorial jurisdictions. Furthermore, under the Agri-Business Development program AAFC has provided support to five National Organizations (NOs) which disseminate information and increase the knowledge and use of beneficial management practices among producers. The annual performance reports for 2009-10 from national organizations were under review by Agriculture and Agri-Food Canada at the time information was submitted for this DPR. Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comments on Variance: Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program increased, leading to an increase in total authorities for this program. There is a decrease in spending between total authorities and actual spending due to the timing of the development, launch and implementation of cost-shared programming. A portion of this variance could potentially be carried forward into 2010-11.

Audit completed or planned: No audit for the program has been completed, or is currently planned.

Evaluation completed or planned:

An evaluation of federal-only support to national organizations was conducted in 2009-10. The evaluation found that:

• There is a continued need for activities to support producers' access to skills, knowledge, and tools to improve farm business management;
• NOs services are well accepted by program participants and clientele groups, and are considered to be effective; and
• The high volume of activities and associated beneficiary uptake suggest cost efficiencies and need for farm management resources.

Timing for further evaluations will be determined by the Office of Audit and Evaluation of AAFC.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Total authorities do not include effects of carryforwards into future years. Between the two Frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to enhance the Safety and Security of Canada's Food System (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description:

Programming for the Contributions to Enhance the Safety and Security of Canada's Food System is comprised of the following two components:

1) Food Safety Systems Development
Food Safety Systems Development focuses on the development of voluntary science-based food safety systems by national organizations to effectively minimize food safety risks. It supports national (or equivalent) organizations in developing national on-farm and/or post-farm Hazard Analysis Critical Control Point (HACCP) or HACCP-based food safety systems. Intended clientele are national non-profit organizations or regional, non-profit organizations that are not represented by entities at the national level.

2) Food Safety Systems Implementation
Food Safety Systems Implementation facilitates the early adoption of government-recognized food safety systems by producers and non-federally registered food-processing enterprises through financial incentives. Eligible projects could include the implementation of good manufacturing practices towards HACCP or ISO 22000 standards in non-federally registered processing plants and the implementation of government reviewed HACCP-based food safety systems on farms. Implementation is administered by provinces and territories under Growing Forward.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

1) Food Safety Systems Development
National on-farm and post-farm organizations have developed food safety systems which are ready to submit to Canadian Food Inspection Agency (CFIA). The target is six for on-farm and seven for post-farm by March 2013. Two on-farm organizations have submitted for a technical review part 1 of their on-farm food safety system in 2009-10: 1) the Canadian Horticultural Council (CHC) submitted three separate crop groupings (asparagus and sweet corn; fruiting vegetables; and bulb and root vegetables) and CFIA issued Letters of Completion for all 3 CHC groupings; and 2) a joint submission from Ontario Veal (OVA) and the Fédération des producteurs de bovins du Québec (FPBQ) which is ongoing. The Egg Farmers of Canada received their Letter of Completion in 2009-10 for technical review part 1 submitted in 2008-09. A post-farm recognition process is in development. The target for the number of agreements entered into by March 2013 is 35. Nineteen applications were received; 12 agreements were signed this year (9 on-farm, 3 post-farm). Two projects were approved in 2009-10 to start in 2010-11 and five applications are undergoing due diligence assessment.

2) Food Safety Systems Implementation
The bilateral agreements to implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward Cost-shared Programs will not be available for inclusion in this Departmental Performance Report. Once performance results for this program are available, they can be found at:
http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comment on Variance: Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program decreased slightly, leading to a decrease in total authorities for this program. The variance between total authorities and actual spending is due to the large number of requests for multi-year projects versus single year ones, the additional time required in designing and implementing this new program and the due diligence criteria that was required. A portion of this variance could potentially be carried forward into 2010-11.

Audit completed or planned: The Food Safety and Traceability Programs Division Audit Plan provided for three project-specific compliance audits of projects funded under APF. One audit was completed and two are on-going into 2010-11. The findings of the completed audit was not considered significant in nature, and actions have been taken by the client to implement the recommendations of the audit report.

Evaluation completed or planned: An evaluation of Food Safety Programs (Food Safety Systems Development and Food Safety Systems Implementation) is scheduled for 2012-13.

Note:
Eligible projects are comprised of activities that allow organizations to support, develop, and prepare for implementation of food safety systems as follows: Phase 1(P1) projects: establish a national integrated food safety strategy; Phase 2 (P2) projects: develop a food safety system; a management system; and the training, audit and communication materials to prepare in implementing the system and Review (R) projects: Enhancement of an existing food safety system. The following indicates the organizations who have entered into agreement with AFFC, their project phase and the date of any news releases issued prior to June 30, 2010: Dairy Farmers of Canada (P2 - Feb 4, 2010); Canadian Sheep Federation (P2 - Feb 6, 2010); Canadian Organic Growers (P1- Mar 6, 2010); Turkey Farmers of Canada (P2 + R - Mar 24, 2010); Canadian Cervid Alliance (P2 - Apr. 8, 2010); Canadian Horticultural Council (P2 + R - May 1, 2010); Canadian Federation of Agriculture (R); Ontario Veal Association (P2); Canadian Cattlemen's Association (R); Food Bank Canada (P2 – Apr 2, 2010); Packaging Association of Canada (P2 - Apr 21, 2010) and Canadian Federation of Independent Grocers (P2). To see news releases about some of the organizations and their projects please visit the AAFC Newsroom.

Growing Forward is the new 5-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to minimize the Occurrence and Extent of Risk Incidents (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description:

Programming for the Contributions to minimize the Occurrence and Extent of Risk Incidents is comprised of the following components:

1) Biosecurity Standards Implementation
Provinces and territories will be designing and implementing cost-shared programs to establish biosecurity standards.

2) Traceability Industry Infrastructure
Investment in Traceability Industry Infrastructure will enhance the industry's ability to follow the movement of a food through specific stages of production, processing and distribution. It supports the development and implementation of industry infrastructure to participate in the National Agriculture and Food Traceability System. This program invests in the development of industry-led systems that collects and verifies identification and movement data, and accelerates industry capacity.

3) Traceability Enterprise Infrastructure Provinces and territories will be designing and implementing cost-shared programs to support the development of Traceability Enterprise Infrastructure.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

1) Biosecurity Standards Implementation
The bilateral agreements to implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in this Departmental Performance Report. Once performance results for this program are available, they can be found at:
http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

2) Traceability Industry Infrastructure
There is a target of 10 organizations and private entities implementing industry-led traceability systems by March 2013. The following three organizations are implementing such systems: Canadian Pork Council, Canadian Animal Health Coalition and Canadian Sheep Federation/Canadian National Goat Federation (joint). The following are developing systems: Canadian Cattle Identification Agency, Canadian Sheep Federation, Canadian Bison Association, Equine Canada, Saskatchewan Herb and Spice Association, Canadian Cervid Alliance, and Egg Farmers of Canada.

3) Traceability Enterprise Infrastructure
The target for signed agreements are four for developing traceability systems and 10 for implementing of such systems by March 2013. Twelve agreements were signed (nine Systems Development, two Implementation and one for both); one project was approved to start in 2010-11 and three are undergoing due diligence assessment.

Comments on Variance:

Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program decreased, leading to a decrease in Total Authorities for this program. The variance between total authorities and actual spending is due to the large number of requests for multi-year projects versus single year ones, the additional time required in designing and implementing of this new program and the due diligence criteria that was required. A portion of this variance could potentially be carried forward into 2010-11.

Audit completed or planned: The Food Safety and Traceability Programs Division Audit Plan provided for one project-specific compliance audit for a project funded under APF. The audit was completed and the findings were not considered significant in nature and actions are being taken by the client to implement the recommendations of the audit report.

Evaluation completed or planned: Evaluation of Biosecurity Standards Implementation and Traceability programs (Traceability Industry Infrastructure and Traceability Enterprise Infrastructure) are scheduled for 2011-12.

Note:

Eligible projects under this initiative will support activities related to traceability systems development on a national or regional basis. Eligible activities may include: a) Phase A (PA) - systems development activities such as: strategic assessments and industry systems development and b) Phase B (PB) - industry systems implementation activities such as: data management systems, technology adoption and testing, data auditing and verification. The following indicates the organizations who have entered into agreement with AAFC, their project phase and the date of any news release prior to June 30, 2010: Canadian Cattle Identification Agency (PA); Canadian Sheep Federation (PA–February 6, 2010); Canadian Sheep Federation / Canadian National Goat Federation (PB-February 6, 2010); Canadian Bison Association (PA); Equine Canada (PA); Saskatchewan Herb and Spice Association (PA); Canadian Cervid Alliance (PA - April 8, 2010); Egg Farmers of Canada (PA-May 5, 2010); Canadian Pork Council (PA&B– May 14, 2010); Canadian Animal Health Coalition (PB-May 15, 2010). To see news releases regarding these projects please visit the AAFC Newsroom.

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to promote Environmentally Responsible Agriculture (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description: Agriculture and Agri-Food Canada supports farmers through agri-environmental risk assessment and planning; providing expertise, information and incentives to increase the adoption of sustainable agriculture practices at the farm and landscape levels; investigating and developing new approaches that encourage and support the adoption of sustainable agriculture practices; and increasing the recognition of the value of sustainable agriculture practices. This program supports environmental stewardship and helps reduce the sector's overall impact on the environment. It contributes to a cleaner environment and healthier living conditions for Canadian people, and a more profitable agriculture sector.

Strategic Outcome: An environmentally sustainable agriculture, agri-food and agri-based products sector

Results Achieved: Additional time has been spent in the planning stages, reviewing and assessing areas of priority that required further action under the federal-only component of this initiative. This included discussions with provincial partners and key industry stakeholders. Further, the Federal-Provincial-Territorial Bilateral Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specifies that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in this Departmental Performance Report. Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comments on Variance: Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program increased, leading to an increase in total authorities for this program. There is a decrease in spending between total authorities and actual spending due to timing of program implementation and additional time required in the planning stages, reviewing and assessing areas of priority that required further action under this initiative. This included discussions with provincial partners and key industry stakeholders. A portion of this variance could potentially be carried forward into 2010-11.

Audit completed or planned: There are currently no audits completed or planned for this program.

Evaluation completed or planned: There are currently no evaluations completed or planned for this program.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to strengthen the competitiveness of Canada's red meat packing and processing industry (Voted)

Start date: June 4, 2009

End date: March 31, 2012

Description:

The Slaughter Improvement Program (SIP) provides eligible red meat packers with repayable federal contributions to implement sound business plans aimed at reducing costs, increasing revenues, or otherwise improving the operations of federally inspected packing plants. Supporting processing activities will help contribute to the viability of related slaughter capacity.

Recipients must also be involved or present a business plan to be involved in the slaughter of red meat. They must be federally inspected red meat packing and processing plants; provincially inspected plants implementing projects to become federally inspected to market their products beyond provincial boundaries; or legal entities planning to establish a federally inspected plant in a region where a deficit in slaughter capacity is constraining sector growth. The program is applications-based, and functions under a request-for-application approach.

The Slaughter Improvement Program is a Canada's Economic Action Plan (EAP) initiative.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved: Two of the 10 approved SIP projects have submitted final claims. However, since claimants have not completed their reporting year; therefore, there are no results to report at this time.

Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557045890&lang=eng

Comments on Variance: There was no planned spending reported as this program was approved after the 2009-10 RPP. The actual spending was less than the total authorities due to the timing of the approval of the projects as well as the multi-year nature of most of the proposals such that there is a requirement for higher spending in future years. Unspent funding is expected to be carried forward.

Audit completed or planned: A SIP Implementation Audit is ongoing.

Evaluation completed or planned: An evaluation is planned for 2013 at the end of this EAP program.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to support the Canadian Agricultural Adaptation Program (Voted)

Start date: May 28, 2009

End date: On-going, subject to evaluation of relevance and effectiveness by March 31, 2014.

Description:

The Canadian Agricultural Adaptation Program (CAAP)'s objective is to facilitate the agriculture, agri-food, and agri-based products sector's ability to seize opportunities, to respond to new and emerging issues, and to pathfind and pilot solutions to new and on-going issues to help it adapt and remain competitive. Launched as a successor to the Advancing Canadian Agriculture and Agri-Food (ACAAF) program, CAAP will continue to support industry-led initiatives at the national, regional and multi-regional levels.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

CAAP was launched as a successor to the ACAAF program on May 28, 2009, with the objective to support industry-led initiatives at the national, regional, and multi-regional levels. A performance measurement strategy has been established, which differs from ACAAF, and therefore must be measured apart from its predecessor. Since CAAP is currently in the early stages of implementation (with a focus on longer-term projects) the program measures short-term outcomes with two performance indicators:

1. Improved knowledge of potential innovative products, processes or technologies
2. Improved knowledge of solutions/strategies analyzed/tested to address issues/opportunities

Information available from the program database indicates that:

• 33 funded projects initiated in 2009-10 will improve knowledge of potential innovative products, processes or technologies; and
• 61 funded projects initiated in 2009-10 will improve knowledge of solutions /strategies analyzed/tested to address issues/opportunities.

Comments on Variance: There was no planned spending reported as this program was approved after the 2009-10 RPP. The variance between total authorities and actual spending is as a result of the multi-year nature of projects approved combined with the timing of program implementation, with spending expected to be higher in future years. As a result, funding is being carried forward. At the CAAP national level, $3 million was carried forward to 2013-14 because it is expected that most projects will end in 2013-14. At the CAAP regional and collective outcome level, $5 million was carried forward to 2010-11 because contribution agreements with industry councils were signed late in the year, in the fall of 2009.

Audit completed or planned: No program audit is scheduled at this time. However, a compliance audit is conducted with one of the industry councils every year, based on risk, starting in 2010-11, and each of the program's national recipients is required to have at least one final audit.

Evaluation completed or planned: An evaluation is being planned for 2012-13.

Note:

The CAAP program is the successor to the ACAAF program. Spending under this program in 2007-08 and 2008-09 was $48.2 million and $45.2 million respectively.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to transform Canada's Strengths into Domestic and Global Success (Voted) (related funding is found under Grant payments for the Organization for the Economic Co-operation and Development (OECD) (Voted))

Start date: April 1, 2009

End date: March 31, 2013

Description: The programming for Transforming Canada's strengths into Domestic and Global Success is composed of the following:

The AgriMarketing Program is a component of the Growing Forward initiative. AgriMarketing provides funding to eligible agriculture, agri-food, fish and seafood industry associations to develop long-term international market development and export promotion strategies. A long-term international strategy is a three to five-year marketing plan to enhance the exportation and recognition of Canadian products abroad. To assist in the implementation of these sector strategies, funding is provided to help develop international markets for Canadian products and to allow the use and incorporation of the Canada Brand in promotional activities. The Program also helps eligible industry associations to identify market trends and acquire tools to increase their competitiveness in international markets.

The Enabling Research for Competitive Agriculture (ERCA) Program supports research, complements AAFC policy analysis and development, and contributes to a more informed policy dialogue by engaging the external policy research community on priority issues that can be used by industry groups and producers to assist them in identifying new opportunities, markets and ways to enhance productivity and improve competitiveness to improve their success in global and domestic markets.

A small component of the ERCA initiative provides a grant to the Organization for Economic Cooperation and Development (OECD) to enhance research on priority issues for Canada in the global context through collaborative activities, thereby providing a unique, global perspective on Canada's competitiveness.

Market Information and Export Capacity Building: Initiatives falling under this category aim to perform market analysis on Canada's performance in key markets and emerging countries to aid exporting companies and producers in capitalizing on global market opportunities and trends, and strengthen the capacity of the agriculture and food sector to maintain and enter new foreign markets.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

AgriMarketing: The objective of the AgriMarketing Program is to enhance opportunities for Canadian producers and processors in the agriculture and agri-food, fish and seafood sectors in key international markets. In 2009-10, the AgriMarketing Program funded industry activities to improve international market development and to gain recognition for Canada as a leader in supplying high-quality, safe and innovative agriculture, agri-food and seafood products. AgriMarketing provided over $19.3 million in funding to 50 industry associations in support of industry long-term international strategies. The AgriMarketing Program is also committed to increasing international recognition of Canada's capabilities as a net exporter of agriculture, agri-food, and seafood products. To this end, the AgriMarketing Program supported numerous incoming missions of international delegates interested in learning about the superior capabilities of the Canadian industry.

Grant to OECD, Part of ERCA:

• Co-hosted North American OECD Policy Conference that included invitations/participation by FPT and industry;
• Initiated OECD thematic review of Canadian agriculture risk management strategies; and
• Supported OECD policy workshop on the use of agri-environmental indicators.

ERCA Contributions:

Five contribution agreements were signed in October 2009 with four canadian universities for a total of $5.2M over four fiscal years (from 2009-10 to 2012-13), thus creating five networks of experts in the following areas: Consumer and Market Demand (CMD), Environment (ENV), Innovation and Regulation (IR), Trade and Competitiveness Research (TCR), Structure and Performance of Agriculture and Agri-Food Industry (SPAA).

There are 139 researchers involved in this program: CMD: 36; ENV: 24; IR: 30; TCR: 33; and SPAA: 16. There will be 18 graduate students recruited into agriculture programs at universities in Canada through this program: CMD: 4; ENV: 3; IR: 5; TCR: 4; SPAA: 2, of which 10 will graduate from their programs. One major planning workshop with all the networks was held in Ottawa in October 2009. There were an additional four workshops held by the networks in 2009-10. As 2010-11 will be a full year funded by AAFC, it is anticipated that more performance measures will be available.

Market Information and Export Capacity Building: The bilateral agreements to implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in this Departmental Performance Report. Business Development programming funded under the Agri-Business Development program is now available in all provincial and territorial jurisdictions. Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comments on Variances:

Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program decreased, leading to a decrease in total authorities for this program. The variance between total authorities and actual spending is primarily as a result of some of the associations' inability to match or spend all of their approved funding related to AgriMarketing. Since recipients of AgriMarketing funding are associations which are undertaking activities in foreign markets, some of the associations were unable to undertake and complete some of their activities due to the global economic downturn.

Audit completed or planned:

AgriMarketing: AgriMarketing undertook audits of three recipients based on the Departmental Recipient Risk Assessment Framework. The audit reports have not been finalized by the external auditors; however, initital feedback did not indicate any major issues.

Grant to OECD, Part of ERCA: There is no planned audit for ERCA grant for 2009-10.

ERCA contributions: There is no planned audit for ERCA contributions for 2009-10.

Market Information and Export Capacity Building: There was no planned audit for 2009-10.

Evaluation completed or planned:

AgriMarketing: The AgriMarketing Program was not evaluated in 2009-10, but an evaluation of the Program is anticipated in 2011-12.

Grant to OECD, Part of ERCA: There is no planned evaluation for ERCA grant for 2009-10.

ERCA Contibutions: There is no planned evaluation for ERCA contributions for 2009-10.

Market Information and Export Capacity Building: There is no planned evaluation for 2009-10; however, there is an evaluation that is anticipated for 2011-12.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Control of diseases in the hog industry - Phases I & II (Voted)

Start date:
Phase 1 - September 27, 2007
Phase 2 - September 4, 2008

End date:
Phase 1 - March 31, 2010 (originally March 31, 2009)
Phase 2 - March 31, 2011

Description:

The overarching goal of the Initiative for the Control of Diseases in the Hog Industry is to improve the health of the Canadian hog herd, which will help sustain the long-term viability and profitability of the sector. The Initiative consists of two phases:

Phase 1: Circovirus Inoculation Program (CIP) provided partial compensation (up to 50%) for the diagnostic testing for Porcine Circovirus Associated Diseases (PCVAD) (capped at $2,000 per fiscal year and $4,000 over the life of the program for each participant) and partial compensation (up to 50%, to a maximum of $1 per piglet and $7 per sow, gilt and boar) for the cost of the vaccine for producers whose herds are infected with PCVAD. The maximum assistance over the life of the program was $500,000 per applicant. The program was delivered in all provinces directly to producers by the Prairie Farm Rehabilitation Administration (PFRA) of Agriculture and Agri-Food Canada, which has been integrated into the Agri-Environment Services Branch (AESB).

CIP Website

Phase 2: A mid- to long-term strategy aimed at developing the capacities and structures within the hog industry to achieve long-term health and stability of the Canadian hog herd. This phase of the program is being delivered by the newly formed and industry-led Canadian Swine Health Board (CSHB). CSHB is responsible for:

• the development of a national biosecurity and best management practices standard for the industry;
• the funding of research relative to circovirus and the establishment of a structure to facilitate and coordinate research on this and other emerging diseases; and
• the establishment of long-term risk-management solutions to help the industry mitigate the impacts of new and emerging diseases.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

Phase 1:
The CIP resulted in 3,668 payments under both the diagnostic testing and vaccination components. The program deadline was extended to August 31, 2009.

Phase 2:
Under the biosecurity pillar of the program, the Canadian Swine Health Board undertook a national benchmarking study to evaluate the level of biosecurity across the hog industry in Canada. Preliminary results were shared and the final results were expected to be available at the end of August 2010. A National Biosecurity Standard has been drafted and is being reviewed by industry and technical experts.

Under the research pillar, six post-doctoral fellowships have been funded, research priorities have been identified, and two research projects have been funded.

Under the long-term risk management pillar, two projects have been approved to support long-term solutions to help mitigate the impacts of emerging diseases in the sector. In addition, the Canadian Swine Health Board has hired a full complement of staff and appointed three advisory committees composed of industry stakeholders to support the establishment of a risk management framework.

Comments on Variances: The difference between planned spending and total authorities for Phase 1 is due to the the extension of Phase 1 into 2009-10. Due to the timing of program delivery of Phase 2, limited funding was expensed in 2009-10. All unspent funding is being carried forward into 2010-11 for Phase 2.

Audit completed or planned: There was no audit for the Control of Diseases in the Hog Industry (Phases I & II) in 2009-10. The program may be audited in accordance with AAFC's three-year Risk-Based Internal Audit Plan.

Evaluation completed or planned: There was no evaluation for the Control of Diseases in the Hog Industry (Phases I & II) in 2009-10. According to AAFC's five-year Strategic Evaluation Plan, the program is expected to be evaluated in 2012-13 and it may be evaluated with several other recent assistance programs for the hog sector.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Cover Crop Protection Program (Voted)

Start date: June 13, 2007

End date: March 31, 2011 (subsequently changed to March 31, 2009)

Description: The Cover Crop Protection Program (CCPP) is a Federal only program that provides five dollars per acre to producers whose lands are adversely affected by excess soil moisture and flooding with the added costs of improving and protecting the soil until a commercial crop can be planted.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: The CCPP was included in the 2009-10 Report on Plans and Priorities as the program was operating when the Report was prepared; however, the CCPP was terminated on March 31, 2009 as a result of the government-wide 2008 strategic review. For this reason, there are no results to report for the 2009-10 fiscal year.

Comments on Variance: The CCPP was included in the 2009-10 Report on Plans and Priorities (RPP) as the program was operating when the Report was prepared; however, the CCPP was terminated on March 31, 2009 as a result of the government-wide 2008 strategic review. This is the reason for the variance between planned spending ($7.1 million as initially reported in the 2009-10 RPP) and actual spending ($0) for 2009-10.

Audit completed or planned: There was no audit for the Cover Crop Protection Program in 2009-10. The program may be audited in accordance with AAFC's three year Risk-Based Internal Audit Plan.

Evaluation completed or planned: There was no evaluation for the Cover Crop Protection Program in 2009-10. The program may be evaluated in accordance with AAFC's five year Strategic Evaluation Plan.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: EcoAgriculture Biofuels Capital Initiative (Voted)

Start date: March 29, 2007

End date: March 31, 2011 (extended to March 31, 2013)

Description: The ecoAgriculture Biofuels Capital initiative (ecoABC) is a six-year federal initiative that provides conditionally repayable contributions towards the construction or expansion of biofuel facilities that have equity investments from farmers and use agricultural feedstock. The initiative, which is part of the federal renewable fuels strategy, is providing an opportunity for farmers to benefit from the emerging renewable fuels industry while helping the government to achieve its targets for renewable fuel content in gasoline and diesel fuel.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved: EcoABC has six signed contribution agreements totalling $44.5 million. These projects have encouraged private sector investment of $42.3 million by 503 agricultural producers, helping to broaden their economic base beyond the farm gate.

Comments on Variance: Actual expenditures were less than planned primarily due to the global economic crisis at that time, which was having a serious impact on the Canadian investment climate, particularly the availability of debt and equity financing to emerging industries such as biofuels. Companies were finding it very difficult to secure the financing needed to move forward with their planned biofuels facilities. This in turn slowed the uptake for the ecoABC program which was contingent upon projects being fully financed prior to federal funding approval. The majority of unspent funding is expected to be carried forward for use in 2011-12 and 2012-13.

Audit completed or planned: An audit for ecoABC is planned for fiscal year 2011-12.

Evaluation completed or planned: An evaluation is planned for the 2010-11 fiscal year. No prior evaluations have been completed for this program.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Facilitating the Disposal of Specified Risk Materials (Voted)

Start date: December 14, 2006

End date: March 31, 2009 (extended to March 31, 2010)

Description: The federal government continues to provide BSE related assistance to Canada's cattle industry to support its efforts to recover from the impacts of Bovine Spongiform Encephalopathy (BSE) first discovered in Canada in May 2003. The Canadian Food Inspection Agency has implemented an enhanced feed ban, which is a significant step towards eliminating BSE from the national cattle herd.

This program will help the beef industry mitigate the cost of adapting to the July 12, 2007 enhancements to the feed ban enforced by the Canadian Food Inspection Agency. The enhancements regulate the disposal of specified risk material (SRM) and adequate disposal infrastructure is required.

Cost-shared federal-provincial programs are in place and offer $127.5 million in financial assistance to the industry (federal: $76.5 million; provincial: $51 million). The program is administered provincially and federal funds are used to support projects that have been approved through the provincial government process.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

Federal Spending under SRM Federal-Provincial Contribution Agreements terminated March 31, 2010. Provincial spending has been extended for five provinces past March 31, 2010 to ensure completion of eligible SRM projects is achieved. Given this extension, provincial reporting on results is expected prior to January 2011. Reporting will detail results achieved on over 300 SRM related projects undertaken across Canada to support industry competitiveness and enhance infrastructure (such as composting sites and incinerators) to comply with feed ban regulations. Details will also be made available on results on investments made in research to seek long-term value-added uses for SRM.

Comment on Variance: The variance between planned and actual spending is attributed to projects that were not completed prior to program expiry.

Audit completed or planned: No Departmental audit is currently planned. Provincial audit results will be received upon program completion.

Evaluation completed or planned: No Departmental evaluation is currently planned.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Orchards & Vineyards Transition Program (Voted)

Start date: October 25, 2007

End date: March 31, 2011

Description: This Orchards and Vineyards Transition program (OVTP) funds plant removal which is the very first step towards replanting orchards and vineyards or planting other crops to help producers compete in the changing global markets. The program also responds to the market pressure by funding strategic planning activities which will increase the industry's knowledge and help the industry make decisions. The program operates in British Columbia, Ontario, Quebec, New Brunswick and Nova Scotia.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved: The objective of the program is to ensure acreage is readily available for replanting of more marketable crops, and to develop an improved understanding of the opportunities for the orchards and vineyards sector. The program encourages producers to make the adjustments necessary to become more competitive. As of March 31, 2010, $2.0 million worth of industry-based strategic planning projects have been funded and about $18.1 million has been used to assist with the removal of orchard and vineyard plant stock.

Comment on Variance: The variance between the planned spending and the actual spending in 2009-10 is due to a lower demand for the program in the province of British Columbia.

Audit completed or planned: An audit has not be scheduled at this time. The need and schedule for audits are determined by the Office of Audit and Evaluation of AAFC and the Centre of Program Excellence based on departmental priorities, risks and resources.

Evaluation completed or planned: A summative evaluation is scheduled to start in the fall of 2009 and results are expected in the spring of 2011.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Payments in connection with the Agricultural Marketing Programs Act (AMPA) - Advance Payments Program (Statutory)

Start date: 1997

End date: On-going under the AMPA legislation

Description: The Advance Payments Program (APP) is a financial loan guarantee program that guarantees cash advances to producers, enabling them to produce and market their agricultural products when conditions are most ideal. Producers can receive cash advances of up to $400,000 per production period, the first $100,000 of which is interest-free. Advances can be on a variety of crops and/or livestock and producers have up to 18 months (usually from April until September of the following year) to use their cash advance for whatever purpose they feel necessary. The producer must repay their advance (as they are selling/delivering their product) in full before the end of the 18-month production period.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: For the 2009-10 production period, 57 agreements were signed to deliver the APP with producer organizations. Approximately $1.9 billion was issued in advances to approximately 35,700 producers. The uptake of the program fluctuates from year to year. In 2009-10, fewer cattle and hog producers took APP advances due to the stay of default that was put in place for the advances issued to them in the 2008-09 production period.

Comment on Variance: This variance was primarily due to the fact that in 2009-10, fewer cattle and hog producers took APP advances due to the stay of default that was put in place for the advances issued to them in the 2008-09 production period, as well as lower than expected interest rates during the fiscal year.

Audit completed or planned: No audits for this program have been completed in 2009-10 or are currently planned.

Evaluation completed or planned: An evaluation of APP was conducted and tabled in Parliament in 2005 by the Minister. AMPA legislation requires an evaluation be completed every five years. Following the 2005 evaluation, cross-Canada consultations took place in order to make the appropriate changes to the APP, from which the legislative amendments were made to the program. The next evaluation of AMPA will take place in the fiscal year 2011-12.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Programming related to the Agricultural Flexibility Fund (Voted)

Start date: June 18, 2009

End date: March 31, 2014

Description:

Agricultural Flexibility Fund (AgriFlexibility) initiatives will fall under three project categories or elements:

1. Investments to help reduce the cost of production or improve environmental sustainability;
2. Investments in value-chain innovation and sectoral adaptation; and
3. Investments to address emerging opportunities and challenges.

AgriFlexibility is a Canada's Economic Action Plan (EAP) initiative.

Strategic Outcome:

-An environmentally sustainable agriculture, agri-food and agri-based products sector;
-A competitive agriculture, agri-food and agri-based products sector that proactively manages risk; and
-An innovative agriculture, agri-food and agri-based products sector.

Results Achieved:

The bilateral AgriFlexibility Agreements specify that the Parties shall prepare on or before August 31 annual performance reports containing information relating performance indicators for the initiative, performance targets, actual outcomes and performance results achieved in the previous fiscal year, and expected outcomes and performance results to be achieved in the upcoming fiscal year. As such, performance information relating to AgriFlexibility Cost-shared Initiatives will not be available for inclusion in the Departmental Performance Report. For federal initiatives, it remains that performance information is not yet available as initiatives were launched late in fiscal 2009-10.

Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557045890&lang=eng

Comments on Variance: There was no planned spending reported as this program was approved after the 2009-10 RPP. The complexity of proposals from industry and timing of program implementation resulted lower expenditures than authorized in the 2009-10 fiscal year. Federal initiatives that have been announced are at different stages of implementation. A portion of the unspent funding is expected to be carried forward into 2010-11.

Audit completed or planned: A Program under Development audit is currently underway for 2010-11.

Evaluation completed or planned: An annual status report has been completed and sent to Treasury Board in 2010-11. A mid-term (formative) evaluation will be done in 2011-12.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Plum Pox Eradication Program (PPEP) (Voted)

Start date: April 19, 2004

End date: March 31, 2011

Description: The Plum Pox Eradication Program (PPEP) provides funding for activities aimed at eradicating the Plum Pox Virus (PPV) from the Niagara region of Canada while ensuring the viability of the tender fruit industry (peaches, plums, apricots, nectarines). The bulk of the funding supports an extensive survey of tender fruit orchards, research and financial assistance for tender fruit producers whose orchards are affected by the PPV. The program also includes an asset loss compensation component. This seven-year program (2004-05 to 2010-11) is a follow-up of the original three-year program (2001-02 to 2003-04).

The program is jointly funded by Agriculture and Agri-Food Canada (AAFC), the Canadian Food Inspection Agency (CFIA) and the Ontario Ministry of Agriculture Food and Rural Affairs (OMAFRA).

Website (Canadian Food Inspection Agency)

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

To date the Plum Pox Virus has been eradicated from five of the six quarantine zones established when the virus was first detected in Canada. The last remaining quarantine zone is in the Niagara region where eradication efforts continue.

Comment on Variance: N/A

Audit completed or planned: There was no audit for the Plum Pox Eradication Program in 2009-10. The program may be audited in accordance with nym d's three year Risk-Based Internal Audit Plan.

Evaluation completed or planned: An evaluation of the Plum Pox Eradication Program is being undertaken in the 2010-11, which is the last year of the program.

Due to rounding, figures may not add to the totals shown.

Name of Recipient: Canada Pork International

Start Date: June 22, 2009

End Date: September 30, 2013

Total Funding: $17.0M

Description:

The Marketing Fund provides up front support to Canada Pork International (CPI) to assist the sector in adding value to Canadian pork products allowing for greater differentiation. This funding will be used by CPI to bolster critical market development; undertake strategic activities to capture greater value from export markets; gain recognition for Canadian pork products and building markets; increase market access for Canadian pork products; and enhance capacity that responds to identified industry needs.

Strategic Outcome: A competitive agriculture, agri-food and agri-based product sector that proactively manages risk

Summary of Results Achieved by the Recipient:

In 2009, Canadian pork exports totalled 1,075,314 metric tonnes valued at $2.6 billion, compared to 2008 exports of 1,094,500 metric tonnes valued at $2.7 billion. 2009 pork exports were up 8% over 2007, but down almost 2% over 2008. H1N1 resulted in market access issues, when combined with a strong Canadian dollar and international demand issues made for difficult marketing conditions.

Key markets targeted include Japan, South Korea, China, Hong Kong, Taiwan, Russia and Mexico. 2009 exports to each of these countries declined with the exception of Taiwan. Exports increased to a number of countries in 2009, including United States (7%), Australia (36%), Philippines (31%), and Taiwan (60%). Despite the challenges, Canada diversified its exports, exporting to more countries in 2009 (114 countries) than in 2008 (107 countries). Technical seminars, promotional materials and promotions helped to sustain export levels during this difficult time.

Key market access issues were addressed in Russia, China and Colombia. Ongoing negotiations of Free Trade Agreements in Europe and South Korea will continue to support industry plans.

Comment on Variance:

The approval of this contribution was received after the preparation of the 2009-10 Report on Plans and Priorities, therefore, it was not identified in the planned spending.

Significant Evaluation findings by the recipient during the reporting year and future plan: No Departmental evaluation is currently planned. Performance evaluations will be completed by the recipient, with interim and final reports due September 30, 2011 and September 30, 2013 respectively.

Significant Audit findings by the recipient during the reporting year and future plan: No Departmental audit is planned. A recipient audit will be completed July 31, 2010.

URL to Recipient's Site: http://www.canadapork.com/cpi.html

Name of Recipient: Canadian Agri-Food Policy Institute (CAPI)

Start Date: December 14, 2006

End Date: March 31, 2022

Total Funding: $15.0M

Description:

To encourage independent policy research benefiting the Canadian agricultural sector. The conditional grant for CAPI will ensure continued success in building an inclusive and forward looking dialogue on the future of Canadian agriculture, and provide a stable and sustained forum to discuss issues of importance to the industry.

Strategic Outcome: A competitive agriculture, agri-food and agri-based product sector that proactively manages risk

Summary of Results Achieved by the Recipient:

In accordance with article 9 of their funding agreement, CAPI submitted their required plans: Policy Research Plan FY 2008-09 and Business Plan for FYs 2008-09 to 2010-11. Their 2009-10 Interim Performance Report will be submitted to AAFC by June 30, 2010 and Annual Report in July 31, 2010. CAPI’s research priorities are guided by their overall strategic vision: Agriculture and Agri-Food providing solutions that contribute to the quality of life of Canadians and to the profitability of the sector. To meet this target, two project types have been identified. The first, referred to as Partnership projects, aim to leverage industry and government support to address specific sector challenges and policy issues and, the second, referred to as Visionary projects, aspire to explore critical issues in the agri-food sector to identify options and to engage decision makers in policy dialogue.

Generally, their Business Plan establishes the accounting procedures to manage the AAFC-CAPI agreement and the overall budget and cash flow projections and establishes other governance guidelines.

CAPI's activities in the next few years will focus on projects such as: Measuring Farm Income, Implementing Regulatory Change, Facilitating Canada's Rural Renaissance, Business Models for the Agri-Food Sector and creating partnerships with Health Canada for an Integrated Agri-Food Policy for Better Health and Economic Convergence. CAPI also undertakes activities that serve to identify emerging issues, seek partners, provide a third party perspective and promote policy dialogue. Focus on different activities may shift as they provide their new Research plans for the upcoming years depending on emerging priorities.

Comment on Variance:

The CAPI agreement was signed on March 31, 2007 and the full amount was paid to the client in the 2006-07 fiscal year in the form of an endowment to be drawn down at the rate of $1 million per year for 15 years ending March 31, 2022.

Significant Evaluation findings by the recipient during the reporting year and future plan:

CAPI is required to complete a first interim performance evaluation report by June 30, 2010. Further performance evaluation reports are required by June 30, 2015 and June 30, 2020, with a final performance evaluation required by June 30, 2022. An independent third party appointed by CAPI will complete the evaluations. The Minister or the Auditor General of Canada may perform either performance evaluations or compliance audits with respect to the use of the grant received from AAFC.

Significant Audit findings by the recipient during the reporting year and future plan:

A full audit of CAPI's financial statements will be conducted on an annual basis by an independent auditor retained by CAPI, in accordance with Generally Accepted Auditing Principles. The financial audits for FYs 2007-08 and 2008-09 were conducted and submitted to AAFC with their Annual Reports for 2007-08 and 2008-09 respectively.

URL to Recipient's Site: http://www.capi-icpa.ca

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.

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.

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 Financière agricole du Québec.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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:

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.

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.

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.

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:

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.

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.

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:

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.

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.

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:

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.

1. Has the department incorporated environmental performance considerations in its procurement decision-making processes?

Yes

2. Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

In support of environmentally focused efforts by the Department and the federal government as a whole, Agriculture and Agri-Food Canada (AAFC) has placed significant focus on the need to green departmental operations where possible. The Department continues to explore greener options related to vehicle acquisition processes, and has increased the ethonol-blend-rated and hybrid vehicles in the Department's fleet. AAFC's Procurement Review Board reviews all significant procurement activities and incorporates environmental performance considerations where practical and feasible. The Department continues to inform clients on the importance of incorporating green elements into procurement requirements. For example, AAFC only approves a major cleaning services contract if the client incorporates green initiatives into the Request for Proposal. The Department is also exploring a means to promote and make mandatory the use of duplex (two-sided) printing to decrease paper consumption and considers duplex capability in its acquisition plans.

3. Results achieved:

AAFC succeeded in incorporating green elements into the procurement approval process. For example, AAFC awarded nine contracts for cleaning services in 2009-10 (total value of $5.1 million), all of which incorporated the use of green products and practices.

4. Contributions to facilitate government-wide implementation of green procurement:

AAFC strives to share any success stories with other departments and welcomes any best practices that have been established. The Asset Management Team attends various government-wide working groups and encourages government-wide implementation.

5. Has the department established green procurement targets?

Yes

AAFC has identified four green procurement targets, which are included in its Sustainable Development Strategy (SDS). AAFC’s SDS IV, Making Progress Together, can be found on the Department's website.

6. Summary of green procurement targets:

1. Ongoing green procurement training in AAFC’s procurement community, either through Treasury Board Secretariat’s Professional Development and Certification Program, mandatory courses offered by the Canada School of Public Service, or other green procurement course offerings. The focus of the mandatory training will be on new employees who join the procurement community.

   Benefits: Improved awareness and application of the Green Procurement Policy. Through this awareness and knowledge, the procurement community can integrate green procurement practices in their areas of responsibility.

2. Reduction of 3% per year in paper consumption in the National Capital Region (NCR) through the increase in duplex printers. See results achieved below.

   Benefits: Reduced paper usage has a direct positive impact on the environment.

3. Inclusion of green technical specifications (use of green products and practices) where possible, in building cleaning contracts for facilities.

   Benefits: Increased use of green products and practices has a direct positive impact on the environment.

4. Identify opportunities to increase printers and photocopiers with duplex functionality within the Department and promote the use of the duplex function among employees.

   Benefits: Reduction in paperwaste leading to a positive impact on the environment.

7. Results achieved:

AAFC has registered 105 staff as procurement, materiel management, real property specialists. Of these individuals, 40% have completed all training requirements, while 31% require only one or two courses. In terms of Green Procurement Course offerings specifically, records indicate that approximately 93% of staff have completed green procurement training. AAFC continues to encourage materiel managers and staff to register for green procurement training.

In terms of the NCR, AAFC has met its paper-use reduction target with a decrease in paper consumption (# of sheets) by 14.6% since 2008 according to supplier data provided throughout the year. AAFC has seen an overall decrease in paper consumption in the NCR of 34.7% since the 2005 baseline year. AAFC has been successful in reducing consumption in the NCR by at least 3% per year since 2005 and will strive for this result again next year. Realizing that the Department cannot reduce consumption by 3% indefinitely, a review of the target will be conducted and updated as required for the 2011-12 report.

AAFC awarded nine contracts (total value of $5.1 million) for cleaning services in 2009-10, all of which incorporated the use of green products and practices where feasible.

AAFC has 1005 printers enabled for duplex printing. The majority of printers at AAFC’s headquarters have been set to print duplex as the default.