ARCHIVED - Agriculture and Agri-Food Canada

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

Program Activity: On-Farm Action

Name of Transfer Payment Program: Agricultural Greenhouse Gas Program (AGGP) (Voted)

Start date: September 1, 2010

End date: August 31, 2015

Description:
AGGP is a program to develop and transfer knowledge to help farmers mitigate Greenhouse Gas (GHG) emissions. The focus is on both science and knowledge creation, and on knowledge and technology transfer activities. The objective of the AGGP is to enhance the understanding and accessibility of agricultural technologies, Beneficial Management Practices (BMPs) and processes that can be adopted by farmers to mitigate GHG emissions in Canada. The main priority issue areas include: livestock, crops, agroforestry and agricultural water-use efficiency. Eligible recipients must be legal entities and capable of entering into legally binding agreements and must demonstrate a capacity to achieve results consistent with the accountability framework as well as criteria specific to each program or initiative.

Expected results:

Increased knowledge by farmers about GHG mitigation BMP's and technologies, and
Increased adoption by farmers of GHG mitigation BMP's and technologies.

Performance Indicators:

Number of farmers with an increased level of understanding of GHG mitigation BMPs and technologies;
Number of farmers adopting GHG mitigation practices;
Number of new BMPs demonstrated through field days and workshops;
Number of technologies developed, verified and validated; and
Number of methodologies and approaches developed.

**($ millions)**
Program Activity: On-Farm Action
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	0.5	5.4	5.4	5.4
Total Transfer Payment Program	0.5	5.4	5.4	5.4

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Business Risk Management

Name of Transfer Payment Program: AgriInsurance Program (Statutory)

Start date: April 1, 2008

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

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

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

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

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

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

Performance Indicators:

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

**($ millions)**
Program Activity: Business Risk Management
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	524.0	452.0	See End Date Note
Total Transfer Payment Program	524.0	452.0	-	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Business Risk Management

Name of Transfer Payment Program: AgriInvest Program (Statutory)

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

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

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

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

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

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

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

Performance Indicators:

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

**($ millions)**
Program Activity: Business Risk Management
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	155.8	139.4	See End Date Note
Total contributions	19.0	20.1	See End Date Note
Total Transfer Payment Program	174.8	159.5	-	-

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

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

Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Business Risk Management

Name of Transfer Payment Program: AgriStability Program (Statutory)

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

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

Description:

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

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

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

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

Performance Indicators:

Participants' farm market revenues compared to total farm market revenues for the industry. Target - 75 percent of farm market revenues are covered by the program.
Participants' production margin with payments compared to reference margin. Target - Program payments bring producer's margin up to 65 percent of reference margin on average (for producers receiving a payment).

**($ millions)**
Program Activity: Business Risk Management
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	115.2	95.5	-	-
Total contributions	795.4	501.0	See End Date Note
Total Transfer Payment Program	910.6	596.4	-	-

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

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

Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Trade and Market Development

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

Start date: June 27, 2005

End date: March 31, 2015

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

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

Performance Indicators:

Change in consumer recognition and perceptions of Canadian beef and beef products (measured by consumer surveys and benchmark studies);
Increase in total beef export volumes to key markets; and
Change in international and target country market share.

**($ millions)**
Program Activity: Trade and Market Development
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	9.5	5.0	5.0	5.0
Total contributions	-	-	-	-
Total Transfer Payment Program	9.5	5.0	5.0	5.0

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

After 2010-11, it is expected that approximately $11.5 million of the total $50 million authorized will be available for the remaining years of the program. Planned Spending will be adjusted in the future once annual forecasts become available.

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

Program Activity: Rural and Co-operatives Development

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

Start date: April 1, 2009

End date: March 31, 2013

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

Rural development programming, whose objective is to support local, regional, and national stakeholders to develop collaborative activities that contribute to the engagement, knowledge development and knowledge transfer activities to address barriers to rural competitiveness, innovation and amenities development. This is part of Canada's Rural Partnership (CRP).

Co-operative Development Initiative (CDI) which provides support for the development, innovation and growth of co-operatives, by:

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

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

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

**($ millions)**
Program Activity: Rural and Co-operatives Development
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	7.5	7.5	7.5	-
Total Transfer Payment Program	7.5	7.5	7.5	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Science, Innovation and Adoption

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

Start date: April 1, 2009

End date: March 31, 2013

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

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

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

**($ millions)**
Program Activity: Science, Innovation and Adoption
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	59.9	37.4	73.8	0.7
Total Transfer Payment Program	59.9	37.4	73.8	0.7

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Agri-Business Development

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

Start date: April 1, 2009

End date: March 31, 2013

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

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

Expected results:
Increased realization of business goals.
Performance Indicator: Percentage of participating businesses in Agri-Business Development activities meeting their career/business goals.
Target: 55 percent of participants will be meeting their business and career goals. This target will be met by March 2013.

**($ millions)**
Program Activity: Agri-Business Development
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	36.5	27.1	26.6	-
Total Transfer Payment Program	36.5	27.1	26.6	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Food Safety and Biosecurity Risk Management Systems

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

Start date: April 1, 2009

End date: March 31, 2013

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

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

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

Expected results:
Food Safety Systems Development
Increased number of national on-farm and post-farm organizations with food safety systems ready to submit to Canadian Food Inspection Agency (CFIA) for recognition. Government-recognized on-farm food safety programs are technically based on the internationally accepted food safety control system known as HACCP.
Performance Indicator: Number of organizations that submit to CFIA for recognition.
Targets: On-Farm target is six organizations and Post-Farm is seven organizations. The date to achieve target is March 31, 2013.

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

**($ millions)**
Program Activity: Food Safety and Biosecurity Risk Management Systems
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	26.0	12.5	13.0	-
Total Transfer Payment Program	26.0	12.5	13.0	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Food Safety and Biosecurity Risk Management Systems

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

Start date: April 1, 2009

End date: March 31, 2013

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

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

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

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

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

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

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

**($ millions)**
Program Activity: Food Safety and Biosecurity Risk Management Systems
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	39.7	29.9	24.8	-
Total Transfer Payment Program	39.7	29.9	24.8	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

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

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

Start date: April 1, 2009

End date: March 31, 2013

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

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

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

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

**($ millions)**
Program Activity: Environmental Knowledge, Technology, Information and Measurement
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	2.9	3.6	3.0	-
Total Environmental Knowledge, Technology, Information and Measurement	2.9	3.6	3.0	-
Program Activity: On-Farm Action
Total grants	-	-	-	-
Total contributions	76.6	58.3	49.7	-
Total On-Farm Action	76.6	58.3	49.7	-
Total Transfer Payment Program	79.5	61.9	52.7	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Agri-Business Development

Name of Transfer Payment Program: Contributions to Strengthen the Competitiveness of Canada's Red Meat Packing and Processing Industry (Voted)

Start date: June 4, 2009

End date: March 31, 2012

Description:
The national, applications-based Slaughter Improvement Program (SIP) provides eligible red meat packers and processors with repayable federal contributions to implement sound business plans for projects aimed at improving the operations of federally inspected packing plants. The program aims to allow industry stakeholders to strengthen their competitiveness by supporting new investments that could support profitability for red meat packers. These new investments focus on reducing operating costs, increasing revenues, adopting innovation to meet future business conditions and consumer expectations and addressing slaughter capacity gaps in regions where it can be demonstrated that this factor is constraining sector growth.

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

Expected results:
The SIP will lead to the following outcomes: investment in operational performance among red meat packers and processors; and improved operational and financial performance among red meat packers and processors.

Performance indicators may include, but are not limited to, the following: percentage of recipients that increase their operational performance; amount of program funds invested by red meat packers and processors in operational improvements (as documented in their business plans); and percentage of recipients that increase their financial performance.

**($ millions)**
Program Activity: Agri-Business Development
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	29.6	28.7	-	-
Total Transfer Payment Program	29.6	28.7	-	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Science, Innovation and Adoption

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

Start date: May 28, 2009

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

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

Expected results:

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; and
Number of projects resulting in: reduction of producing and processing costs; improved product quality; improved market share or preservation of market share.

**($ millions)**
Program Activity: Science, Innovation and Adoption
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	33.4	28.4	28.4	31.4
Total Transfer Payment Program	33.4	28.4	28.4	31.4

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Agri-Business Development

Name of Transfer Payment Program: Contribution to Support the Specified Risk Material Innovation Program (Voted)

Start date: June 17, 2010

End date: March 31, 2013

Description:
The three-year, up to $40 million Specified Risk Material Innovation Program (being delivered under the name of Slaughter Waste Innovation Program (SWIP)) provides industry with the ability to capitalize on the knowledge, experience and technology advancement gained in dealing with the first three years of the Enhanced Feed Ban (EFB) and to move towards implementing longer term solutions that have the potential to improve the competitiveness of the sector. The objective of SWIP is to support research, development and commercialization or adoption of innovative technologies or processes related to the removal, disposal or use of Specified Risk Material (SRM) to reduce handling costs and to create potential revenue sources from SRM.

Eligible recipients include provincially and federally inspected slaughterhouses, and standalone businesses handling SRMs, including rendering plants, and to support pre-commercial research and development work, research or engineering firms in partnership with livestock industry associations or slaughter facilities. Recipients must be Canadian legal entities, including Canadian subsidiaries of foreign companies, and capable of entering into legally binding contracts.

Expected results:

Revenue generation (energy production and co-products) or cost-reduction from SRM removal, disposal or destruction;
Increased competitiveness of the beef industry, as a whole, along the value chain due to reduced handling costs and/or new revenues;
New knowledge of technologies and processes related to SRM removal, disposal or destruction with wide application and broad benefits domestically and internationally;
New capacity and infrastructure for the destruction of prions (infectious agent in a variety of human and non-human neurodegenerative diseases, including bovine spongiform encephalopathy (BSE)) thus contributing to the reduction of human and animal health risks associated with BSE; and
Increase in or preservation of regional capacity for SRM removal, disposal or destruction.

Performance Indicators:

Amount of funds invested by federally and provincially inspected slaughter plants and other businesses handling SRMs, including rendering plants;
Percentage of recipients that reduced their SRM handling, removal or disposal costs and increased revenues from such activities;
Share of Canadian beef processing capacity (slaughter plants) with reduced SRM handling, removal and destruction costs; and
Share of Canadian beef processing capacity (slaughter plants) with new access to prion deactivation facilities.

**($ millions)**
Program Activity: Agri-Business Development
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	9.0	18.9	13.9	-
Total Transfer Payment Program	9.0	18.9	13.9	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Trade and Market Development

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

Start date: April 1, 2009

End date: March 31, 2013

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

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

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

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

Expected results:
AgriMarketing Program:

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; and
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)**
Program Activity: Trade and Market Development
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	0.1	0.1	0.1	-
Total contributions	24.7	23.1	24.1	-
Total Transfer Payment Program	24.8	23.2	24.2	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Science, Innovation and Adoption

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

Start date: March 29, 2007

End date: March 31, 2013

Description:
The ecoAgriculture Biofuels Capital initiative (ecoABC) is a six-year, federal initiative that provides conditionally repayable contributions towards the construction or expansion of biofuel facilities that have equity investments from farmers and use agricultural feedstock. The initiative, which is part of the federal renewable fuels strategy, is providing an opportunity for farmers to benefit from the emerging renewable fuels industry while helping the government to achieve its targets for renewable fuel content in gasoline and diesel fuel through domestic production. Eligible recipients include corporations (including but not restricted to co-operatives), individuals, and partnerships, which are not subject to a controlling interest by a federal, provincial or municipal government, which can demonstrate that their equity investments from agricultural producers are equal to or exceed five percent of projected eligible project costs, and which intend to build plants or expand existing facilities to produce renewable transportation fuels in Canada from agricultural feedstock.

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

Specific results include:

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 billion to 1.5 billion litres of renewable fuel);
Number of new jobs in funded facilties (200-360 overall);
Increased spending in communities with funded facilities (specific targets determined later); and
Change in primary producers' revenue from investment ($6 million to $12 million annually).

**($ millions)**
Program Activity: Science, Innovation and Adoption
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	38.9	23.9	48.4	-
Total Transfer Payment Program	38.9	23.9	48.4	-

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Business Risk Management

Name of Transfer Payment Program: Loan Guarantees under the Canadian Agricultural Loans Act (CALA) (Statutory) (previously known as FIMCLA)

Start date: June 18, 2009

End date: On-going under the CALA legislation

Description:
The CALA program is a financial loan guarantee program that gives farmers easier access to credit. Under the CALA program, the Government of Canada guarantees loans issued through financial institutions to farmers and agricultural co-operatives. Farmers use these loans to establish, improve and develop farms, while agricultural co-operatives also access loans to process, distribute or market the products of farming.

Expected Results:

Provide producers with greater access to affordable credit to make investments in their farm properties: As of November 29, 2010, farmers and agricultural co-operatives have received 3,538 loans worth approximately $191 million since Royal Assent on June 18, 2009.
Administer program in a prudent manner (default rate under 2 percent): As of fiscal year 2009-10, CALA's default rate is 1 percent; with recoveries factored in, the net default rate is 0.65 percent.

**($ millions)**
Program Activity: Science, Innovation and Adoption
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	4.0	13.1	13.1	13.1
Total Transfer Payment Program	4.0	13.1	13.1	13.1

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program Activity: Business Risk Management

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

Start date: 1997

End date: On-going under AMPA

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

Expected Results:

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 percent of the total amount advanced).

**($ millions)**
Program Activity: Business Risk Management
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	184.0	106.0	94.0	94.0
Total Transfer Payment Program	184.0	106.0	94.0	94.0

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

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

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

Start date: June 18, 2009

End date: March 31, 2014

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

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

Expected Results:

Producers, partners and industry implement actions to improve their environmental practices;
Producers, partners and 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 facilities;
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)**
Program Activity: Environmental Knowledge, Technology, Information and Measurement
	Forecast Spending 2010–11	Planned Spending 2011–12	Planned Spending 2012–13	Planned Spending 2013–14
Total grants	-	-	-	-
Total contributions	1.3	2.9	2.1	1.3
Total Environmental Knowledge, Technology, Information and Measurement	1.3	2.9	2.1	1.3
Program Activity: On-Farm Action
Total grants	-	-	-	-
Total contributions	11.7	25.5	19.1	11.2
Total On-Farm Action	11.7	25.5	19.1	11.2
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total grants	-	-	-	-
Total contributions	11.2	19.7	14.8	8.7
Total Food Safety and Biosecurity Risk Management Systems	11.2	19.7	14.8	8.7
Program Activity: Trade and Market Development
Total grants	-	-	-	-
Total contributions	6.2	13.5	10.1	5.9
Total Trade and Market Development	6.2	13.5	10.1	5.9
Program Activity: Science, Innovation and Adoption
Total grants	-	-	-	-
Total contributions	19.9	32.2	24.2	14.1
Total Science, Innovation and Adoption	19.9	32.2	24.2	14.1
Program Activity: Agri-Business Development
Total grants	-	-	-	-
Total contributions	6.1	2.4	1.8	1.0
Total Agri-Business Developments	6.1	2.4	1.8	1.0
Total Transfer Payment Program	56.4	96.2	72.2	42.2

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

Note:
Forecast Spending 2010-11 reflects the authorized funding levels to the end of the fiscal year 2010-11 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2011-12 through to 2013-14 planning years) as presented in the Annual Reference Level Update.

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

Program activity: Business Risk Management

Name of recipient: Canada Pork International (CPI)

Start date: June 22, 2009

End date: September 30, 2013

Description:

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

**($ millions)**
Total Funding	Prior Years’ Funding	Planned Funding 2011–12	Planned Funding 2012–13	Planned Funding 2013–14
17.0	17.0	-	-	-

Summary of annual plans of recipient:

CPI's 2010-11 business plan outlines the strategy and tactics to be used in increasing Canadian pork exports to key markets such as Japan, South Korea, China, Hong Kong, Taiwan, Russia, and Mexico.

CPI submitted a strategic marketing plan for 2009-2013 that will serve to guide their market development focus over the length of the program. The plan serves as the base for updates of the annual business implementation plan in the remaining years of the program.

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

Link to recipient's site

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

Program activity: Business Risk Management

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

Start date: December 14, 2006

End date: March 31, 2022

Description:

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

**($ millions)**
Total Funding	Prior Years’ Funding	Planned Funding 2011–12	Planned Funding 2012–13	Planned Funding 2013–14
15.0	15.0	-	-	-

Summary of annual plans of recipient:

In accordance with article 9 of its funding agreement, CAPI submitted the required plans: Policy Research Plan FY 2010-11, Administrative Activities FY 2010-11, and Business Plan FY 2010-11 in January 2010. The 2011-12 Research and Business Plan is expected by the end of January 2011. An interim performance evaluation of CAPI was done by an independant auditor and submitted by CAPI to AAFC in June 2010.

At its Annual General Meeting in June 2009, the CAPI Board of Directors confirmed the Institute’s three-year objectives and research strategy, after input from its advisory committee and with broad input from consultations with academia, government and the agri-food chain organizations. CAPI's three-year objectives are to shape a national dialogue by addressing the policy models for the emerging agri-food world; to define Canada's advantage through the themes of food and wellness, sustainability, viability, and to develop the policy linkages to improve competitiveness and profitability of the sector.

To meet this target, two projects types have been identified. The first, referred to as Partnership projects, aims to leverage industry and government support to address specific sector challenges and policy issues. The second, referred to as Visionary projects, will explore critical issues in the agri-food sector, identify policy options and engage decision-makers in dialogue.

Link to recipient's site

8.1 As of April 1, 2012, and pursuant to departmental strategic frameworks, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance.
Performance Measure	RPP	DPR
Target Status
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework (Optional in FY 2011-12)	N/A
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework (Optional in FY 2011-12)	N/A
Existence of strategic framework (Optional in RPP 2011-12)	N/A

Strategies / Comments

The departmental strategic framework will be developed in 2011-12 for implementation as of April 1, 2012.

8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m² will be assessed for environmental performance using an industry-recognized assessment tool.
Performance Measure	RPP	DPR
Target Status
Number of buildings over 1000m², as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Percentage of buildings over 1000m² that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Existence of strategic framework. (Optional in RPP 2011-12)	N/A

Strategies / Comments

The departmental strategic framework will be developed in 2011-12 for implementation as of April 1, 2012.

8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m², where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool.
Performance Measure	RPP	DPR
Target Status
Number of completed lease and lease renewal projects over 1000m² in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Number of completed lease and lease renewal projects over 1000m² that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Existence of strategic framework. (Optional in RPP 2011-12)	N/A

Strategies / Comments

The departmental strategic framework will be developed in 2011-12 for implementation as of April 1, 2012.

**8.4 As of April 1, 2012, and pursuant to departmental strategic frameworks, fit-up and refit projects will achieve an industry-recognized level of high environmental performance.**
Performance Measure	RPP	DPR
Target Status
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Existence of strategic framework. (Optional in RPP 2011-12)	N/A

Strategies / Comments

The departmental strategic framework will be developed in 2011-12 for implementation as of April 1, 2012.

**8.5 The federal government will take action now to reduce levels of greenhouse gas emissions from its operations to match the national target of 17% below 2005 by 2020.**
Performance Measure		RPP
Target Status
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-21, relative to fiscal year 2005-06.		10.1%
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO₂ equivalent.		97.19kt
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO₂ equivalent.	FY 2011-12	96.12kt
	FY 2012-13
	FY 2013-14
	FY 2014-15
	FY 2015-16
	FY 2016-17
	FY 2017-18
	FY 2018-19
	FY 2019-20
	FY 2020-21	87.37kt
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year.	FY 2011-12	-1.1%
	FY 2012-13
	FY 2013-14
	FY 2014-15
	FY 2015-16
	FY 2016-17
	FY 2017-18
	FY 2018-19
	FY 2019-20
	FY 2020-21	-10.1%

Strategies / Comments

Targeted GHG emission sources include both facilities and fleet.
Base year emissions from some very small Agri-Environment Services Branch facilities (97 sites) were derived from fiscal year 2004-05 data, and the data will be updated periodically (i.e. not annually). These smaller sites account for about 1.5% of Agriculture and Agri-Food’s (AAFC) total building energy use.
Due to the absence of guidance in the Federal GHG Tracking Protocol on accounting for renewable power purchases for the fiscal year 2005-06 base year and in accordance with advice provided by Public Works and Government Services Canada (PWGSC) officials, the reported baseline does not include reductions associated with the proactive purchase of renewable power in the base year. AAFC will adjust as necessary its reporting once guidelines have been established.
As per the Federal GHG Tracking Protocol, the 2005-06 baseline includes emissions from the Central Experimental Farm central heating plant (CEF CHP), which is controlled by Public Works and Government Services Canada (PWGSC) (Scope 2 emissions). However, the use of heating from the CEF CHP is being phased out and replaced with AAFC controlled decentralized natural gas heating systems, which will be reported as Scope 1 emissions in the future.

**8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.**
Performance Measure	RPP	DPR
Target Status
Existence of implementation plan for the disposal of all departmentally-generated EEE. (Optional in RPP 2011-12)	N/A
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year.	N/A

Strategies / Comments

EEE implementation plan will be developed and put into action by March 31, 2012.

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.
Performance Measure	RPP	DPR
Target Status
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configuration allow. (Optional)	N/A
Ratio of departmental office employees to printing units at the end of 2011-12, where building occupancy levels, security considerations and space configuration allow.	6:1

Strategies / Comments

Definition: For the purposes of the ratio above, a printing device is all desktop printers, networked printers and multi-function devices.
Scope: Due to AAFC’s portfolio of laboratories and many small buildings, the Department will be scoping out some printers predominantly due to building occupancy levels or space configurations limitations and specialized laboratory requirements (such as printers to spectrometers), as well as a limited amount due to security requirements. The corresponding employees will also be scoped out as applicable to ensure a representative ratio is reported.
Method used for determining number of printing units: AAFC will use special software for monitoring and managing network printer devices. In addition, AAFC will use its asset management system to provide a total number of printers supplemented by a physical count for scoped-in facilities.
Method used for determining the number of office employees: AAFC’s internal personnel directory for AAFC personnel count, with employees located in scoped-out facilities subtracted.
Other info: A thorough review of all AAFC printing devices that will inform the strategy for achieving the 8:1 target by March 31, 2013 has been initiated.

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.
Performance Measure	RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. (Optional in RPP 2011-12)	N/A
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011-12)	N/A

Strategies / Comments

AAFC will set the baseline using 2010-11 consumption rates if it is feasible to obtain reliable data, otherwise it will use 2011-12 data as the baseline. The applicable scope and method for its determination will be determined concurrently.

**8.9 By March 31, 2012, each department will adopt a guide for greening meetings.**
Performance Measure	RPP	DPR
Target Status
Presence of a green meeting guide. (Optional in RPP 2011-12)	N/A

Strategies / Comments

A green meeting guide will be developed and adopted by the end of 2011-12.

**By March 31, 2014, 80% of all AAFC annual purchases of computers, printers and video-conferencing equipment will be energy efficient.**
Performance Measure	RPP	DPR
Target Status
Percentage by dollar value of purchased energy efficient Information Technology (IT) equipment items identified above	N/A (baseline data not available)
Progress against measure in fiscal year 2011-12	70%

Strategies / Comments

This self-selected target is SMART:

Specific: Achievement level of 80% for above-referenced purchases;
Measurable: Information available from AAFC’s financial system;
Achievable: Departmental policy is to purchase energy star IT equipment;
Relevant: AAFC purchases a significant quantity of IT equipment, and this will contribute to energy savings and reduced greenhouse gas emissions;
Time-Bound: Date established for target implementation.
Energy efficiency will be determined by Energy Star or other labelling.

**By March 31, 2014, 80% of annual copy paper purchases will contain a minimum of 30% recycled content (pre-consumer waste and/or post-consumer fibre).**
Performance Measure	RPP	DPR
Target Status
Percentage by volume of recycled content copy paper purchased	N/A (baseline data not available)
Progress against measure in 2011-12	70%

Strategies / Comments

This self-selected target is SMART:

Specific: Achievement level of 80% for above-referenced purchases;
Measurable: Information available from AAFC’s financial system;
Achievable: Departmental directive will be to purchase paper from PWGSC standing offer;
Relevant: AAFC purchases a significant quantity of paper, and this will contribute to reduced consumption of virgin paper and logging; and
Time-Bound: Date established for target implementation.
AAFC will need to develop, communicate and implement a procurement directive on preferred purchases of recycled paper.

**Between April 1, 2011 and March 31, 2014, 80% of all janitorial service contracts tendered annually will incorporate the use of environmentally friendly cleaning products.**
Performance Measure	RPP	DPR
Target Status
Percentage of janitorial service contracts tendered that incorporate the use of environmentally friendly cleaning products	N/A (baseline data not available)
Progress against measure in fiscal year 2011-12	70%

Strategies / Comments

This self-selected target is SMART:

Specific: Achievement level of 80% for above-referenced contracts;
Measurable: Information available from the Procurement Review Board reports;
Achievable: Departmental directive is that all new janitorial contracts tendered will require environmentally friendly cleaning products as a mandatory requirement as part of the procurement process;
Relevant: This target will ensure "green" products and practices are used at custodial locations across AAFC;
Time-Bound: Date established for target implementation.
This target will be achieved as existing contracts expire at which time the competitive procurement process can proceed. The proposed procurement process for all janitorial services contracts is vetted through the departmental Procurement Review Board.

Beginning April 1, 2011, 80% of all new indeterminate employees appointed to a Purchasing and Supply (PG) position will undertake and complete mandatory training within two years to become familiar with the principles of material management and procurement *best practices* relating to green procurement.
Performance Measure	RPP	DPR
Target Status
Percentage of indeterminate PG appointees that complete training within two years of being appointed on an annual basis	N/A (baseline data not available)
Progress against measure in 2011-12	80%

Strategies / Comments

This self-selected target is SMART:

Specific: Achievement level of 80%, type of employee and type of training;
Measurable: Information available from an in-house HR tracking system;
Achievable: Departmental directive is that all new indeterminate PG appointees will complete training within two years of being appointed;
Relevant: This target will ensure procurement staff are familiar with green procurement so as to incorporate within their decision-making;
Time-Bound: Date established for target implementation.
It should be noted that course availability is in high-demand as the mandatory training is a government-wide initiative for the PG category.
For new PG appointees from within government that have already taken the training, or equivalent, within 5 years of being appointed, they will be counted as having taken the training and will not retake it.
The progress reporting will include those that have completed the training and those that are still within the two year period to complete the training. The percentage of those that have completed training for that year will also be identified in parentheses.

**By March 31, 2012, environmental considerations will be incorporated into the annual performance evaluations of all functional heads of procurement and material management.**
Performance Measure	RPP	DPR
Target Status
Percentage of identified key positions that have included environmental considerations related to green procurement initiatives in performance evaluations	N/A (baseline data not available)
Progress against measure in fiscal year 2011-12	70%

Strategies / Comments

This self-selected target is SMART:

Specific: Achievement level of 100% and type of employee;
Measurable: Information available from in-house tracking system;
Achievable: All functional heads of procurement and material management will be required to include environmental considerations in their performance evaluations;
Relevant: Targets relevant employees;
Time-Bound: Date established for target implementation.
AAFC has identified four positions as functional heads of procurement of and material management.

By March 31, 2014, as part of AAFC's key management procurement process the Procurement Review Board (PRB) will incorporate environmental considerations into its decision-making for 70% of the procurement files for applicable commodities it reviews annually.
Performance Measure	RPP	DPR
Target Status
Percentage of procurement files that contemplated environmental considerations for applicable commodities reviewed by the PRB annually	N/A (baseline data not available)
Progress against measure in fiscal year 2011-12	20%

Strategies / Comments

This self-selected target is SMART:

Specific: Achievement level of 70% for key procurement management control process for applicable commodities;
Measurable: Information available from PRB reports;
Achievable: PRB will require that environmental considerations are contemplated for PRB submissions as part of the process for significant procurements for applicable commodities;
Relevant: This target captures significant procurement actions for applicable commodities (greater than $100,000) in which environmental considerations should be contemplated.
Time-Bound: Date established for target implementation.

Mandatory reporting on the purchase of greenhouse gas emissions offset credits, as per the *Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events*, should be applied here.
Performance Measure	RPP	DPR
Quantity of emissions offset in the given fiscal year. (Optional for all RPPs)	N/A

Strategies / Comments

It is expected that AAFC will generally not lead any events in which the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events would be applicable, and purchases of greenhouse gas emissions offset credits are not anticipated in 2011-12.

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
Regulatory Efficiency Facilitation	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 and Nutrition	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:

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).
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.
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.
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:

For AAFC:
- Director General – Agriculture Transformation Programs Directorate
- Director General – Policy Development and Analysis Directorate
- Director General – Food Value Chain Bureau
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
Animal Health Risk and Production Systems	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.

Description:

The Grants and Contributions Delivery Project (GCDP) is being repositioned to ensure that it complies with the Department's overall grants and contributions reform, supports Government of Canada administrative reform efforts, and so that rigorous project management controls required for projects of this size are implemented.

GCDP received authority in June 2009 through the Growing Forward Service Excellence Initiative to conduct Phase I - Preliminary Project Approval (PPA) of GCDP, which includes the System Development Life Cycle phases of Conceptual, Preliminary and Detailed Design.

In Phase II, the GCDP will perform business alignment of programs through the adoption of common business processes, as well as the implementation of a common technical platform. Both will improve the access, management and delivery of non-BRM Grants and Contributions (Gs&Cs) programs.

The GCDP is split into two discrete phases:

Phase I (PPA) which will include business transformation toward a core common business process framework and further clarification of the GCDP business requirements, flexible architecture design and completion of functional design of a common Departmental Gs&Cs delivery platform (known as GCDP) for all non-BRM grants and contributions programs; and
Phase II – develop and build the platform components (estimated completion March 2013 includes a stabilization period).

The project will officially conclude when:

The non-BRM Gs&Cs delivery platform includes all critical functionality of security, financial and reporting requirements;
Three early-adopter programs have been implemented onto the delivery platform; and
The in-house GCDP Support Centre is in place in the Information Services Branch. This Centre will provide maintenance, end user support and continued program implementation of all remaining and upcoming new programs.

Project Phase:

This project is currently in the initiation, planning and design phase.

**Leading and Participating Departments and Agencies:**
Lead Department	Agriculture and Agri-Food Canada
Contracting Authority	Agriculture and Agri-Food Canada, Public Works and Government Services Canada
Participating Departments	Public Works and Government Services Canada, Treasury Board Secretariat

**Prime and Major Subcontractor(s):**
Prime Contractor	Deloitte & Touche LLP - 100 Queen Street, Suite 800, Ottawa, Ontario, K1P 5T8
Major Subcontractor(s)	CSDC Systems Inc. (formerly Grantium) - 279 Laurier Ave. West, Suite 200,Ottawa, Ontario K1P 5J9

**Major Milestones:**
List of Major Milestones	Completion / Target Date
Preliminary Project Approval	04-Jun-2009
Conceptual Design & Approved Architecture	01-Jul-2010
Business Alignment	31-Mar-2011
Detailed Design	31-Mar-2011
Treasury Board Submission (Final Draft)	01-Jan-2011
Treasury Board Submission Approval	31-Jan-2011
Development and Implementation	30-Nov-2012
Stabilization and Maintenance	31-Mar-2013

Project Outcomes:

Increased decision support through improvement of performance reporting across Gs&Cs programs;
Increased consistency of program delivery through the rationalization of work processes and enabling technological infrastructure;
Increased accessibility and transparency for clients of Agriculture and Agri-Food Canada in the delivery of services;
Increased auditability in how Agriculture and Agri-Food Canada aligns to legal, political and policy changes;
Increased value for money.

Progress Report and Explanations of Variances:

Progress to date:
Conceptual Design - Complete
Preliminary & Detailed Design - Complete
Overall Business Requirements - Complete
Supplementary Project Staffing - Complete
Pre-Phase II Health Check Independent Review (to assess the viability of the GCDP go forward plan and the project’s readiness to proceed) - Complete
Management Response to Independant Assesment and associated Action Plan - Complete
Project Governance - Complete
Business Transformation - Under way
Phase II Treasury Board Submission (Authority to proceed with Business Transformation and the Development and Implementation of the GCDP) - Under way

The project team has re-established project milestones target dates for the PPA phase of the project to ensure the business re-design is achieved before implementing technology. This will ensure a stronger understanding and endorsement of Gs&Cs reform and the proposed solution department wide, which will form the basis for Phase II being submitted to Treasury Board. The GCDP team developed a strategy and has addressed all findings of the independent assessment and has identified an approach to stay aligned to the Service Excellence Treasury Board Submission to have a common non-BRM Gs&Cs delivery platform implemented by 2013.

Industrial Benefits:

In February 2007, an independent blue ribbon panel provided recommendations aimed at simplifying the administration of Gs&Cs while, at the same time, strengthening accountability and risk-based approaches for managing the programs. Through the development of the action plan and other work that has taken place over the past year, AAFC is meeting the commitments made by the Government in response to the panel's key recommendations.

With this plan, recipients, stakeholder organizations and federal program administrators will be able to see AAFC's progress, and more importantly, the project's next steps and the Department's commitment to engage them in the process. The last year has seen much activity, and a solid foundation is being laid for systemic change. This kind of change takes time, and there is still much work to be done. However, it is believed that the action plan will serve as a vital roadmap to guide AAFC over the next few years.

Note: Further details on this project can be found in the Status Report on Projects operating with specific Treasury Board Approval in the 2009-10 Departmental Performance Report.

Name of Internal Audit	Internal Audit Type	Status	Expected Completion Date
Audit of Agri-Opportunities	Transfer Payment	In Progress	Sep 2011
Audit of Information Technology (IT) Governance	Information Technology	In Progress	Oct 2011
Audit of Payroll	Corporate	In Progress	Dec 2011
AgriStability	Transfer Payment Follow-up	In Progress	Dec 2011
Audit of AgriInsurance	Transfer Payment	Planned	Mar 2012
Grants and Contribution Horizontal Audit II	Transfer Payment	Planned	Mar 2012
Audit of Risk Management	Corporate	Planned	Mar 2012
Audit of Human Resources Planning	Corporate	Planned	Mar 2012
Audit of Business Continuity Planning	Corporate	Planned	Mar 2012
Horizontal Audit of Management of MOUs (Program Delivery)	Corporate	Planned	Mar 2012
Audit of AgriInvest	Transfer Payment	Planned	Mar 2012
Audit of Growing Forward (the Agriculture and Agri-Food Policy Framework) - Cost Shared	Transfer Payment	Planned	Mar 2012
Official Languages (Service to the Public)	Corporate Follow-up Audit	Planned	Mar 2012
Audit of AgriFlexibility II	Transfer Payment	Planned	Mar 2013
Audit of Initiatives under the Agricultural Marketing Programs Act	Transfer Payment	Planned	Mar 2013
Audit of Agriculture Disaster Relief Program	Transfer Payment	Planned	Mar 2013
Audit of Growing Forward - Federally Funded Programs	Transfer Payment	Planned	Mar 2013
Horizontal Audit of Grants and Contributions III	Transfer Payment	Planned	Mar 2013
Audit of Staffing and Classification	Corporate	Planned	Mar 2013
Audit of Investment Planning	Corporate	Planned	Mar 2013
Audit of IT Security	Information Management/ Information Technology	Planned	Mar 2013
Audit of Information Management/IT Shared Services (Management of MOUs)	Information Management/ Information Technology	Planned	Mar 2013
Audit of Enabling IT Systems	Information Management/ Information Technology	Planned	Mar 2013
Grants and Contributions Delivery System - Phase III	Transfer Payment	Planned	Mar 2013

Name of Evaluation and Link to Report	Program Activity	Status	Expected Completion Date
2011-12
Evaluation of Income Stability Tools (AgriStability and AgriInvest) (carry-over from 2010-11)	Business Risk Management	In Progress	Mar 2012
Evaluation of Production Insurance (AgriInsurance and Private Sector Risk Management Partnership) (carry-over from 2010-11)	Business Risk Management	In Progress	Mar 2012
Evaluation of Food Safety and Science	Food Safety and BioSecurity Risk Management Systems	Planned	Mar 2012
Evaluation of Market Growth	Trade and Market Development	Planned	Mar 2012
Evaluation of Support to Rural Communities and the Development of Co-operatives	Rural and Co-operatives Development	Planned	Mar 2012
Evaluation of Health Claims, Novel Foods and Ingredients	Regulatory Efficiency Facilitation	Planned	Mar 2012
Evaluation of Environmental Performance Measurement and Reporting Programs	Environmental Knowledge, Technology, Information and Measurement	Planned	Mar 2012
Evaluation of Community Pastures Program	On-Farm Action	Planned	Mar 2012
Evaluation of Water Infrastructure	On-Farm Action	Planned	Mar 2012
Evaluation of Human Resources	Internal Services	Planned	Mar 2012
Evaluation of Agri-Innovation and Commercialization	Science, Innovation and Adoption	Planned	June 2012
Meta-Evaluation of Cost-Shared Programming (Growing Forward, the Agricuture and Agri-Food Policy Framework)	On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Science, Innovation and Adoption; Agri-Business Development	Planned	Oct 2012
2012-13
Evaluation of International Marketing Programs	Trade and Market Development	Planned	Mar 2013
Evaluation of Agri-Environmental Science Programs	Environmental Knowledge, Technology, Information and Measurement	Planned	Mar 2013
Evaluation of Innovative Approaches for Technical Assistance	Environmental Knowledge, Technology, Information and Measurement	Planned	Mar 2013
Evaluation of Regional Innovation (federal component)	Science, Innovation and Adoption	Planned	Mar 2013
Evaluation of Hog-related Programs	Food Safety and Biosecurity Risk Management Systems	Planned	Mar 2013
Evaluation of Canadian Agricultural Loans (Act)	Business Risk Management	Planned	June 2013
Evaluation of Farm Debt Mediation Service	Agri-Business Development	Planned	June 2013
Evaluation of Food Safety System Programs	Food Safety and Biosecurity Risk Management Systems	Planned	June 2013
Traceability Evaluation	Food Safety and Biosecurity Risk Management Systems	Planned	June 2013
2013-14
Evaluation of Knowledge and Information Tools	Environmental Knowledge, Technology, Information and Measurement	Planned	Mar 2014
Evaluation of Matching Investment Initiative	Science, Innovation and Adoption	Planned	Mar 2014
Evaluation of Canadian Agricultural Adaptation Program	Science, Innovation and Adoption	Planned	Mar 2014
Evaluation of Science and Technology Support for Agricultural Innovation	Science, Innovation and Adoption	Planned	Mar 2014
Evaluation of the Over Thirty Months Payment Program	Agri-Business Development	Planned	Mar 2014
Evaluation of Business Development	Agri-Business Development	Planned	Mar 2014
Evaluation of Sector Competitiveness	Trade and Market Development	Planned	Mar 2014
Evaluation of Trade Negotiations and Market Access	Trade and Market Development	Planned	Mar 2014
Evaluation of the Sand Plains Program	Rural and Co-operatives Development	Planned	June 2014
Evaluation of Slaughter Improvement Program	Agri-Business Development	Planned	June 2014

Program Activity	Forecast Revenue 2010-11	Planned Revenue 2011-12	Planned Revenue 2012-13	Planned Revenue 2013-14
Environmental Knowledge, Technology, Information and Measurement
Collaborative research agreements and research services	5.5	5.5	5.5	5.5
Subtotal	5.5	5.5	5.5	5.5
On-Farm Action
Community Pastures	20.4	21.8	21.8	21.8
Subtotal	20.4	21.8	21.8	21.8
Business Risk Management
AgriStability - Admin. Fees	5.5	5.5	5.5	5.5
Subtotal	5.5	5.5	5.5	5.5
Food Safety and Biosecurity Risk Management Systems
Collaborative research agreements and research services	1.5	1.5	1.5	1.5
Subtotal	1.5	1.5	1.5	1.5
Science, Innovation and Adoption
Collaborative research agreements and research services	15.0	15.0	15.0	15.0
Subtotal	15.0	15.0	15.0	15.0
Canadian Pari-Mutuel Agency
Canadian Pari-Mutuel Agency Revolving Fund	13.8	11.2	11.9	11.8
Subtotal	13.8	11.2	11.9	11.8
Total Respendable Revenue	61.7	60.5	61.2	61.1

Program Activity	Forecast Revenue 2010-11	Planned Revenue 2011-12	Planned Revenue 2012-13	Planned Revenue 2013-14
Environmental Knowledge, Technology, Information and Measurement
Refund of Previous Years' Expenditures	0.0	0.0	0.0	0.0
Service and Service Fees	0.0	0.0	0.0	0.0
Privileges, Licences and Permits	0.0	0.0	0.0	0.0
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	0.0	0.0	0.0	0.0
Other Non-tax Revenues	0.0	0.0	0.0	0.0
Subtotal	0.1	0.1	0.1	0.1
On-Farm Action
Refund of Previous Years' Expenditures	0.0	0.0	0.0	0.0
Service and Service Fees	0.2	0.2	0.2	0.2
Privileges, Licences and Permits	0.1	0.1	0.1	0.1
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	1.3	1.3	1.3	1.3
Other Non-tax Revenues	0.0	0.0	0.0	0.0
Subtotal	1.7	1.7	1.7	1.7
Business Risk Management
Refund of Previous Years' Expenditures	4.6	1.5	1.5	1.5
Service and Service Fees	1.1	1.1	1.1	1.1
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	-	-	-	-
Other Non-tax Revenues	1.0	1.0	1.0	1.0
Subtotal	6.7	3.6	3.6	3.6
Food Safety and Biosecurity Risk Management Systems
Refund of Previous Years' Expenditures	0.0	0.0	0.0	0.0
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	0.1	0.1	0.1	0.1
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	0.1	0.1	0.1	0.1
Other Non-tax Revenues	0.0	0.0	0.0	0.0
Subtotal	0.2	0.2	0.2	0.2
Trade and Market Development
Refund of Previous Years' Expenditures	0.2	0.2	0.2	0.2
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	-	-	-	-
Other Non-tax Revenues	0.0	0.0	0.0	0.0
Subtotal	0.2	0.2	0.2	0.2
Regulatory Efficiency Facilitation
Refund of Previous Years' Expenditures	0.0	0.0	0.0	0.0
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	-	-	-	-
Other Non-tax Revenues	0.0	0.0	0.0	0.0
Subtotal	0.0	0.0	0.0	0.0
Farm Products Council of Canada	-	-	-	-
Refund of Previous Years' Expenditures	-	-	-	-
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	-	-	-	-
Other Non-tax Revenues	-	-	-	-
Subtotal	-	-	-	-
Science, Innovation and Adoption
Refund of Previous Years' Expenditures	2.1	2.1	2.1	2.1
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	4.6	4.6	4.6	4.6
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	2.9	2.9	2.9	2.9
Other Non-tax Revenues	0.0	0.0	0.0	0.0
Subtotal	9.6	9.6	9.6	9.6
Agri-Business Development
Refund of Previous Years' Expenditures	0.1	0.1	0.1	0.1
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	-	-	-	-
Other Non-tax Revenues	0.0	0.0	0.0	0.0
Subtotal	0.1	0.1	0.1	0.1
Rural and Co-operatives Development
Refund of Previous Years' Expenditures	0.0	0.0	0.0	0.0
Service and Service Fees	-	-	-	-
Privileges, Licences and Permits	-	-	-	-
Return on Investments	-	-	-	-
Proceeds from Sales of Crown Assets	-	-	-	-
Other Non-tax Revenues	-	-	-	-
Subtotal	0.0	0.0	0.0	0.0
Internal Services
Refund of Previous Years' Expenditures	1.2	1.2	1.2	1.2
Service and Service Fees	0.0	0.0	0.0	0.0
Privileges, Licences and Permits	1.4	1.4	1.4	1.4
Return on Investments	0.9	1.9	1.9	1.9
Proceeds from Sales of Crown Assets	0.3	0.3	0.3	0.3
Other Non-tax Revenues	6.9	6.9	6.9	6.9
Subtotal	10.7	11.6	11.6	11.7
Total Non-Respendable Revenue	29.2	27.0	27.0	27.0
Total Respendable and Non-Respendable Revenue	90.8	87.5	88.2	88.2

ARCHIVED - Agriculture and Agri-Food Canada - Supplementary Tables

Archived Content

2011-12
Report on Plans and Priorities

Agriculture and Agri-Food Canada

Table of Contents

Details of Transfer Payment Programs (TPP)

Up-Front Multi-Year Funding

Greening Government Operations (GGO)

Overview

Green Building Targets

Greenhouse Gas Emissions (GHG) Target

Surplus Electronic and Electrical Equipment Target

Printing Unit Reduction Target

Paper Consumption Target

Green Meetings Target

Green Procurement Targets

Reporting on the Purchases of Offset Credits

Horizontal Initiatives

Upcoming Internal Audits and Evaluations over the next three fiscal years

All upcoming Internal Audits over the next three fiscal years

Electronic Link to Internal Audit Plan:

All upcoming Evaluations over the next three fiscal years

Electronic Link to Evaluation Plan:

Sources of Respendable and Non-Respendable Revenue

Status Report on Transformational and Major Crown Projects

Description:

Project Phase:

Project Outcomes:

Progress Report and Explanations of Variances:

Industrial Benefits:

Summary of Capital Spending by Program Activity

User Fees

ARCHIVED - Agriculture and Agri-Food Canada - Supplementary Tables

Archived Content

2011-12 Report on Plans and Priorities

Agriculture and Agri-Food Canada

Table of Contents

Details of Transfer Payment Programs (TPP)

Up-Front Multi-Year Funding

Greening Government Operations (GGO)

Overview

Green Building Targets

Greenhouse Gas Emissions (GHG) Target

Surplus Electronic and Electrical Equipment Target

Printing Unit Reduction Target

Paper Consumption Target

Green Meetings Target

Green Procurement Targets

Reporting on the Purchases of Offset Credits

Horizontal Initiatives

Upcoming Internal Audits and Evaluations over the next three fiscal years

All upcoming Internal Audits over the next three fiscal years

Electronic Link to Internal Audit Plan:

All upcoming Evaluations over the next three fiscal years

Electronic Link to Evaluation Plan:

Sources of Respendable and Non-Respendable Revenue

Status Report on Transformational and Major Crown Projects

Description:

Project Phase:

Project Outcomes:

Progress Report and Explanations of Variances:

Industrial Benefits:

Summary of Capital Spending by Program Activity

User Fees

2011-12
Report on Plans and Priorities