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2009-10
Report on Plans and Priorities

Agriculture and Agri-Food Canada

Supplementary Information (Tables)

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Agricultural Bioproducts Innovation Program
Agri-Opportunities Program (New Opportunities for Agriculture Initiatives)
AgriInsurance Program
AgriInvest Program
AgriStability Program
Payments in connection with the Agricultural Marketing Programs Act (Statutory) - Advance Payments Program
Canadian Cattlemen's Association Legacy Fund (Statutory)
Business Development (Contributions to enable Competitive Enterprises and Sectors)
Cover Crop Protection Program
Agricultural Disaster Relief Program (ADRP) / AgriRecovery
AgriMarketing (Contributions to transform Canada's Strengths into Domestic and Global Success)
EcoAgriculture Biofuels Capital Initiative
Canadian Integrated Food Safety Program (Contributions to Enhance the Safety and Security of Canada's Food System)
Canadian Integrated Food Safety Program (Contributions to Minimize the Occurrence and Extent of Risk Incidents)
Facilitating the Disposal of Specified Risk Materials
Control of diseases in the hog industry - Phase II
Growing Forward (Official names to be determined) (Contributions to promote environmentally responsible agriculture)
Orchards & Vineyards Transition Program
Plum Pox Eradication Program (PPEP)
Growing Forward (Contributions for Rural and Co-operatives)
Growing Canadian Agri-Innovations Program (Pace of Innovation and Facilitate the Adoption of New Technologies)

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

Program Activity: Science, Innovation and Adoption

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

Start Date: December 14, 2006

End Date: March 31, 2011

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

Expected result(s):
- Signed agreements that support the establishment, development and operation of bioproducts research networks;
- Leading-edge research and development related to feedstock production including crop platforms and cropping systems suitable for conversion to bioproducts;
- Leading-edge research and development related to effective and efficient technologies for biomass conversion, and agricultural bioproduct diversification.

As per section 6.6.1 of the 2008 Policy on Transfer Payments, a summary of a three-year plan for this program can be found (as of April 1, 2009) by searching: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1204137480722&lang=eng

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Science, Innovation and Adoption
Total Grants
Total Contributions	7.3	20.7	15.7	-
Total Transfer Payment Program	7.3	20.7	15.7	-

Planned Evaluations: An impact evaluation is proposed to be conducted in fiscal year 2010/11.

Note:
Planned spending for 2009-10 to 2011-12 reflects only the funding presented in the 2009-10 ARLU. It does not include any additional amounts that may be brought into the Department's reference levels.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activity: Science, Innovation and Adoption

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

Start Date: December 14, 2006

End Date: March 31, 2011

Description: A $134 million program, ending March 2011, that focuses on new innovative value-added agricultural, agri-food and agri-based products, services or processes that are currently not commercially produced or available in Canada and that are ready to be introduced into the marketplace. The program provides repayable contributions for commercialization projects that are expected to increase market opportunities for the Canadian agricultural industry across the value chain and to increase demand for primary agricultural products.

Expected result(s): To promote new opportunities for agriculture through assistance to help the sector diversify or move into promising new markets with prospects for long term sustainability. Performance measures for this program include:
- increased number of facilities established, modernized or expanded;
- increased number of new products, processes and services that are brought to market;
- increased knowledge and skills of recipient organizations;
- increased demand for primary agricultural products;
- increased number of new revenue streams among recipient organizations;
- increased level and quality of employment for recipient organizations and
- increased producer participation in value added industries.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Science, Innovation and Adoption
Total Grants
Total Contributions	13.8	46.8	31.1	-
Total Transfer Payment Program	13.8	46.8	31.1	0.0

Planned Evaluations: An evaluation for this program is planned for 2009/2010 fiscal year. No prior evaluations have been completed for this program.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Description: Under Growing Forward, AgriInsurance (AI) is one of four core federal-provincial-territorial Business Risk Management programs available to Canadian producers. AgriInsurance (formally the Production Insurance program), will aim to reduce financial impact on producers of production losses caused by uncontrollable natural perils.

Expected Results: Increased number of new programs and options available to farmers, including new plans for horticulture and livestock sectors. Increased producer participation in provinces and territories that have amended existing plans and that are implementing new plans and options.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Business Risk Management
Total Grants
Total Contributions	388.7	440.6	452.0	452.0
Total Transfer Payment Program	388.7	440.6	452.0	452.0

Planned Evaluations:

There is no planned evaluation for AgriInsurance in 2009-10. In accordance with FIPA the next environmental assessment will be completed no later than January 2012. Compliance audits of provincial delivery agencies are ongoing, rotating through all provinces at a maxium cycle of every five years.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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

End Date: March 31, 2013

Description: The Program is designed to help producers stabilize their farm income on an individual basis by providing producers the opportunity to deposit money annually into their savings account and receive matching government contributions. Producers can make withdrawals from the funds they have set aside to help stabilize income shortfalls and pro-actively manage their risks on the farm. Government contributions and the costs of administration are cost-shared between the federal and provincial/territorial governments on a 60:40 basis, respectively.

Expected result(s): To provide producers with flexibilty in how they choose to manage and/or mitigate small income losses (losses of up to 15% relative to their historical reference margin) through the availability of timely and predictable funds.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Business Risk Management
Total Grants	-	139.4	139.4	139.4
Total Contributions	159.5	20.1	20.1	20.1
Total Transfer Payment Program	159.5	159.5	159.5	159.5

Planned Evaluations:

It is currently expected that AgriInvest will be evaluated in 2010/11, together with the Cost of Production element. These two programs may be evaluated individually or together with a cluster of other Business Risk Management programs.

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.

Planned spending for 2009-10 to 2011-12 reflects only the funding presented in the 2009-10 ARLU. It does not include any additional amounts that may be brought into the Department's reference levels.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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

End Date: March 31, 2013

Description: The AgriStability program is a margin-based program that helps producers protect their farming operations from larger income declines (more than 15%) due to circumstances beyond their control. In combination with the AgriInvest program it is the successor to the Canadian Agricultural Income Stability program (CAIS). The AgriStability program commenced in the 2007 program year.

Expected result(s):
To mitigate the impacts of larger income losses (losses of over 15% relative to their historical reference margin) with margin-based assistance.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Business Risk Management
Total Grants	-	225.1	225.1	225.1
Total Contributions	655.2	369.2	370.2	371.3
Total Transfer Payment Program	655.2	594.3	595.3	596.4

Planned Evaluations:

It is currently expected that AgriStability will be evaluated in 2010/11. This program may be evaluated individually or together with a cluster of other Business Risk Management programs.

Planned spending for 2009-10 to 2011-12 reflects only the funding presented in the 2009-10 ARLU. It does not include any additional amounts that may be brought into the Department's reference levels.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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 (Statutory) - Advance Payments Program

Start Date: 1997

End Date: On-going under the AMPA legislation

Description: The Advance Payments Program (APP) guarantees cash advances to eligible producers (2006 amendments to AMPA increased the interest free portion of advances from $50,000 to $100,000, and the maximum advance from $250,000 to $400,000) to enable them to produce and market their agricultural products when market conditions are most ideal. Amendments also now allow livestock producers the ability to receive an advance under AMPA. In February 2008, amendments to the AMPA allowed for emergency advances for livestock producers to address the needs of the livestock industry during unfavourable competitive circumstances. The amendments allowed for a reduced legislative requirements for emergency advances which are issued up to March 31st, 2009.

Expected results:

Provide producers with greater access to credit (supplying advances to over 35,000 producers)
Improved cash flow for producers receiving APP advances (achieving advance amount of approximately $2.5B)
Administer the program in a prudent manner for eligible producers (achieving a default rate of under 2% of total amount advanced)

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Business Risk Management
Total Grants
Total Contributions	152.1	165.0	227.5	149.5
Total Transfer Payment Program	152.1	165.0	227.5	149.5

Planned Evaluations: An evaluation of APP was conducted and tabled in Parliament in 2005 by the Minister. AMPA legislation requires an evaluation be completed every 5 years. Following the 2005 evaluation, cross-Canada consultations took place in order to make the appropriate changes to the APP, from which the legislative amendments were made to the program. The next evaluation of AMPA will take place in the fiscal year 2011-2012.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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 to 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 result(s): 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 products values.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Trade and Market Development
Total Grants	7.0	5.0	5.0	5.0
Total Contributions
Total Transfer Payment Program	7.0	5.0	5.0	5.0

Planned Evaluations: There are no planned evaluations until the conclusion of the program in 2014-2015.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activity: Agri-Business Development

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

Start Date: Original start date under APF: April 1, 2003
Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date: Proposed expiry March 31, 2013

Description: Agriculture and Agri-Food Canada (AAFC) will cost share provincial and territorial activities and provide federal-only support to national organizations that aim to increase the use of sound business management practices by producers and agri-businesses in order to enable businesses to be profitable. Eligible activities will 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.

Expected result(s): To build awareness of the benefits and encourage the use of sound business management practices, while also enabling businesses in the sector to be profitable and invest where needed to manage the natural resource base sustainably and to market and produce safe food and other products.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Agri-Business Development
Total Grants
Total Contributions	9.9	14.9	-	-
Total Transfer Payment Program	9.9	14.9	-	-

Planned Evaluations:

An evaluation of federal-only support to national organizations will be conducted during fiscal year 2008-09. Timing for further evaluations will be determined by the Office of Audit and Evaluation of AAFC.

Note:

Planned spending for 2009-10 to 2011-12 reflects only the funding presented in the 2009-10 ARLU. It does not include any additional amounts that may be brought into the Department's reference levels.

Growing Forward is the new 5-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. Only funding for 2008-09 and 2009-10 has been secured through Estimates (along with internal reallocations) with subsequent TB Submissions to follow for each functional area, spanning the full five years of the Framework. Between the two Frameworks, programming may have been modified to reflect a new strategic direction.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activity: Business Risk Management

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

Start Date: June 13, 2007

End Date: March 31, 2011

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

Expected result(s):
- Increased capacity of affected producers to meet increased costs associated with land restoration and amelioration due to flooding.
- Reduced soil erosion by increasing the affected acres seeded to cover crops through the promotion of information in order to educate producers.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Business Risk Management
Total Grants	7.1	7.1	7.1	-
Total Contributions
Total Transfer Payment Program	7.1	7.1	7.1	-

Planned Evaluations:

The year of the evaluation will be in accordance with the five year OAE 5-year evaluation plan and is being finalized.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activity: Business Risk Management

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

Start Date: December 6, 2007

End Date: March 31, 2011

Description: The ADRP will allow federal-provincial-territorial governments to quickly develop and implement cost-shared initiatives in response to disasters affecting Canada's agriculture industry. The ADRP will assist eligible recipients to recover from a disaster situation, quickly resume business operations, containing long-term impacts when disasters occur. ADRP is also aimed at reducing the overall impact of the disaster on existing BRM programs. The federal government can access up to $20 million in federal funding for each initiative developed under the program, up to the $125 million fiscal year limit. Participating provinces-territories are expected to cost-share these initiatives on a 60:40 federal-provincial basis.

Expected result(s):

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

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Business Risk Management
Total Grants	-	54.2	54.2	-
Total Contributions	108.4	54.2	54.2	-
Total Transfer Payment Program	108.4	108.4	108.4	-

Planned Evaluations: Nature and timing of the evaluation of ADRP will be set in accordance with the Policy on Evaluation, the Policy on Transfer Payments and Managements, Resources and Results Structure Policy. Depending on the completion of disaster initiatives under the ADRP, the program is currently expected to be evaluated in 2011-12.

Planned spending for 2009-10 to 2011-12 reflects only the funding presented in the 2009-10 ARLU. It does not include any additional amounts that may be brought into the Department's reference levels.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activity: Trade & Market Development

Name of Transfer Payment Program: AgriMarketing (Contributions to transform Canada's Strengths into Domestic and Global Success) (Voted)

Start Date: Original start date under APF: April 1, 2003
Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date: Proposed expiry March 31, 2013

Description: The AgriMarketing Program helps to achieve the objectives of the "Transforming Canada's Strengths into Domestic and Global Success" initiative by leveraging the Canada Brand and providing a platform to equip industry, including Small And medium -sized enterprises, for success in global markets. AgriMarketing will provide funding for them to lead and deliver international market development and branding strategies, brand building and enhancement initiatives, market innovative products and address international advocacy needs.

Expected result(s):To have enhanced opportunities for producers and processors in the Canadian agriculture and agri-food, fish and seafood sectors in key international markets.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Trade & Market Development
Total Grants
Total Contributions	23.2	35.5	12.8	12.8
Total Transfer Payment Program	23.2	35.5	12.8	12.8

Planned Evaluations: Risk-based compliance auditing is scheduled for 2009-2010.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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, 2011

Description: The ecoAgriculture Biofuels Capital initiative (ecoABC) is a four-year, $200 million federal initiative that provides repayable contributions of up to $25 million per project for the construction or expansion of renewable transportation biofuel production facilities in which agricultural producers invest.

Expected result(s): To provide agricultural producers with an opportunity for equity investment in biofuel production facilities, and to facilitate achieving the federal government's target of achieving renewable fuel content equal to 5% of the gasoline pool by 2010 and 2% in diesel and heating oil by 2012 through domestic production. Expected results include:
- new biofuels facilities are built;
- increased (domestic) ethanol production;
- broadened economic base of communities where facilities are built; and
- increased and diversified off-farm revenues for producers.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Science, Innovation and Adoption
Total Grants
Total Contributions	27.3	66.4	92.4	-
Total Transfer Payment Program	27.3	66.4	92.4	0.0

Planned Evaluations: An evaluation is planned for the 2010/2011 fiscal year. No prior evaluations have been completed for this program.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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: Canadian Integrated Food Safety Program (Contributions to Enhance the Safety and Security of Canada's Food System) (Voted)

Start Date: Original start date under APF: April 1, 2003
Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date: Proposed expiry March 31, 2013

Description:

This sector of the program involves two components as follows:

Food Safety Systems Development
Food Safety Systems Development focuses on the development of 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 based food safety systems

Food Safety Systems Implementation
Food Safety Systems Implementation will facilitate the adoption of government-recognized food safety systems by producers and non-federally registered food-processing enterprises.

The Canadian Integrated Food Safety Program also involves a sector tied to "Contributions to Minimize the Occurrence and Extent of Risk Incidents" in the same program activity. Both sectors work under the same program name (Canadian Integrated Food Safety Program).

Expected result(s):

Food Safety Systems Development
National on- and post-farm organizations have food safety systems ready to submit to Canadian Food Inspection Agency (CFIA).

Food Safety Systems Implementation
Increased participation of on and post-farm sector in food safety implementation.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants
Total Contributions	5.3	18.6	-	-
Total Transfer Payment Program	5.3	18.6	-	-

Planned Evaluations:

In the Department's five-year Evaluation Plan, the components for the National Biosecurity Systems, Food Safety Systems and National Traceability Systems G&C programs will be evaluated in a cluster evaluation titled "Food Safety Continuum" in 2009-10.

Growing Forward is the new 5-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. Only funding for 2008-09 and 2009-10 has been secured through Estimates (along with internal allocations) with subsequent TB Submissions to follow for each functional area, spanning the full five years of the framework. Between the two Frameworks, programming may have been modified to reflect a new strategic direction.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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: Canadian Integrated Food Safety Program (Contributions to Minimize the Occurrence and Extent of Risk Incidents) (Voted)

Start Date: Original start date under APF: April 1, 2003
Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date: Proposed expiry March 31, 2013

Description:

This sector of the program involves three components as follows:

Biosecurity Standards Implementation
The Canadian Food Inspection Agency approved national Biosecurity Standards will form the basis for implementation of the minimum requirements for a particular sector at the farm-level. Provinces and territories will be responsible for farm-level implementation.

Traceability Industry Infrastructure
Investment in Traceability Industry Infrastructure will enhance the ability to follow the movement of a food through production, processing and distribution. It will support the development and implementation of industry infrastructure to participate in the National Agriculture and Food Traceability System (NAFTS). This element would invest in the development of industry-led systems that collect and verify identification and movement data, and would accelerate industry capacity.

Traceability Enterprise Infrastructure
Traceability Enterprise Structure will provide 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. These actions will enable recipients to participate fully in NAFTS.

The Canadian Integrated Food Safety Program also involves a sector tied to "Contributions to Enhance the Safety and Security of Canada's Food System" in the same program activity. Both sectors work under the same program name (Canadian Integrated Food Safety Program).

Expected result(s):

Biosecurity Standards Implementation
Increased capability of producers and related service providers to manage the Biosecurity risks at farm level.

Traceability Industry Infrastructure
Organizations and private entities implementing industry-led traceability systems.

Traceability Enterprise Infrastructure
On-farm and post-farm businesses implementing traceability systems.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants
Total Contributions	35.4	27.9	0.0	0.0
Total Transfer Payment Program	35.4	27.9	0.0	0.0

Planned Evaluations:

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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: Facilitating the Disposal of Specified Risk Materials (Voted)

Start Date: December 14, 2006

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

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

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

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

Expected results Enhancing the Canadian infrastructure for disposal of Specified Risk Material and the capability for Canada to address BSE concerns.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants
Total Contributions	21.0	17.5	-	-
Total Transfer Payment Program	21.0	17.5	-	-

Planned Evaluations: A planned evaluation for SRM program is targeted by the 3rd quarter of the 08-09 fiscal year.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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: Control of diseases in the hog industry - Phase II (Voted)

Start Date: September 4, 2008

End Date: March 31, 2011

Description: The Initiative for the Control of Diseases in the Hog Industry Phase II is a mid to long-term strategy to establish the foundation of a risk management framework for the Canadian hog sector.

Expected result(s):
- The establishment of a National biosecurity and best management practices standard.
- Funding of research on circovirus and other emerging diseases.
- Establishment of long-term risk management solutions to help mitigate the impacts of emerging diseases.
- Industry establishment of a foundation for a risk management framework.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants
Total Contributions	2.6	22.4	22.9	-
Total Transfer Payment Program	2.6	22.4	22.9	-

Planned Evaluations:

An evaluation will be completed for the program in compliance with the Treasury Board's Evaluation Policy.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activity: On-Farm Action

Name of Transfer Payment Program: Growing Forward (Official names to be determined) (Contributions to promote environmentally responsible agriculture) (Voted)

Start Date: Original start date under APF: April 1, 2003
Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date: Proposed expiry March 31, 2013

Description: Agriculture and Agri-Food Canada supports farmers through direct on-farm programming that identifies environmental risks and opportunities and promotes the continuous growth of the stewardship ethic within the sector.

Expected result(s): This program activity will help achieve a cleaner and healthier environment for all Canadians, and address the environmental commitments detailed in the government's November 2008 Speech from the Throne. Canadians will realize the benefits of this program activity through the actions taken on the agricultural landscape.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: On-Farm Action
Total Grants
Total Contributions	114.2	61.1	5.4	5.4
Total Transfer Payment Program	114.2	61.1	5.4	5.4

Planned Evaluations: There are currently no planned evaluations for this program.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activity: Agri-Business Development

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

Start Date: October 25, 2007

End Date: March 31, 2011

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

Expected result(s) To ensure acreage is readily available for replanting of more marketable crops, and to develop an improved understanding of the opportunities for the orchards and vineyards sector. This will encourage producers to make the adjustments necessary to become more competitive.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Agri-Business Development
Total Grants
Total Contributions	13.4	11.7	9.2	-
Total Transfer Payment Program	13.4	11.7	9.2	-

Planned Evaluations: A recipient audit will be determined based on an audit work plan. The need for an internal audit will be determined by the Office of Audit and Evaluation of AAFC. A summative evaluation will also be conducted during fiscal year 2010/11.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Strategic Outcome(s): 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: Plum Pox Eradication Program (PPEP) (Voted)

Start Date: April 19, 2004

End Date: March 31, 2011

Description: The purpose of this seven-year program (2004-05 to 2010-11) is to eradicate the Plum Pox Virus (PPV) in Canada while ensuring the viability of the industry. This program is a follow-up of the expired three-year program (2001-02 to 2003-04) which showed that the eradication of PPV was possible. Additional funding for the PPEP program was approved by Treasury Board in September 2007. This additional funding will be used to continue intensive sampling activites of trees and to compensate producers for the removal of infected trees in the quarantine area.

Expected result(s): Eradication of the Plum Pox Virus in Canada while maintaining the viability of the industry.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants
Total Contributions	8.6	8.6	8.6	-
Total Transfer Payment Program	8.6	8.6	8.6	-

Planned Audits: An evaluation is currently planned for the 2010-11, the last year of the program.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activity: Rural & Co-operatives Development

Name of Transfer Payment Program: Growing Forward (Contributions for Rural and Co-operatives) (Voted)

Start Date: Original start date under APF: April 1, 2003
Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date: Proposed expiry March 31, 2013

Description: The programming covers the following two initiatives:
- Rural development programming, whose objective is to support local, regional, and/or national stakeholders to develop collaborative activities that contribute to the engagement, knowledge development and knowledge transfer activities of the Canadian Rural Partnership.
- The Co-operative Development Initiative which provides support for the development capacity of the co-op sector and funds innovative co-operative projects in public policy priority areas.

Expected result(s):
- For Rural stakeholders to have access to new and updated/adapted rural development information, expertise and tools that help respond to barriers to innovative development.
- Access to services across the country, creating an enabling environment for co-operative development and growth.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Rural & Co-operatives Development
Total Grants
Total Contributions	7.4	6.9	-	-
Total Transfer Payment Program	7.4	6.9	-	-

Planned Evaluations: Rural & Co-operatives Development programming are scheduled to be evaluated in 2011-12.

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activity: Science, Innovation & Adoption

Name of Transfer Payment Program: Growing Canadian Agri-Innovations Program (Pace of Innovation and Facilitate the Adoption of New Technologies) (Voted)

Start Date: Proposed start date April 1, 2009

End Date: Proposed expiry March 31, 2013

Description: Accelerate the Pace of Innovation and Facilitate the Adoption of New Technologies (Voted)

Expected result(s): The proposed Growing Canadian Agri-Innovations Program key outcomes are i) to increase promotion of foresight capacity and coordinated action resulting in a sector that is better equipped with the information, knowledge and capacities necessary for success in an increasingly demanding and complex business environment.

ii) to support the development of national agricultural industry-led collaborations of specialized government, academic and industry science resources and talent and to enhance capacity in agri-based applied science.

iii) to encourage the agriculture sector to develop new, or expand existing, value - chains, create new opportunities and to commercialize agri - products, practices and processes.

iv) to encourage greater interaction between investors and the agriculture industry resulting in greater investment in the commercialization and marketing of innovative practices, products and processes.

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Program Activity: Science, Innovation & Adoption
Total Grants
Total Contributions	29.4	45.7	0.7	0.7
Total Transfer Payment Program	29.4	45.7	0.7	0.7

Planned Evaluations: There is a planned evaluation for this program scheduled for 2012-2013.

Up-Front Multi-Year Funding

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

($ millions)
Total Funding	Prior Years' Funding	Planned Funding 2009-2010	Planned Funding 2010-2011	Planned Funding 2011-2012
15.0	15.0	-	-	-

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

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

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

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

Planned Audit(s): A full audit of CAPI's financial statements will be conducted on an annual basis by an independent auditor retained by CAPI, in accordance with Generally Accepted Auditing Principles. The first financial audit was conducted and submitted to AAFC in July 2008 with the Annual Report for 2007/2008.

URL to Recipient Site: www.capi-icpa.ca

Green Procurement

How is the Department planning to meet the objectives of the Policy on Green Procurement?

Green Procurement, which is a building block in our life-cycle approach to the management of assets, has been a focus of federal greening efforts. The department has integrated environmental performance into planning, acquisition, use and disposal, which can reduce in-use costs as well as produce positive impacts on the environment. This includes promoting the purchasing of green products and ensuring that disposal is in accordance with environmental standards. Purchasing greener products, whether more energy efficient, less harmful or containing a higher percentage of recycled material, can have significant benefits.

The government-wide guidance document on greening operations had specific suggestions for green procurement, green fleet and reducing greenhouse gas emissions from buildings. AAFC has responded with annual commitments on green procurement as follows:

Ongoing provision of green procurement training to the procurement community within AAFC, either through TBS Professional Development and Certification Program or other green procurement course offerings;
Reduction of three per cent per year in paper consumption in the NCR, through the increase of the number of duplex printers in the department, specifically NCR;
10 per cent annual increase in the number of duplex printers in operation across the department; and
Inclusion of green technical specifications (use of green products and practices) where possible, in building cleaning contracts for facilities.

Has your department established green procurement targets?

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

Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.

Ongoing provision of green procurement training to the procurement community within AAFC, either through TBS Professional Development and Certification Program, mandatory courses offered by the Canda School of public Service or other green procurement course offerings. The focus of the mandatory training will be on new employees who join the procurement community.
Benefits: Improved awareness and application of the green procurement policy. Through this awareness and knowledge, the procurement community can integrate green procurement practices in their areas of responsibility.
Reduction of three per cent per year in paper consumption in the NCR, through the increase of the number of duplex printers in the department, specifically NCR.
Benefits: Reduced paper usage has a direct positive impact on the environment.
Inclusion of green technical specifications (use of green products and practices) where possible, in building cleaning contracts for facilities.
Benefits: Increased use of green products and practices has a direct positive impact on the environment.
Identify opportunities to increase the number of printers and photocopiers with duplex functionality within the Department and promote the use of the duplex function among employees
Benefits: Reduction in paperwaste leading to a positive impact on the environment.

Sustainable Development Strategy

Overview of Sustainable Development Strategy (SDS) Departmental Goals

SDS Departmental Goals consist of AAFC's eight outcomes described in its fourth SDS. These eight outcomes represent an integrative approach undertaken by AAFC, which recognizes that sustainable agriculture is truly an interplay among that part of the Canadian economy supported by the agriculture and agri-food industry, the environment in which agriculture takes place, and the people who practice agriculture and reap its benefits.

Performance measurement for each outcome is based on performance indicators identified in AAFC's SDS IV. As well, Federal SDS goals were established by Environment Canada during the preparation of the fourth round of SDSs and AAFC's SDS IV identifies, where applicable, links to the federal goals. AAFC's SDS IV, Making Progress Together, can be found on the department's website.

SDS Departmental Goals (AAFC's Outcomes from current SDS)	Performance measurement from current SDS (Performance Indicators)	Department's expected results for 2009-10
1. The Next Generation of Agricultural Policy is in place and operational.	The number of new policy, programs and research initiatives that consider the three pillars of sustainable development as determined through application of the SD Test Questions.	SD Test Questions continue to be applied to upcoming policy, programs and research initiatives.
	A suite of policy, program and research activities in place to support the objectives of the next generation of agricultural policy.	Growing Forward programming is in place and operational, including both BRM and non-BRM
	Number of stakeholders (both internal and external) from various disciplines involved in the development of the next generation of agricultural policy.	Continuous input received from stakeholders directly, as well as from provinces and territories and other Government of Canada departments, and through the Growing Forward Website.
2. Government policies, programs, and services increase opportunities for, and mitigate barriers, to sustainable rural community development.	Percentage of federal policies and programs that consider the rural perspective.	The Rural Secretariat will be advised of all Cabinet submissions received by AAFC and will assess and provide input on all those having rural implications.
	Number of partnership plans with key federal, provincial and territorial, and First Nation partners.	In addition to the existing thirteen Rural Teams and policy and research networks, three (3) new partnering initiatives will be established that bring together government and non-government stakeholders on rural issues.
	Percentage of departments and agencies reached through federal engagement strategy activities including: Rural Teams, Rural Research Network Rural Development Network.	Forty percent of all federal departments and agencies will be reached through federal engagement strategy activities.
3. Increased value-added opportunities for the agri-food sector from innovative use of agricultural bioresources as a result of R&D, technology transfer, and commercialization network activities.	Increased knowledge and technological advances produced by the Agricultural Bioproducts Innovation Program (ABIP) networks with the potential to strengthen Canada's industrial base and generate wealth.	Increased knowledge and technological advances produced by the ABIP networks by negotiating and initiating the implementation of the ABIP agreements (i.e., letters of understanding, network agreements) in order to fund R&D conducted by the successful networks.
	Increased number of effective networks/clusters involving Canadian-based researchers.	Nine new effective networks/clusters involving Canadian-based researchers are established.
	Improving transfer of knowledge, technology and expertise to organizations that can commercialize these innovations.	The transfer of knowledge, technology and expertise is improved through the implementation of technology management plans concerning the protection and application of know-how, show-how and intellectual property developed by the ABIP networks.
	An ABIP that considers each of the three pillars of SD.	ABIP considers each of the three pillars of SD (economic, environmental and social) through the bioproducts research activities of the new networks that focus on the following priority areas of feedstock development, biomass conversion, and bioproduct diversification.
4. Sustainable development is integrated into the Department's decision making and AAFC's fourth SDS is utilized by AAFC employees and external stakeholders.	Increased awareness of sustainable development within the Department	Offer an information session on sustainable development to AAFC employees. Promote sustainable development and SD tools during Environment Week.
	Each pillar of SD is taken into consideration together and not in isolation through the application of the SD Test Questions.	Continued application of the SD Test Questions to ensure environmental, economic and social considerations are incorporated into decision making.
5. Information and Tools: A. Environmental considerations are incorporated into the development of public policies at AAFC on the same level as economic and social considerations	Percentage of new policies, plans and programs that have gone through the SEA process. The results of SEAs are accurately reported on in all Memoranda to Cabinet (MCs) and Treasury Board (TB) submissions.	SEAs are conducted for all MCs and TB submissions and the results of SEAs are reported on in the submissions.
	Increased knowledge of the SEA requirement and its application in the Department.	AAFC will assess the recommendations from the Evaluation of the Cabinet Directive, which governs SEA, being led by the Canadian Environmental Assessment Agency, and determine appropriate measures for implementation.
B. Models inform the ongoing policy decision making process for priority agricultural issues by providing integrated quantitative analyses of the economic and environmental impacts.	An improvement in the capacity to predict environmental impacts from agriculture resulting in informed decision making with respect to agricultural policies and programs that are consistent with both economic and environmental objectives.	Improved capacity to predict economic and environmental impacts for the agricultural sector and inform decision-making on agricultural policies and programs.
	Number of requests for integrated analyses and incorporation of results into the policy decision making process.	Integrated analysis is conducted as requested and the results are incorporated into the policy decision making process. It is anticipated that three or four major studies will be conducted annually related to key policy issues.
	The development of the integrated modeling system considers all three pillars of SD (particularly the economic and environmental pillars)	The integrated modeling system focuses on improving the economic and environmental pillars of SD at this time.
C. Initial research is conducted and measures are in place to determine economic values corresponding to bio-physical changes in the environment resulting from agriculture.;	Number of stakeholders (both internal and external) from various disciplines involved in the development of AAFC economic valuation studies. Increased public awareness of the need for, and the practical application of environmental valuation. Number of estimated economic values assigned to environmental effects of specific agricultural practices at specific locations in Canada.	Results from two AAFC pilots on the economic valuation for environmental benefits and other related work on full-cost accounting for agriculture will be synthesized and presented at a national workshop on Ecological Goods and Services (EG&S).
D. A suite of social indicators is in place to help monitor and assess trends of social issues affecting the agriculture sector and to inform decision making.	The successful development of a defined social dimension of sustainable agriculture. Number of links established between social issues affecting the agriculture sector and related economic and environmental issues. Number of methods available for sharing information on social issues affecting the agriculture sector.	The social dimensions of sustainable agriculture critical to innovation and competitiveness are further defined. Information on social factors affecting the agriculture sector's ability to innovate is integrated into, and shared, through discussion documents related to policy design and implementation.
6. Research: To increase carbon sequestration in agricultural soils, reduce GHG emissions per unit of production, and enhance the synergy between agriculture and the environment.	Improved communication between researchers, policy makers and producers, by demonstrating an increase in the use of AAFC's GHG calculator for evaluating innovative technologies.	The GHG emission intensity will be estimated for the main crops in Canada.
	Number of confirmed contribution of the program to various offset system pilot projects.	Scientists in AAFC will continue to help develop several of the GHG protocols for various sectors in agriculture.
	Enhanced integration of the three pillars of SD by identifying and promoting farming practices that consider all three pillars of SD.	Sustainability of farming practices such as reduced tillage, reduced summer fallowing and more forage crops in rotation will be evaluated.
7. Work with the sector to apply and perfect integrated approaches: A. The development of the National Ecological Goods and Services (EG&S) Policy Framework benefits from research gathered through EG&S policy pilot projects and through other research initiatives.	An EG&S policy framework that is science-based will have measurable outcomes for evaluation. An EG&S policy framework that considers each of the three pillars of SD, through application of the SD Test Questions, is in place.	Results of eight pilot projects and other policy research will be presented at a national workshop and synthesized for distribution to decision-makers.
B. Increased adoption of and support for applying an Integrated Water Resources Management (IWRM) approach to watershed planning and management activities that will improve the protection of water quality from agriculture impacts, secure water supplies for agricultural needs, and consider the three elements of sustainable development.	Percentage of transferable tools, knowledge activities and instruments that support IWRM and decision making. Percentage of watershed planning and management activities that apply the IWRM approach to managing resources in watersheds. Percentage of partners and watersheds with capacity-building or decision-making tools, plans and instruments that consider the three elements of sustainable development.	Transferable tools, knowledge activities and instruments that support agriculture decision-making and participation in IWRM activities.(e.g. Water Forum, a federal/ provincial/ territorial knowledge exchange workshop to be held in March 2009) Continued adoption of the IWRM approach to managing agriculture resources in a number of watershed planning and management activities across Canada with support from AAFC technical staff. Implementation of Saskatchewan's Integrated Water Management (IWM) Strategy and IWM Governance model with AAFC technical support. Additional watershed-based group farm plans or resource-related studies will be developed to support agri-environmentally sound on-farm and watershed level decisions. Continued participation on the interdepartmental Committee on Water Policy where IWRM, as a governance model, is being promoted.
8. Programs: A. To develop new co-operatives that respond to the needs of citizens, and that fall into areas of federal priority.	Percentage of co-operatives initiated in new and emerging areas of the economy.	Five percent of new co-operatives that received CDI support are established in new and emerging areas of the economy
	Percentage of new co-operatives in areas of federal priority.	Eighty percent of new co‑operatives that received CDI support are in areas of federal priority.
	Percentage of new co-op funded projects within priority areas that integrate the three pillars of SD.	All new co-op funded projects within priority areas take into account the three pillars of SD.
B. Low-income farm families have found ways to increase their family incomes.	Increased on-or off-farm income for farm families.	The Canadian Agricultural Skills Service contributed to on and off farm income of farmers and farm families.
	Increased skills of farmers and farm families	The skills of farmers and farm families increased through past participation in professional services such as Farm Business Assessments and skills training under the Canadian Agricultural Skills Service.
	Enhanced integration of the three pillars of SD (particularly the social and economic pillars).	The integration of the pillars of SD was enhanced as economic, and environmental circumstances and goals are considered in the provision of business management tools, information and services to businesses in the sector and programs such as the Canadian Agricultural Skills Service contributed to the "off farm" income of farmers and farm families. Note that the transition from the APF to Growing Forward on March 31, 2009 will bring an end to these federal programs.

Horizontal Initiative

AgriInsurance
AgriInvest
Agricultural Disaster Relief Program (ADRP) under AgriRecovery
AgriStability
Agricultural Regulatory Action Plan element of Growing Forward
Memorandum of Understanding between Agriculture and Agri-Food Canada (AAFC) and the Canadian Food Inspection Agency (CFIA)
Co-operative Development Initiative
The Canadian Rural Partnership

Name of Horizontal Initiative: AgriInsurance (statutory)

Name of Lead Department(s): 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: March 31, 2012

Total Federal Funding Allocation (start to end date): $1.6 billion

Description of the Horizontal Initiative (including funding agreement):
AgriInsurance is a statutory program. It is one element of the suite of BRM programs. It provides insurance against production losses for specified perils. The federal government contributes to costs of premiums with provinces and producers, and administration costs with provinces. The agricultural products covered vary by province and provinces continue to expand coverage to include additional agricultural products.

Shared outcome(s):
Mitigate the financial impacts of production losses by providing affordable insurance protection.

Governance structure(s):
AgriInsurance is a provincial program to which the federal government contributes financially under the federal-provincial-territorial "Growing Forward" Agreement. Governance structure includes various national standards outlined in Canada Production Insurance Regulations and federal-provincial-territorial committees (AgriInsurance and Business Risk Management Working Groups as well as Policy Assistant Deputy Ministers).

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
1. AAFC	PA1 2.1 Business Risk Management	a. federal-provincial-territorial delivery partners	$1.6 billion	$410.8 million	Minimize production and asset losses caused by severe but uncontrollable natural hazards like drought, flood, wind, frost, excessive rain, heat, snow, uncontrollable disease, insect infestations and wildlife.
Total			$1.6 billion	$410.8 million

Results to be achieved by non-federal partners (if applicable): Not Applicable.

Contact Information:

Jody Aylard
Director General
Finance and Renewal Programs Directorate
Farm Financial Programs Branch
613-759-7333

Note:
Planned spending figures represent the amounts included in Main Estimates and approved TB Submission and does not include any additional amounts that may be brought into the Department's reference levels. This program is Statutory and demand-driven, therefore, actual spending could vary. Spending also reflects all costs incurred by the department (salary, operating, transfer payments). See also the related horizontal initiatives on AgriStability, AgriInvest, and AgriRecovery.

Name of Horizontal Initiative: AgriInvest (Statutory)

Name of lead department(s): Agriculture and Agri-Food Canada (AAFC)

Lead department program activity: Business Risk Management (BRM)

Start Date of the Horizontal Initiative: October 25, 2007

End Date of the Horizontal Initiative: March 31, 2012

Total Federal Funding Allocation (start to end date): $1.5 billion over five years.

Description of the Horizontal Initiative (including funding agreement):

The AgriInvest program allows producers to self-manage income stabilization on the first 15% of income decline by providing producers the opportunity to deposit money annually into their savings account and receive matching government contributions. In combination with the AgriStability program, it is the successor to the Canadian Agricultural Income Stabilization (CAIS) program. Producers can make withdrawals from the funds they have set aside to help stabilize income shortfalls and pro-actively manage their risks on the farm.

The AgriInvest program is delivered federally in all provinces except Quebec. Program costs, including program payments and administrative costs, are cost shared by the federal government and the provinces/territories on a 60:40 basis, respectively.

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

Shared Outcome(s):
To provide producers with flexibilty in how they choose to manage and/or mitigate small income losses (losses of up to 15% relative to their historical reference margin) through the availability of timely and predictable funds.

Governance Structure(s):

The AgriInvest program is a part of the comprehensive Growing Forward agriculture and agri-food policy framework developed by federal, provincial and territorial Ministers of Agriculture. The program falls under the Business Risk Management priority.

Like the other BRM programs, the governance structure for the program consists of a number of working groups and committees, including the federal-provincial-territorial (FPT) BRM Working Group, FPT Administrators Working Group and the National Program Advisory Committee (NPAC). These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers, Deputy Ministers and Ministers.

($ millions)

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
1. AAFC	Business Risk Management	AgriInvest	$1.5 billion	$168.9 million	AgriInvest is fully operational, with accounts held by participating financial institutions and producers can make a deposit to their AgriInvest accounts to receive a matching government contribution. The program helps producers to reduce/ mitigate small income losses (losses of up to 15% of their margin relative to their historical margins).
Total			$1.5 billion	$168.9 million

Results to be Achieved by Non-Federal Partners:
Joint planning and execution (federally and provincially) to ensure federal and provincial results are consistent.

Contact Information:
Danny Foster
Director General
Business Risk Management Program Development
Farm Financial Programs Branch
613-715-5044

Note:
Planned spending figures represent the amounts included in Main Estimates and approved TB Submission and does not include any additional amounts that may be brought into the Department's reference levels. This program is Statutory and demand-driven, therefore, actual spending could vary. Spending reflects all costs incurred by the department (salary, operating, transfer payments). See also the related horizontal initiatives on AgriStability, AgriInsurance, and AgriRecovery.

Name of Horizontal Initiative: Agricultural Disaster Relief Program (ADRP) under AgriRecovery (Statutory)

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

Lead department program activity: Business Risk Management (BRM)

Start Date of the Horizontal Initiative: December 6, 2007

End Date of the Horizontal Initiative: March 31, 2011

Total Federal Funding Allocation (start to end date): $440.7 million over four years.

Description of the Horizontal Initiative (including funding agreemnt):

The AgriRecovery disaster relief framework is one of four core pillars of the new BRM suite available to producers under Growing Forward. AgriRecovery facilitates the federal government working with impacted provinces and industries to provide short-term, timely assistance not otherwise provided by other programs to help producers re-establish their income stream and contain the long-term impacts after a natural disaster.

Under AgriRecovery, the ADRP helps focus the coordination effort, providing individual fast-tracked disaster programs of up to $20 million (up to $125 million per fiscal year - however, cannot exceed $440.7 million over four years) in federal funding to assists producers in recovering from disaster situations, quickly resuming business operations and/or reducing/mitigating long-term impacts when disasters occur. Participating provinces-territories are expected to cost-share these initiatives on a 60:40 federal-provincial/territorial basis. For AgriRecovery programming outside the ADRP, funding options are negotiated with the provinces on a case-by-case basis.

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

Shared Outcome(s):

The shared outcomes for the ADRP under AgriRecovery include:

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

Governance Structure(s):

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

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

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
AAFC	Business Risk Management	ADRP	$440.7 million ($72.9 million for FY 2007/08 and $122.6 million per year for FYs 2008/09 to 2010/11)	$122.6 million	To continue to help producers affected by natural disasters with timely assistance for extraordinary costs in order to help them quickly resume their business operations or take actions to mitigate the impacts of the disaster.
Total			$440.7 million	$122.6 million

Results to be achieved by non-federal partners (if applicable):

Joint planning and implementation (federally and provincially) of initiatives that are consistent with the AgriRecovery framework and the terms and conditions of the ADRP.

Contact Information:

Danny Foster
Director General
BRM Program Development
613-715-5044

Name of Horizontal Initiative: AgriStability

Name of Lead Department(s): 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: March 31, 2012

Total Federal Funding Allocation (start to end date): $2.6 billion over five years.

Description of the Horizontal Initiative (including funding agreement):

The AgriStability program is a margin-based program that helps producers protect their farming operations from larger income declines (more than 15%) due to circumstances beyond their control. In combination with the AgriInvest program, it is the successor to the Canadian Agricultural Income Stabilization (CAIS) program. The AgriStability program commenced with the 2007 program year.

The AgriStability program is delivered by the federal administration in British Columbia, Saskatchewan, Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, and Yukon and by provincial administrations in Alberta, Ontario, Quebec, and Prince Edward Island. Program costs, including program payments and administrative costs, are cost shared by the federal government and the provinces on a 60:40 basis, respectively.

Shared Outcome(s):

To mitigate the impacts of larger income losses (losses of over 15% relative to their historical reference margin) with margin-based assistance.

Governance Structure(s):

The AgriStability program is a part of the comprehensive Growing Forward agriculture and agri-food policy framework developed by federal, provincial and territorial Ministers of Agriculture. The program falls under the Business Risk Management priority.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
1. AAFC	Business Risk Management	AgriStability	$2.6 billion	$644.1 million	AgriStability helps producers protect their farming operations from large income losses (losses of over 15% of their margin relative to their historical margins) due to circumstances beyond their control.
Total			$2.6 billion	$644.1 million

Results to be achieved by non-federal partners (if applicable):
Joint planning and execution (federally and provincially) so provincial results are consistent.

Contact Information:
Danny Foster
Director General
BRM Program Development
613-715-5044

Name of Horizontal Initiative: Agricultural Regulatory Action Plan element of Growing Forward

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

Lead department program activity: Regulatory Efficiency Facilitation

Start Date of the Horizontal Initiative: Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date of the Horizontal Initiative: Proposed expiry March 31, 2013

Total Federal Funding Allocation (start to end date): Not available at this time - Program splits not yet approved by Treasury Board

Description of the Horizontal Initiative (including funding agreement):

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

Shared Outcome(s):

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

Governance Structure(s):

AAFC, Health Canada (HC) and Canadian Food Inspection Agency (CFIA) have worked to develop a comprehensive governance structure. HC and AAFC Deputy Ministers (DM), as well as the President of the CFIA will oversee the governance process. Three levels of governance have been established by way of the Memoranda of Understanding (MOU):

An Assistant Deputy Ministers' (ADM) Committee, will oversee the management of the MOUs and will report back to the DMs.
Joint Management Committees (JMC), composed of Directors General or equivalent level representatives, will be established to manage the implementation of the MOUs and report semi-annually to the ADM Committee.
AAFC, HC and the CFIA will establish working groups for the initiatives in which they are partnering. These working groups will develop business cases, costed work plans, performance objectives and targets, budget and expenditure reports, etc. The Working Groups will report to their respective JMCs on a regular basis.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
1. AAFC	For Health claims, novel foods, and ingredients; and for pesticides, AAFC's PA is Regulatory Efficiency Facilitation	a. Health claims, novel foods, and ingredients; minor use pesticides; and, veterinary drugs	Not available at this time - Program splits not yet approved by Treasury Board.	Not available at this time - Program splits not yet approved by Treasury Board.	An enhanced regulatory environment which promotes sector innovation, investment and competitive-ness
2. CFIA	For Food fortification, the CFIA PA is Food Safety and Nutrition Risks	b. Food Fortification	Not available at this time - Program splits not yet approved by Treasury Board.	Not available at this time - Program splits not yet approved by Treasury Board.	As above
3. Health Canada	For Health claims, novel foods, and ingredients, HC's PA is Food and Nutrition For Minor Use Pesticides, HC's PA is Pesticide Regulation For Veterinary Drugs, HC's PA is Health Products	c. Health claims, novel foods, and ingredients; minor use pesticides; and, veterinary drugs	Not available at this time - Program splits not yet approved by Treasury Board.	Not available at this time - Program splits not yet approved by Treasury Board.	As above
Total			N/A	N/A

Results to be achieved by non-federal partners (if applicable): N/A

Contact Information:

Michael Silverman
Assistant Director, Food Regulatory Issues Division
1341 Baseline Road, Tower 5, 2nd Floor, Room 144
Ottawa, Ontario K1A 0C5
613-773-0170
silvermanm@agr.gc.ca

Note:
Growing Forward is the new 5-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. Only funding for 2008-09 and 2009-10 has been secured through Estimates (along with internal reallocations) with subsequent TB Submissions to follow for each functional area, spanning the full five years of the Framework. Between the two Frameworks, programming may have been modified to reflect a new strategic direction.

Name of Horizontal Initiative: Memorandum of Understanding between Agriculture and Agri-Food Canada (AAFC) and the Canadian Food Inspection Agency (CFIA)

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

Lead department program activity: Food Safety and Biosecurity Risk Management Systems

Start Date of the Horizontal Initiative: Original start date under APR: April 1, 2003
Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date of the Horizontal Initiative: Proposed expiry March 31, 2013

Total Federal Funding Allocation (start to end date): Not available at this time - Program splits not approved by Treasury Board.

Description of the Horizontal Initiative (including funding agreement):

The following initiatives will be performed by the CFIA under the MOU:

The System Recognition initiative will provide government recognition of on-farm and post-farm food safety systems developed by national industry organizations. The CFIA will continue the development and delivery of food safety system recognition programs and provide scientific and technical advice to support HACCP-based food safety system development.
The National Biosecurity Standards Development will allow CFIA to focus on developing nationally consistent Biosecurity standards in conjunction with industry, national commodity organizations and provinces. Once the Biosecurity Standards are approved by CFIA then these standards will become the national Biosecurity standard for that particular commodity.

The operating expenditures of these two initiatives are funded over 4 years via Vote 1 - Operating.

Shared outcome(s):

Program Activity Architecture (PAA) for AAFC

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

Growing Forward Policy Outcomes

A sector that contributes to society's priorities promoting food safety and environmentally responsible agriculture; and

A sector that is proactive in managing risks.

Initiatives Outcomes: short and long-term benefits to Canadians.

1) On-Farm Food Safety Systems Recognition Program completely operational
2) Post-Farm Food Safety Systems Recognition Program developed and operational
Development and Approval of National Biosecurity Standards for priority commodity groups.

Governance structure(s):

The overall administration of the MOU is delegated to the Director General, Agriculture Transformation Programs Directorate, AAFC and the Executive Director, Food Safety and Consumer Protection Directorate of the CFIA.

($ millions)

10. Federal Partners	11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Expected Results for 2009-10
1. AAFC (work performed by CFIA)	Food Safety and Biosecurity Risk Management Systems	a. On-Farm and Post- Farm Food Safety Systems Recognition	Not available at this time - Program splits not yet approved by Treasury Board.	Not available at this time - Program splits not yet approved by Treasury Board.	Work performed by CFIA
1. AAFC (work performed by CFIA)	Food Safety and Biosecurity Risk Management Systems	b. Development of National Biosecurity Standards	Not available at this time - Program splits not yet approved by Treasury Board.	Not available at this time - Program splits not yet approved by Treasury Board.	Work performed by CFIA
2. CFIA	Food Safety and Nutrition Risks	a. On-Farm and Post-Farm Food Safety Systems Recognition.	Not available at this time - Program splits not yet approved by Treasury Board.	Not available at this time - Program splits not yet approved by Treasury Board.	1) On-going development of the On-Farm Food Safety Recognition Program. 2) Development of options for a Post-Farm Recognition Program. 3) On-going technical review and assessments of On-Farm Food Safety Programs for recognition. 4) Scientific and technical support provided as needed to AAFC and AAFC stakeholders.
2. CFIA	Food Safety and Nutrition Risks	b. Development of National Biosecurity Standards	Not available at this time - Program splits not yet approved by Treasury Board.	Not available at this time - Program splits not yet approved by Treasury Board.	1) Development and approval of Biosecurity standards for one priority commodity group. 2) Initial Development of Biosecurity standards for up to two other priority commodity groups.
Total			N/A	N/A

Results to be achieved by non-federal partners (if applicable): N/A

Contact Information:

Linda Parsons
Director General
Agriculture Transformation Programs Directorate
Farm Financial Programs Branch
613-715-5569

Name of Horizontal Initiative: Co-operative Development Initiative

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

Lead department program activity: Rural and Co-operative Development

Start Date of the Horizontal Initiative: Original start date under APR: April 1, 2003
Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date of the Horizontal Initiative: Proposed expiry March 31, 2013

Total federal funding allocation (start to end date): Not available at this time - Program splits not yet approved by Treasury Board.

Description of the Horizontal Initiative (including funding agreement):

Through the Co-operative Development Initiative, 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 in the implementation of initiatives to support the development of co-operatives. The Secretariat manages a grants and contribution program which includes:

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

Shared Outcome(s):

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

More and stronger co operatives respond to public policy challenges

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

Governance Structure(s):

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

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
1. Co-operatives Secretariat (AAFC)	Co-operative Development Initiative	Co-operative development	Not available at this time - Program splits not yet approved by Treasury Board.	Not available at this time - Program splits not yet approved by Treasury Board.	Innovative co-operative projects are implemented Access to services across the country creates an enabling environment for co-operative development and growth
Total			N/A	N/A

Results to be achieved by non-federal partners (if applicable): N/A

Contact Information:

Donna Mitchell
Executive Director
Rural and Co-operatives Secretariats
613-759-7113

Name of Horizontal Initiative: The Canadian Rural Partnership

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

Lead department program activity: Rural and Co-operative Development

Start Date of the Horizontal Initiative: Original start date under APF: April 1, 2003
Proposed start date under the new Growing Forward Framework: April 1, 2009

End Date of the Horizontal Initiative: Proposed expiry March 31, 2013

Total federal funding allocation (start to end date): Not available at this time - Program splits not yet approved by Treasury Board.

Description of the Horizontal Initiative (including funding agreement):

The Canadian 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.

Shared Outcome(s):

Collaboration between rural communities and stakeholders to address barriers and challenges to local development.
Information and tools are used by rural communities and regions to develop local amenities and other assets.
New economic activities are being implemented in rural Canada.

Governance Structure(s):

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

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

These efforts are reinforced by Rural Teams in each province and territory comprised of the federal government in the region, with most teams also including members from the provincial or territorial government and/or sectoral stakeholders.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
1. Rural Secretariat 26 departments and Agencies in the Rural Development Network	The Canadian Rural Partnership	Rural development	Not available at this time - Program splits not yet approved by Treasury Board.	Not available at this time - Program splits not yet approved by Treasury Board.	Regional and national partnering initiatives are in place to respond to barriers to rural development Rural stakeholders have access to new and updated/adapted rural development information, expertise and tools that help respond to barriers to innovative development
Total			N/A	N/A

Results to be achieved by non-federal partners (if applicable): N/A

Contact Information:

Donna Mitchell
Executive Director
Rural and Co-operatives Secretariats
613-759-7113

Internal Audits

Departments must provide a list of key upcoming internal audits and reference significant findings (using electronic links) from any internal audits not already identified in a previous RPP or DPR.

1. Name of Internal Audit/Evaluation	2. Audit Type/ Evaluation Type	3. Status	4. Expected Completion Date
Audits from FY 2008/09 to be completed in 2009/10
Regional Programs/Community Pasture Program	Operations	In Progress	April 2009
Research Centres Integrated Services Function	Operations	In Progress	June 2009
Audits planned to start in FY 2009/10
Advancing Canadian Agriculture and Agri-Food (ACAAF) Program	Transfer Payment	Planned	March 2010
Canadian Agriculture and Food International (CAFI)	Transfer Payment	Planned	March 2010
Grants & Contributions Horizontal Audit	Transfer Payment	Planned	March 2010
Eco Agriculture Biofuels Capital initiative (ecoABC)	Transfer Payment	Planned	March 2010
Acquisition Cards	Corporate	Planned	March 2010
Specified Purpose Accounts (SPA)	Corporate	Planned	March 2010
Values and Ethics Framework (including Conflict of Interest)	Corporate	Planned	March 2010
Information Management	IM	Planned	March 2010
Audits planned to start in FY 2010/11
Production Insurance Program	Transfer Payment	Planned	March 2011
Grants & Contributions Horizontal Audit (Different Programs from 2009-2010)	Transfer Payment	Planned	March 2011
Agri-Opportunities Program	Transfer Payment	Planned	March 2011
Agriculture Bioproducts Innovation Program (ABIP)	Transfer Payment	Planned	March 2011
Budgetary Control Process	Corporate	Planned	March 2011
Business Continuity Planning Process (for critical information systems)	Operational	Planned	March 2011
Regional Operations	Corporate	Planned	March 2011

An updated Risk-Based Audit Plan, which will include internal audits for FY 2011/12 and possibly changes to FY 2009/10 and FY 2010/11, will be completed by April 2009.

5. Electronic Link to Internal Audit and Evaluation Plan:

Evaluations

1. Name of Evaluation	2. Program Type*	3. Status	4. Expected Completion Date
2009 - 2010
Capturing Opportunities for innovative products, services, processes	Transfer Payment	Planned	March 2010
Market Transitions	Transfer Payment	Planned	March 2010
Insolvency Dispute Resolution	Statutory	Planned	March 2010
Evaluation of Food Safety Continuum	Transfer Payment	Planned	March 2010
2010 - 2011
Income Stability Tools	Transfer Payment	Planned	March 2011
Disaster Assistance	Statutory/ Transfer Payment	Planned	March 2011
Supporting Biofuels	Transfer Payment	Planned	March 2011
Promoting Success in Export Markets	Transfer Payment	Planned	March 2011
Environmental Research for Knowledge and Information	Transfer Payment	Planned	March 2011
Collaborative Research and Development	Transfer Payment	Planned	March 2011
Innovative and Sustainable Agricultural Production and Products	Transfer Payment	Planned	March 2011
Collaborative Research and Development	Transfer Payment	Planned	March 2011
2011 - 2012
Producer Insurance	Statutory/ Transfer Payment	Planned	March 2012
Informing Market Exploration	Transfer Payment	Planned	March 2011
Market Information and Export Capacity Building	Transfer Payment	Planned	March 2011
Tools for the Agricultural Landscape	Transfer Payment	Planned	March 2011
National Land and Water Information Service	Service	Planned	March 2011
Food Related Science	A-base	Planned	March 2011
Supporting Rural Communities and Developing Cooperatives	Transfer Payment	Planned	March 2011

* Evaluations will be cluster evaluations covering a number of Transfer Payment Programs with similar objectives and/or expected outcomes.

Electronic link to evaluation plan will be provided once finalized.

Sources of Respendable and Non-Respendable Revenue

*Respendable Revenue*
($ millions)	Forecast Revenue 2008-2009	Planned Revenue 2009-2010	Planned Revenue 2010-2011	Planned Revenue 2011-2012
Environmental Knowledge, Technology, Information and Measurement
Collaborative research agreements and research services	5.5	5.5	5.5	5.5
Total - Environmental Knowledge, Technology, Information and Measurement	5.5	5.5	5.5	5.5
On-Farm Action
Community Pastures	19.1	19.1	20.4	21.8
Total - On-Farm Action	19.1	19.1	20.4	21.8
Business Risk Management
AgriStability - Admin. Fees	5.5	5.5	5.5	5.5
Total - Business Risk Management	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
Total - Food Safety and Biosecurity Risk Management Systems	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
Total - Science, Innovation and Adoption	15.0	15.0	15.0	15.0
Canadian Pari-Mutuel Agency
Canadian Pari-Mutuel Agency Revolving Fund	13.8	13.7	15.4	17.1
Total - Canadian Pari-Mutuel Agency	13.8	13.7	15.4	17.1
Total Respendable Revenue	60.4	60.3	63.3	66.4

*Non-Respendable Revenue*
($ millions)	Forecast Revenue 2008-2009	Planned Revenue 2009-2010	Planned Revenue 2010-2011	Planned Revenue 2011-2012
Environmental Knowledge, Technology, Information and Measurement
Refund of Previous Years' Expenditures	0.1	0.1	0.1	0.1
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	0.5	0.5	0.5	0.5
Other non-tax revenues	0.0	0.0	0.0	0.0
Total - Environmental Knowledge, Technology, Information and Measurement	0.6	0.6	0.6	0.6
On-Farm Action
Refund of Previous Years' Expenditures	0.1	0.1	0.1	0.1
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	0.4	0.4	0.4	0.4
Other non-tax revenues	0.0	0.0	0.0	0.0
Total - On-Farm Action	0.5	0.5	0.5	0.5
Business Risk Management
Refund of Previous Years' Expenditures	6.8	5.8	5.8	5.8
Service and Service Fees	0.7	0.7	0.7	0.7
Privileges, Licences and Permits	0.2	0.2	0.2	0.2
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	0.1	0.1	0.1	0.1
Other non-tax revenues	0.4	0.4	0.4	0.4
Total - Business Risk Management	8.2	7.2	7.2	7.2
Food Safety and Biosecurity Risk Management Systems
Refund of Previous Years' Expenditures	0.3	0.3	0.3	0.3
Service and Service Fees	0.0	0.0	0.0	0.0
Privileges, Licences and Permits	0.3	0.3	0.3	0.3
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	0.2	0.2	0.2	0.2
Other non-tax revenues	0.0	0.0	0.0	0.0
Total - Food Safety and Biosecurity Risk Management Systems	0.8	0.8	0.8	0.8
Trade and Market 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
Total - Trade and Market Development	0.2	0.2	0.2	0.2
Regulatory Efficiency Facilitation
Refund of Previous Years' Expenditures	0.2	0.2	0.2	0.2
Service and Service Fees	0.0	0.0	0.0	0.0
Privileges, Licences and Permits	0.3	0.3	0.3	0.3
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	0.4	0.4	0.4	0.4
Other non-tax revenues	0.0	0.0	0.0	0.0
Total - Regulatory Efficiency Facilitation	0.8	0.8	0.8	0.8
National Farm Products Council
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	0.0	0.0	0.0	0.0
Total - National Farm Products Council	0.0	0.0	0.0	0.0
Science, Innovation and Adoption
Refund of Previous Years' Expenditures	0.3	0.3	0.3	0.3
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	5.2	5.2	5.2	5.2
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	2.2	2.2	2.2	2.2
Other non-tax revenues	0.0	0.0	0.0	0.0
Total - Science, Innovation and Adoption	7.7	7.7	7.7	7.7
Agri-Business Development
Refund of Previous Years' Expenditures	0.1	0.1	0.1	0.1
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	1.0	1.0	1.0	1.0
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	0.4	0.4	0.4	0.4
Other non-tax revenues	0.0	0.0	0.0	0.0
Total - Agri-Business Development	1.6	1.6	1.6	1.6
Rural and Co-operatives 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	0.3	0.3	0.3	0.3
Total - Rural and Co-operatives Development	0.4	0.4	0.4	0.4
Internal Services
Refund of Previous Years' Expenditures	0.1	0.1	0.1	0.1
Service and Service Fees	0.0	0.0	0.0	0.0
Privileges, Licences and Permits	1.2	1.2	1.2	1.2
Return on Investments	4.1	4.1	4.1	4.1
Proceeds from Sales of Crown Assets	0.3	0.3	0.3	0.3
Other non-tax revenues	9.0	9.0	9.0	9.0
Total - Internal Services	14.7	14.7	14.7	14.8
Total Non-Respendable Revenue	35.4	34.4	34.4	34.5
Total Respendable and Non-Respendable Revenue	95.8	94.7	97.8	100.9

Respendable revenues are generated by the Community Pastures Program, collaborative research agreements and research services, administration fees related to the CAIS/AgriStability program, and the Canadian Pari-Mutuel Agency Revolving Fund. In accordance with Treasury Board policy, the Department can generate and spend up to 125 percent of its vote-netted revenue authority.

Forecast Revenue for 2008-2009 related to the CPMA Revolving Fund reflects the anticipated revenue generated, whereas the respendable revenue reflected in the "Planned Summary" table in Section 1, reflects the respendable revenue authority as per the Main Estimates.

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 2008-2009 are higher than 2009-2010, 2010-2011 and 2011-2012 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 Farm Income Program (CFIP), Canadian Agricultural Income Stabilization (CAIS)/AgriStability and the Agricultural Income Disaster Assistance Program (AIDA).

The figures in the above tables have been rounded to the nearest millions of dollars. For this reason, 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.

Summary of Capital Spending by Program Activity

($ millions)	Forecast Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Planned Spending 2011-2012
Environmental Knowledge, Technology, Information and Measurement	2.3	2.9	0.0	0.0
On-Farm Action	-	2.0	2.0	2.0
Business Risk Management	2.0	0.0	0.0	0.0
Food Safety and Biosecurity Risk Management Systems	-	0.0	2.4	1.9
Trade and Market Development	-	0.0	0.0	0.0
Regulatory Efficiency Facilitation	-	0.0	0.0	0.0
National Farm Products Council	-	0.0	0.0	0.0
Science, Innovation and Adoption	3.3	2.8	2.5	0.0
Agri-Business Development	-	0.0	0.0	0.0
Rural and Co-operatives Development	-	0.0	0.0	0.0
Canadian Pari-Mutuel Agency	-	0.0	0.0	0.0
Internal Services	47.0	26.3	25.7	25.7
Total Capital Spending	54.6	34.0	32.6	29.5

The table reflects forecast and currently planned spending on assets to be capitalized, funded through Vote 5 Capital.

Forecast Spending 2008-2009 reflects the authorized funding levels to the end of the fiscal year 2008-2009 (not necessarily forecast expenditures). Allocations by Program Activity are notional as the PAA Structure for 2009-10 is different than that for 2008-09.

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 2009-2010 through to 2011-2012 planning years) as presented in the Annual Reference Level Update. It also includes adjustments in future years for funding approved in the government fiscal plan, but yet to be brought into the Department's reference levels. Planned Spending has not been adjusted to include new information contained in Budget 2009, such as Strategic Review efficiency savings as well as new funding for the AgriFlexibility and Slaughterhouse programs. More information will be provided in the 2009-10 Supplementary Estimates.

The Forecast Spending for 2008-2009 is $54.6 million compared to $34.0 million for 2009-2010, a decrease of $20.6 million. This is mainly attributable to the inclusion of the capital carryforward from 2007-08 into 2008-09. Any amounts not actually spent in 2008-09 will be requested to be carried forward to 2009-10 under the Non-lapsing Capital Appropriations pilot project that AAFC is participating in.

The figures in the above tables have been rounded to the nearest millions of dollars. For this reason, 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.

User Fees

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. The Farm Improvement and Marketing Cooperatives Loans Act (FIMCLA) program.

Canadian Pari-Mutuel Agency Revolving Fund

Statement of Operations
($ millions)	Forecast 2008-2009¹	Planned 2009-2010	Planned 2010-2011	Planned 2011-2012
Respendable Revenue	13.6	13.7	15.4	17.1
Expenses
Operating:
Salaries and employee benefits	5.2	5.2	5.4	5.5
Depreciation	0.2	0.2	0.2	0.2
Administrative and support services	8.4	8.1	9.3	10.9
Utilities, materials and supplies	0.2	0.2	0.2	0.2
Total Operating	14.0	13.7	15.1	16.8
Surplus (Deficit)	(0.4)	0.0	0.3	0.3
Statement of Cash Flows
($ millions)	Forecast 2008-2009¹	Planned 2009-2010	Planned 2010-2011	Planned 2011-2012
Surplus (Deficit)	(0.4)	0.0	0.3	0.3
Add non-cash items: Depreciation/amortisation	0.2	0.2	0.2	0.2
Investing activities: Acquisition of depreciable assets	(0.2)	(0.2)	(0.2)	(0.2)
Cash Surplus (requirement)	(0.4)	0.0	0.3	0.3
Projected Use of Authority
($ millions)	Forecast 2008-2009¹	Planned 2009-2010	Planned 2010-2011	Planned 2011-2012
Authority*	2.0	2.0	2.0	2.0
Drawdown:
Balance as at April 1	1.6	1.2	1.2	1.5
Projected Surplus (Drawdown)	(0.4)	0.0	0.3	0.3
Total Drawdown	1.2	1.2	1.5	1.8
Projected Balance at March 31	3.2	3.2	3.5	3.8

* $2 million is the maximum amount that may be drawn down from the Consolidated Revenue Fund (CRF) at any time.

Note:

¹Forecast for 2008-09 reflects the forecasted revenues and expenditures for the fiscal year.

The figures have been rounded to the nearest millions of dollars. 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.

ARCHIVED - Agriculture and Agri-Food Canada

Archived Content

2009-10 Report on Plans and Priorities

Agriculture and Agri-Food Canada

Table of Contents

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Details on Transfer Payments Programs (TPPs) for Agriculture and Agri-Food Canada

Up-Front Multi-Year Funding

Green Procurement

Sustainable Development Strategy

Overview of Sustainable Development Strategy (SDS) Departmental Goals

Horizontal Initiative

Internal Audits

Evaluations

Sources of Respendable and Non-Respendable Revenue

Summary of Capital Spending by Program Activity

User Fees

Canadian Pari-Mutuel Agency Revolving Fund

2009-10
Report on Plans and Priorities