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Supplementary Information (Tables)
Agricultural Greenhouse Gas Program (AGGP)
AgriInsurance Program
AgriInvest Program
AgriStability Program
Canadian Cattlemen's Association Legacy Fund
Contributions for Rural and Co-operatives Development
Contributions to Accelerate the Pace of Innovation and Facilitate the Adoption of New Technologies
Contributions to Enable Competitive Enterprises and Sectors
Contributions to Enhance the Safety and Security of Canada's Food System
Contributions to Minimize the Occurrence and Extent of Risk Incidents
Contributions to Promote Environmentally Responsible Agriculture
Contributions to Strengthen the Competitiveness of Canada's Red Meat Packing and Processing Industry
Contributions to Support the Canadian Agricultural Adaptation Program
Contribution to Support the Specified Risk Material Innovation Program
Contributions to Transform Canada's Strengths into Domestic and Global Success
EcoAgriculture Biofuels Capital Initiative
Loan Guarantees under the Canadian Agricultural Loans Act
Payments in connection with the Agricultural Marketing Programs Act - Advance Payments Program
Programming related to the Agricultural Flexibility Fund
Strategic Outcome: An environmentally sustainable agriculture, agri-food and agri-based products sector
Program Activity: On-Farm Action
Name of Transfer Payment Program: Agricultural Greenhouse Gas Program (AGGP) (Voted)
Start date: September 1, 2010
End date: August 31, 2015
Description:
AGGP is a program to develop and transfer knowledge to help farmers mitigate Greenhouse Gas (GHG) emissions. The focus is on both science and knowledge creation, and on knowledge and technology transfer activities. The objective of the AGGP is to enhance the understanding and accessibility of agricultural technologies, Beneficial Management Practices (BMPs) and processes that can be adopted by farmers to mitigate GHG emissions in Canada. The main priority issue areas
include: livestock, crops, agroforestry and agricultural water-use efficiency. Eligible recipients must be legal entities and capable of entering into legally binding agreements and must demonstrate a capacity to achieve results consistent with the accountability framework as well as criteria specific to each program or initiative.
Expected results:
Performance Indicators:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: On-Farm Action | ||||
Total grants | - | - | - | - |
Total contributions | 0.5 | 5.4 | 5.4 | 5.4 |
Total Transfer Payment Program | 0.5 | 5.4 | 5.4 | 5.4 |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk
Program Activity: Business Risk Management
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 the 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
Expected results:
The financial impacts of production losses are mitigated by providing effective insurance protection.
Performance Indicators:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Business Risk Management | ||||
Total grants | - | - | - | - |
Total contributions | 524.0 | 452.0 | See End Date Note | |
Total Transfer Payment Program | 524.0 | 452.0 | - | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk
Program Activity: Business Risk Management
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 March 31, 2012.
Description:
The AgriInvest program is one of the core pillars of the business risk management suite available to producers under Growing Forward.
AgriInvest allows producers to self-manage, through producer-government funded savings accounts, the first 15 percent of their margin losses for a production 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 percent 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 (CAIS) 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.
Federal AgriInvest Website
AgriInvest in Quebec (La Financière agricole du Québec)
Expected results:
Producers have the flexibility in managing small financial risks.
Producers use program account balances to address income declines or to make investments to reduce on-farm risks or increase farm revenues.
Performance Indicators:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Business Risk Management | ||||
Total grants | 155.8 | 139.4 | See End Date Note | |
Total contributions | 19.0 | 20.1 | See End Date Note | |
Total Transfer Payment Program | 174.8 | 159.5 | - | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
As required, the allocations to Grant versus Contribution may be adjusted and these would be reflected in the Supplementary Estimates, the Departmental Performance Report and Public Accounts.
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.
Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk
Program Activity: Business Risk Management
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 March 31, 2012.
Description:
The AgriStability program is one of the 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)
Expected results:
The short-term impacts of larger income losses (losses of over 15 percent relative to their historical reference margin) are mitigated.
Performance Indicators:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Business Risk Management | ||||
Total grants | 115.2 | 95.5 | - | - |
Total contributions | 795.4 | 501.0 | See End Date Note | |
Total Transfer Payment Program | 910.6 | 596.4 | - | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
As required, the allocations to Grant versus Contribution may be adjusted and these would be reflected in the Supplementary Estimates, the Departmental Performance Report and Public Accounts.
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.
Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk
Program Activity: Trade and Market Development
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.
Expected results:
Growth in traditional, existing, new and emerging markets for Canadian beef and genetics products; and to maximize the total value realized by the Canadian beef and cattle genetics industry through optimization of genetics and beef product values.
Performance Indicators:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Trade and Market Development | ||||
Total grants | 9.5 | 5.0 | 5.0 | 5.0 |
Total contributions | - | - | - | - |
Total Transfer Payment Program | 9.5 | 5.0 | 5.0 | 5.0 |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
After 2010-11, it is expected that approximately $11.5 million of the total $50 million authorized will be available for the remaining years of the program. Planned Spending will be adjusted in the future once annual forecasts become available.
Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector
Program Activity: Rural and Co-operatives Development
Name of Transfer Payment Program: Contributions for Rural and Co-operatives Development (Voted)
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 national stakeholders to develop collaborative activities that contribute to the engagement, knowledge development and knowledge transfer activities to address barriers to rural competitiveness, innovation and amenities development. This is part of Canada's Rural Partnership (CRP).
Co-operative Development Initiative (CDI) which provides support for the development, innovation and growth of co-operatives, by:
Expected results:
Rural development
New economic activities are being developed in rural communities.
Measured by: The number of communities in 20 selected rural regions where new economic activities are implemented as a result of CRP collaborative activities.
Target: 30 communities by March 31, 2013
Co-operative Development
Canadians are better able to utilize the co-operative model to meet their economic and social needs.
Measured by: Number of co-operatives created, which have received CDI support.
Target: 150 co-operatives by March 31, 2013
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Rural and Co-operatives Development | ||||
Total grants | - | - | - | - |
Total contributions | 7.5 | 7.5 | 7.5 | - |
Total Transfer Payment Program | 7.5 | 7.5 | 7.5 | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector
Program Activity: Science, Innovation and Adoption
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 leading to the development and commercialization of 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.
Expected results:
Accelerated pace of innovation and new technologies adopted.
Performance Indicator: Percentage increase in number of applied agri-science research and development projects.
Target: 400 percent increase in number of applied agri-science research and development projects by March 2013.
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Science, Innovation and Adoption | ||||
Total grants | - | - | - | - |
Total contributions | 59.9 | 37.4 | 73.8 | 0.7 |
Total Transfer Payment Program | 59.9 | 37.4 | 73.8 | 0.7 |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector
Program Activity: Agri-Business Development
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.
Expected results:
Increased realization of business goals.
Performance Indicator: Percentage of participating businesses in Agri-Business Development activities meeting their career/business goals.
Target: 55 percent of participants will be meeting their business and career goals. This target will be met by March 2013.
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Agri-Business Development | ||||
Total grants | - | - | - | - |
Total contributions | 36.5 | 27.1 | 26.6 | - |
Total Transfer Payment Program | 36.5 | 27.1 | 26.6 | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk
Program Activity: Food Safety and Biosecurity Risk Management Systems
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 components:
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 on-farm and/or post-farm Hazard Analysis Critical Control Point (HACCP) based food safety
systems. Intended clients are national or regional non-profit organizations that are not represented by entities at the national level.
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.
Expected results:
Food Safety Systems Development
Increased number of national on-farm and post-farm organizations with food safety systems ready to submit to Canadian Food Inspection Agency (CFIA) for recognition. Government-recognized on-farm food safety programs are technically based on the internationally accepted food safety control system known as HACCP.
Performance Indicator: Number of organizations that submit to CFIA for recognition.
Targets: On-Farm target is six organizations and Post-Farm is seven organizations. The date to achieve target is March 31, 2013.
Food Safety Systems Implementation
Increased number of producers and non-federally registered food processing enterprises engaged in food safety activities.
Performance Indicator: Number of provinces and territories with food safety activities as Growing Forward cost-shared programs.
Target: Specific targets for designated programs covering food safety activities are set out in individual bilateral agreements.
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Food Safety and Biosecurity Risk Management Systems | ||||
Total grants | - | - | - | - |
Total contributions | 26.0 | 12.5 | 13.0 | - |
Total Transfer Payment Program | 26.0 | 12.5 | 13.0 | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk
Program Activity: Food Safety and Biosecurity Risk Management Systems
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:
Biosecurity Standards Implementation
The approved national Biosecurity Standards form the basis for implementation of the minimum biosecurity requirements for a particular sector at the farm level. Provinces and territories are responsible for farm-level implementation and are able to impose additional standards to respond to a particular, unique need of the local industry.
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 collect and verify identification and movement data, and accelerates industry capacity.
Traceability Enterprise Infrastructure
The Traceability Enterprise Structure provides funding to individual businesses to assist in the purchase and installation of traceability infrastructure and the training of staff to implement traceability systems for plants, animals and products. This could include implementation of animal handling systems, equipment and data systems necessary to record and report data to industry databases.
These actions will enable recipients to participate fully in the National Agriculture and Food Traceability System.
Expected results:
Biosecurity Standards Implementation
Increased review and approval of biosecurity systems being implemented.
Performance Indicator: Number of biosecurity systems implemented.
Target: Specific targets for designated programs covering food safety activities are set out in individual bilateral agreements.
Traceability Industry Infrastructure
Increase in the development of industry-led traceability systems.
Performance Indicator: Number of organizations and private entities implementing industry-led traceability systems.
Target: Ten organisations and/or private entities. The date to achieve target is March 31, 2013.
Traceability Enterprise Infrastructure
All provinces and territories implementing traceability activities as Growing Forward cost-shared programs.
Performance Indicator: Number of provinces and territories with traceability activities as Growing Forward cost-shared programs.
Target: Specific targets for designated programs covering food safety activities are set out in individual bilateral agreements.
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Food Safety and Biosecurity Risk Management Systems | ||||
Total grants | - | - | - | - |
Total contributions | 39.7 | 29.9 | 24.8 | - |
Total Transfer Payment Program | 39.7 | 29.9 | 24.8 | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: An environmentally sustainable agriculture, agri-food and agri-based products sector
Program Activity: Environmental Knowledge, Technology, Information and Measurement; and On-Farm Action
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 (AAFC) 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.
Expected results:
Improved agri-environmental risk assessment and planning by agricultural producers.
Performance Indicator:
Increase in adoption levels of Beneficial Management Practices (BMPs). Environmental Farm Plans set out out priorities for each farm once an environmental scan is performed. BMPs are based on priorities set out in that plan.
Target:
Ten percent increase from previous program baselines by 2013. Baselines are from the Environmental Indicators for the National Agri-Health Analysis and Reporting Program (NAHARP).
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Environmental Knowledge, Technology, Information and Measurement |
||||
Total grants | - | - | - | - |
Total contributions | 2.9 | 3.6 | 3.0 | - |
Total Environmental Knowledge, Technology, Information and Measurement |
2.9 | 3.6 | 3.0 | - |
Program Activity: On-Farm Action | ||||
Total grants | - | - | - | - |
Total contributions | 76.6 | 58.3 | 49.7 | - |
Total On-Farm Action | 76.6 | 58.3 | 49.7 | - |
Total Transfer Payment Program | 79.5 | 61.9 | 52.7 | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector
Program Activity: Agri-Business Development
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 national, applications-based Slaughter Improvement Program (SIP) provides eligible red meat packers and processors with repayable federal contributions to implement sound business plans for projects aimed at improving the operations of federally inspected packing plants. The program aims to allow industry stakeholders to strengthen
their competitiveness by supporting new investments that could support profitability for red meat packers. These new investments focus on reducing operating costs, increasing revenues, adopting innovation to meet future business conditions and consumer expectations and addressing slaughter capacity gaps in regions where it can be demonstrated that this factor is constraining sector
growth.
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-applications approach.
Expected results:
The SIP will lead to the following outcomes: investment in operational performance among red meat packers and processors; and improved operational and financial performance among red meat packers and processors.
Performance indicators may include, but are not limited to, the following: percentage of recipients that increase their operational performance; amount of program funds invested by red meat packers and processors in operational improvements (as documented in their business plans); and percentage of recipients that increase their financial performance.
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Agri-Business Development | ||||
Total grants | - | - | - | - |
Total contributions | 29.6 | 28.7 | - | - |
Total Transfer Payment Program | 29.6 | 28.7 | - | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector
Program Activity: Science, Innovation and Adoption
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 ongoing issues in order 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.
Expected results:
Performance Indicators:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Science, Innovation and Adoption | ||||
Total grants | - | - | - | - |
Total contributions | 33.4 | 28.4 | 28.4 | 31.4 |
Total Transfer Payment Program | 33.4 | 28.4 | 28.4 | 31.4 |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector
Program Activity: Agri-Business Development
Name of Transfer Payment Program: Contribution to Support the Specified Risk Material Innovation Program (Voted)
Start date: June 17, 2010
End date: March 31, 2013
Description:
The three-year, up to $40 million Specified Risk Material Innovation Program (being delivered under the name of Slaughter Waste Innovation Program (SWIP)) provides industry with the ability to capitalize on the knowledge, experience and technology advancement gained in dealing with the first three years of the Enhanced Feed Ban
(EFB) and to move towards implementing longer term solutions that have the potential to improve the competitiveness of the sector. The objective of SWIP is to support research, development and commercialization or adoption of innovative technologies or processes related to the removal,
disposal or use of Specified Risk Material (SRM) to reduce handling costs and to create potential revenue sources from SRM.
Eligible recipients include provincially and federally inspected slaughterhouses, and standalone businesses handling SRMs, including rendering plants, and to support pre-commercial research and development work, research or engineering firms in partnership with livestock industry associations or slaughter facilities. Recipients must be Canadian legal entities, including Canadian subsidiaries of foreign companies, and capable of entering into legally binding contracts.
Expected results:
Performance Indicators:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Agri-Business Development | ||||
Total grants | - | - | - | - |
Total contributions | 9.0 | 18.9 | 13.9 | - |
Total Transfer Payment Program | 9.0 | 18.9 | 13.9 | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk
Program Activity: Trade and Market Development
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 Organisation 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 provides a platform to equip industry, including small and medium-sized enterprises, for success in global markets. AgriMarketing cost-shares with industry associations for international market development, export promotion activities and in-depth research to form long-term international strategies that contribute and build on the Canada Brand.
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.
Expected results:
AgriMarketing Program:
Performance measures and indicators are:
ERCA Contribution Program:
Performance measures and indicators are:
ERCA - Grant to the OECD:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Trade and Market Development | ||||
Total grants | 0.1 | 0.1 | 0.1 | - |
Total contributions | 24.7 | 23.1 | 24.1 | - |
Total Transfer Payment Program | 24.8 | 23.2 | 24.2 | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector
Program Activity: Science, Innovation and Adoption
Name of Transfer Payment Program: EcoAgriculture Biofuels Capital Initiative (Voted)
Start date: March 29, 2007
End date: 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 through domestic production. Eligible recipients include corporations (including but not restricted to co-operatives), individuals, and partnerships, which are not subject to a
controlling interest by a federal, provincial or municipal government, which can demonstrate that their equity investments from agricultural producers are equal to or exceed five percent of projected eligible project costs, and which intend to build plants or expand existing facilities to produce renewable transportation fuels in Canada from agricultural feedstock.
Expected results:
To provide agricultural producers with an opportunity for equity investment in biofuel production facilities, and to facilitate achieving the federal government’s target of renewable fuel content equal to 5 percent of the gasoline pool by 2010 and 2 percent in diesel and heating oil by 2012 through domestic production.
Specific results include:
Performance Indicators:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Science, Innovation and Adoption | ||||
Total grants | - | - | - | - |
Total contributions | 38.9 | 23.9 | 48.4 | - |
Total Transfer Payment Program | 38.9 | 23.9 | 48.4 | - |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk
Program Activity: Business Risk Management
Name of Transfer Payment Program: Loan Guarantees under the Canadian Agricultural Loans Act (CALA) (Statutory) (previously known as FIMCLA)
Start date: June 18, 2009
End date: On-going under the CALA legislation
Description:
The CALA program is a financial loan guarantee program that gives farmers easier access to credit. Under the CALA program, the Government of Canada guarantees loans issued through financial institutions to farmers and agricultural co-operatives. Farmers use
these loans to establish, improve and develop farms, while agricultural co-operatives also access loans to process, distribute or market the products of farming.
Expected Results:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Science, Innovation and Adoption | ||||
Total grants | - | - | - | - |
Total contributions | 4.0 | 13.1 | 13.1 | 13.1 |
Total Transfer Payment Program | 4.0 | 13.1 | 13.1 | 13.1 |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk
Program Activity: Business Risk Management
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 AMPA
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.
Expected Results:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Business Risk Management | ||||
Total grants | - | - | - | - |
Total contributions | 184.0 | 106.0 | 94.0 | 94.0 |
Total Transfer Payment Program | 184.0 | 106.0 | 94.0 | 94.0 |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
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
Program Activity:
Environmental Knowledge, Technology, Information and Measurement; On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Trade and Market Development; Science, Innovation and Adoption; and Agri-Business Development
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:
Expected Results:
Performance Indicators:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Program Activity: Environmental Knowledge, Technology, Information and Measurement |
||||
Total grants | - | - | - | - |
Total contributions | 1.3 | 2.9 | 2.1 | 1.3 |
Total Environmental Knowledge, Technology, Information and Measurement |
1.3 | 2.9 | 2.1 | 1.3 |
Program Activity: On-Farm Action | ||||
Total grants | - | - | - | - |
Total contributions | 11.7 | 25.5 | 19.1 | 11.2 |
Total On-Farm Action | 11.7 | 25.5 | 19.1 | 11.2 |
Program Activity: Food Safety and Biosecurity Risk Management Systems |
||||
Total grants | - | - | - | - |
Total contributions | 11.2 | 19.7 | 14.8 | 8.7 |
Total Food Safety and Biosecurity Risk Management Systems |
11.2 | 19.7 | 14.8 | 8.7 |
Program Activity: Trade and Market Development | ||||
Total grants | - | - | - | - |
Total contributions | 6.2 | 13.5 | 10.1 | 5.9 |
Total Trade and Market Development | 6.2 | 13.5 | 10.1 | 5.9 |
Program Activity: Science, Innovation and Adoption | ||||
Total grants | - | - | - | - |
Total contributions | 19.9 | 32.2 | 24.2 | 14.1 |
Total Science, Innovation and Adoption | 19.9 | 32.2 | 24.2 | 14.1 |
Program Activity: Agri-Business Development | ||||
Total grants | - | - | - | - |
Total contributions | 6.1 | 2.4 | 1.8 | 1.0 |
Total Agri-Business Developments | 6.1 | 2.4 | 1.8 | 1.0 |
Total Transfer Payment Program | 56.4 | 96.2 | 72.2 | 42.2 |
Summary of the 3-Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng
Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level
Update.
Strategic outcome: A competitive agriculture, agri-food and agri-based product sector that proactively manages risk
Program activity: Business Risk Management
Name of recipient: Canada Pork International (CPI)
Start date: June 22, 2009
End date: September 30, 2013
Description:
The Marketing Fund provides support to Canada Pork International (CPI) to assist the sector in adding value to Canadian pork products allowing for greater differentiation from the competition. 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.
Total Funding | Prior Years’ Funding | Planned Funding 2011–12 |
Planned Funding 2012–13 |
Planned Funding 2013–14 |
---|---|---|---|---|
17.0 | 17.0 | - | - | - |
Summary of annual plans of recipient:
CPI's 2010-11 business plan outlines the strategy and tactics to be used in increasing Canadian pork exports to key markets such as Japan, South Korea, China, Hong Kong, Taiwan, Russia, and Mexico.
CPI submitted a strategic marketing plan for 2009-2013 that will serve to guide their market development focus over the length of the program. The plan serves as the base for updates of the annual business implementation plan in the remaining years of the program.
To achieve its market development objectives, CPI will deliver a series of technical seminars, develop promotional materials, implement retail and food service promotions, and provide Canadian processors with market information and intelligence. CPI will also be active in helping to establish wider market access for Canadian pork products.
Strategic outcome: A competitive agriculture, agri-food and agri-based product sector that proactively manages risk
Program activity: Business Risk Management
Name of recipient: Canadian Agri-Food Policy Institute (CAPI)
Start date: December 14, 2006
End date: March 31, 2022
Description:
The conditional grant for CAPI encourages independent policy research benefitting the Canadian agricultural sector. It will help 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.
Total Funding | Prior Years’ Funding | Planned Funding 2011–12 |
Planned Funding 2012–13 |
Planned Funding 2013–14 |
---|---|---|---|---|
15.0 | 15.0 | - | - | - |
Summary of annual plans of recipient:
In accordance with article 9 of its funding agreement, CAPI submitted the required plans: Policy Research Plan FY 2010-11, Administrative Activities FY 2010-11, and Business Plan FY 2010-11 in January 2010. The 2011-12 Research and Business Plan is expected by the end of January 2011. An interim performance evaluation of CAPI was done by an independant auditor and submitted by CAPI to AAFC in June 2010.
At its Annual General Meeting in June 2009, the CAPI Board of Directors confirmed the Institute’s three-year objectives and research strategy, after input from its advisory committee and with broad input from consultations with academia, government and the agri-food chain organizations. CAPI's three-year objectives are to shape a national dialogue by addressing the policy models for the emerging agri-food world; to define Canada's advantage through the themes of food and wellness, sustainability, viability, and to develop the policy linkages to improve competitiveness and profitability of the sector.
To meet this target, two projects types have been identified. The first, referred to as Partnership projects, aims to leverage industry and government support to address specific sector challenges and policy issues. The second, referred to as Visionary projects, will explore critical issues in the agri-food sector, identify policy options and engage decision-makers in dialogue.
The GGO supplementary table applies to departments and agencies bound by the Federal Sustainable Development Act, the Policy on Green Procurement, or the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.
Please note:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework (Optional in FY 2011-12) | N/A | |
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework (Optional in FY 2011-12) | N/A | |
Existence of strategic framework (Optional in RPP 2011-12) | N/A |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of buildings over 1000m2, as per departmental strategic framework. (Optional in FY 2011-12) | N/A | |
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. (Optional in FY 2011-12) | N/A | |
Existence of strategic framework. (Optional in RPP 2011-12) | N/A |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) | N/A | |
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) | N/A | |
Existence of strategic framework. (Optional in RPP 2011-12) | N/A |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) | N/A | |
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12) | N/A | |
Existence of strategic framework. (Optional in RPP 2011-12) | N/A |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-21, relative to fiscal year 2005-06. | 10.1% | ||
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent. | 97.19kt | ||
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. | FY 2011-12 | 96.12kt | |
FY 2012-13 | |||
FY 2013-14 | |||
FY 2014-15 | |||
FY 2015-16 | |||
FY 2016-17 | |||
FY 2017-18 | |||
FY 2018-19 | |||
FY 2019-20 | |||
FY 2020-21 | 87.37kt | ||
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year. | FY 2011-12 | -1.1% | |
FY 2012-13 | |||
FY 2013-14 | |||
FY 2014-15 | |||
FY 2015-16 | |||
FY 2016-17 | |||
FY 2017-18 | |||
FY 2018-19 | |||
FY 2019-20 | |||
FY 2020-21 | -10.1% |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Existence of implementation plan for the disposal of all departmentally-generated EEE. (Optional in RPP 2011-12) | N/A | |
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year. | N/A |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configuration allow. (Optional) | N/A | |
Ratio of departmental office employees to printing units at the end of 2011-12, where building occupancy levels, security considerations and space configuration allow. | 6:1 |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. (Optional in RPP 2011-12) | N/A | |
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011-12) | N/A |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Presence of a green meeting guide. (Optional in RPP 2011-12) | N/A |
Strategies / Comments
8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Percentage by dollar value of purchased energy efficient Information Technology (IT) equipment items identified above | N/A (baseline data not available) |
|
Progress against measure in fiscal year 2011-12 | 70% |
Strategies / Comments
This self-selected target is SMART:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Percentage by volume of recycled content copy paper purchased | N/A (baseline data not available) |
|
Progress against measure in 2011-12 | 70% |
Strategies / Comments
This self-selected target is SMART:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Percentage of janitorial service contracts tendered that incorporate the use of environmentally friendly cleaning products | N/A (baseline data not available) |
|
Progress against measure in fiscal year 2011-12 | 70% |
Strategies / Comments
This self-selected target is SMART:
"green"products and practices are used at custodial locations across AAFC;
8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Percentage of indeterminate PG appointees that complete training within two years of being appointed on an annual basis | N/A (baseline data not available) |
|
Progress against measure in 2011-12 | 80% |
Strategies / Comments
This self-selected target is SMART:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Percentage of identified key positions that have included environmental considerations related to green procurement initiatives in performance evaluations | N/A (baseline data not available) |
|
Progress against measure in fiscal year 2011-12 | 70% |
Strategies / Comments
This self-selected target is SMART:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Percentage of procurement files that contemplated environmental considerations for applicable commodities reviewed by the PRB annually | N/A (baseline data not available) |
|
Progress against measure in fiscal year 2011-12 | 20% |
Strategies / Comments
This self-selected target is SMART:
Performance Measure | RPP | DPR |
---|---|---|
Quantity of emissions offset in the given fiscal year. (Optional for all RPPs) | N/A |
Strategies / Comments
Agricultural Regulatory Action Plan
AgriFlexibility
AgriInsurance
AgriInvest
AgriStability
Canada’s Rural Partnership
Co-operative Development Initiative
Growing Forward Program Initiatives Development
Name of Horizontal Initiative: Agricultural Regulatory Action Plan Element of Growing Forward
Name of lead department: Agriculture and Agri-Food Canada (AAFC)
Lead department program activity: Regulatory Efficiency Facilitation
Start date of the Horizontal Initiative: April 1, 2008
End date of the Horizontal Initiative: March 31, 2013
Total federal funding allocation (start to end date): $94.9 million over five years
Description of the Horizontal Initiative (including funding agreement):
This initiative targets four specific regulatory issues that were identified by stakeholders, namely: 1) health claims, novel foods and ingredients; 2) food fortification; 3) minor use pesticides and pesticide risk reduction; and 4) veterinary drugs. The Agricultural Regulatory Action Plan supports the general principles of the Government of Canada's Cabinet Directive on Streamlining Regulation. The Plan addresses 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.
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.
Shared outcome:
Addressing key regulatory obstacles to promoting a competitive and innovative sector, while protecting and advancing the public interest.
Governance structure:
Memoranda of Understanding (MOUs) between AAFC and Health Canada set out the roles and responsibilities for the management of this initiative. The Deputy Ministers of the two departments oversee the governance process that includes the following levels of management in accordance with the MOUs:
Planning Highlights:
Work under the Agricultural Regulatory Action Plan aims to improve and modernize key aspects of the regulatory system in each of the four priority areas (see Section 7 above), while reducing the regulatory burden to promote innovation and improve competitiveness within the agriculture and agri-food sector.
AAFC is committed to helping industry best understand and follow regulatory processes and requirements, including responding to the scientific data requirements of submissions to Health Canada. Concerning minor-use pesticides and pesticide risk reduction, AAFC’s plans involve identifying and prioritizing pest management needs, conducting literature searches and generating data, undertaking regulatory and outreach activities, compiling data, drafting reports, and assembling regulatory submissions. With regard to health claims, novel foods and ingredients, AAFC’s plans include working with industry and research and regulatory communities to facilitate information collection, analysis and exchange, as well as undertaking and coordinating collaborative scientific research.
Health Canada’s activities are focussed on streamlining regulatory processes and improving submission review times, and developing policy and regulatory frameworks that better address priorities of the sector while maintaining health and safety standards. Health Canada will continue to review regulatory submissions for minor-use pesticides in a dedicated manner. In the veterinary drugs area, the Department's work will involve undertaking regulatory harmonization initiatives with international agencies, improving regulatory processes for generic and new drugs, and developing policy and a pilot program for Minor Uses and Minor Species to facilitate the regulatory process and increase the availability of veterinary drugs for food-producing animals, such as sheep and goats. With respect to health claims, novel foods, ingredients, and food fortification, Health Canada’s plans include developing and implementing targeted policies, regulations and pre-market processes.
AAFC and Health Canada have established interdepartmental working groups for the initiatives in which they are partnering. These groups develop business cases, work plans, performance objectives and targets, and budget and expenditure reports. They report to their respective JMCs.
Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
Due to rounding figures may not add up to the totals shown. | |||
Regulatory Efficiency Facilitation | Minor Use Pesticides and Pesticide Risk Reduction | 36.2 | 9.0 |
Health Claims, Novel Foods and Ingredients | 16.1 | 3.6 | |
Total | 52.4 | 12.6 |
Expected Results by program:
Minor Use Pesticides and Pesticide Risk Reduction
Health Claims, Novel Foods and Ingredients
Federal Partner Program Activity | Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
Due to rounding figures may not add up to the totals shown. | |||
Pesticide Regulation | Minor Use Pesticides and Pesticide Risk Reduction | 16.0 | 4.0 |
Health Products | Veterinary Drugs | 5.0 | 1.2 |
Food and Nutrition | Health Claims, Novel Foods and Ingredients | 17.4 | 3.5 |
Food Fortification | 4.3 | 1.1 | |
Total | 42.6 | 9.8 |
Expected Results by program:
Minor Use Pesticides and Pesticide Risk Reduction
Veterinary Drugs
Health Claims, Novel Foods and Ingredients
Food Fortification
Total Allocation For All Federal Partners (from Start to End Date) |
Total Planned Spending for All Federal Partners for 2011–12 |
---|---|
94.9 | 22.4 |
Results to be achieved by non–federal partners:
Not applicable
Contact information:
Lynn Stewart, Director
Food Regulatory Issues Division
Food Value Chain Bureau
Market and Industry Services Branch
Agriculture and Agri-Food Canada
Floor 2, Room 242, Tower 5
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-0153
Note:
AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.
Name of Horizontal Initiative: Agricultural Flexibility Fund
Name of lead department: Agriculture and Agri-Food Canada (AAFC)
Lead department program activity:
The Agricultural Flexibility Fund (AgriFlexibility) contributes to several program activities within AAFC: Environmental Knowledge, Technology, Information and Measurement; On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Trade and Market Development; Science, Innovation and Adoption; and Agri-Business Development.
Start date of the Horizontal Initiative: July 21, 2009
End date of the Horizontal Initiative: March 31, 2014
Total federal funding allocation (start to end date): $410.7 million
Description of the Horizontal Initiative (including funding agreement):
The Agricultural Flexibility Fund is a five-year fund that helps implement new initiatives, both federally and in partnership with provinces, territories and industry. AgriFlexibility will improve the sector's competitiveness and assist the sector adapt to pressures through non-business risk-management measures to take advantage of existing and emerging opportunities to address market pressures. Initiatives are consistent with Canada's international trade interests and obligations, complement measures being implemented under the Growing Forward policy framework, and contribute to a competitive and sustainably profitable Canadian agricultural and agri-food sector.
Three federal-only initiatives under AgriFlexibility have been announced and are at various stages of design and implementation. They are: Livestock Auction Traceability Initiative; AgriProcessing Initiative (API); and Canada Brand Advocacy Initiative.
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.
Shared outcomes:
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. 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 or HMB reviews all proposals, prioritizes funding and ensures a consistent policy approach. The Board agrees on a recommendation, including funding, provided to the Deputy Minister. It also reviews the financial status of the fund as well as status reports.
In the case of API, proposals are reviewed by DGAF which then makes funding recommendations. PPRB or HMB is advised of funding recommendations, and proposals being recommended for funding are then submitted by the Deputy Minister to the Minister for approval.
Final approval of proposals is granted by the Minister, based on a recommendation from the Deputy Minister.
Planning Highlights:
In 2011-12, AAFC plans to complete the implementation of AgriFlexibility. In particular, AAFC is planning to launch an interprovincial meat hygiene pilot project initiative. The objective of the initiative is to assess the challenges that prevent small- and medium-sized slaughter and meat processing establishments in Canada from meeting the federal requirements and participating in interprovincial trade. These pilots will also provide the necessary information to develop the tools to help these plants meet food safety requirements for interprovincial trade.
Federal Partner Program Activity | Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
Various program activities | Agricultural Flexibility Fund | 410.7 | 166.7 |
Total | 410.7 | 166.7 |
For more information, visit: www.agr.gc.ca/agriflexibility
Expected Results by program:
Total Allocation For All Federal Partners (from Start to End Date) |
Total Planned Spending for All Federal Partners for 2011–12 |
---|---|
410.7 | 166.7 |
Results to be achieved by non–federal partners:
Expected results are the same as those of federal partners.
Contact information:
Lynn McGuire, Director
Adaptation Division
Farm Financial Programs Branch
Floor 8, Room 242, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-1905
Note:
Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.
Name of Horizontal Initiative: AgriInsurance
Name of lead department: Agriculture and Agri-Food Canada (AAFC)
Lead department program activity: Business Risk Management (BRM)
Start date of the Horizontal Initiative: April 1, 2008
End date of the Horizontal Initiative:
AgriInsurance is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.
Total federal funding allocation (start to end date):
As the program is statutory and demand-driven, actual spending may vary. Total federal funding allocation is $1,749.7 million over four fiscal years (2008-09 to 2011-12).
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.
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.
For more information, visit the following websites:
Federal AgriInsurance
AgriInsurance in British Columbia
AgriInsurance in Alberta
AgriInsurance in Saskatchewan
AgriInsurance in Manitoba
AgriInsurance in Ontario
AgriInsurance in Quebec
AgriInsurance in New Brunswick
AgriInsurance in Nova Scotia
AgriInsurance in Prince Edward Island
AgriInsurance in Newfoundland
Shared outcome:
To mitigate the financial impacts of production losses by providing effective insurance protection.
Governance structure:
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 cost-share the administrative costs of the program (60:40 federal-provincial-territorial).
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.
Planning Highlights:
The federal government will continue to work to ensure producers have access to affordable and comprehensive insurance coverage. The federal government will also continue working with the provinces and delivery agencies to develop new insurance options for agricultural products, including livestock and horticultural crops.
In partnership with the provinces and territories, AAFC has put in place a set of performance indicators and targets for the suite of BRM programs. Officials will use these performance indicators and targets to closely monitor and report on the performance of the BRM programs and ensure they are meeting their objectives.
FPT governments are looking at the entire suite of BRM programs to assess how they are performing and determine program and policy implications as governments move towards the next generation of Growing Forward policies and programs.
Federal, provincial, territorial Ministers are meeting on a regular basis to evaluate and discuss the challenges that the agriculture sector is facing.
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
Business Risk Management | AgriInsurance | 1,749.7 over four years (2008-09 - 2011-12) |
456.1 |
Total | 1,749.7 | 456.1 |
Expected Results by program:
The financial impacts of production losses are mitigated by providing effective insurance protection.
Performance Indicators and Targets:
The Expected Results, Performance Indicators and Targets listed above are based on those provided for AAFC's 2011-12 Performance Measurement Framework.
Total Allocation For All Federal Partners (from Start to End Date) |
Total Planned Spending for All Federal Partners for 2011–12 |
---|---|
1,749.7 | 456.1 |
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.
Contact information:
Danny Foster, Director General
BRM Program Development
Floor 3, Room 241, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2100
Note:
Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Planned spending amounts include the federal cost-share of each province’s direct administration costs of their respective programming. This program is statutory and demand-driven; therefore actual spending could vary. See also the related horizontal initiatives on AgriStability and AgriInvest. Total allocation and planned spending amounts are net of indirect costs.
Name of Horizontal Initiative: AgriInvest
Name of lead department: Agriculture and Agri-Food Canada (AAFC)
Lead department program activity: Business Risk Management (BRM)
Start date of the Horizontal Initiative:
Agreements were signed with the provinces December 19, 2007, to implement the program for the 2007 program year.
End date of the Horizontal Initiative:
AgriInvest is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.
Total federal funding allocation (start to end date):
As the program is statutory and demand-driven, actual spending may vary. Total federal funding allocation is $866.6 million over five fiscal years (2007-08 to 2011-12).
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 production 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.
For more information, visit the following websites:
Federal AgriInvest
AgriInvest in Quebec (La Financière agricole du Québec)
Shared outcomes:
To provide producers with flexibility in how they choose to manage and mitigate small income losses through the availability of timely and predictable funds
Governance structure:
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, 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. Producer deposits and matching contributions were made to the accounts held by federal government. Starting with the 2009 program year, producers opened and made their deposits into AgriInvest accounts at an approved financial institution of their choice. Any balance in their AgriInvest account held by the federal government was transferred to the Financial Institution account. 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.
Planning Highlights:
The federal government, including program administrators, will continue to work to ensure AgriInvest provides producers with flexible assistance which may be used to address small income farm losses or for investments to either mitigate income losses or reduce farm risks. It will also ensure that all information needed by participants is available and easily understandable, and that matching government contributions are made in a timely fashion.
The Department will continue to work closely with financial institutions to ensure the smooth delivery of the program. The transfer of AgriInvest accounts to financial institutions increases participants’ access to their accounts through the services offered by the financial institutions. La Financière agricole administers the AgriInvest program in Quebec and will continue to hold AgriInvest accounts for producers in that province.
In partnership with the provinces and territories, AAFC has put in place a set of performance indicators and targets for the suite of BRM programs. Officials will use these performance indicators and targets to closely monitor and report on the performance of the BRM programs and ensure they are meeting their objectives.
FPT governments are looking at the entire suite of BRM programs to assess how they are performing and determine program and policy implications as governments move towards the next generation of Growing Forward policies and programs.
Federal, provincial, territorial Ministers are meeting on a regular basis to evaluate and discuss the challenges that the agriculture sector is facing.
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
Business Risk Management | AgriInvest | 866.6 | 168.2 |
Total | 866.6 | 168.2 |
Expected Results by program:
Producers have the flexibility in managing small financial risks.
Performance Indicators and Targets:
The Expected Results, Performance Indicators and Targets listed above are based on those provided for AAFC’s 2011-12 Performance Measurement Framework.
Total Allocation For All Federal Partners (from Start to End Date) |
Total Planned Spending for All Federal Partners for 2011–12 |
---|---|
866.6 | 168.2 |
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.
Contact information:
Danny Foster, Director General
BRM Program Development
Floor 3, Room 241, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2100
Note:
Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. This program is statutory and demand-driven; therefore actual spending could vary. See also the related horizontal initiatives on AgriStability and AgriInsurance. Total allocation and planned spending amounts are net of indirect costs. Total allocation does not include funding for the one-time federal-only 2007 AgriInvest Kickstart program.
Name of Horizontal Initiative: AgriStability
Name of lead department: Agriculture and Agri-Food Canada (AAFC)
Lead department program activity: Business Risk Management (BRM)
Start date of the Horizontal Initiative:
Agreements were signed with the provinces December 19, 2007, to implement the program for the 2007 program year.
End date of the Horizontal Initiative:
AgriStability is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.
Total federal funding allocation (start to end date):
As the program is statutory and demand-driven, actual spending may vary. Total federal funding allocation is $3,224.0 million over five fiscal years (2007-08 to 2011-12).
For the period of 2007-08, funding in the amount of $649.0 million pertains to the Canadian Agriculture Income Stabilization (CAIS) program, which preceded AgriStability.
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.
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 CAIS 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.
For more information, visit the following websites:
Federal AgriStability
AgriStability in British Columbia
AgriStability in Alberta (Agriculture Financial Services Corporation (AFSC))
AgriStability in Saskatchewan
AgriStability in Ontario (Agricorp)
AgriStability in Quebec (La Financière agricole du Québec)
AgriStability in Prince Edward Island (PEI Agricultural Insurance Corporation)
Shared outcome:
To mitigate the short-term impacts of large income losses
Governance structure:
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 British Columbia, Alberta, Saskatchewan, Ontario, Quebec, and Prince Edward Island, the AgriStability program is delivered provincially. The AgriStability program is 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 structure 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.
Planning Highlights:
Federal and provincial governments, including program administrators, will continue to work to ensure the AgriStability program is effectively stabilizing the incomes of producers, that all information needed by participants is available and understandable, and that applications and payments are processed in a timely fashion.
In partnership with the provinces and territories, AAFC has put in place a set of performance indicators and targets for the suite of BRM programs. Officials will use these performance indicators and targets to closely monitor and report on the performance of the BRM programs and ensure they are meeting their objectives.
FPT governments are looking at the entire suite of BRM programs to assess how they are performing and determine program and policy implications as governments move towards the next generation of policies and programs following Growing Forward.
Federal, provincial, territorial Ministers are meeting on a regular basis to evaluate and discuss the challenges that the agricultural sector is facing.
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
Business Risk Management | AgriStability | 3,224.0 for the fiscal years 2007-08 to 2011-12 |
643.6 |
Total | 3,224.0 | 643.6 |
Note:
Total Allocation: Of this amount, $649.0 million pertains to the period of 2007-08 for CAIS which preceded AgriStability and $12.9 million is for costs related to the transfer of delivery to British Columbia and Saskatchewan.
Expected Results by program:
Short-term impacts of large income losses are mitigated.
Indicators and Targets:
The Expected Result, Performance Indicators and Targets listed above are based on those provided for AAFC's 2011-12 Performance Measurement Framework.
Total Allocation For All Federal Partners (from Start to End Date) |
Total Planned Spending for All Federal Partners for 2011–12 |
---|---|
3,224.0 | 643.6 |
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.
Contact information:
Danny Foster, Director General
BRM Program Development
Floor 3, Room 241, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2100
Note:
Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. This program is statutory and demand-driven; therefore actual spending could vary. See also the related horizontal initiatives on AgriInvest and AgriInsurance. Total allocation and planned spending amounts are net of indirect costs.
Name of Horizontal Initiative: Canada’s Rural Partnership
Name of lead department: Agriculture and Agri-Food Canada (AAFC)
Lead department program activity: Rural and Co-operatives Development
Start date of the Horizontal Initiative:
Start date under the Growing Forward Framework: April 1, 2008
(Original start date under Agricultural Policy Framework: April 1, 2003).
End date of the Horizontal Initiative: March 31, 2013
Total federal funding allocation (start to end date):
$52.1 million over five years (including in-year transfers)
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.
The program links to the departmental strategic outcome of an innovative agriculture, agri-food and agri-based products sector and the Government of Canada’s outcome of An Innovative and Knowledge-Based Economy.
Shared outcomes:
Governance structure:
The CRP is managed by the Rural and Co-operatives Secretariat. It contributes to raising awareness and inclusion of rural Canada in federal policies and programs, as well as engaging government and non-government partners to stimulate economic development in rural Canada. The mechanisms for achieving this include:
In each province and territory, these efforts are reinforced by Rural Teams, comprised of the federal government representatives and, in most cases, members from the provincial or territorial government and of sectoral stakeholders.
Planning Highlights:
Through its networks, teams and programming, CRP will stimulate collaborative approaches with all levels of government and non-government organizations to assist rural communities to: enhance the competitiveness of rural regions; foster the transformation of local ideas and untapped assets into sustainable economic activities; and help develop new economic opportunities from existing natural and cultural amenities.
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
AAFC – Rural and Co-operatives Development | Canada’s Rural Partnership | 52.1 | 10.3 |
Total | 52.1 | 10.3 |
Expected Results by program:
Rural communities and regions are using information, tools and processes to develop local natural and cultural amenities and other assets.
Contributing activities by AAFC:
Indicator: Number of communities that are using new and updated or adapted information and tools to innovate and diversify their economies. Target for 2011-12: 160
Total Allocation For All Federal Partners (from Start to End Date) |
Total Planned Spending for All Federal Partners for 2011–12 |
---|---|
52.1 | 10.3 |
Results to be achieved by non–federal partners:
Not applicable
Contact information:
Christine Burton, A/Executive Director
Rural and Co-operatives Secretariat
Floor 2, Room 125, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2955
Note:
AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.
Name of Horizontal Initiative: Co-operative Development Initiative
Name of lead department: Agriculture and Agri-Food Canada (AAFC)
Lead department program activity: Rural and Co-operatives Development
Start date of the Horizontal Initiative:
Start date under the Growing Forward Framework: April 1, 2008
(Original start date under Agricultural Policy Framework: April 1, 2003)
End date of the Horizontal Initiative: March 31, 2013
Total federal funding allocation (start to end date):
$23.2 million over five years (including in-year transfers)
Description of the Horizontal Initiative (including funding agreement):
The Co-operatives Secretariat provides advice on policies and programs affecting co-operatives and builds partnerships within the federal government and with industry, provinces and other key stakeholders to support the development of co-operatives. The Secretariat manages a grants and contributions program, the Co-operative Development Initiative, which includes:
The program links to the departmental strategic outcome of an innovative agriculture, agri-food and agri-based products sector and the Government of Canada’s outcome of An Innovative and Knowledge-Based Economy.
Shared outcomes:
Governance structure:
The Co-operatives Secretariat, now an integral part of the 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.
Planning Highlights:
The Co-operatives Secretariat will continue to manage a partnership agreement with two national co-operative associations for the delivery of the Co-operative Development Initiative with the objective of enhancing the contribution of co-operatives to meeting the economic and social needs of Canadians.
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
AAFC - Rural and Co-operatives Development | Co-operative Development Initiative | 23.2 | 4.7 |
Total | 23.2 | 4.7 |
Expected Results by program:
More and stronger co-operatives respond to public policy challenges.
Contributing activities by AAFC:
Indicator: Number of co-operatives created or strengthened
Targets:
Number of new co-operatives: 40
Number of co-operatives strengthened: 8
Total Allocation For All Federal Partners (from Start to End Date) |
Total Planned Spending for All Federal Partners for 2011–12 |
---|---|
23.2 | 4.7 |
Results to be achieved by non–federal partners:
AAFC partners with co-operative sector organizations that act as delivery agents. The above-noted expected results and measures are to be achieved by these organizations.
Contact information:
Christine Burton, A/Executive Director
Rural and Co-operatives Secretariat
Floor 2, Room 125, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2955
Note:
AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.
Name of Horizontal Initiative: Growing Forward Program Initiatives Development
Name of lead department: Agriculture and Agri-Food Canada (AAFC)
Lead department program activity: Food Safety and Biosecurity Risk Management Systems
Start date of the Horizontal Initiative: April 1, 2009
End date of the Horizontal Initiative: March 31, 2013
Total federal funding allocation (start to end date):
$20.8 million over four years
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, in respect of the Growing Forward Program Initiatives Development. The following initiatives are delivered by CFIA, in collaboration with AAFC:
The program links to the departmental strategic outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risks and the Government of Canada’s outcome of Strong Economic Growth.
Shared outcomes:
These initiatives contribute to the following strategic outcomes of AAFC:
These initiatives contribute to the following strategic outcomes of CFIA:
Governance structure:
The overall administration of the MOU is delegated to:
Planning Highlights:
Government-recognized and science-based food safety, biosecurity and traceability standards, practices and systems developed and implemented at the farm and agri-business levels will help to prevent the spread of animal and plant diseases. This will reduce costs associated with responses to disease outbreaks, help continue and enhance market access, and allow the sector to better respond to increasing demands for assurances of food safety. In turn, this will strengthen domestic and international consumers' confidence in Canada as a source for safe products.
Key targets or expected results include:
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
Food Safety and Biosecurity Risk Management Systems | CFIA System Recognition and Scientific and Technical Support | N/A - funds transferred to CFIA |
N/A - funds transferred to CFIA |
National Biosecurity Standards Development | N/A - funds transferred to CFIA |
N/A - funds transferred to CFIA |
|
Traceability Information Sharing Solution | N/A - funds transferred to CFIA |
N/A – funds transferred to CFIA (Completed) |
|
Traceability Management Office Legislative and Regulatory Infrastructure | N/A - funds transferred to CFIA |
N/A - funds transferred to CFIA |
|
Total | N/A - funds transferred to CFIA |
N/A - funds transferred to CFIA |
Note:
Since CFIA is delivering these programs with funds transferred from AAFC, total allocations, planned spending and expected results are reflected in the CFIA table below.
Expected Results by program:
Refer to Expected Results listed under the CFIA table below.
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2011–12 |
---|---|---|---|
Due to rounding figures may not add up to the totals shown. | |||
Food Safety and Nutrition Risks | CFIA System Recognition and Scientific and Technical Support | 7.3 | 1.9 |
Animal Health Risks and Production Systems Plant Health Risks and Production Systems |
National Biosecurity Standards Development | 9.5 | 2.5 |
Animal Health Risk and Production Systems | Traceability Information Sharing Solution | 1.1 | 0.0 |
Traceability Management Office Legislative and Regulatory Infrastructure | 3.0 | 0.9 | |
Total | 20.8 | 5.3 |
Note: Funds transferred by AAFC to CFIA are reflected in the above table.
Expected Results by program:
CFIA System Recognition and Scientific and Technical Support:
National Biosecurity Standards Development:
Traceability Information Sharing Solution:
Traceability Management Office Legislative and Regulatory Infrastructure:
Total Allocation For All Federal Partners (from Start to End Date) |
Total Planned Spending for All Federal Partners for 2011–12 |
---|---|
20.8 | 5.3 |
Results to be achieved by non–federal partners:
Not applicable
Contact information:
Linda Parsons, Director General
Agriculture Transformation Programs Directorate
Farm Financial Programs Branch
Floor 8, Room 220, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-1900
Note:
AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.
Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
---|---|---|---|
Audit of Agri-Opportunities | Transfer Payment | In Progress | Sep 2011 |
Audit of Information Technology (IT) Governance | Information Technology | In Progress | Oct 2011 |
Audit of Payroll | Corporate | In Progress | Dec 2011 |
AgriStability | Transfer Payment Follow-up | In Progress | Dec 2011 |
Audit of AgriInsurance | Transfer Payment | Planned | Mar 2012 |
Grants and Contribution Horizontal Audit II | Transfer Payment | Planned | Mar 2012 |
Audit of Risk Management | Corporate | Planned | Mar 2012 |
Audit of Human Resources Planning | Corporate | Planned | Mar 2012 |
Audit of Business Continuity Planning | Corporate | Planned | Mar 2012 |
Horizontal Audit of Management of MOUs (Program Delivery) | Corporate | Planned | Mar 2012 |
Audit of AgriInvest | Transfer Payment | Planned | Mar 2012 |
Audit of Growing Forward (the Agriculture and Agri-Food Policy Framework) - Cost Shared | Transfer Payment | Planned | Mar 2012 |
Official Languages (Service to the Public) | Corporate Follow-up Audit | Planned | Mar 2012 |
Audit of AgriFlexibility II | Transfer Payment | Planned | Mar 2013 |
Audit of Initiatives under the Agricultural Marketing Programs Act | Transfer Payment | Planned | Mar 2013 |
Audit of Agriculture Disaster Relief Program | Transfer Payment | Planned | Mar 2013 |
Audit of Growing Forward - Federally Funded Programs | Transfer Payment | Planned | Mar 2013 |
Horizontal Audit of Grants and Contributions III | Transfer Payment | Planned | Mar 2013 |
Audit of Staffing and Classification | Corporate | Planned | Mar 2013 |
Audit of Investment Planning | Corporate | Planned | Mar 2013 |
Audit of IT Security | Information Management/ Information Technology | Planned | Mar 2013 |
Audit of Information Management/IT Shared Services (Management of MOUs) | Information Management/ Information Technology | Planned | Mar 2013 |
Audit of Enabling IT Systems | Information Management/ Information Technology | Planned | Mar 2013 |
Grants and Contributions Delivery System - Phase III | Transfer Payment | Planned | Mar 2013 |
Note: The planned audits included in this table for 2011-12 and 2012-13 are based on the Department's existing 3-4 year Risk Based Audit Plan (RBAP). However, the RBAP is being updated to include the 2013-14 year and may also be revised following a review by the Departmental Audit Committee prior to the beginning of 2011-12.
Not available
Name of Evaluation and Link to Report | Program Activity | Status | Expected Completion Date |
---|---|---|---|
2011-12 | |||
Evaluation of Income Stability Tools (AgriStability and AgriInvest) (carry-over from 2010-11) | Business Risk Management | In Progress | Mar 2012 |
Evaluation of Production Insurance (AgriInsurance and Private Sector Risk Management Partnership) (carry-over from 2010-11) | Business Risk Management | In Progress | Mar 2012 |
Evaluation of Food Safety and Science | Food Safety and BioSecurity Risk Management Systems | Planned | Mar 2012 |
Evaluation of Market Growth | Trade and Market Development | Planned | Mar 2012 |
Evaluation of Support to Rural Communities and the Development of Co-operatives | Rural and Co-operatives Development | Planned | Mar 2012 |
Evaluation of Health Claims, Novel Foods and Ingredients | Regulatory Efficiency Facilitation | Planned | Mar 2012 |
Evaluation of Environmental Performance Measurement and Reporting Programs | Environmental Knowledge, Technology, Information and Measurement | Planned | Mar 2012 |
Evaluation of Community Pastures Program | On-Farm Action | Planned | Mar 2012 |
Evaluation of Water Infrastructure | On-Farm Action | Planned | Mar 2012 |
Evaluation of Human Resources | Internal Services | Planned | Mar 2012 |
Evaluation of Agri-Innovation and Commercialization | Science, Innovation and Adoption | Planned | June 2012 |
Meta-Evaluation of Cost-Shared Programming (Growing Forward, the Agricuture and Agri-Food Policy Framework) | On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Science, Innovation and Adoption; Agri-Business Development | Planned | Oct 2012 |
2012-13 | |||
Evaluation of International Marketing Programs | Trade and Market Development | Planned | Mar 2013 |
Evaluation of Agri-Environmental Science Programs | Environmental Knowledge, Technology, Information and Measurement | Planned | Mar 2013 |
Evaluation of Innovative Approaches for Technical Assistance | Environmental Knowledge, Technology, Information and Measurement | Planned | Mar 2013 |
Evaluation of Regional Innovation (federal component) | Science, Innovation and Adoption | Planned | Mar 2013 |
Evaluation of Hog-related Programs | Food Safety and Biosecurity Risk Management Systems | Planned | Mar 2013 |
Evaluation of Canadian Agricultural Loans (Act) | Business Risk Management | Planned | June 2013 |
Evaluation of Farm Debt Mediation Service | Agri-Business Development | Planned | June 2013 |
Evaluation of Food Safety System Programs | Food Safety and Biosecurity Risk Management Systems | Planned | June 2013 |
Traceability Evaluation | Food Safety and Biosecurity Risk Management Systems | Planned | June 2013 |
2013-14 | |||
Evaluation of Knowledge and Information Tools | Environmental Knowledge, Technology, Information and Measurement | Planned | Mar 2014 |
Evaluation of Matching Investment Initiative | Science, Innovation and Adoption | Planned | Mar 2014 |
Evaluation of Canadian Agricultural Adaptation Program | Science, Innovation and Adoption | Planned | Mar 2014 |
Evaluation of Science and Technology Support for Agricultural Innovation | Science, Innovation and Adoption | Planned | Mar 2014 |
Evaluation of the Over Thirty Months Payment Program | Agri-Business Development | Planned | Mar 2014 |
Evaluation of Business Development | Agri-Business Development | Planned | Mar 2014 |
Evaluation of Sector Competitiveness | Trade and Market Development | Planned | Mar 2014 |
Evaluation of Trade Negotiations and Market Access | Trade and Market Development | Planned | Mar 2014 |
Evaluation of the Sand Plains Program | Rural and Co-operatives Development | Planned | June 2014 |
Evaluation of Slaughter Improvement Program | Agri-Business Development | Planned | June 2014 |
Note: The planned evaluations included in this table for 2011-12 and the following two fiscal years are based on the Department's existing 5-year evaluation plan. However, the evaluation plan may be revised following a review by the Departmental Evaluation Committee prior to the beginning of 2011-12.
Not available
Program Activity | Forecast Revenue 2010-11 |
Planned Revenue 2011-12 |
Planned Revenue 2012-13 |
Planned Revenue 2013-14 |
---|---|---|---|---|
Environmental Knowledge, Technology, Information and Measurement | ||||
Collaborative research agreements and research services | 5.5 | 5.5 | 5.5 | 5.5 |
Subtotal | 5.5 | 5.5 | 5.5 | 5.5 |
On-Farm Action | ||||
Community Pastures | 20.4 | 21.8 | 21.8 | 21.8 |
Subtotal | 20.4 | 21.8 | 21.8 | 21.8 |
Business Risk Management | ||||
AgriStability - Admin. Fees | 5.5 | 5.5 | 5.5 | 5.5 |
Subtotal | 5.5 | 5.5 | 5.5 | 5.5 |
Food Safety and Biosecurity Risk Management Systems | ||||
Collaborative research agreements and research services | 1.5 | 1.5 | 1.5 | 1.5 |
Subtotal | 1.5 | 1.5 | 1.5 | 1.5 |
Science, Innovation and Adoption | ||||
Collaborative research agreements and research services | 15.0 | 15.0 | 15.0 | 15.0 |
Subtotal | 15.0 | 15.0 | 15.0 | 15.0 |
Canadian Pari-Mutuel Agency | ||||
Canadian Pari-Mutuel Agency Revolving Fund | 13.8 | 11.2 | 11.9 | 11.8 |
Subtotal | 13.8 | 11.2 | 11.9 | 11.8 |
Total Respendable Revenue | 61.7 | 60.5 | 61.2 | 61.1 |
Program Activity | Forecast Revenue 2010-11 |
Planned Revenue 2011-12 |
Planned Revenue 2012-13 |
Planned Revenue 2013-14 |
---|---|---|---|---|
Environmental Knowledge, Technology, Information and Measurement | ||||
Refund of Previous Years' Expenditures | 0.0 | 0.0 | 0.0 | 0.0 |
Service and Service Fees | 0.0 | 0.0 | 0.0 | 0.0 |
Privileges, Licences and Permits | 0.0 | 0.0 | 0.0 | 0.0 |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | 0.0 | 0.0 | 0.0 | 0.0 |
Other Non-tax Revenues | 0.0 | 0.0 | 0.0 | 0.0 |
Subtotal | 0.1 | 0.1 | 0.1 | 0.1 |
On-Farm Action | ||||
Refund of Previous Years' Expenditures | 0.0 | 0.0 | 0.0 | 0.0 |
Service and Service Fees | 0.2 | 0.2 | 0.2 | 0.2 |
Privileges, Licences and Permits | 0.1 | 0.1 | 0.1 | 0.1 |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | 1.3 | 1.3 | 1.3 | 1.3 |
Other Non-tax Revenues | 0.0 | 0.0 | 0.0 | 0.0 |
Subtotal | 1.7 | 1.7 | 1.7 | 1.7 |
Business Risk Management | ||||
Refund of Previous Years' Expenditures | 4.6 | 1.5 | 1.5 | 1.5 |
Service and Service Fees | 1.1 | 1.1 | 1.1 | 1.1 |
Privileges, Licences and Permits | - | - | - | - |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | - | - | - | - |
Other Non-tax Revenues | 1.0 | 1.0 | 1.0 | 1.0 |
Subtotal | 6.7 | 3.6 | 3.6 | 3.6 |
Food Safety and Biosecurity Risk Management Systems | ||||
Refund of Previous Years' Expenditures | 0.0 | 0.0 | 0.0 | 0.0 |
Service and Service Fees | - | - | - | - |
Privileges, Licences and Permits | 0.1 | 0.1 | 0.1 | 0.1 |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | 0.1 | 0.1 | 0.1 | 0.1 |
Other Non-tax Revenues | 0.0 | 0.0 | 0.0 | 0.0 |
Subtotal | 0.2 | 0.2 | 0.2 | 0.2 |
Trade and Market Development | ||||
Refund of Previous Years' Expenditures | 0.2 | 0.2 | 0.2 | 0.2 |
Service and Service Fees | - | - | - | - |
Privileges, Licences and Permits | - | - | - | - |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | - | - | - | - |
Other Non-tax Revenues | 0.0 | 0.0 | 0.0 | 0.0 |
Subtotal | 0.2 | 0.2 | 0.2 | 0.2 |
Regulatory Efficiency Facilitation | ||||
Refund of Previous Years' Expenditures | 0.0 | 0.0 | 0.0 | 0.0 |
Service and Service Fees | - | - | - | - |
Privileges, Licences and Permits | - | - | - | - |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | - | - | - | - |
Other Non-tax Revenues | 0.0 | 0.0 | 0.0 | 0.0 |
Subtotal | 0.0 | 0.0 | 0.0 | 0.0 |
Farm Products Council of Canada | - | - | - | - |
Refund of Previous Years' Expenditures | - | - | - | - |
Service and Service Fees | - | - | - | - |
Privileges, Licences and Permits | - | - | - | - |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | - | - | - | - |
Other Non-tax Revenues | - | - | - | - |
Subtotal | - | - | - | - |
Science, Innovation and Adoption | ||||
Refund of Previous Years' Expenditures | 2.1 | 2.1 | 2.1 | 2.1 |
Service and Service Fees | - | - | - | - |
Privileges, Licences and Permits | 4.6 | 4.6 | 4.6 | 4.6 |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | 2.9 | 2.9 | 2.9 | 2.9 |
Other Non-tax Revenues | 0.0 | 0.0 | 0.0 | 0.0 |
Subtotal | 9.6 | 9.6 | 9.6 | 9.6 |
Agri-Business Development | ||||
Refund of Previous Years' Expenditures | 0.1 | 0.1 | 0.1 | 0.1 |
Service and Service Fees | - | - | - | - |
Privileges, Licences and Permits | - | - | - | - |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | - | - | - | - |
Other Non-tax Revenues | 0.0 | 0.0 | 0.0 | 0.0 |
Subtotal | 0.1 | 0.1 | 0.1 | 0.1 |
Rural and Co-operatives Development | ||||
Refund of Previous Years' Expenditures | 0.0 | 0.0 | 0.0 | 0.0 |
Service and Service Fees | - | - | - | - |
Privileges, Licences and Permits | - | - | - | - |
Return on Investments | - | - | - | - |
Proceeds from Sales of Crown Assets | - | - | - | - |
Other Non-tax Revenues | - | - | - | - |
Subtotal | 0.0 | 0.0 | 0.0 | 0.0 |
Internal Services | ||||
Refund of Previous Years' Expenditures | 1.2 | 1.2 | 1.2 | 1.2 |
Service and Service Fees | 0.0 | 0.0 | 0.0 | 0.0 |
Privileges, Licences and Permits | 1.4 | 1.4 | 1.4 | 1.4 |
Return on Investments | 0.9 | 1.9 | 1.9 | 1.9 |
Proceeds from Sales of Crown Assets | 0.3 | 0.3 | 0.3 | 0.3 |
Other Non-tax Revenues | 6.9 | 6.9 | 6.9 | 6.9 |
Subtotal | 10.7 | 11.6 | 11.6 | 11.7 |
Total Non-Respendable Revenue | 29.2 | 27.0 | 27.0 | 27.0 |
Total Respendable and Non-Respendable Revenue | 90.8 | 87.5 | 88.2 | 88.2 |
Respendable revenues are generated by the Community Pastures Program, collaborative research agreements and research services, administration fees related to the AgriStability program, and the Canadian Pari-Mutuel Agency Revolving Fund. In accordance with governmental policy, the Department can generate and spend up to 125 percent of its vote-netted revenue authority.
Non-respendable revenues include such items as refunds of previous years' expenditures, proceeds from the sales of Crown assets, privileges, licenses and permits. Non-respendable revenues for 2010-11 are slightly higher than 2011-12, 2012-13 and 2013-14 mainly due to Refund of Previous Years' Expenditures under the Business Risk Management Program Activity which includes amounts to be recovered from provinces for payments made by the Department, and collections of overpayments under the Canadian Agricultural Income Stabilization (CAIS)/AgriStability and the AgriInvest program which vary from year to year.
The figures in the above tables have been rounded. Figures that cannot be listed in millions of dollars are shown as 0.0.
Due to rounding, figures may not add to the totals shown.
The Grants and Contributions Delivery Project (GCDP) is being repositioned to ensure that it complies with the Department's overall grants and contributions reform, supports Government of Canada administrative reform efforts, and so that rigorous project management controls required for projects of this size are implemented.
GCDP received authority in June 2009 through the Growing Forward Service Excellence Initiative to conduct Phase I - Preliminary Project Approval (PPA) of GCDP, which includes the System Development Life Cycle phases of Conceptual, Preliminary and Detailed Design.
In Phase II, the GCDP will perform business alignment of programs through the adoption of common business processes, as well as the implementation of a common technical platform. Both will improve the access, management and delivery of non-BRM Grants and Contributions (Gs&Cs) programs.
The GCDP is split into two discrete phases:
The project will officially conclude when:
This project is currently in the initiation, planning and design phase.
Lead Department | Agriculture and Agri-Food Canada |
---|---|
Contracting Authority | Agriculture and Agri-Food Canada, Public Works and Government Services Canada |
Participating Departments | Public Works and Government Services Canada, Treasury Board Secretariat |
Prime Contractor | Deloitte & Touche LLP - 100 Queen Street, Suite 800, Ottawa, Ontario, K1P 5T8 |
---|---|
Major Subcontractor(s) | CSDC Systems Inc. (formerly Grantium) - 279 Laurier Ave. West, Suite 200,Ottawa, Ontario K1P 5J9 |
List of Major Milestones | Completion / Target Date |
---|---|
Preliminary Project Approval | 04-Jun-2009 |
Conceptual Design & Approved Architecture | 01-Jul-2010 |
Business Alignment | 31-Mar-2011 |
Detailed Design | 31-Mar-2011 |
Treasury Board Submission (Final Draft) | 01-Jan-2011 |
Treasury Board Submission Approval | 31-Jan-2011 |
Development and Implementation | 30-Nov-2012 |
Stabilization and Maintenance | 31-Mar-2013 |
Progress to date:
Conceptual Design - Complete
Preliminary & Detailed Design - Complete
Overall Business Requirements - Complete
Supplementary Project Staffing - Complete
Pre-Phase II Health Check Independent Review (to assess the viability of the GCDP go forward plan and the project’s readiness to proceed) - Complete
Management Response to Independant Assesment and associated Action Plan - Complete
Project Governance - Complete
Business Transformation - Under way
Phase II Treasury Board Submission (Authority to proceed with Business Transformation and the Development and Implementation of the GCDP) - Under way
The project team has re-established project milestones target dates for the PPA phase of the project to ensure the business re-design is achieved before implementing technology. This will ensure a stronger understanding and endorsement of Gs&Cs reform and the proposed solution department wide, which will form the basis for Phase II being submitted to Treasury Board. The GCDP team developed a strategy and has addressed all findings of the independent assessment and has identified an approach to stay aligned to the Service Excellence Treasury Board Submission to have a common non-BRM Gs&Cs delivery platform implemented by 2013.
In February 2007, an independent blue ribbon panel provided recommendations aimed at simplifying the administration of Gs&Cs while, at the same time, strengthening accountability and risk-based approaches for managing the programs. Through the development of the action plan and other work that has taken place over the past year, AAFC is meeting the commitments made by the Government in response to the panel's key recommendations.
With this plan, recipients, stakeholder organizations and federal program administrators will be able to see AAFC's progress, and more importantly, the project's next steps and the Department's commitment to engage them in the process. The last year has seen much activity, and a solid foundation is being laid for systemic change. This kind of change takes time, and there is still much work to be done. However, it is believed that the action plan will serve as a vital roadmap to guide AAFC over the next few years.
Note: Further details on this project can be found in the Status Report on Projects operating with specific Treasury Board Approval in the 2009-10 Departmental Performance Report.
Program Activity | Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
---|---|---|---|---|
Environmental Knowledge, Technology, Information and Measurement | - | - | - | - |
On-Farm Action | 1.0 | - | - | - |
Business Risk Management | - | - | - | - |
Food Safety and Biosecurity Risk Management Systems | 2.4 | 1.9 | 0.5 | - |
Trade and Market Development | - | - | - | - |
Regulatory Efficiency Facilitation | - | - | - | - |
Farm Products Council of Canada | - | - | - | - |
Science, Innovation and Adoption | 20.9 | - | - | - |
Agri-Business Development | - | - | - | - |
Rural and Co-operatives Development | - | - | - | - |
Canadian Pari-Mutuel Agency | 0.3 | - | 0.3 | 0.1 |
Internal Services | 33.5 | 26.3 | 26.3 | 26.3 |
Total Capital Spending | 58.2 | 28.2 | 27.0 | 26.4 |
The table reflects forecast and currently planned spending on assets to be capitalized, funded through AAFC Vote 5 Capital and CPMA Vote 20 (Non-Personnel Capital).
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures).
Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.
The Planned Spending for 2011-12 is $28.2 million compared to $58.2 million for 2010-11, a decrease of $30.0 million. This is mainly attributable to new funding received in 2010-11 under Canada's Economic Action Plan for modernizing federal laboratories as well as the fact that 2010-11 included funding that was carried over from 2009-10.
The figures in the above tables have been rounded. Figures that cannot be listed in millions of dollars are shown as 0.0.
Due to rounding, figures may not add to the totals shown.
The Department currently has no planned user fee initiatives (either to introduce new fees or amend existing fees) for the departmental program covered by the User Fee Act, ie. Canadian Agricultural Loans Act (CALA) (formerly The Farm Improvement and Marketing Cooperatives Loans Act (FIMCLA) program).