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Horizontal Initiatives

Agricultural Regulatory Action Plan
AgriFlexibility
AgriInsurance
AgriInvest
AgriStability
Canada’s Rural Partnership
Co-operative Development Initiative
Growing Forward Program Initiatives Development


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

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

Lead department program activity: Regulatory Efficiency Facilitation

Start date of the Horizontal Initiative: April 1, 2008

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start to end date): $94.9 million over five years

Description of the Horizontal Initiative (including funding agreement):

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

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

Shared outcome:

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

Governance structure:

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

  • An Assistant Deputy Ministers’ (ADM) Committee oversees the management of the MOUs and reports back to the Deputy Ministers.
  • Joint Management Committees (JMCs), 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 Agricultural Regulatory Action Plan aims to improve and modernize key aspects of the regulatory system in each of the four priority areas (see Section 7 above), while reducing the regulatory burden to promote innovation and improve competitiveness within the agriculture and agri-food sector.

AAFC is committed to helping industry best understand and follow regulatory processes and requirements, including responding to the scientific data requirements of submissions to Health Canada. Concerning minor-use pesticides and pesticide risk reduction, AAFC’s plans involve identifying and prioritizing pest management needs, conducting literature searches and generating data, undertaking regulatory and outreach activities, compiling data, drafting reports, and assembling regulatory submissions. With regard to health claims, novel foods and ingredients, AAFC’s plans include working with industry and research and regulatory communities to facilitate information collection, analysis and exchange, as well as undertaking and coordinating collaborative scientific research.

Health Canada’s activities are focussed on streamlining regulatory processes and improving submission review times, and developing policy and regulatory frameworks that better address priorities of the sector while maintaining health and safety standards. Health Canada will continue to review regulatory submissions for minor-use pesticides in a dedicated manner. In the veterinary drugs area, the Department's work will involve undertaking regulatory harmonization initiatives with international agencies, improving regulatory processes for generic and new drugs, and developing policy and a pilot program for Minor Uses and Minor Species to facilitate the regulatory process and increase the availability of veterinary drugs for food-producing animals, such as sheep and goats. With respect to health claims, novel foods, ingredients, and food fortification, Health Canada’s plans include developing and implementing targeted policies, regulations and pre-market processes.

AAFC and Health Canada have established interdepartmental working groups for the initiatives in which they are partnering. These groups develop business cases, work plans, performance objectives and targets, and budget and expenditure reports. They report to their respective JMCs.

Federal Partner: AAFC

($ millions)
Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation
(from Start to End Date)
Planned Spending
for 2011–12
Due to rounding figures may not add up to the totals shown.
Regulatory Efficiency Facilitation Minor Use Pesticides and Pesticide Risk Reduction 36.2 9.0
Health Claims, Novel Foods and Ingredients 16.1 3.6
Total 52.4 12.6

Expected Results by program:

Minor Use Pesticides and Pesticide Risk Reduction

  • 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
  • Increased availability of newer, reduced-risk pesticides, tools, technologies, and practices
  • Prevention of trade barriers with countries where these products are already available
  • 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
  • Data and evidence to address priority knowledge gaps
  • Targeted sector guidance and communication
  • Complete and substantiated sector regulatory submissions
  • An enhanced sector ability to navigate the regulatory system through an improved understanding of regulatory processes/requirements
Federal Partner: Health Canada

($ millions)
Federal Partner Program Activity Names of Programs
for Federal Partners
Total Allocation
(from Start to End Date)
Planned Spending
for 2011–12
Due to rounding figures may not add up to the totals shown.
Pesticide Regulation Minor Use Pesticides and Pesticide Risk Reduction 16.0 4.0
Health Products Veterinary Drugs  5.0 1.2
Food and Nutrition Health Claims, Novel Foods and Ingredients 17.4 3.5
Food Fortification  4.3 1.1
Total 42.6 9.8

Expected Results by program:

Minor Use Pesticides and Pesticide Risk Reduction

  • New minor uses of pesticides available to growers through a dedicated minor use review process by Pest Management Review Agency

Veterinary Drugs

  • Information and guidance for industry
  • Enhanced policies, guidelines and regulatory frameworks, a strategy for streamlining generic drug approvals, and increased scientific capacity for reviewing veterinary drug submissions
  • Closer harmonization of technical requirements for veterinary drug approvals with the U.S. Food and Drug Administration Center for Veterinary Medicine
  • 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
  • Enhanced policy/regulatory/process engagement with industry, consumers and international partners
  • Modernized and efficient policy and regulatory approaches and pre-market processes
  • Innovative, safe food products and claims, focussing on health benefits

Food Fortification

  • 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

($ millions)
Total Allocation For All Federal Partners
(from Start to End Date)
Total Planned Spending for All Federal
Partners for 2011–12
94.9 22.4

Results to be achieved by non–federal partners:

Not applicable

Contact information:

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

Note:

AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.



Name of Horizontal Initiative: Agricultural Flexibility Fund

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

Lead department program activity:

The Agricultural Flexibility Fund (AgriFlexibility) contributes to several program activities within AAFC: Environmental Knowledge, Technology, Information and Measurement; On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Trade and Market Development; Science, Innovation and Adoption; and Agri-Business Development.

Start date of the Horizontal Initiative: July 21, 2009

End date of the Horizontal Initiative: March 31, 2014

Total federal funding allocation (start to end date): $410.7 million

Description of the Horizontal Initiative (including funding agreement):

The Agricultural Flexibility Fund is a five-year fund that helps implement new initiatives, both federally and in partnership with provinces, territories and industry. AgriFlexibility will improve the sector's competitiveness and assist the sector adapt to pressures through non-business risk-management measures to take advantage of existing and emerging opportunities to address market pressures. Initiatives are consistent with Canada's international trade interests and obligations, complement measures being implemented under the Growing Forward policy framework, and contribute to a competitive and sustainably profitable Canadian agricultural and agri-food sector.

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

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

Shared outcomes:

  • Producers/partners/industry implement actions to improve their environmental practices.
  • Producers/partners/industry implement actions to reduce their costs of production.
  • Food safety, biosecurity, traceability, and risk management measures are improved.
  • Agri-processors upgrade their capacity.

Governance structure:

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

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

PPRB or HMB reviews all proposals, prioritizes funding and ensures a consistent policy approach. The Board agrees on a recommendation, including funding, provided to the Deputy Minister. It also reviews the financial status of the fund as well as status reports.

In the case of API, proposals are reviewed by DGAF which then makes funding recommendations. PPRB or HMB is advised of funding recommendations, and proposals being recommended for funding are then submitted by the Deputy Minister to the Minister for approval.

Final approval of proposals is granted by the Minister, based on a recommendation from the Deputy Minister.

Planning Highlights:

In 2011-12, AAFC plans to complete the implementation of AgriFlexibility. In particular, AAFC is planning to launch an interprovincial meat hygiene pilot project initiative. The objective of the initiative is to assess the challenges that prevent small- and medium-sized slaughter and meat processing establishments in Canada from meeting the federal requirements and participating in interprovincial trade. These pilots will also provide the necessary information to develop the tools to help these plants meet food safety requirements for interprovincial trade.

Federal Partner: AAFC

($ millions)
Federal Partner Program Activity Names of Programs
for Federal Partners
Total Allocation
(from Start to End Date)
Planned Spending
for 2011–12
Various program activities Agricultural Flexibility Fund 410.7 166.7
Total 410.7 166.7

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

Expected Results by program:

  • Producers/partners/industry implement actions to improve their environmental practices.
  • Producers/partners/industry implement actions to reduce their costs of production.
  • Food safety, biosecurity, traceability, and risk management measures are improved.
  • Agri-processors upgrade their capacity. The indicator for this result is the number of agri-processors that upgrade their capacity, and the target for 2011-12 is 11.

($ millions)
Total Allocation For All Federal Partners
(from Start to End Date)
Total Planned Spending for All Federal
Partners for 2011–12
410.7 166.7

Results to be achieved by non–federal partners:

Expected results are the same as those of federal partners.

Contact information:

Lynn McGuire, Director
Adaptation Division
Farm Financial Programs Branch
Floor 8, Room 242, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-1905

Note:

Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.



Name of Horizontal Initiative: AgriInsurance

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

Lead department program activity: Business Risk Management (BRM)

Start date of the Horizontal Initiative: April 1, 2008

End date of the Horizontal Initiative:

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

Total federal funding allocation (start to end date):

As the program is statutory and demand-driven, actual spending may vary. Total federal funding allocation is $1,749.7 million over four fiscal years (2008-09 to 2011-12).

Description of the Horizontal Initiative (including funding agreement):

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

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

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

For more information, visit the following websites:

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

Shared outcome:

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

Governance structure:

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

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

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

Planning Highlights:

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

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

FPT governments are looking at the entire suite of BRM programs to assess how they are performing and determine program and policy implications as governments move towards the next generation of Growing Forward policies and programs.

Federal, provincial, territorial Ministers are meeting on a regular basis to evaluate and discuss the challenges that the agriculture sector is facing.

Federal Partner: AAFC

($ millions)
Federal Partner
Program Activity
Names of Programs
for Federal Partners
Total Allocation
(from Start to
End Date)
Planned Spending
for 2011–12
Business Risk Management AgriInsurance 1,749.7
over four years
(2008-09 -
2011-12)
456.1
Total 1,749.7 456.1

Expected Results by program:

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

Performance Indicators and Targets:

  • Value of insured production compared to the total value of all agricultural products eligible for insurance reported as follows: Percentage of Crops - Target 60%.
  • 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 2011-12 Performance Measurement Framework.


($ millions)
Total Allocation For All Federal Partners
(from Start to End Date)
Total Planned Spending for All
Federal Partners for 2011–12
1,749.7 456.1

Results to be achieved by non–federal partners:

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

Contact information:

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

Note:

Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Planned spending amounts include the federal cost-share of each province’s direct administration costs of their respective programming. This program is statutory and demand-driven; therefore actual spending could vary. See also the related horizontal initiatives on AgriStability and AgriInvest. Total allocation and planned spending amounts are net of indirect costs.


Name of Horizontal Initiative: AgriInvest

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

Lead department program activity: Business Risk Management (BRM)

Start date of the Horizontal Initiative:

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

End date of the Horizontal Initiative:

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

Total federal funding allocation (start to end date):

As the program is statutory and demand-driven, actual spending may vary. Total federal funding allocation is $866.6 million over five fiscal years (2007-08 to 2011-12).

Description of the Horizontal Initiative (including funding agreement):

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

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

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

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

For more information, visit the following websites:

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

Shared outcomes:

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

Governance structure:

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

For the 2008 program year, the AgriInvest program was delivered by the federal government in all provinces except Quebec. Producer deposits and matching contributions were made to the accounts held by federal government. Starting with the 2009 program year, producers opened and made their deposits into AgriInvest accounts at an approved financial institution of their choice. Any balance in their AgriInvest account held by the federal government was transferred to the Financial Institution account. In Quebec, the AgriInvest program is, and will continue to be delivered provincially by La Financière agricole du Québec.

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

Planning Highlights:

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

The Department will continue to work closely with financial institutions to ensure the smooth delivery of the program. The transfer of AgriInvest accounts to financial institutions increases participants’ access to their accounts through the services offered by the financial institutions. La Financière agricole administers the AgriInvest program in Quebec and will continue to hold AgriInvest accounts for producers in that province.

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

FPT governments are looking at the entire suite of BRM programs to assess how they are performing and determine program and policy implications as governments move towards the next generation of Growing Forward policies and programs.

Federal, provincial, territorial Ministers are meeting on a regular basis to evaluate and discuss the challenges that the agriculture sector is facing.

Federal Partner: AAFC

($ millions)
Federal Partner
Program Activity
Names of Programs
for Federal Partners
Total Allocation
(from Start to
End Date)
Planned Spending
for 2011–12
Business Risk Management AgriInvest 866.6 168.2
Total 866.6 168.2

Expected Results by program:

Producers have the flexibility in managing small financial risks.

Performance Indicators and Targets:

  • Percentage of AgriInvest producers receiving AgriStability payments and making withdrawals from their AgriInvest saving accounts. Target is at least 60% 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 is at least 75%.

The Expected Results, Performance Indicators and Targets listed above are based on those provided for AAFC’s 2011-12 Performance Measurement Framework.


($ millions)
Total Allocation For All Federal Partners
(from Start to End Date)
Total Planned Spending for All
Federal Partners for 2011–12
866.6 168.2

Results to be achieved by non–federal partners:

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

Contact information:

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


Note:

Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. This program is statutory and demand-driven; therefore actual spending could vary. See also the related horizontal initiatives on AgriStability and AgriInsurance. Total allocation and planned spending amounts are net of indirect costs. Total allocation does not include funding for the one-time federal-only 2007 AgriInvest Kickstart program.


Name of Horizontal Initiative: AgriStability

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

Lead department program activity: Business Risk Management (BRM)

Start date of the Horizontal Initiative:

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

End date of the Horizontal Initiative:

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

Total federal funding allocation (start to end date):

As the program is statutory and demand-driven, actual spending may vary. Total federal funding allocation is $3,224.0 million over five fiscal years (2007-08 to 2011-12).

For the period of 2007-08, funding in the amount of $649.0 million pertains to the Canadian Agriculture Income Stabilization (CAIS) program, which preceded AgriStability.

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

Description of the Horizontal Initiative (including funding agreement):

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

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

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

For more information, visit the following websites:

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

Shared outcome:

To mitigate the short-term impacts of large income losses

Governance structure:

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

In British Columbia, Alberta, Saskatchewan, Ontario, Quebec, and Prince Edward Island, the AgriStability program is delivered provincially. The AgriStability program is administered by the federal government for Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, and the Yukon Territory.

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

Planning Highlights:

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

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

FPT governments are looking at the entire suite of BRM programs to assess how they are performing and determine program and policy implications as governments move towards the next generation of policies and programs following Growing Forward.

Federal, provincial, territorial Ministers are meeting on a regular basis to evaluate and discuss the challenges that the agricultural sector is facing.

Federal Partner: AAFC

($ millions)
Federal Partner
Program Activity
Names of Programs
for Federal Partners
Total Allocation
(from Start to
End Date)
Planned Spending
for 2011–12
Business Risk Management AgriStability 3,224.0 for the fiscal
years 2007-08 to 2011-12
643.6
Total 3,224.0 643.6

Note:

Total Allocation: Of this amount, $649.0 million pertains to the period of 2007-08 for CAIS which preceded AgriStability and $12.9 million is for costs related to the transfer of delivery to British Columbia and Saskatchewan.

Expected Results by program:

Short-term impacts of large income losses are mitigated.

Indicators and Targets:

  • Participants' farm market revenues compared to total farm market revenues for the industry. Target is 75% of total farm market revenues that are covered by the program.
  • Participants' production margin with payments compared to reference margin. Target is that program payments bring producers' margins up to 65% of reference margin on average.

The Expected Result, Performance Indicators and Targets listed above are based on those provided for AAFC's 2011-12 Performance Measurement Framework.

($ million)
Total Allocation For All Federal Partners
(from Start to End Date)
Total Planned Spending for All
Federal Partners for 2011–12
3,224.0 643.6

Results to be achieved by non–federal partners:

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

Contact information:

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

Note:

Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. This program is statutory and demand-driven; therefore actual spending could vary. See also the related horizontal initiatives on AgriInvest and AgriInsurance. Total allocation and planned spending amounts are net of indirect costs.


Name of Horizontal Initiative: Canada’s Rural Partnership

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

Lead department program activity: Rural and Co-operatives Development

Start date of the Horizontal Initiative:

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

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start to end date):

$52.1 million over five years (including in-year transfers)

Description of the Horizontal Initiative (including funding agreement):

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

The program links to the departmental strategic outcome of an innovative agriculture, agri-food and agri-based products sector and the Government of Canada’s outcome of An Innovative and Knowledge-Based Economy.

Shared outcomes:

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

Governance structure:

The CRP is managed by the Rural and Co-operatives Secretariat. It contributes to raising awareness and inclusion of rural Canada in federal policies and programs, as well as engaging government and non-government partners to stimulate economic development in rural Canada. The mechanisms for achieving this include:

  • the Rural Development Network, a policy-maker forum involving 30 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 or 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 representatives and, in most cases, members from the provincial or territorial government and of sectoral stakeholders.

Planning Highlights:

Through its networks, teams and programming, CRP will stimulate collaborative approaches with all levels of government and non-government organizations to assist rural communities to: enhance the competitiveness of rural regions; foster the transformation of local ideas and untapped assets into sustainable economic activities; and help develop new economic opportunities from existing natural and cultural amenities.

Federal Partner: AAFC - Rural and Co-operatives Development

($ millions)
Federal Partner
Program Activity
Names of Programs
for Federal Partners
Total Allocation
(from Start to
End Date)
Planned Spending
for 2011–12
AAFC – Rural and Co-operatives Development Canada’s Rural Partnership 52.1 10.3
Total 52.1 10.3

Expected Results by program:

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

Contributing activities by AAFC:

  • developing and transferring/mobilizing knowledge to support and facilitate innovative rural development; and
  • funding knowledge building proposals.

Indicator: Number of communities that are using new and updated or adapted information and tools to innovate and diversify their economies. Target for 2011-12: 160

($ millions)
Total Allocation For All Federal Partners
(from Start to End Date)
Total Planned Spending for All
Federal Partners for 2011–12
52.1 10.3

Results to be achieved by non–federal partners:

Not applicable

Contact information:

Christine Burton, A/Executive Director
Rural and Co-operatives Secretariat
Floor 2, Room 125, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2955

Note:

AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.


Name of Horizontal Initiative: Co-operative Development Initiative

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

Lead department program activity: Rural and Co-operatives Development

Start date of the Horizontal Initiative:

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

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start to end date):

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

Description of the Horizontal Initiative (including funding agreement):

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

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

The program links to the departmental strategic outcome of an innovative agriculture, agri-food and agri-based products sector and the Government of Canada’s outcome of An Innovative and Knowledge-Based Economy.

Shared outcomes:

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

Planning Highlights:

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

Federal Partner: AAFC - Rural and Co-operatives Development

($ millions)
Federal Partner
Program Activity
Names of Programs
for Federal Partners
Total Allocation
(from Start to End Date)
Planned Spending
for 2011–12
AAFC - Rural and Co-operatives Development Co-operative Development Initiative 23.2 4.7
Total 23.2 4.7

Expected Results by program:

More and stronger co-operatives respond to public policy challenges.

Contributing activities by AAFC:

  • strengthening partnership with the co-operative sector associations; and
  • providing funding for the provision of advisory services and for projects that respond to public policy priorities; and
  • funding knowledge building proposals

Indicator: Number of co-operatives created or strengthened

Targets:
Number of new co-operatives: 40
Number of co-operatives strengthened: 8


($ millions)
Total Allocation For All Federal Partners
(from Start to End Date)
Total Planned Spending for All
Federal Partners for 2011–12
23.2 4.7

Results to be achieved by non–federal partners:

AAFC partners with co-operative sector organizations that act as delivery agents. The above-noted expected results and measures are to be achieved by these organizations.

Contact information:

Christine Burton, A/Executive Director
Rural and Co-operatives Secretariat
Floor 2, Room 125, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2955

Note:

AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.


Name of Horizontal Initiative: Growing Forward Program Initiatives Development

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

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

Start date of the Horizontal Initiative: April 1, 2009

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start to end date):

$20.8 million over four years

Description of the Horizontal Initiative (including funding agreement):

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

  1. The Canadian Food Inspection Agency System Recognition and Scientific and Technical Support element under the National Food Safety Systems component of the Canadian Integrated Food Safety Initiative: The CFIA-led System Recognition element will provide government recognition of on-farm and post-farm food safety systems developed by national (or equivalent) industry organizations. 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).

  2. 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.

  3. Traceability Information Sharing Solution element under the Developing National Traceability Systems component of the CIFSI (This element has been completed but is described here since it is part of the total allocation of $20.8 million):
    The Traceability Information Sharing Solution explored potential solutions for accessing and querying traceability information between industry and government partners in a planned, measured and constructive way. The allocation of funding was 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 was managed through joint leadership between CFIA and AAFC and coordinated through the Traceability Management Office.

  4. Traceability Management Office Legislative and Regulatory Infrastructure element under 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.

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

Shared outcomes:

These initiatives contribute to the following strategic outcomes of AAFC:

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

These initiatives contribute to the following strategic outcomes of CFIA:

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

Governance structure:

The overall administration of the MOU is delegated to:

  1. For AAFC:
    • Director General – Agriculture Transformation Programs Directorate
    • Director General – Policy Development and Analysis Directorate
    • Director General – Food Value Chain Bureau
  2. For CFIA:
    • 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:

Government-recognized and science-based food safety, biosecurity and traceability standards, practices and systems developed and implemented at the farm and agri-business levels will help to prevent the spread of animal and plant diseases. This will reduce costs associated with responses to disease outbreaks, help continue and enhance market access, and allow the sector to better respond to increasing demands for assurances of food safety. In turn, this will strengthen domestic and international consumers' confidence in Canada as a source for safe products.

Key targets or expected results include:

  • 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 of National Biosecurity Standards for priority commodity groups; and
  • Development of the Traceability Management Office’s legislative and regulatory Infrastructure.
Federal Partner: AAFC

($ millions)
Federal Partner
Program Activity
Names of Programs
for Federal Partners
Total Allocation
(from Start to End Date)
Planned
Spending
for 2011–12
Food Safety and Biosecurity Risk Management Systems CFIA System Recognition and Scientific and Technical Support N/A - funds transferred
to CFIA
N/A - funds transferred
to CFIA
National Biosecurity Standards Development N/A - funds transferred
to CFIA
N/A - funds transferred
to CFIA
Traceability Information Sharing Solution N/A - funds transferred
to CFIA
N/A – funds transferred
to CFIA
(Completed)
Traceability Management Office Legislative and Regulatory Infrastructure N/A - funds transferred
to CFIA
N/A - funds transferred
to CFIA
Total N/A - funds transferred
to CFIA
N/A - funds transferred
to CFIA

Note:

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

Expected Results by program:

Refer to Expected Results listed under the CFIA table below.

Federal Partner: 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 2011–12
Due to rounding figures may not add up to the totals shown.
Food Safety and Nutrition Risks CFIA System Recognition and Scientific and Technical Support 7.3 1.9

Animal Health Risks and Production Systems

Plant Health Risks and Production Systems

National Biosecurity Standards Development 9.5 2.5
Animal Health Risk and Production Systems Traceability Information Sharing Solution 1.1 0.0
Traceability Management Office Legislative and Regulatory Infrastructure 3.0 0.9
Total 20.8 5.3

Note: Funds transferred by AAFC to CFIA are reflected in the above table.

Expected Results by program:

CFIA System Recognition and Scientific and Technical Support:

  • 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; and
  • Scientific and technical support provided as needed to AAFC and AAFC stakeholders.

National Biosecurity Standards Development:

  • Environmental scan of current state of biosecurity within a commodity sector;
  • National agri-commodity biosecurity standards developed;
  • Production and dissemination of standards; and
  • Production and dissemination of education and training material.

Traceability Information Sharing Solution:

  • Completed.

Traceability Management Office Legislative and Regulatory Infrastructure:

  • Establish a national legislative framework for traceability including parliamentary processes and final approval;
  • Establish implementation activities for new legislation;
  • Ongoing amendment and continuous improvement for a regulatory framework for traceability; and
  • Continue to initiate privacy impact assessments as required.

($ millions)
Total Allocation For All Federal Partners
(from Start to End Date)
Total Planned Spending for All
Federal Partners for 2011–12
20.8 5.3

Results to be achieved by non–federal partners:

Not applicable

Contact information:

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


Note:

AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Planned spending represents the amounts included in Main Estimates and currently approved TB Submissions and does not include any additional amounts that could be brought into the Department’s reference levels during 2011-12. Total allocation and planned spending amounts are net of indirect costs.