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2010-11
Report on Plans and Priorities

Agriculture and Agri-Food Canada

Supplementary Information (Tables)

Details of Transfer Payment Programs (TPPs) for Agriculture and Agri-Food Canada

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

Program Activities: Environmental Knowledge, Technology, Information, and Measurement; On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Trade and Market Development; Science, Innovation, and Adoption; and Agri-Business Development.

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

Start date: June 18, 2009

End date: March 31, 2014

Description:
Agricultural Flexibility Fund (AgriFlexibility) initiatives will fall under three project categories or elements:
1) Investments to help reduce the cost of production or improve environmental sustainability;
2) Investments in value-chain innovation and sectoral adaptation; and
3) Investments to address emerging opportunities and challenges.

AgriFlexibility is a Canada's Economic Action Plan (CEAP) Initiative.

Expected results:
Producers/ partners/ industry implement actions to improve their environmental practices;
Producers/ partners/ industry implement actions to reduce costs of production;
Improved food safety, biosecurity, traceability and risk management measures;
Agri-processors upgrade their capacity (through the modernization of their facility(ies);
Increase in value-chain efforts focussed on innovation and/or adaptation; and
Agri-industry implements actions to respond to market threats and/or take advantage of emerging market opportunities.

Performance Indicators:
Number of actions implemented by producers to improve their environmental practices;
Number of actions implemented by producers to reduce their costs of production;
Number of improved food safety, biosecurity, traceability and risk management measures; Number of Agri-processors that upgrade their capacity;
Number and types of activities that increased value-chain efforts focused on innovation and/or adaptation; and
Number of actions implemented to respond to market threats and/or take advantage of emerging market opportunities.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Environmental Knowledge, Technology, Information, and Measurement
Total grants
Total contributions	1.4	2.6	2.6	2.6
Total Environmental Knowledge, Technology, Information, and Measurement	1.4	2.6	2.6	2.6
Program Activity: On-Farm Action
Total grants
Total contributions	12.3	22.8	22.8	22.8
Total On-Farm Action	12.3	22.8	22.8	22.8
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total grants
Total contributions	9.5	17.7	17.7	17.7
Total Food Safety and Biosecurity Risk Management Systems	9.5	17.7	17.7	17.7
Program Activity: Trade and Market Development
Total grants
Total contributions	6.5	12.1	12.1	12.1
Total Trade and Market Development	6.5	12.1	12.1	12.1
Program Activity: Science, Innovation, and Adoption
Total grants
Total contributions	15.6	28.8	28.8	28.8
Total Science, Innovation, and Adoption	15.6	28.8	28.8	28.8
Program Activity: Agri-Business Development
Total grants
Total contributions	1.2	2.1	2.1	2.1
Total Agri-Business Development	1.2	2.1	2.1	2.1
Total Transfer Payment Programs	46.4	86.1	86.1	86.1

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

Note:
Planned spending for 2010-11 to 2012-13 reflects only the funding presented in the 2010-11 Annual Reference Level Update (ARLU). It does not include any additional amounts that may be brought into the Department's reference levels.

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

Program Activity: Environmental Knowledge, Technology, Information, and Measurement / On-Farm Action

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

Start date: April 1, 2008

End date: March 31, 2013

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

Expected results:
Improved agri-environmental risk assessment and planning by agricultural producers.

Performance Indicator:
Increase in adoption levels of Beneficial Management Practices (BMP). Environmental Farm Plans set out out priorities for each farm once an environmental scan is performed. BMPs are based on priorities set out in that plan.

Target:
10% increase from previous program baselines by 2013. Baselines are from the Environmental Indicators for the National Agri-Health Analysis and Reporting Program (NAHARP).

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Environmental Knowledge, Technology, Information, and Measurement
Total grants	-	-	-	-
Total contributions	6.3	2.9	3.6	3.0
Total Environmental Knowledge, Technology, Information, and Measurement	6.3	2.9	3.6	3.0
Program Activity: On-Farm Action
Total grants	-	-	-	-
Total contributions	64.2	67.1	63.7	55.0
Total On-Farm Action	64.2	67.1	63.7	55.0
Total Transfer Payment Program	70.5	70.0	67.3	58.1

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

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

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

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

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

Expected results:
The financial impacts of production losses are mitigated by providing effective insurance protection.

Performance Indicators:
1. Value of insured production compared to the total value of all agricultural products eligible for insurance reported as follows: Percentage of Crops - Target 60%.
2. Value of crops eligible for insurance compared to the value of all agricultural products reported as follows: Percentage of Crops – Target 85%.

The Expected Results, Performance Indicators and Targets listed above are based on those provided for AAFC''s 2009-10 Performance Measurement Framework.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Business Risk Management
Total grants
Total contributions	565.6	452.0	452.0	227.3
Total Transfer Payment Program	565.6	452.09	452.0	227.3

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Business Risk Management

Name of Transfer Payment Program: AgriInvest Program (Statutory)

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

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

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

AgriInvest allows producers to self-manage, through producer and government funded savings accounts, the first 15 per cent of their margin losses for a production year and/or make investments to reduce on-farm risks or increase farm revenues (effective July 2010, AgriInvest accounts will be held by participating financial insitutions). Under the program, annual producer deposits of up to 1.5 percent of their allowable net sales are matched by government deposits. Government deposits are cost-shared 60:40 by federal and provincial governments. In combination with the AgriStability program, AgriInvest is the successor to the Canadian Agricultural Income Stabilization (CAIS) program. AgriInvest replaces coverage for smaller income declines where AgriStability assists producers in managing larger losses.

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

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

Expected results:
Producers have the flexibility in managing small financial risks. Producers use program account balances to address income declines or to make investments to reduce on-farm risks or increase farm revenues.

Performance Indicators:
1.Percentage of AgriInvest producers receiving AgriStability payments and making withdrawals from their AgriInvest saving accounts. Target is at least 60% of AgriInvest producers.
2. Percentage of producers indicating that they use their funds to address income declines or make investments to reduce on-farm risks or increase farm revenues. Target is at least 75% of producers.

The Expected Results, Performance Indicators and Targets listed above are based on those provided for AAFC's 2009-10 Performance Measurement Framework.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Business Risk Management
Total grants	139.4	155.8	139.4	139.4
Total contributions	20.1	19.0	20.1	19.0
Total Transfer Payment Program	159.5	174.8	159.5	158.4

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

Note:
As required, the allocations to Grant versus Contribution may be adjusted and these would be reflected in the Supplementary Estimates, the Departmental Performance Report and Public Accounts.

Planned spending for 2010-11 to 2012-13 reflects only the funding presented in the 2010-11 Annual Reference Level Update (ARLU). It does not include any additional amounts that may be brought into the Department's reference levels.

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

Program Activity: Business Risk Management

Name of Transfer Payment Program: AgriStability Program (Statutory)

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

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

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

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

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

Expected results:
The short-term impacts of larger income losses (losses of over 15% relative to their historical reference margin) are reduced.

Performance Indicators:
1. Participants' farm market revenues compared to total farm market revenues for the industry. Target - 80% of total farm market revenues are covered by the program.
2. Participant's production margin with and without payments compared to reference margin. Target - Program payments bring producer's margin up to 75% of reference margin.

The Expected Results, Performance Indicators and Targets listed above are based on those provided for AAFC's 2009-10 Performance Measurement Framework.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Business Risk Management
Total grants	115.1	95.3	95.5	-
Total contributions	557.2	500.0	501.0	188.7
Total Transfer Payment Program	672.3	595.3	596.4	188.7

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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: Agricultural Disaster Relief Program (ADRP) / AgriRecovery (Statutory)

Start date: December 6, 2007
Program authorities were obtained to implement the ADRP under the AgriRecovery disaster relief framework beginning with the 2007-08 fiscal year.

End date: March 31, 2011

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

AgriRecovery facilitates the process for federal, provincial and territorial governments to provide short-term, timely assistance to help producers quickly re-establish their income stream and contain the long-term impacts after a small to mid-size disaster (disease, pest, weather-related). Programs under AgriRecovery are developed on a case-by-case basis after an assessment is completed and it is determined that there is need for assistance not covered by existing programs, such as AgriInvest, AgriStability and AgriInsurance.

Under AgriRecovery, the ADRP helps focus the coordination effort, providing fast-tracked programs of up to $20.0 million (up to $121.7 million per fiscal year) to quickly fund initiatives under AgriRecovery.

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 negociated with the provinces on a case-by-case basis.

Links to the federal AgriRecovery Website

Expected results:
Farm business operations resume operations following a natural disaster. Producers affected by a disaster situation benefit from financial assistance.

Performance Indicators:
1. Percentage of producers still farming one year after the disaster. Target is 70% of producers still farming one year later.
2. Percentage of producers who believe that the financial assistance provided under the program played a role in the recovery. Target is 75% of participants.

The Expected Results, Performance Indicators and Targets listed above are based on those provided for AAFC's 2009-10 Performance Measurement Framework.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Business Risk Management
Total grants	54.2	54.2
Total contributions	54.2	54.2
Total Transfer Payment Program	108.4	108.4	-	-

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Business Risk Management

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

Start date: 1997

End date: On-going under the AMPA legislation

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

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 $2.5 billion).
- Administer the program in a prudent manner for eligible producers (achieving a default rate of under 2% of total amount advanced).

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Business Risk Management
Total grants
Total contributions	165.0	184.0	106.0	94.0
Total Transfer Payment Program	165.0	184.0	106.0	94.0

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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: Contributions in support of the Assistance to the Pork Industry Initiative (Statutory)

Start date: September 22, 2009

End date: March 31, 2014

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

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

The terms of the loans will be negotiated between lenders and applicants but shall not exceed 15 years. Where possible, a maximum 10-year term will be encouraged.
Lenders are responsible for assessing applications, extending and managing loan amounts in accordance with the program's terms and conditions, managing their Reserve Fund and for any losses beyond those that can be drawn from the Reserve Fund. As such, lenders continue to bear a proportion of the risk for loans extended under the HILLRP.

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

Expected results:
The HLLRP is designed to increase access to credit for eligible producers currently producing hogs in Canada. This will:
- Alleviate short term liquidity pressures; and
- Assist the industry to continue operations and respond to long term market signals.

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

The maximum total loan loss reserve that AAFC will provide under HILLRP is $404 million.

The HFTP will lead to the following outcomes:
- Compensation to hog producers that cease production for three years;
- A number of participating hog operations ceasing production for three years; and
- A reduction in the population of hogs in Canada.

Performance indicators include: number of program participants that cease production for 3 years; and reduction in the number of breeding animals and hogs produced in Canada once program is fully subscribed.

HFTP is a $75 million program. Assuming average bids are $500 per sow-equivalent, this would translate into a 3.2 million decline in annual hog production.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Business Risk Management
Total grants
Total contributions	443.4	39.1	0.4	0.4
Total Transfer Payment Program	443.4	39.1	0.4	0.4

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Food Safety and Biosecurity Risk Management Systems

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

Start date: April 1, 2008

End date: March 31, 2013

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

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

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

Expected results:
Food Safety Systems Development
Increased number of national on-farm and post-farm organizations with food safety systems ready to submit to Canadian Food Inspection Agency for "recognition". Government-recognized on-farm food safety programs are technically based on the internationally accepted food safety control system called Hazard Analysis Critical Control Point (HACCP).
Performance indicator: Number of organizations that submit to Canadian Food Inspection Agency for "recognition".
Targets: On-Farm target is 6 organizations and Post-Farm is 7 organizations. The date to achieve target is March 31, 2013.

Food Safety Systems Implementation
Increased number of producers and non-federally registered food processing enterprises engaged in food safety activities.
Performance Indicator: Number of provinces and territories with food safety activities as Growing Forward cost-shared programs.
Target: Specific Targets for Designated Programs covering food safety activities are set out in individual Bilateral Agreements.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total grants
Total contributions	26.3	19.0	12.5	13.0
Total Transfer Payment Program	26.3	19.0	12.5	13.0

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Food Safety and Biosecurity Risk Management Systems

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

Start date: April 1, 2008

End date: March 31, 2013

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

Biosecurity Standards Implementation
The approved national Biosecurity Standards form the basis for implementation of the minimum, biosecurity requirements for a particular sector at the farm-level. Provinces and territories are responsible for farm-level implementation and are able to impose additional standards to respond to a particular, unique need of the local industry.

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

Traceability Enterprise Infrastructure
The Traceability Enterprise Structure provides funding to individual businesses to assist in the purchase and installation of traceability infrastructure and the training of staff to implement traceability systems for plants, animals and products. This could include implementation of animal handling systems, equipment, and data systems necessary to record and report data to industry databases. These actions will enable recipients to participate fully in the National Agriculture and Food Traceability System.

Expected results:
Biosecurity Standards Implementation
Increased review and approval of biosecurity systems being implemented.
Performance Indicator: Number of biosecurity systems implemented.
Target: Specific targets for designated programs covering food safety activities are set out in individual Bilateral Agreements.

Traceability Industry Infrastructure
Increase in the development of industry-led traceability systems.
Performance Indicator: Number of organizations and private entities implementing industry-led traceability systems.
Target: 10 organizations and/or private entities. The date to achieve target is March 31, 2013.

Traceability Enterprise Infrastructure
All provinces and territories implementing traceability activities as Growing Forward cost-shared programs.
Performance Indicator: Number of provinces and territories with traceability activities as Growing Forward cost-shared programs.
Target: Specific targets for designated programs covering food safety activities are set out in individual Bilateral Agreements.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total grants
Total contributions	29.0	32.6	29.9	24.8
Total Transfer Payment Program	29.0	32.6	29.9	24.8

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Food Safety and Biosecurity Risk Management Systems

Name of Transfer Payment Program: 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 results:
The foundation for a structured swine health risk management framework is established and contributes to the prosperity and the stability of the Canadian hog sector through biosecurity best management practices, research and long term risk management solutions.

Performance Indicators:
A National Biosecurity Best Management Practices Standard is in place;
Percentage of research projects that are progressing on schedule; and
A long term risk management solution is established by the industry.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total grants
Total contributions	14.4	37.9	-	-
Total Transfer Payment Program	14.4	37.9	-	-

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Food Safety and Biosecurity Risk Management Systems

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

Start date: April 19, 2004

End date: March 31, 2011

Description:

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

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

Website (Canadian Food Inspection Agency)

Expected results:
Eradication of the Plum Pox Virus in Canada while maintaining the viability of the industry.

Performance Indicator: Number of positive trees and orchards identified.
Target: 15% reduction in Plum Pox Virus incidences annually between 2004-2011.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total grants
Total contributions	8.6	8.6	-	-
Total Transfer Payment Program	8.6	8.6	-	-

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Trade and Market Development

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

Start date: June 27, 2005

End date: March 31, 2015

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

Expected results:
Growth in traditional, existing, new and emerging markets for Canadian beef and genetics products; and to maximize the total value realized by the Canadian beef and cattle genetics industry through optimization of genetics products values.

Performance Indicators:
- change in consumer recognition and perceptions of Canadian beef and products (measured by consumer surveys, benchmark studies);
- increase in total beef export volumes to key markets; and
- change in international and target country market share.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Trade and Market Development
Total grants	10.0	5.0	5.0	5.0
Total contributions
Total Transfer Payment Program	10.0	5.0	5.0	5.0

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Trade and Market Development

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

Start date: April 1, 2008

End date: March 31, 2013

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

The AgriMarketing Program provides a platform to equip industry, including small and medium-sized enterprises, for success in global markets. AgriMarketing cost-shares with industry associations for international market development, export promotion activities and in-depth research to form long-term international strategies that contribute and build on the Canada Brand.

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

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

Expected results:
AgriMarketing Program:
- Contribution Agreements with industry associations, alliances and technical marketing institutions;
- Increased capacity of industry associations to deliver market development and branding projects;
- Increased effectiveness of market development and branding projects undertaken by industry associations; and
- Enhanced market opportunities for Canadian agriculture and food producers in key international markets.

Performance measures and indicators are:
- Number of agreements implemented annually;
- Percentage of market development and branding projects undertaken by industry associations outside Canada with the program funding as compared to promotional activities undertaken without the program funding; and
- Percentage increase in exports for AgriMarketing Program supported sectors with a long-term international strategy.

ERCA Contribution Program:
- The establishment of "communities of experts" with broad representation from universities and other institutions;
- Broadly disseminated research results that are used by industry and government to enhance competitiveness and prosperity;
- Strengthened policy research capacity addressing priority issues for the sector;
- Participation of industry and representatives from other departmental initiatives such as the Value Chain Roundtables (VCRT) and Agri-foresighting at ERCA events and workshops;
- Publication of research reports, Policy Briefs, professional journal articles and newspaper articles by ERCA members; and
- A large pool of graduate students knowledgeable in agricultural policy from which to recruit at AAFC.

Performance measures and indicators are:
- The number of researchers involved in ERCA;
- The number of meetings/workshops/seminars and Parliamentary Committees where ERCA policy research results are presented for use by government, industry and other stakeholders;
- The number of graduate students recruited into agriculture programs at universities in Canada through ERCA;
- The number of participants at ERCA events from industry, VCRT or Agriforesighting, government and other organizations;
- The number of research reports/policy briefs/ professional journal articles and newspaper articles published by ERCA members;
- The number of graduate students who graduate from their programs.

ERCA - Grant to the OECD:
- Broadly disseminated research results that are used by industry and government to enhance competitiveness and prosperity;
- Enhanced economic and policy research capacity addressing priority issues for the Canadian agriculture and agri-food sector in a global context;
- Increased information for the use of Provinces and Territories on key issues impacting the sector; and
- A further influence on the research agenda of the OECD in order to broaden policy research to include topics of importance for Canada.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Trade and Market Development
Total grants	0.1	0.1	0.1	0.1
Total contributions	22.5	22.7	23.1	24.1
Total Transfer Payment Program	22.6	22.8	23.2	24.2

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Science, Innovation and Adoption

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

Start date: May 28, 2009

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

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

Expected results:
Industry implements strategies to respond to emerging issues and opportunities;
Conversion of applied research into commercial products;
Adoption of innovative,value-added products, processes and technologies by the sector; and Improved competitiveness of the sector.

Performance Indicators:
Number of strategies to respond to emerging issues developed and implemented by industry;
Number of commercial products created;
Number of innovative, value-added products, processes and technologies adopted by the sector;
Number of projects resulting in: reduction of producing and processing costs; improved product quality; improved market share or preservation of market share.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Science, Innovation and Adoption
Total grants
Total contributions	33.4	33.4	28.4	28.4
Total Transfer Payment Program	33.4	33.4	28.4	28.4

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

Strategic Outcome: 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 results:
Increase in Research and Development network activities for innovative technologies, techniques, processes, tools and strategies.

Performance Indicator: Number of technology transfer vehicles (such as licenses, demonstrated applications in industry, industry attestations, articles in commodity or trade magazines etc.) related to new products, new uses and new markets for agri-based biomass resulting from the networks that have been established.
Target: 18 technology transfer vehicles

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Science, Innovation and Adoption
Total grants
Total contributions	20.7	15.7	-	-
Total Transfer Payment Program	20.7	15.7	-	-

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

Strategic Outcome: 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:
The Agri-Opportunities program is 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 results:
To promote new opportunities for agriculture by enabling the sector to diversify or move into promising new markets with prospects for long term sustainability.

Performance Indicators:
- The number of facilities established, modernized or expanded (9-13 facilities);
- The number of new products, processes and services that are brought to market (11-16 products, processes or services);
- Increase in knowledge and skills of recipient organizations
• number of people with increased knowledge and innovative capacity (38-64 people)
• number of enterprises with increased knowledge and capacity (19-25 organizations);
- Increase in demand for primary agricultural products (targets still to be determined);
- The number of funded enterprises with new revenue streams (7-10 organizations);
- Increase in level and quality of employment for recipient organizations
• number of employees hired in funded enterprises (70-95 overall)
• number of indirect jobs supported by activities of funded enterprises
• level of wages paid relative to sector average (5 percent above average)
- The number of funded enterprises participating in value added industries (7-10 enterprises); and
- The number of farmers participating farther up the value-chain (5-7 projects led by farmers).

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Science, Innovation and Adoption
Total grants
Total contributions	30.1	31.1	-	-
Total Transfer Payment Program	30.1	31.1	-	-

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Science, Innovation and Adoption

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

Start date: March 29, 2007

End date: March 31, 2011
(Proposed extension to March 31, 2013)

Description:
The ecoAgriculture Biofuels Capital initiative (ecoABC) is a four-year, $200 million federal initiative that provides conditionally repayable contributions towards the construction or expansion of biofuel facilities that have equity investments from farmers and use agricultural feedstock. The initiative, which is part of the federal renewable fuels strategy, is providing an opportunity for farmers to benefit from the emerging renewable fuels industry while helping the government to achieve its targets for renewable fuel content in gasoline and diesel fuel.

Expected results:
To provide agricultural producers with an opportunity for equity investment in biofuel production facilities, and to facilitate achieving the federal government's target of renewable fuel content equal to 5% of the gasoline pool by 2010 and 2% in diesel and heating oil by 2012 through domestic production.

Specific 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.

Performance Indicators:
- Number of new facilites built or expanded for renewable fuels (8-12 facilities);
- Change in annual production of ethanol and biodiesel by funded facilities (overall increase in production of 1-1.5 billion litres of renewable fuel);
- Number of new jobs in funded facilities (200-360 overall);
- Increased spending in communities with funded facilities (specific targets determined later); and
- Change in primary producers' revenue from investment ($6-12 million annually).

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Science, Innovation and Adoption
Total grants
Total contributions	49.8	65.3	-	-
Total Transfer Payment Program	49.8	65.3	-	-

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Science, Innovation and Adoption

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

Start date: April 1, 2008

End date: March 31, 2013

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

The program initiatives are designed to work systematically along the three phases of the innovation continuum; they are:
Discovery Phase: the creation of new knowledge and ideas;
Pre-commercialization Phase: the further development of ideas into new technologies to address challenges and opportunities; and
Commercialization, Adoption and Marketing Phase: the realization of economic and social benefits from the technologies that generate new practices, products and processes.

Expected results:
Accelerated pace of innovation and new technologies adopted.
Performance Indicator: Percent increase in number of applied agri-science research and development projects.
Target: 400% increase in number of applied agri-science research and development projects by March 2013.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Science, Innovation and Adoption
Total grants
Total contributions	39.8	60.6	64.5	73.8
Total Transfer Payment Program	39.8	60.6	64.5	73.8

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Agri-Business Development

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

Start date: April 1, 2008

End date: March 31, 2013

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

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

Expected results:
Increased understanding of the factors most critical to business success by businesses in the sector.
Performance Indicator: Percentage of participating businesses with an increased understanding of the factors most critical to the success of their business.
Target: 70% of participants will have an increased understanding of critical success factors for their business. This target will be met by March 2013.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Agri-Business Development
Total grants
Total contributions	18.1	23.5	27.1	26.6
Total Transfer Payment Program	18.1	23.5	27.1	26.6

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Agri-Business Development

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

Start date: October 25, 2007

End date: March 31, 2011

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

Expected results:
To ensure acreage is readily available for planting of more marketable crops, and to develop an improved understanding of the opportunities for the orchards and vineyards sector. It is expected that OVTP will result in fruit trees and grape vines being removed from 6,500 hectares and this land being made available for the planting of more marketable varieties of tree fruits, grapes and other crops. This will encourage producers to make the adjustments necessary to become more competitive.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Agri-Business Development
Total grants
Total contributions	11.7	9.2	-	-
Total Transfer Payment Program	11.7	9.2	-	-

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Agri-Business Development

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

Start date: June 4, 2009

End date: March 31, 2012

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

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

The Slaughter Improvement Program is a Canada's Economic Action Plan (CEAP) Initiative.

Expected results:
The SIP will lead to the following outcomes: operational improvements among red meat packers and processors; increased productivity, revenues and/or innovation, and/or reduced costs among red meat packers and processors; and added slaughter capacity in deficit regions.

Performance indicators may include but are not limited to the following: amount of program funds invested by red meat packers and processors in operational improvements; percentage of recipients that increase their productivity, revenues and/or innovation, and/or reduce their costs; and number of regions that fill in their capacity deficit.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Agri-Business Development
Total grants
Total contributions	18.4	19.6	14.1	-
Total Transfer Payment Program	18.4	19.6	14.1	-

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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

Program Activity: Rural & Co-operatives Development

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

Start date: April 1, 2008

End date: March 31, 2013

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

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

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

Expected results:
Rural development
New economic activities are being developed in rural communities.
Measured by: The number of communities in 20 selected rural regions where new economic activities are implemented as a result of CRP collaborative activities.
Target: 30 communities by March 31, 2013

Co-operative Development Initiative
Canadians are better able to utilize the co-operative model to meet their economic and social needs.
Measured by: Number of co-operatives created, which have received CDI support.
Target: 150 co-operatives by March 31, 2013.

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Program Activity: Rural & Co-operatives Development
Total grants
Total contributions	6.9	7.5	7.5	7.5
Total Transfer Payment Program	6.9	7.5	7.5	7.5

Summary of the 3 Year Plan: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1174061891718&lang=eng

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: Canada Pork International (CPI)

Start date: June 22, 2009

End date: September 30, 2013

Description:
The purpose of this initiative is to provide the recipient with the Pork Marketing Up-Front Multi-Year Fund in support of the Canadian pork sector in order to build recognition for Canadian pork products and diversify and expand export markets for the industry and enhance export capacity. The expected results of this initiative include an increase in the recognition of the safety and quality of Canadian pork products in foreign markets, an increase in pork exports and market share in targeted countries and a greater participation of stakeholders in export capacity building activities.

**($ millions)**
Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
17.0	17.0	-	-	-

Summary of annual plans of recipient:
Canada Pork International has provided their annual 2009-10 business plan. The plan outlines the strategy and tactics to be used in increasing Canadian pork exports to key markets such as: Japan, South Korea; China, Hong Kong and Taiwan; Russia; and Mexico.

CPI is also finalizing a longer–term strategic marketing plan that will serve to guide their market development focus over the length of the program. This four-year plan will serve as the base for updates of the annual business implementation plan in the remaining years of the program.

To achieve its market development objects CPI will deliver a series of technical seminars, develop promotional materials, implement retail and food service promotions, and provide Canadian processors with market information and intelligence. CPI will also be active in helping to establish wider market access for Canadian pork products.

URL of recipient site: http://www.canadapork.com/cpi.html

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 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
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 2009-10 and Business Plan FY 2009-10 in July 2009 (extension granted from March 2009). Their 2010-11 plans will be submitted to AAFC in March 2010.

CAPI's research priorities are guided by their overall strategic vision: Agriculture and Agri-Food providing solutions that contribute to the quality of life of Canadians and to the profitability of the sector.

To meet this target, two project types have been identified.
The first, referred to as Partnership projects, aims to leverage industry and government support to address specific sector challenges and policy issues.
The second, referred to as Visionary projects, aspires 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: an Integrated Health and Agri-Food Strategy for Canada (a Summit will be held in February 2010 to develop a roadmap to elaborate upon the steps and policies needed to implement the strategy); Case Studies on Canadian Ingredients; Sustainability; and Viability. 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.

URL of recipient site: http://www.capi-icpa.ca

Green Procurement

Part A: Green Procurement Capacity Building

1. Green Procurement Training

Activity	2008-09 Level as %	2010-11 Target as %	Description/Comments
1a. Training for Procurement and Materiel Management Staff	93%	100%	As of 2008, 93 per cent of all procurement specialists had received Green Procurement Training. Modifications have been made to update the content of the Green Procurement course, which is now available to all staff via Campus Direct, free of charge. Material managers and new pocurement specialists will receive procurement training, either through the TBS Professional Development and Certification program or other course offerings. AAFC will continue to provide training to all material managers and procurement specialists moving forward.

1b. Training for Acquisition Cardholders

At AAFC, full-time procurement specialists and materiel managers process the large majority of Acquisition Card transactions. These procurement specialists and material managers are included in the training described above. There are also many other AAFC employees who periodically use Acquisition Cards to handle routine purchases (office supplies, etc). AAFC will develop guidance on green procurement for Acquisition Cardholders and communicate it as part of the already established annual Acquisition Card review exercise.

2. Performance Evaluations

AAFC will identify key managers and functional heads of procurement and material management and ensure that environmental considerations related to green procurement initiatives are incorporated into their performance objectives for FY 2010-2011 where appropriate.

3. Procurement Processes and Controls

Green Procurement has been a focus of federal greening efforts, based on the approach that life-cycle management of assets begins with procurement. AAFC will continue to explore the integration of environmental performance into planning, acquisition, use and disposal, which can improve the purchasing of green products, reduce the in-use costs and ensure disposal is in accordance with environmental standards. This will include the purchasing of greener products, whether more energy efficient, less harmful or containing a higher percentage of recycled material, which can make a significant impact. The department will continue to focus on greening our fleet operations, through procurement of E-85 and environmentally friendly vehicles. AAFC will also identify and consider opportunities in areas where improvements could be achieved such as ensuring green specifications in cleaning and janitorial related contracts.

Part B: Use of Green Consolidated Procurement Instruments

Use of Green Consolidated Procurement Instruments

AAFC will continue to use standing offers put in place by PWGSC for consolidated green procurement. These standing offers cover 10 mandatory commodities, including office supplies and devices, and fuels, lubricants, oils, and waxes.

The department promotes, and will continue to promote, the use of these standing offers where applicable.

Part C: Reduction Initiatives for Specific Goods (Optional/Where Applicable)

Reduction Initiatives for Specific Goods

AAFC developed and implemented a printer rationalization strategy for offices within the NCR, and will continue to manage this process. The department will continue initiatives that it has implemented to reduce paper consumption, such as default duplex printing for printers. The year-over-year trend indicates a consistent decrease in paper consumption, which is expected to continue into the future.

Erratum

Subsequent to tabling in Parliament and online publication of the 2010-2011 Report on Plans and Priorities, Agriculture and Agri-Food Canada (AAFC) determined that the Agricultural Regulatory Action Plan Horizontal Initiative contained an error in both the English and French versions.

In the planning information table for AAFC, the first Expected Result was wrong. It should have been as follows:

Increased minor-use pesticides and reduced risk pest management tools permissible or available for use.

The HTML version has been updated to now include the correct wording.

Horizontal Initiatives

Name of Horizontal Initiative: Agricultural Flexibility Fund

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

Lead department program activity:

The Agricultural Flexibility Fund contributes to several program activities within AAFC: On-Farm Action, Food Safety and Biosecurity Risk Management Systems, Trade and Market Development, and Science, Innovation and Adoption

Start date of the Horizontal Initiative: July 10, 2009

End date of the Horizontal Initiative: March 31, 2014 (under Budget 2009 - Canada's Economic Action Plan)

Total federal funding allocation: $485.5* million (Announced in Budget 2009 - Canada's Economic Action Plan)

Description of the Horizontal Initiative:

The Agricultural Flexibility Fund (AgriFlexibility) is a five-year (2009-2014) $500 million fund. Its objective is to facilitate the implementation of new initiatives, both federally and in partnership with provinces, territories and industry. AgriFlexibility will improve the sector's competitiveness and help the sector adapt to pressures through non-business risk-management measures that will reduce costs of production, improve environmental sustainability, promote innovation and respond to market challenges. The AgriFlexibility Fund is being implemented through federal, industry and cost-shared initiatives with provinces and territories. Funding is provided through contribution agreements. This Horizontal Initiative is part of the Canada's Economic Action Plan.

Three federal-only initiatives under AgriFlexibility have been announced and are at various stages of design and implementation. They are: Livestock Auction Traceability Initiative (LATI), AgriProcessing Initiative (API) and Canada Brand Advocacy Initiative (CBAI).

Shared outcomes:

Producers/partners/industry implement actions to improve their environmental practices
Producers/partners/industry implement actions to reduce their costs of production
Improved food safety, biosecurity, traceability and risk management measures

Governance structure:

Federal-Provincial-Territorial (FPT) issues with AgriFlexibility are discussed at the FPT Policy ADM Committee.

Planning Highlights:

In 2010, AAFC plans to fully implement AgriFlexibility. The department is planning to implement additional initiatives to further some specific expected results as described in the table below.

**Federal Partner:**
($ millions)
Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Various program activities	Agricultural Flexibility Fund	$485.5*	$121.4 M	Producers and industry improve their environmental practices Producers and industry reduce their costs of production Improved food safety, biosecurity, traceability and risk management measures
Total		$485.5 M	$121.4 M

* Net of indirect costs

For more information, visit: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1247699434024&lang=eng

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11
$485.5 M	$121.4 M

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

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

Contact information:
Lynn McGuire
Acting Director,
Adaptation Division
Farm financial Programs Branch
613-773-1905
Lynn.McGuire@agr.gc.ca

Note:
Planned spending represents the amounts included in Main Estimates and currently approved funding and does not include any amounts that may be transferred or brought into the department's reference levels. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Horizontal Initiatives

Name of Horizontal Initiative: Agricultural Regulatory Action Plan

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

Lead department program activity: Regulatory Efficiency Facilitation

Start date of the Horizontal Initiative: April 1, 2008 under Growing Forward

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start to end date): $95.0 million over five years

Description of the Horizontal Initiative:

This initiative targets four specific regulatory issues that were identified by stakeholders, namely: 1) health claims, novel foods, and ingredients 2) food fortification 3) minor use pesticides and pesticide risk reduction; and 4) veterinary drugs. The Agricultural Regulatory Action Plan supports the general principles of the Government of Canada's Cabinet Directive on Streamlining Regulation. The Plan specifically addresses the development of regulatory frameworks based on the accumulation of sound science, as well as advancing the transparency, timeliness, responsiveness, efficiency, public interest, and government collaboration to minimize regulatory burden for stakeholders.

Shared outcomes:

Addressing key regulatory obstacles to promoting a competitive and innovative sector, while protecting and advancing the public interest

Governance structure:

Memoranda of Understanding (MOUs) between AAFC and Health Canada set out the roles and responsibilities for the management of this initiative. The Deputy Ministers of the two departments oversee the governance process which includes the following levels of management in accordance with the MOUs:

An Assistant Deputy Ministers' (ADM) Committee oversees the management of the MOUs and reports back to the Deputy Ministers.
Joint Management Committees (JMC), composed of directors general or equivalent level representatives, have been established to manage the implementation of the MOUs and report semi-annually to the ADM Committee.

Planning Highlights:

Work under the Regulatory Action Plan aims to improve and modernize key aspects of the regulatory system in each of the four priority areas (see Section 7), while reducing the regulatory burden to promote innovation and improve competitiveness within the agriculture and agri-food sector. AAFC's commitments include helping industry best understand and follow regulatory processes and requirements, including responding to the scientific data requirements of submissions to Health Canada. Health Canada's activities are focused on streamlining regulatory processes and improving submission review times, and developing policy and regulatory frameworks that better address priorities of the sector while maintaining health and safety standards.

AAFC's Market and Industry Services and Research Branches, and Health Canada's Pest Management Regulatory Agency, Veterinary Drugs Directorate and Food Directorate, have established interdepartmental working groups for the initiatives in which they are partnering. These groups develop business cases, work plans, performance objectives and targets, and budget and expenditure reports. They report to their respective JMCs.

Federal Partner: AAFC

Concerning minor-use pesticides and pesticide risk reduction AAFC's plans involve identifying and prioritizing pest management needs, conducting literature searches and generating data, undertaking regulatory and outreach activities, compiling data, drafting reports and assembling regulatory submissions. With regard to health claims, novel foods, and ingredients AAFC's plans include working with industry, research and regulatory communities to facilitate information collection, analysis and exchange, as well as undertaking and coordinating collaborative scientific research.

($ millions)
Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Regulatory Efficiency Facilitation	Minor Use Pesticides and Pesticide Risk Reduction	$36.2 M (excludes A-base funding)	$9.1 (excludes A-base funding )	Increased minor-use pesticides and reduced risk pest management tools permissible or available for use.
Regulatory Efficiency Facilitation	Health Claims, Novel Foods, and Ingredients	$16.1 M	$3.6	Enhanced sector ability to navigate the food regulatory system, which should lead to improved sector understanding of regulatory processes/requirements
Total		$52.4 M	$12.7 M

*Due to rounding figures may not add up to the totals shown.

Expected results:

Minor Use Pesticides and Pesticide Risk Reduction

A national list of grower-selected pest management priority projects; data for regulatory submissions for new minor uses; improved pesticide resistance management; and improved crop protection practices: leading to increased availability of newer, reduced-risk pesticides, tools, technologies, and practices; prevention of trade barriers with countries where these products are already available; and an improved Canadian competitive position in international markets.

Health Claims, Novel Foods, and Ingredients

Regulatory-issue/impact documents and literature reviews; domestic and international science networks; and data and evidence to address priority knowledge gaps: leading to targeted sector guidance and communication; complete and substantiated sector regulatory submissions; and an enhanced sector ability to navigate the regulatory system.

Federal Partner: Health Canada

Health Canada will continue to review regulatory submissions for minor-use pesticides in a dedicated manner, and undertake veterinary-drug regulatory harmonization initiatives with international agencies, improve regulatory processes for generic and new veterinary drugs, and develop policy and a pilot program for Minor Uses and Minor Species. With respect to health claims, novel foods, ingredients and food fortification, Health Canada's plans include developing and implementing targeted policies, regulations and pre-market processes.

($ millions)
Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Pesticide Regulation	Minor Use Pesticides and Pesticide Risk Reduction	$16.0 M (excludes A-base funding)	$4.0 M (excludes A-base funding)	New minor uses of pesticides available to growers through a dedicated minor use review process
Health Products	Veterinary Drugs	$5.0 M	$1.2 M	Reduction in review times for veterinary drug submissions and increased availability of drugs for food-producing animals
Food and Nutrition	Health Claims, Novel Foods, and Ingredients	$17.4 M	$3.5 M	Modernized and efficient policy and regulatory approaches and pre-market processes leading to new, innovative and safe food products and claims, focusing on health benefits
Food and Nutrition	Food Fortification	$4.3 M	$1.2 M
Sub Total - Health Canada		$42.6 M	$9.9 M

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

Expected results:

Minor Use Pesticides and Pesticide Risk Reduction

New minor uses of pesticides available to growers through a dedicated review process

Veterinary Drugs

A prioritized list of approved drug entities with U.S. Maximum Residue Limits (MRLs) requiring Canadian MRLs; information and guidance for industry; and enhanced policies, guidelines and regulatory frameworks, a strategy for streamlining generic drug approvals, and increased scientific capacity for reviewing veterinary drug submissions leading to closer harmonization of technical requirements for veterinary drug approvals with the U.S. Food and Drug Administration Center for Veterinary Medicine, and increased availability of generic and Minor Use/Minor Species veterinary drugs for food producing animals in the Canadian marketplace

Health Claims, Novel Foods, and Ingredients

Policies, regulations and pre-market processes, manuals, consultations and work-sharing agreements, leading to enhanced policy/regulatory/process engagement with industry, consumers and international partners; modernized and efficient policy and regulatory approaches and pre-market processes; and innovative, safe food products and claims, focusing on health benefits

Food fortification

In keeping with the objective of modernizing and improving policy and regulatory approaches and pre-market processes, a system of pre-market approval of industry submissions for foods fortified with vitamin and mineral nutrients on a discretionary basis, consisting of dedicated staff to manage the review and assessment of the safety of fortified foods, implement the authorization (which may include the issuance of Temporary Marketing Authorization Letters), and enhance the knowledge base supporting the development of approaches to manage fortified foods

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11
$95.0 M	$22.5 M*

* Due to rounding, the figures in the preceding tables may not add to the totals in the above table.

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

Contact information:

Lynn Stewart, Director
Food Regulatory Issues Division
Food Value Chain Bureau
Market and Industry Services Branch
Agriculture and Agri-Food Canada
1341 Baseline Road, Tower 5, Floor 2, Room 242
Ottawa, Ontario K1A 0C5
Telephone 613-773-0153
Email lynn.stewart@agr.gc.ca

Note:

AAFC's Growing Forward is the new five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-2009 fiscal year. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Horizontal Initiatives

Name of Horizontal Initiative: AgriInsurance (Statutory)

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

Lead department program activity: Business Risk Management (BRM)

Start date of the Horizontal Initiative: April 1, 2008

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

Total federal funding allocation: As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The current estimate is that it will cost $1.6 billion over four years (2008-09 to 2011-12 fiscal years).

Description of the Horizontal Initiative:

AgriInsurance (formerly known as Production and Crop Insurance) aims to reduce the financial impact on producers of production losses caused by uncontrollable natural perils.

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

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

For more information, visit the following websites:

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

Shared outcome:

To mitigate the financial impacts of production losses by providing effective insurance protection.

Governance structure:

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

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

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

Planning Highlights:

The federal government will continue to work to ensure producer have access to affordable and comprehensive insurance coverage. The federal government will also continue working with the provinces and delivery agencies to develop new insurance options for agricultural products.

Federal Partner: AAFC

($ millions)
Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Business Risk Management	AgriInsurance	$1.6 B over four years (2008-09 - 2011-12)	$413.6 M	The financial impacts of production losses are mitigated by providing effective insurance protection. Additional information on performance indicators is provided below.
Total		$1.6 B	$413.6 M

Expected Results:

Performance Indicators:

Value of insured production compared to the total value of all agricultural products eligible for insurance reported as follows: Percentage of Crops - Target 60 per cent.
Value of crops eligible for insurance compared to the value of all agricultural products reported as follows: Percentage of Crops - Target 85 per cent.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11
$1.6 B	$ 413.6 M

Results to be achieved by non-federal partners:

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

Contact information:

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

Note:
Planned spending represents the amounts included in Main Estimates and currently approved funding and does not include any additional amounts that could be brought into the department's reference levels. This program is statutory and demand driven, therefore actual spending could vary. Spending also includes all costs incurred by the Department for this program (salary, operating, transfer payments, etc.). See also the related horizontal initiatives on AgriRecovery, AgriStability and AgriInvest. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Horizontal Initiatives

Name of Horizontal Initiative: AgriInvest (Statutory)

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

Lead department program activity: Business Risk Management (BRM)

Start date of the Horizontal Initiative:

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

End date of the Horizontal Initiative:

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

Total federal funding allocation:

As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The current estimate is that it will cost $1.4 billion over five years (2007-08 to 2011-12 fiscal years).

Description of the Horizontal Initiative:

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

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

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

For more information, visit the following websites:

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

Shared outcome:

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

Governance structure:

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

For the 2008 program year, the AgriInvest program was delivered by the federal government in all provinces except Quebec. Governments are currently working with financial institutions to set up the infrastructure necessary to establish and hold AgriInvest accounts in summer 2010 for the 2009 program year. In Quebec, the AgriInvest program is, and will continue to be, delivered provincially by La Financière agricole du Québec.

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

Planning Highlights:

The federal government, including program administrators, will continue to work to ensure AgriInvest provides producers with flexible assistance which may be used to address small income farm losses or for investments to either mitigate income losses or reduce farm risks, that all information needed by participants is available and easily understandable, and that matching government contributions are made in a timely fashion.

The department is working closely with financial institutions to launch AgriInvest accounts at financial institutions in all provinces except Quebec in the summer of 2010. This will increase participants' access to their accounts through the services offered by the financial institutions. La Financière agricole administers the AgriInvest program in Quebec and will continue to hold AgriInvest accounts for producers in that province.

In partnership with the provinces and territories, AAFC has put in place a set of performance indicators and targets for the suite of BRM programs. Officials will use these performance indicators and targets to closely monitor and report on the performance of the BRM programs and ensure they are meeting their objectives.

AAFC is also working with the provinces and territories on the Strategic Review of the BRM suite of programs to ensure it continues to meet producers' evolving needs as Canada's agricultural industry continues to change and grow. As part of the first phase of the Strategic Review, analysis was undertaken to understand how effectively the current suite of BRM programs meets its objectives and to identify emerging trends that may affect future program policy. As part of this process, FPT officials also intend to engage industry and stakeholders to seek their views on future programming directions.

The Strategic Review will be instrumental in guiding the Government of Canada, and provincial and territorial partners, as they work towards the next phase of BRM programming beyond the current five-year Growing Forward policy framework.

Federal Partner: AAFC

($ millions)
Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Business Risk Management	AgriInvest	$1.4 B	$168.2 M	Producers have the flexibility in managing small financial risks. Producers use program account balances to address income declines or to make investments to reduce on-farm risks or increase farm revenues. Additional information on performance indicators is provided below.
Total		$1.4 B	$168.2 M

Expected Results:

Performance Indicators:

Percentage of AgriInvest producers receiving AgriStability payments and making withdrawals from their AgriInvest saving accounts - Target: at least 60 per cent of AgriInvest producers.
Percentage of producers indicating that they use their funds to address income declines or make investments to reduce on-farm risks or increase farm revenues - Target: at least 75 per cent.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11
$1.4 B	$ 168.2 M

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

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

Contact information:

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

Note:
Planned spending represents the amounts included in Main Estimates and currently approved funding and does not include any additional amounts that could be brought into the department's reference levels. This program is statutory and demand driven, therefore actual spending could vary. Spending also includes all costs incurred by the Department for this program (salary, operating, transfer payments, etc.). See also the related horizontal initiatives on AgriRecovery, AgriStability and AgriInsurance. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Horizontal Initiatives

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

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

Lead department program activity: Business Risk Management (BRM)

Start date of the Horizontal Initiative:

On December 6, 2007, program authorities were obtained to implement the ADRP under the AgriRecovery disaster relief framework beginning with the 2007-08 fiscal year.

End date of the Horizontal Initiative:

Program authorities for the ADRP expire on March 31, 2011.

Total federal funding allocation:

Authorities for the program consist of $437.2 million over four years - net of indirect costs (2007-08 to 2010-11 fiscal years).

Description of the Horizontal Initiative:

AgriRecovery facilitates the process for federal, provincial and territorial governments to provide timely assistance to help producers quickly re-establish their income stream and contain the long-term impacts after small- to mid-size disasters (e.g. disease, pest, weather). Programs under AgriRecovery are developed on a case-by-case basis after an assessment is completed and it is determined that there is need for assistance beyond existing programs, such as AgriInvest, AgriStability and AgriInsurance.

Under AgriRecovery, the ADRP helps focus the coordination effort, providing a process to fast-track authorities for programs of up to $20 million (up to $121.7 million per fiscal year - net of indirect costs) to quickly fund initiatives under AgriRecovery. 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-territories on a case-by-case basis.

Authorities for the program include sub-section 12(5) of the Farm Income Protection Act, as well as various agreements for individual programming developed under AgriRecovery.

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

For more information, visit: http://www.agr.gc.ca/agrirecovery

Shared outcome:

To reduce the economic impact of catastrophic natural disasters on producers through timely assistance not otherwise provided by other programs

Governance structure:

The AgriRecovery framework, including the ADRP, is part of the comprehensive Growing Forward policy framework developed by Federal, Provincial and Territorial (FPT) Ministers of Agriculture, and falls under the Business Risk Management priority. Under the ADRP, program costs, including program payments and administrative costs, are expected to be cost-shared by the federal government and the provinces/territories on a 60:40 basis, respectively. For AgriRecovery programming outside the ADRP, funding options are negotiated with the provinces/territories on a case-by-case basis, however the 60:40 cost share requirement remains in effect.

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

Specific to AgriRecovery and the ADRP are FTP Task Teams, which are initiated on a case-by-case basis when requested to assess/analyze a disaster and its impacts and, if needed, develop options for an individual disaster assistance initiative to be brought forward to participating FTP Ministers.

Planning Highlights:

Federal officials, together with the provinces and in consultation with impacted producers, will continue to use the AgriRecovery Framework to assess disasters on a case-by-case basis to determine if each situation meets criteria under the Framework and, if so, whether there is need for assistance beyond support available through existing programs. Where it is determined that additional assistance is warranted, federal officials will work with the provinces and impacted producers to develop an assistance program under ADRP/AgriRecovery which will help them to resume their business operations as quickly as possible and/or mitigate the impacts of the disaster.

Federal officials will also continue working with provinces to streamline the AgriRecovery process and improve consistency in the approach to assessing disasters and the decision making process through such things as the implementation of FPT AgriRecovery Guidelines.

Federal Partner: AAFC

($ millions)
Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Business Risk Management	AgriRecovery (including the ADRP)	$437.2 M ($72.2 M for FY 2007-08 and $121.7 M per year for FYs 2008-09 to 2010-11)	$121.7 M	Farm business operations resume operations following a natural disaster. Producers affected by a disaster situation benefit from financial assistance. Additional information on performance indicators is provided below.
Total		$437.2 M	$121.7 M

Expected Results:

Performance Indicators:

Percentage of producers still farming one year after the disaster. Target is 70 per cent of producers still farming one year later.
Percentage of producers who believe that the financial assistance provided under the program played a role in the recovery. Target is 75 per cent.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11
$437.2 M	$ 121.7 M

Results to be achieved by non-federal partners:

Joint planning and execution (federally and provincially) will be undertaken so that results are consistent

Contact information:

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

Note:
Planned spending represents the amounts included in Main Estimates and currently approved funding and does not include any additional amounts that could be brought into the department's reference levels. This program is statutory and demand driven, therefore actual spending could vary. Spending also includes all costs incurred by the department for this program (salary, operating, transfer payments, etc.). See also the related horizontal initiatives on AgriStability, AgriInvest and AgriInsurance. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Horizontal Initiatives

Name of Horizontal Initiative: AgriStability (Statutory)

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

Lead department program activity: Business Risk Management (BRM)

Start date of the Horizontal Initiative:

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

End date of the Horizontal Initiative:

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

Total federal funding allocation:

As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The current estimate is that it will cost $ 3.2 billion over five fiscal years (2007-08 to 2011-12 fiscal years).

For the period of 2007-08, funding in the amount of $649 million pertains to the Canadian Agriculture Income Stabilization (CAIS) program, which preceded AgriStability.

$14.8 million ($2.9 million for 2009-10 and $11.8 million for 2010-11) for the transfer of delivery from the federal administration of the program to British Columbia and Saskatchewan has also been included in the total costs.

These costs are reflected net of indirect costs.

Description of the Horizontal Initiative (including funding agreement):

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

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

For more information, visit the following websites:

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

Shared outcome:

To mitigate the short-term impacts of large income losses

Governance structure:

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

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

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

Planning Highlights:

Federal and provincial governments, including program administrators, will continue to work to ensure the AgriStability program is effectively stabilizing the incomes of producers, that all information needed by participants is available and understandable, and that applications and payments are processed in a timely fashion.

In January 2010, federal and provincial governments began the transfer of delivery of AgriStability to the provinces of British Columbia and Saskatchewan. AAFC continues to work closely with these two provinces to ensure the transition is completed in a simple and efficient manner with minimal disruption to the ongoing delivery of the program.

AAFC is working with the provinces and territories on the Strategic Review of the BRM suite of programs to ensure it continues to meet producers' evolving needs as Canada's agricultural industry continues to change and grow. As part of the first phase of the Strategic Review, analysis was undertaken to understand how effectively the current suite of BRM programs meets its objectives and to identify emerging trends that may affect future program policy. As part of this process, FPT officials also intend to engage industry and stakeholders to seek their views on future programming directions.

Federal Partner: AAFC

($ millions)
Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Business Risk Management	AgriStability	$ 3.2 B for the fiscal years 2007-08 to 2011-12	$ 657.8 M	Short-term impacts of large income losses are reduced. Additional information on performance indicators is provided below.
Total		$ 3.2 B	$ 657.8 M

Notes:
1. Total Allocation: Of this amount, $649 million pertains to the period of 2007-08 for CAIS which preceded AgriStability and $14.8 million is for costs related to the transfer of delivery to British Columbia and Saskatchewan.
2. Planned Spending: This amount includes $11.8 million for costs related to the transfer of delivery to British Columbia and Saskatchewan.

Expected Results:

Performance Indicators:

Participants' farm market revenues compared to total farm market revenues for the industry. Target is 80 per cent of total farm market revenues are covered by the program. Participant's production margin with and without payments compared to reference margin. Target is that program payments bring producer's margin up to 75 per cent of reference margin.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11
$3.2 B	$ 657.8 M

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

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

Contact information:

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

Note:
Planned spending represents the amounts included in Main Estimates and currently approved funding and does not include any additional amounts that could be brought into the department's reference levels. This program is statutory and demand driven, therefore actual spending could vary. Spending also includes all costs incurred by the Department for this program (salary, operating, transfer payments, etc.). See also the related horizontal initiatives on AgriRecovery, AgriInvest and AgriInsurance. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Horizontal Initiatives

Name of Horizontal Initiative: Growing Forward Program Initiatives Development

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

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

Start date of the Horizontal Initiative: April 1, 2009

End date of the Horizontal Initiative: March 31, 2013 under Growing Forward

Total federal funding allocation: $20.9 million over four years

Description of the Horizontal Initiative:

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

a) The Canadian Food Inspection Agency (CFIA) System Recognition and Scientific and Technical Support element under the National Food Safety Systems component of the Canadian Integrated Food Safety Initiative (CIFSI): The CFIA-led System Recognition will provide government recognition of on-farm and post-farm food safety systems developed by national (or equivalent) industry organizations. The CFIA will continue to develop and deliver food safety system recognition programs. Under the Scientific and Technical Support element, CFIA will continue to provide scientific and technical advice to support food safety system development based on Hazard Analysis Critical Control Points (HACCP).
b) National Biosecurity Standards Development:
The National Biosecurity Standards Development will allow CFIA to focus on developing nationally consistent plant and animal biosecurity standards. These standards will be developed with industry, commodity organizations and provinces. Once the biosecurity standards are approved by CFIA, they will become the national biosecurity standard for that particular commodity.
c) Traceability Information Sharing Solution element under the Developing National Traceability Systems component of the CIFSI:
The Traceability Information Sharing Solution will explore potential solutions for accessing and querying traceability information between industry and government partners in a planned, measured and constructive way. The allocation of funding will be used to develop materials necessary to define and document the high level requirements and initial project planning for the national Traceability Information Sharing Solution, which may lead to preliminary project approval (PPA). This initiative will be managed through joint leadership between CFIA and AAFC and coordinated through the Traceability Management Office.
d) Traceability Management Office Legislative and Regulatory Infrastructure elementunder the Developing National Traceability Systems component of the CIFSI:
The Traceability Management Office will be established to collaboratively undertake the work relating to the overall government legislative and regulatory infrastructure necessary to put traceability authorities, agreements, and protocols in place. The allocation of funding to CFIA will be used to develop the legislative and regulatory infrastructure for the initiative.

Shared outcome:

This initiative contributes to the following strategic outcomes of AAFC:

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

Governance structures:

The overall administration of the Memorandum of Understanding for:

AAFC is delegated to:
Director General - Agriculture Transformation Programs Directorate
Director General - Sector Policy Directorate
Director General - Food Value Chain Bureau
and
CFIA is delegated to:
Executive Director - Food Safety and Consumer Protection Directorate
Executive Director - Animal Health Directorate, Programs
Executive Director - Plant Health and Biosecurity
Chief Information Officer - CFIA
Executive Director - Domestic Policy Directorate

Planning Highlights:

Initiative Outcomes/Results: short- and long-term benefits to Canadians.

Government program for the review of national on-farm food safety programs completely operational;
Government program for the review of national post-farm food safety programs developed and operational;
Development and approval of National Biosecurity Standards for priority commodity groups;
Development of a project plan to seek preliminary project approval or effective project approval, depending on the business requirements, for the Traceability Information Sharing Solution; and
Development of the Traceability Management Office's legislative and regulatory infrastructure.

Federal Partner: Agriculture and Agri-Food Canada (AAFC)

($ millions)
Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Food Safety and Biosecurity Risk Management Systems - 2.2	CFIA System Recognition and Scientific and Technical Support	N/A - funds transferred to CFIA	N/A - funds transferred to CFIA	Work performed by CFIA
	National Biosecurity Standards Development	N/A - funds transferred to CFIA	N/A - funds transferred to CFIA	Work performed by CFIA
	Traceability Information Sharing Solution	N/A - funds transferred to CFIA	N/A - funds transferred to CFIA	Planned to be completed by March 31, 2010
	Traceability Management Office Legislative an Regulatory Infrastructure	N/A - funds transferred to CFIA	N/A - funds transferred to CFIA	Work performed by CFIA
Total		N/A - funds transferred to CFIA	N/A - funds transferred to CFIA

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

Federal Partner: Canadian Food Inspection Agency (CFIA)

($ millions)
Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Food Safety and Nutrition Risks	CFIA System Recognition and Scientific and Technical Support	$7.3 M	$2.1 M	Continuous improvement of the On-Farm Food Safety Recognition Program and the Post-Farm Food Safety Recognition Program On-going technical review and assessment of on-farm and post-farm food safety programs for recognition Scientific and technical support provided as needed to AAFC and AAFC stakeholders
Animal Health Risks and Production Systems Plant Health Risks and Production Systems	National Biosecurity Standards Development	$9.5 M	$2.0 M	Review and approval process adopted Environmental scan of current state of biosecurity within a commodity sector National biosecurity standard approved Production and dissemination of standard Production and dissemination of educational and training material Quarterly progress report and annual presentation to Federal-Provincial-Territorial (FPT) Committee of Officials and/or FSBT Programs WG
Animal Health Risk and Production Systems	Traceability Information Sharing Solution	$1.1 M	$0.0 M	Planned to be completed by March 31, 2010
Animal Health Risk and Production Systems	Traceability Management Office Legislative and Regulatory Infrastructure	$3.0 M	$0.9 M	Establish a National Legislative Framework for Traceability Ongoing amendment and continuous improvement for a regulatory framework for traceability Develop information sharing agreements with Canadian provinces Develop a policy framework for traceability Initiate Privacy Impact Assessments
Total		$20.9 M	$5.0 M

Note: Funds transferred by AAFC to CFIA as reflected in this table.

Expected Results:

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11
$20.9 M	$5.0 M

Results to be achieved by non-federal partners (if applicable): not applicable

Contact information:

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

Note:
AAFC's Growing Forward is the new five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-2009 fiscal year (MOU is for the four-year period ending in 2012-13). Total Allocation and Total Planned Spending amounts are net of indirect costs.

Horizontal Initiatives

Name of Horizontal Initiative: Co-operative Development Initiative

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

Lead department program activity: Rural and Co-operatives Development

Start date of the Horizontal Initiative: April 1, 2008 under Growing Forward

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation: $21.0 million over five years

Description of the Horizontal 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 contributions program, the Co-operative Development Initiative, 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 outcomes:

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

More and stronger co-operatives respond to public policy challenges

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

Governance structure:

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.

Planning Highlights:

The Co-operatives Secretariat will continue to manage the partnership agreement with the two national co-operative associations for the delivery of the Co-operative Development Initiative with the objective of enhancing the contribution of co-operatives to meeting the economic and social needs of Canadians.

It will explore opportunities to engage other departments in ensuring the co-operative approach is considered as a tool in delivering their mandates.

Federal Partner: AAFC - Rural and Co-operatives Development

($ millions)
Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
AAFC - Rural and Co-operatives Development	Co-operative Development Initiative	$21.0 M	$4.7 M	Innovative co-operative development projects are implemented
Total		$21.0 M	$4.7 M

Expected Results:

Innovative co-operative development projects are implemented:

By providing funding through the two national co-operative associations for co-operative projects that respond to public policy priorities
Measured by: Number of innovative co-operative development projects implemented by community partners - Target: 25

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11
$21.0 M	$4.7 M

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

Program delivery is through third party and the above-noted expected results and measures are to be achieved by the partners.

Contact information:

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

Note:
AAFC's Growing Forward is the new five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Horizontal Initiatives

Name of Horizontal Initiative: Canada's Rural Partnership

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

Lead department program activity: Rural and Co-operatives Development

Start date of the Horizontal Initiative: April 1, 2008 under Growing Forward

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation: $51.8 M over five years

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:

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 structures:

The CRP is managed by the Rural and Co-operatives Secretariat. It has instituted mechanisms that contribute to raising awareness and inclusion of rural Canada in federal policies and programs, as well as engaging government and non-government partners to stimulate economic development in rural Canada. This includes:

The Rural Development Network which is a policy maker forum involving 28 federal departments and agencies;
The National Rural Research Network which brings together 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 Community Development Program which offers funding to assist rural and northern regions to obtain information and access/develop the expertise, tools and processes needed to respond to challenges and opportunities and to become more competitive and generate economic activities.

In each province and territory, these efforts are reinforced by Rural Teams, comprised of the federal government representation and, in most cases, members from the provincial or territorial government and/or sectoral stakeholders.

Planning Highlights:

Through its networks and teams highlighted above, and programming, CRP will stimulate collaborative approaches to i) enhance the competitiveness of rural regions; ii) foster the transformation of local ideas and untapped assets into sustainable economic activities; and iii) help develop new economic opportunities from existing natural and cultural amenities.

Federal Partner: AAFC - Rural and Co-operatives Development

($ millions)
Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
AAFC - Rural and Co operatives Development	Canada's Rural Partnership	$51.8 M	$10.3 M	Rural communities and regions are using information, tools and processes to develop local natural and cultural amenities and other assets
Total		$51.8 M	$10.3 M

Expected Results:

Rural communities and regions are using information, tools and processes to develop local natural and cultural amenities and other assets.

by developing and transferring/mobilizing knowledge to support and facilitate innovative rural development;
by funding knowledge building proposals
Measured by: Number of communities that are using new and updated/adapted information and tools to innovate and diversify their economies. - Target for 2010-11: 40

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11
$51.8 M	$10.3 M

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

Contact information:

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

Note:
AAFC's Growing Forward is the new five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-2009 fiscal year. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Upcoming Internal Audits and Evaluations over the next three fiscal years

The following table provides a list of all upcoming internal audits pertaining to the department's work over the next three fiscal years.

Name of Internal Audit	Internal Audit Type	Status	Expected Completion Date
Agricultural Flexibility	Transfer Payment	In progress	April 2010
Slaughter Improvement	Transfer Payment	In progress	April 2010
Hog Farm Transition	Transfer Payment	In progress	April 2010
Hog Industry Loan Loss Reserve Program Audit	Transfer Payment	In progress	April 2010
Grants and Contributions Horizontal Audit	Transfer Payment	In progress	June 2010
Information Privacy	Information Management	In progress	June 2010
Grants and Contributions Delivery System	System Under Development	In progress	June 2010
AgriInsurance	Transfer Payment	Planned	March 2011
AgriStability	Transfer Payment Follow-up	Planned	March 2011
AgriOpportunities	Transfer Payment	Planned	March 2011
Payroll	Corporate	Planned	March 2011
Budgetary Control Process	Corporate	Planned	March 2011
Information Management	Information Management	Planned	March 2011
Procurement and Contracting Transactions	Corporate	Planned	March 2011
AgriMarketing	Transfer Payment	Planned	March 2012
ecoAgriculture Biofuels Capital Initiative	Transfer Payment	Planned	March 2012
Grants and Contributions Horizontal Audit	Transfer Payment	In progress	March 2012
Risk Management	Corporate	Planned	March 2012
Values and Ethics Framework	Corporate	Planned	March 2012
Human Resources Planning	Corporate	Planned	March 2012
Sampling and Gating (FAA, s. 33)	Corporate	Planned	March 2012
Business Continuity Planning	Corporate	Planned	March 2012
IT Asset Management	Information Management	Planned	March 2012
Management of MOUs Horizontal Audit	Corporate	Planned	March 2012

5. Electronic Link to Internal Audit and Evaluation Plan: Not Available

Upcoming Evaluations (Next three fiscal years)

The following table provides a list of all upcoming evaluations pertaining to the department's work over the next three fiscal years.

Name of Evaluation	Program Type	Status	Expected Completion Date
2010-11
Disaster Response	Transfer Payment	Planned	March 2011
Private Sector Risk Management Partnership	Transfer Payment	Planned	March 2011
Advance Payments Program / Price Pooling Program	Transfer Payment	Planned	March 2011
Disease Responses • Plum Pox Eradication • Control of Disease in Hogs • Specified Risk Materials	Transfer Payment	Planned	March 2011
Community Pastures	Operating Expenditure	Planned	March 2011
Collaborative Research and Development	Transfer Payment	Planned	March 2011
Innovative and Sustainable Agricultural Production and Products	Transfer Payment	Planned	March 2011
2011-12
Income Stability Tools	Transfer Payment	Planned	March 2012
AgriInsurance	Transfer Payment	Planned	March 2012
Insolvency Dispute Resolution	Statutory	Planned	March 2012
Food Safety Continuum Food Safety Systems Development Traceability Government Infrastructure	Operating Expenditure /Transfer Payment	Planned	March 2012
Science and Technology Activities in Support of the Food System	Operating Expenditure	Planned	March 2012
Agri-Innovation and Commercialization (Growing Forward Initiatives in Support of Science)	Operating Expenditure	Planned	March 2012
Supporting Rural Communities and the Development of Co-operatives	Transfer Payment	Planned	March 2012
2012-13
Supporting Adaptation within the Agricultural Sector (Canadian Agricultural Adaptation Program)	Transfer Payment	Planned	March 2013
Trade Negotiations and Market Access	Transfer Payment	Planned	March 2013
Market Growth	Operating Expenditure /Transfer Payment	Planned	March 2013
Sector Competitiveness	Operating Expenditure /Transfer Payment	Planned	March 2013
Agri-Environmental Applications	Operating Expenditure	Planned	March 2013
Agri-Environmental Sustainability Assessment	Operating Expenditure	Planned	March 2013
Agri-Environmental Science	Operating Expenditure	Planned	March 2013
Meta-Evaluation of Cost-Shared Programming in support of Competitiveness and Innovation	Transfer Payment	Planned	March 2013
Meta-Evaluation of Cost-Shared Programming in support of On Farm Action (Society's Priorities)	Transfer Payment	Planned	March 2013
Meta-Evaluation of Cost-Shared Programming in support of Proactively Managed Risk	Transfer Payment	Planned	March 2013

Note: Planned evaluations are subject to change as a result of the annual review of the Departmental Evaluation Plan. The department is committed to implementing the Evaluation Policy requirement to evaluate 100 per cent of direct spending over a five-year period.

Electronic link to evaluation plan: Not available.

Sources of Respendable and Non-Respendable Revenue

**Respendable Revenue**
($ millions)	Forecast Revenue 2009-10	Planned Revenue 2010-11	Planned Revenue 2011-12	Planned Revenue 2012-13
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	20.4	21.8	21.8
Total - On-Farm Action	19.1	20.4	21.8	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	13.7	13.8	16.3	16.1
Total - Canadian Pari-Mutuel Agency	13.7	13.8	16.3	16.1
Total Respendable Revenue	60.3	61.7	65.6	65.4

**Non-Respendable Revenue**
($ millions)	Forecast Revenue 2009-10	Planned Revenue 2010-11	Planned Revenue 2011-12	Planned Revenue 2012-13
Environmental Knowledge, Technology, Information and Measurement
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	(0.0)	(0.0)	(0.0)	(0.0)
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	0.0	0.0	0.0	0.0
Other non-tax revenues	0.0	0.0	0.0	0.0
Total - Environmental Knowledge, Technology, Information and Measurement	0.4	0.4	0.4	0.4
On-Farm Action
Refund of Previous Years' Expenditures	0.0	0.0	0.0	0.0
Service and Service Fees	0.0	0.0	0.0	0.0
Privileges, Licences and Permits	0.0	0.0	0.0	0.0
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	1.0	1.0	1.0	1.0
Other non-tax revenues	0.0	0.0	0.0	0.0
Total - On-Farm Action	1.1	1.1	1.1	1.1
Business Risk Management
Refund of Previous Years' Expenditures	5.0	2.7	2.7	2.7
Service and Service Fees	1.0	1.0	1.0	1.0
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	0.0	0.0	0.0	0.0
Other non-tax revenues	0.1	0.1	0.1	0.1
Total - Business Risk Management	6.1	3.8	3.8	3.8
Food Safety and Biosecurity Risk Management Systems
Refund of Previous Years' Expenditures	0.5	0.5	0.5	0.5
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	0.1	0.1	0.1	0.1
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	0.1	0.1	0.1	0.1
Other non-tax revenues	0.6	0.6	0.6	0.6
Total - Food Safety and Biosecurity Risk Management Systems	1.3	1.3	1.3	1.3
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	0.0	0.0	0.0	0.0
Other non-tax revenues	1.2	1.2	1.2	1.2
Total - Trade and Market Development	1.3	1.3	1.3	1.3
Regulatory Efficiency Facilitation
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 - Regulatory Efficiency Facilitation	0.0	0.0	0.0	0.0
Farm Products Council of Canada
Refund of Previous Years' Expenditures	-	-	-	-
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	-	-	-	-
Other non-tax revenues	-	-	-	-
Total - Farm Products Council of Canada	-	-	-	-
Science, Innovation and Adoption
Refund of Previous Years' Expenditures	0.4	0.4	0.4	0.4
Service and Service Fees	0.0	0.0	0.0	0.0
Privileges, Licences and Permits	5.7	5.7	5.7	5.7
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	2.2	2.2	2.2	2.2
Other non-tax revenues	0.9	0.9	0.9	0.9
Total - Science, Innovation and Adoption	9.2	9.2	9.2	9.2
Agri-Business Development
Refund of Previous Years' Expenditures	0.2	0.2	0.2	0.2
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	-	-	-	-
Other non-tax revenues	3.5	3.5	3.5	3.5
Total - Agri-Business Development	3.7	3.7	3.7	3.7
Rural and Co-operatives Development
Refund of Previous Years' Expenditures	0.0	0.0	0.0	0.0
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	-	-	-	-
Other non-tax revenues	0.0	0.0	0.0	0.0
Total - Rural and Co-operatives Development	0.0	0.0	0.0	0.0
Internal Services
Refund of Previous Years' Expenditures	4.7	4.7	4.7	4.7
Service and Service Fees	0.0	0.0	0.0	0.0
Privileges, Licences and Permits	1.9	1.9	1.9	1.9
Return on Investments	1.8	2.4	2.4	2.2
Proceeds from Sales of Crown Assets	0.5	0.5	0.5	0.5
Other non-tax revenues	4.8	4.8	4.8	4.8
Total - Internal Services	13.8	14.4	14.4	14.2
Total Non-respendable Revenue	36.9	35.2	35.2	35.0
Total Respendable and Non-respendable Revenue	97.2	96.9	100.9	100.4

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

Non-respendable revenues include such items as refunds of previous years' expenditures, proceeds from the sales of Crown Assets, privileges, licenses and permits. Non-respendable revenues for 2009-10 are higher than 2010-11, 2011-12 and 2012-13 mainly due to Refund of Previous Years' Expenditures under the Business Risk Management Program Activity which includes amounts to be recovered from provinces for payments made by the Department, and collections of overpayments under the Canadian Agricultural Income Stabilization (CAIS)/AgriStability and the AgriInvest program.

The figures in the above tables have been rounded. Figures that cannot be listed in millions of dollars are shown as 0.0.

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

Summary of Capital Spending by Program Activity

($ millions)	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Environmental Knowledge, Technology, Information and Measurement	2.9	-	-	-
On-Farm Action	2.0	1.0	-	-
Business Risk Management	-	-	-	-
Food Safety and Biosecurity Risk Management Systems	-	2.4	1.9	0.5
Trade and Market Development	-	-	-	-
Regulatory Efficiency Facilitation	-	-	-	-
Farm Products Council of Canada	-	-	-	-
Science, Innovation and Adoption	8.4	20.9	-	-
Agri-Business Development	-	-	-	-
Rural and Co-operatives Development	-	-	-	-
Canadian Pari-Mutuel Agency	0.5	0.3	-	-
Internal Services	50.6	25.7	25.7	25.7
Total Capital Spending	64.4	50.3	27.5	26.1

The table reflects forecast and currently planned spending on assets to be capitalized, funded through AAFC Vote 5 Capital and CPMA Vote 22 (Non-Personnel Capital).

Forecast Spending 2009-10 reflects the authorized funding levels to the end of the fiscal year 2009-10 (not necessarily forecast expenditures).

Planned spending reflects funds already brought into the department's reference levels as well as amounts to be authorized through the Estimates process (for the 2010-11 through to 2012-13 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 2010. More information will be provided in the 2010-11 Supplementary Estimates.

The Planned Spending for 2010-11 is $50.3 million compared to $64.4 million for 2009-10, a decrease of $14.1 million. This is mainly attributable to the fact that 2009-10 included funding that was carried over from 2008-09. The $22.8 million decrease from 2010-11 to 2011-12 is due to new funding in 2010-11 for modernizing federal laboratories. Any amounts not actually spent in 2009-10 will be requested to be carried over to 2010-11 under the Non-lapsing Capital Appropriations pilot project that AAFC is participating in.

The figures in the above tables have been rounded. Figures that cannot be listed in millions of dollars are shown as 0.0.

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

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. Canadian Agricultural Loans Act (CALA) (formerly The Farm Improvement and Marketing Cooperatives Loans Act (FIMCLA) program).

ARCHIVED - Agriculture and Agri-Food Canada

Archived Content

2010-11 Report on Plans and Priorities

Agriculture and Agri-Food Canada

Table of Contents

Details of Transfer Payment Programs (TPPs) for Agriculture and Agri-Food Canada

Up-Front Multi-Year Funding

Green Procurement

Part A: Green Procurement Capacity Building

1. Green Procurement Training

1b. Training for Acquisition Cardholders

2. Performance Evaluations

3. Procurement Processes and Controls

Part B: Use of Green Consolidated Procurement Instruments

Use of Green Consolidated Procurement Instruments

Part C: Reduction Initiatives for Specific Goods (Optional/Where Applicable)

Reduction Initiatives for Specific Goods

Erratum

Horizontal Initiatives

Horizontal Initiatives

Horizontal Initiatives

Horizontal Initiatives

Horizontal Initiatives

Horizontal Initiatives

Horizontal Initiatives

Horizontal Initiatives

Horizontal Initiatives

Upcoming Internal Audits and Evaluations over the next three fiscal years

Upcoming Evaluations (Next three fiscal years)

Sources of Respendable and Non-Respendable Revenue

Summary of Capital Spending by Program Activity

User Fees

2010-11
Report on Plans and Priorities