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Section II - Analysis of Program Activities by Strategic Outcomes

Strategic Outcome 1: An environmentally sustainable agriculture, agri-food and agri-based products sector

Agriculture and Agri-Food Canada supports an economically and environmentally sustainable agriculture, agri-food and agri-based products sector that ensures proper management of available natural resources and adaptability to changing environmental conditions. Addressing key environmental challenges in Canada including agriculture's impact on water quality and water use, adaptation to the impact of climate change, mitigation of agriculture's greenhouse gas emissions and the exploration of new economic opportunities contribute to a cleaner environment and healthier living conditions for the Canadian public, while enabling the sector to become more profitable.

Program Activity 1.1: Environmental Knowledge, Technology, Information and Measurement

Program Activity Description

AAFC is focused on supporting the sector through initiatives that enable them to use a more systematic management approach to making decisions with respect to environmental risks, and help identify suitable corrective actions. AAFC is conducting basic and applied research to improve scientific understanding of agriculture's interactions with the environment on the key environmental challenges facing Canada and its regions; developing sustainable agricultural practices and validating environmental and economic performance at the farm and landscape levels; and developing, enhancing and using agri-environmental indicators, greenhouse gas accounting systems and economic indicators to assess the sector's environmental and economic sustainability. This program provides the platform for innovation and discovery of technologies and strategies to improve the agri-environmental performance of the sector.

Financial Resources ($ millions - net)

2012-13 2013-14* 2014-15
*There is a decrease in planned spending in 2013-14 mainly due to the sunsetting in 2012-13 of the non-Business Risk Management Growing Forward program (development of successor Growing Forward policy framework is currently underway).
53.7 28.4 27.1

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
658 658 658

Program Activity Expected Results Performance Indicators Targets
Agriculture and agri-food sector makes decisions that incorporate sound environmental practices Percentage of farms in Canada which have a formal Environmental Farm Plan (EFP). Note: the 2006 Farm Environmental Management Survey (FEMS) results indicate that 27% of all farms had an EFP. Next FEMS survey is planned for 2012 34% by March 31, 2013

Planning Highlights

AAFC helps ensure environmental benefits are realized and environmental risks are minimized in the agriculture and agri-food sector by leading the development and implementation of programs and services that enable the sector to make informed decisions and assess and use sustainable practices to produce and market its products. To that end, in 2012-13, the Department will continue to identify knowledge and technology gaps, conduct research to develop and refine sound environmental practices, as well as develop and link policies, programs and information that collectively will enhance the stewardship practices of the sector and contribute to environmental sustainability. In addition, the Department's work in these areas will be informed by evaluations resulting from AAFC's performance measurement and reporting programs, including evaluations of Agri-Environmental Science Programs. Both of these evaluations are targeted for completion by October 2012.

AAFC's work in this Program Activity will focus on water use, water quality, air quality and biodiversity, adapting to climate change, mitigating agriculture's greenhouse gas emissions, and exploring new economic opportunities. All of the efforts will contribute to a cleaner environment and healthier living conditions for the Canadian public, and the profitability of the sector through new and existing products, services, processes and markets. Coordinated and informed decision-making among industry, governments and academia is supported by AAFC research, information sharing, environmental farm planning and beneficial management practices programming and performance measurement and reporting tools. These are the areas upon which a solid foundation of environmental sustainability will continue to be built.

Developing and strengthening relationships with industry associations, entrepreneurs, provincial-territorial partners, and community stakeholders will continue to ensure progress in the agri-environmental arena. Enhanced domestic and global networks and partnerships will be keys to success given the complexity of challenges and opportunities facing the sector.

Also, AAFC contributes to the Federal Sustainable Development Strategy (FSDS) with FSDS implementation strategies under this program activity. For the following FSDS targets, the Department will:

Theme I: Addressing Climate Change and Air Quality
  • Target 1.1: Climate Change Mitigation
    • Conduct basic and applied research to increase knowledge of the effects of agricultural production on site; provide the science base for development and assessment of beneficial management practices.
    • Conduct targeted research to increase knowledge of climate change relative to agriculture; establish networks of scientists engaged in addressing climate changes issues in a broader, integrated context.
    • Assess and report on the collective environmental and economic impact of the adoption of sustainable agriculture practices by farmers on the Canadian landscape.
Theme II: Maintaining Water Quality and Availability
  • Target 3.6: Fresh Water Quality (agriculture, agri-food and agri-based products sector)
    • Conduct targeted research to increase knowledge of water resources relative to agriculture; establish networks of scientists engaged in addressing resource issues in a broader, integrated context.
    • Assess and report on the collective environmental and economic impact of the adoption of sustainable agriculture practices by farmers on the Canadian landscape.
    • Increase the understanding of the effectiveness of beneficial management practices (BMPs) in an agricultural watershed setting, and improve the understanding of the long-term relationship between BMPs and related agricultural land use activities, both environmental and economic.
Theme III: Protecting Nature
  • Target 6.4: Managing Threats to Ecosystems
    • Use preserved and living biological collections to support identification, characterization, risk assessment, and management strategies for alien invasive species.

For details of these FSDS implementation strategies, please see AAFC's Departmental Sustainable Development Strategy.

In addition, AAFC is responsible for leading FSDS target 3.6 above, and the related FSDS performance indicator, as follows:

FSDS Target 3.6: Fresh Water Quality (agriculture, agri-food and agri-based products sector)
FSDS Goal Performance Indicator FSDS Target

Goal 3: Water Quality:

Protect and enhance the quality of water so that it is clean, safe and secure for all Canadians and supports healthy ecosystems

Water quality and soil quality agri-environmental performance indices (aggregates of 4 water quality and 6 soil quality indicators respectively) Fresh Water Quality: Achieve a value between 81-100 on each of the Water Quality and Soil Quality Agri-Environmental Performance Indices by March 31, 2030

Program Activity 1.2: On-Farm Action

Program Activity Description

AAFC supports farmers through direct on-farm programming that identifies environmental risks and opportunities and promotes the continuous growth of the stewardship ethic within the agriculture and agri-food industry. 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.

Financial Resources ($ millions - net)

2012-13 2013-14* 2014-15*
*There is a decrease in planned spending in 2013-14 mainly due to the sunsetting in 2012-13 of the non-Business Risk Management Growing Forward program (development of successor Growing Forward policy framework is currently underway), and due to the winding down in 2013-14 of the AgriFlexibility program. Further, the 2014-15 decrease in planned spending is mainly due to the AgriFlexibility program sunsetting in 2013-14.
130.9 59.3 44.3

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
397 397 397


Program Activity Expected Results Performance Indicators Targets
Improved agri-environmental risk assessment and risk mitigation by agricultural producers Percentage of farms in Canada taking action on their Environmental Farm Plan (EFP). Note: the 2006 Farm Environmental Management Survey (FEMS) results indicate that 90% of all farms had implemented at least one BMP. Next FEMS survey is planned for 2012 92% by March 31, 2013

Planning Highlights

AAFC supports farmers through direct on-farm programming and technical advice in air, water, soil and biodiversity to identify environmental risks and opportunities and promote the continuous growth of the stewardship ethic within the agriculture and agri-food industry. The Department will help farmers acquire the tools to understand the implications of their production decisions on the long-term sustainability of their farms. It will also help farmers adopt new technologies and production practices, and implement comprehensive environmental farm plans and beneficial management practices to achieve measurable and meaningful environmental goals and the protection and conservation of the natural resource base.

For example, AAFC is working with producers, the agricultural community and academia to help Canadian farmers become more competitive and profitable through the new five-year, $27 million Agricultural Greenhouse Gases Program. The program focuses on making on-farm greenhouse gas mitigation technologies, research and beneficial management practices available to farmers.

Collectively these programs, services and initiatives will accelerate the adoption of environmentally sound management practices and help the sector realize environmental and economic benefits. This ongoing interest in on-farm environmental stewardship will contribute to a healthy environment for all Canadians.

Also, AAFC contributes to the Federal Sustainable Development Strategy (FSDS) with FSDS implementation strategies under this program activity. For the following FSDS target, the Department will:

Theme II: Maintaining Water Quality and Availability
  • Target 3.6: Fresh Water Quality (agriculture, agri-food and agri-based products sector)
    • Provide a systematic approach to farmers, through federal/provincial partnerships, to assess priority environmental risks and address them by developing plans to mitigate these risks and/or implement suitable preventative on-farm actions
    • Increase the adoption of sustainable agriculture practices at farm and landscape levels.

For details of these FSDS implementation strategies, please see AAFC's Departmental Sustainable Development Strategy.

In addition, AAFC is responsible for leading FSDS target 3.6 above, and the related FSDS performance indicator, as follows:

FSDS Target 3.6: Fresh Water Quality (agriculture, agri-food and agri-based products sector)
FSDS Goal Performance Indicator FSDS Target

Goal 3: Water Quality:

Protect and enhance the quality of water so that it is clean, safe and secure for all Canadians and supports healthy ecosystems

Water quality and soil quality agri-environmental performance indices (aggregates of 4 water quality and 6 soil quality indicators respectively) Fresh Water Quality: Achieve a value between 81-100 on each of the Water Quality and Soil Quality Agri-Environmental Performance Indices by March 31, 2030

Strategic Outcome 2: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Canada's capacity to produce, process and distribute safe, healthy, high-quality and viable agriculture, agri-food and agri-based products is dependent on its ability to proactively manage and minimize risks and to expand domestic and global markets for the sector by meeting and exceeding consumer demands and expectations. Proactive risk management to ensure food safety, market development and responsiveness, and improved regulatory processes contribute directly to the economic stability and prosperity of Canadian farmers and provide greater security for the Canadian public regarding the sector.

Program Activity 2.1: Business Risk Management

Program Activity Description

AAFC has a comprehensive business risk management program (BRM) to better equip producers with the tools and capacity to manage business risks. This program provides coverage for small income declines, margin-based support for larger income losses, a disaster relief framework for rapid assistance to producers, and production insurance to protect farmers against production losses due to uncontrollable natural hazards. In addition, assistance to producers through the provision of financial guarantees facilitates the marketing of producers' products when market conditions and prices may be more favourable.

Financial Resources ($ millions - net)

2012-13 2013-14 2014-15
1,859.4 1,859.9 1,858.3

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
418 418 418


Program Activity Expected Results Performance Indicators Targets
Producers' income losses are reduced Current year producers' net market income (NMI) plus BRM payments compared to the previous five-year average NMI plus BRM payments for the sector. Target is 85% of the previous five-year average NMI plus BRM payments 85% by March 31, 2013
Percentage of producers considering the BRM suite of programs as an effective tool to manage income losses At least 70% of surveyed producers who lost income by March 31, 2013

Planning Highlights

AAFC, together with provincial and territorial governments, developed the BRM suite of programs under the Growing Forward policy framework. The overall aim is to reduce producers' income losses resulting from factors beyond their control. Each of the programs within the suite, AgriInvest, AgriStability, and AgriInsurance, has its own objective in meeting the overall result, with the individual program performance tracked through measures and targets. Together, the programs assist producers to manage risk and reduce income losses due to factors beyond their control.

Under AgriInvest, producers can use their accounts to cover small income losses or for investments to improve their farms' profitability. AgriStability stabilizes producers' incomes against large losses (relative to their historical income) due to reasons beyond their control. AgriInsurance provides farmers with affordable, predictable and timely protection against production and asset losses due to uncontrollable natural hazards.

During the upcoming year, AAFC will continue to work with the provinces, territories and industry stakeholders to develop Growing Forward 2, the next FPT agriculture policy framework, including the next generation of BRM programming. Industry engagement, which began in spring 2010, will continue to identify sector priorities and provide input to the policy development. FPT governments and industry stakeholder engagement sessions are planned for 2012 with a focus on developing program options that support the policy priorities identified for Growing Forward 2.

In addition, the new generation of BRM programming will also take into consideration the results of recent evaluations completed for the AgriRecovery, AgriStability and AgriInvest programs in 2011-12, as well as the results of an evaluation of the AgriInsurance program that is targeted for completion by June 2012.

The Office of the Auditor General (OAG) tabled a report in the House of Commons on November 22, 2011, which included a chapter on Payments to Producers, covering AgriStability and AgriInvest. The report concluded that AAFC needs to address long-standing program design issues, and while it has made progress in addressing issues raised in the 2007 audit of the Canadian Agricultural Income Stabilization program, timeliness of payment processing remains a concern. The report also noted that AAFC must improve its monitoring and reporting of program performance.

The OAG recommended that AAFC work with service delivery partners to understand their challenges and develop, then monitor, realistic implementation timelines for future income support programs. The Department will continue to engage the service delivery partners early and often during the process. Through established working groups and special meetings, officials will ensure that the challenges are identified and workable and timely solutions are developed. The Department will also continue to ensure that time-sensitive contingency plans are in place to ensure producers have access to program benefits despite challenges that may arise with the intended delivery arrangement.

In program delivery, the Department's goal is to ensure program benefits are available to producers in a timely manner. As part of Growing Forward 2 discussions, AAFC will review the design of income support programming and its impact on timeliness of payments. The Department will engage industry on the role of the various programs in the suite, as well as the inherent trade-offs between timely payments and the ability of a program to target the specific circumstances of each farm. The Department will also continue to analyze its payment processes to implement remedies that improve the timeliness of payment processing.

With respect to the monitoring and reporting of program performance, the OAG recommended that AAFC work with the provinces to finalize and fully implement the agreed-upon performance measurement framework. It also called upon the Department to improve the completeness and timeliness of reporting to Parliament and the public on income support programs. AAFC and the provinces collaborate each year in the process of collecting, measuring, analyzing, and using performance information to evaluate programs with a view towards continuous improvement. AAFC reports annually on BRM program performance to senior FPT government officials and in the annual federal Departmental Performance Report (DPR) to Parliament. The Department is committed to refining the performance framework for the BRM programs and using key indicators from the refined framework to provide a complete view of program performance in the 2012-13 DPR.

The BRM program suite is complemented by two loan guarantee programs: the Canadian Agricultural Loans Act (CALA) program and the Advance Payments Program (APP). The CALA program provides a guarantee on asset-based loans to establish, improve and develop farms or to process, distribute and market products by farming cooperatives. The APP is a federal guaranteed loan program governed by the Agricultural Marketing Programs Act (AMPA) that provides producers with a cash advance on the value of their agricultural products during a specified period.

An evaluation of the administrative aspect of the AMPA was completed in November 2011 and the results will serve to inform the legislative review that is currently under way.

Program Activity 2.2: Food Safety and Biosecurity Risk Management Systems

Program Activity Description

AAFC supports producers and organizations in the development and implementation of food safety, biosecurity and traceability risk management systems to prevent and control risks to the animal and plant resource base thus strengthening the sector against widespread diseases and losses in domestic and foreign markets. The risk management systems are national, government-recognized on-farm and/or post-farm Hazard Analysis of Critical Control Points (HACCP) or HACCP-based food safety systems, National Biosecurity Systems and a National Agriculture and Food Traceability System. These systems also support emergency management to limit the spread of animal and plant diseases, thereby reducing economic, environmental and social impacts of a crisis. A National Animal and Plant Biosecurity Strategy provides overall policy direction ensuring efforts are targeted at the highest possible biosecurity risks. Eligible recipients include national or regional non-profit organizations, producers and industry stakeholders.

Financial Resources ($ millions - net)

2012-13 2013-14* 2014-15*
*There is a decrease in planned spending in 2013-14 mainly due to the sunsetting in 2012-13 of the non-Business Risk Management Growing Forward program (development of successor Growing Forward policy framework is currently underway), due to the sunsetting in 2012-13 of the program for Control of Diseases in the Hog Industry, and due to the winding down in 2013-14 of the AgriFlexibility program. Further, the 2014-15 decrease in planned spending is mainly due to the AgriFlexibility program sunsetting in 2013-14.
97.6 22.0 12.3

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
310 310 310


Program Activity Expected Results Performance Indicators Targets
Increased safety of the food systems Percentage of producers participating in HACCP-based programs reporting adoption of food safety practices

45% by March 31, 2013

(The 2005 survey showed a level of participation of 28% for HACCP-based programs and in the 2008 survey it was 39%)

Planning Highlights

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

Under Growing Forward, AAFC will continue to help develop farm-level, national biosecurity standards. Through a memorandum of understanding with AAFC, which also includes work on food safety and traceability, the Canadian Food Inspection Agency (CFIA) is working on these standards with input from national commodity groups, provinces and territories, and other stakeholders.

AAFC will continue to conduct research on food safety, security and protection of food systems. This will include detection, characterization, monitoring, and mitigation of current and emerging food-borne hazards in production, processing, storage, and distribution. Additionally, this includes understanding emerging threats and contributing to their control. Examples of such threats include wheat rust and clubroot, the latter a disease affecting vegetable and canola crops. Quality management strategies, risk mitigation strategies and measures will be developed for the sector. Overall, research work in this area provides the science base for predictive modelling of security and regulatory actions.

Also under Growing Forward, the Department will continue to provide financial incentives in 2012-13 to national organizations for on-farm and post-farm HACCP or HACCP-based food safety systems. These systems establish basic operating principles to be followed for consistently safe food. Once developed, these systems are available to producers and non-federally registered food-processing enterprises. System implementation of food safety programs is administered by provinces and territories under Growing Forward.

AAFC is working with stakeholders to accelerate the National Agriculture and Food Traceability System to ensure a country-wide, integrated approach. In 2009, governments agreed to work towards a national mandatory traceability system, beginning with livestock and poultry. Work will continue to develop a new legislative and regulatory framework and a national information-sharing solution. This will provide access to traceability information collection systems put in place by industry organizations. AAFC will continue to help industry develop traceability systems and to support the CFIA under Growing Forward to achieve these goals.

Support will also be provided under the Agricultural Flexibility Fund, a five-year program (2009-14) aimed at improving sector competitiveness. For example, through the Agricultural Flexibility Fund, the Canola Council of Canada has been working with Chinese dairy and aquaculture processing companies to demonstrate the superior quality and nutritional benefits of canola meal. As a result of this research, a Chinese animal feed company will boost its buying of Canadian canola meal by up to $900 million over the next decade.

The Protection of the Food Supply is a component of AgriFlexibility that will continue to promote food safety, biosecurity, traceability, and risk management practices to ensure market access and increased demand for Canadian agricultural products. Also under AgriFlexibility, the federally delivered Livestock Auction Traceability initiative is providing up to $20 million until March 31, 2014 to update animal handling structures to enhance traceability at high-risk, high-throughput sites where animals from different herds co-mingle.

Growing Forward 2, the next FPT agricultural policy framework, is expected to support the adaptability and sustainability of the sector, including contributions to key food policy objectives such as health or food safety.

Program Activity 2.3: Trade and Market Development

Program Activity Description

AAFC acts as Canada's agricultural trade advocate, working to break down trade barriers at home and abroad and expand opportunities for the agriculture, agri-food and agri-based products sector. AAFC assists the sector in identifying new domestic and global opportunities, markets and ways to enhance productivity, competitiveness and prosperity. AAFC also works to distinguish Canadian products under Brand Canada International and the Domestic Branding Strategy to expand and deepen the sector's strengths in the marketplace.

Financial Resources ($ millions - net)

2012-13 2013-14* 2014-15*
*There is a decrease in planned spending in 2013-14 mainly due to the sunsetting in 2012-13 of the non-Business Risk Management Growing Forward program (development of successor Growing Forward policy framework is currently underway), and due to the winding down in 2013-14 of the AgriFlexibility program. Further, the 2014-15 decrease in planned spending is mainly due to the AgriFlexibility program sunsetting in 2013-14.
114.3 62.6 44.2

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
416 416 416


Program Activity Expected Results Performance Indicators Targets
Increased agricultural sector market development and access Growth in total exports of agriculture and food $40 billion by March 31, 2013

Planning Highlights

In 2012-13, AAFC will continue to focus on transforming the strengths of Canada's agriculture, agri-food and agri-based sector into success in global markets. Canada has a fundamental interest in expanding market access opportunities and in strengthening international trade rules to achieve a more level playing field for its producers and processors. Exports are extremely important to the profitability of this country's agriculture and food sector. Increasing exports will lead to more jobs for Canadians, especially in processing and distribution.

Over the next three years, the Agriculture and Food Trade Commissioner Service (AFTCS) will continue to assist Canadian companies with technical and marketing support to establish or expand markets for Canadian agri-food and seafood products. In response to the Government's priorities to increase support for the AFTCS, three new trade commissioner positions have recently been created (Ankara, Beijing and Jakarta) and two more will be added in 2012-13 (New Delhi and either Brasilia or Bogota), bringing the total to 16.

The Market Access Secretariat (MAS) helps resolve or advance Canadian trade issues and to open markets to Canadian commodities and products. MAS, in collaboration with the Canadian Food Inspection Agency and Foreign Affairs and International Trade Canada, and in consultation with industry stakeholders, provinces and territories, will focus on: formulating shared work plans for government and industry to address together outstanding market access issues and expand market access achievements; providing aggressive and sustained approaches and strategies in priority markets, both emerging and established, that present high-growth potential; leading technical market-access negotiations and co-ordinating and supporting related missions; and ensuring knowledge and expertise are put to work to the areas of trade policy and market access.

AAFC's Canada Brand Strategy will continue to help Canada's food and agriculture sector compete in domestic and global markets by differentiating Canadian products from competitors'. Through tools and promotional events, the Canada Brand will build awareness of the advantages and range of Canadian products to influence customers. Savour Canada promotional events will stimulate demand for Canadian products through chef demonstrations designed to provide direct experience with Canadian products.

The Canada Brand Advocacy Initiative will continue to help build a stronger Canada Brand and increase demand for Canadian products in the priority markets of Japan, Mexico and Germany. Sustained consumer-oriented marketing activities – including retail and restaurant promotions, advertising, and media relations campaigns – will raise awareness of the high quality Canadian food and beverage products and help pave the way for industry's complementary activities in these markets.

The Canada Brand domestic component will help retailers clearly identify the Canadian content of food products and make it easier for consumers to find Canadian food products on store shelves. As well, the eatCanadian website and continued in-store promotional events will help consumers learn about Canadian food product attributes as well as the advantages of buying Canadian.

The Department will lead agricultural trade negotiations at the World Trade Organization (WTO) and at bilateral trade negotiations, notably with the European Union, Morocco and India. It will advance Canada's agricultural interests by working towards international rules that foster this country's competitiveness, create new export opportunities and protect supply-managed sectors. It will also advocate science-based and transparent regulatory systems, standards and processes, especially for novel products. Further, the Department will defend international rights, as appropriate, through consultative and dispute-settlement mechanisms of trade agreements.

Technological advancements and the rise in non-tariff barriers to trade have resulted in an increasingly complex and challenging international marketplace. The Department will continue to advocate for science-based and transparent rules and regulations at the WTO, at the international standards setting bodies, and at multilateral and bilateral meetings. Science-based approaches are key if trade liberalization is to contribute to enhance economic growth and opportunity; to help to address problems such as food insecurity; and to support the unfettered trade of safe and innovative agri-food products. In addition, the Department will lead on the development of an international policy on the acceptance of low level presence of genetically modified organisms to acknowledge the realities of the global marketplace and mitigate the risk for Canadian exporters.

The Value Chain Roundtables (VCRTs) will continue to offer unique opportunities for industry and government to partner on challenges and opportunities. The Value Chain Roundtables Secretariat plays an important role to achieve progress on strategic objectives identified by individual sectors and for government by: developing official strategic plans; engaging appropriate industry and government partners; identifying common cross-sector priorities for attention; and coordinating meetings. Ongoing support will also be provided to industry in the form of market information and analysis.

Planning and supporting various domestic trade shows and incoming missions that connect Canadian agri-marketers to international collaborators and clients will continue to be a funded priority of the AgriMarketing Program. This Program provides funds to national producer, processor and exporter associations, along with affiliated small- and medium-sized enterprises, for international market-development strategies. These strategies help to position the sector to better compete in existing markets, as well as identify and pursue emerging opportunities in new markets.

The Enabling Research for Competitive Agriculture (ERCA) program will help identify new opportunities, markets and ways to enhance productivity and competitiveness in global and domestic markets. ERCA members will help inform AAFC's policy development process for Growing Forward 2.

An evaluation of AAFC's trade and market development initiatives will be completed in 2012-13 to help inform policy discussions regarding the renewal of Growing Forward programs in 2013-14.

Program Activity 2.4: Regulatory Efficiency Facilitation

Program Activity Description

AAFC is undertaking initiatives to ensure that the regulatory environment promotes sector innovation, investment and competitiveness. The Department recognizes that with the rapid pace of technological advancement and emerging gaps between international and domestic regulatory policies, Canada's regulatory environment will need to increase capacities and accelerate modernization to be responsive. The initiatives will involve working with stakeholders along the value chain to enhance their ability to fulfill regulatory requirements, and collaborating with federal partners and industry to find ways of streamlining the regulatory burden through targeted actions on sector priorities, while at the same time maintaining Canada's strong regulatory system with respect to health and safety. Improving the timeliness and transparency of science-based regulatory decision-making will also contribute to improved public and stakeholder confidence.

Financial Resources ($ millions - net)

2012-13 2013-14* 2014-15
* There is a decrease in planned spending in 2013-14 mainly due to the sunsetting in 2012-13 of the non-Business Risk Management Growing Forward program (development of successor Growing Forward policy framework is currently underway).
35.7 12.6 12.6

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
62 62 62


Program Activity Expected Results Performance Indicators Targets
Increased minor-use pesticides, reduced-risk pest management tools, health claims, novel foods, and ingredients that are permissible or available for use Number of regulatory policies that are changed to facilitate innovation in health claims, novel foods, and ingredients 5 by March 31, 2013
Number of submissions for minor-use pesticides, health claims, novel foods, and ingredients that meet regulatory requirements 45 annually by March 31, 2013
Number of reduced-risk pest management tools available for use 4 annually by March 31, 2013

Planning Highlights

A competitive and innovative agriculture and agri-food sector, supported by modernized regulatory processes and improved regulatory cooperation, will contribute to the betterment of all Canadians.

Under the Growing Forward Regulatory Action Plan, AAFC is assisting the agriculture and agri-food sector understand and navigate the regulatory system and address the science-based requirements. The Department is also enhancing the capacity of regulatory bodies to streamline their processes, thus improving submission review times. Further, AAFC is developing pesticide risk reduction strategies and associated tools, techniques and technologies, and generating data to support regulatory submissions. Priority areas include: pesticide risk reduction; minor-use pesticides; veterinary drugs; health claims, novel foods, and ingredients; and voluntary food fortification. The Plan will improve producer access to newer and more effective pesticides and veterinary drugs. It will encourage industry investment in innovative foods with health attributes by facilitating the increased availability of food health claims, novel foods, ingredients and discretionary fortification.

Activities within the Plan will help new products move through the regulatory system, and assist in developing progressive regulatory policies and processes that respond to new technologies, while maintaining health and safety standards. In addition, it will provide Canadian growers with effective tools to control pests and diseases, and improve sustainability, health and safety.

AAFC will continue to work with stakeholders to identify minor-use pesticide solutions for pest problems and to develop strategies and associated action plans to reduce the risk of pesticides to human health and the environment. The Department will generate data on pesticide efficacy and residue, and crop tolerance to pesticides, as well as prepare submissions for new minor uses, and develop the tools, techniques and technologies to prevent and reduce the risk posed by pesticide use. This includes providing support to growers to establish national pest management priority projects, new minor uses of pesticides available to producers through a dedicated review process, improved pesticide resistance management, and improved access to reduced-risk tools, technologies and practices.

The Department will continue to provide analysis and advice on domestic food regulatory issues that impact innovation and competitiveness in foods with health benefits. This includes helping stakeholders determine plans and priorities with respect to health claims, novel foods, and ingredients based on market opportunities. AAFC will work with industry and the research community to develop awareness of the regulatory environment, establish science partnerships, and conduct research to address knowledge gaps to establish health-claim validity and novel-ingredient safety. The Department will also help stakeholders to complete substantiated regulatory submissions.

To help inform policy discussions regarding the renewal of regulatory programs under Growing Forward, AAFC will undertake an evaluation of the Agricultural Regulatory Action Plan that is targeted for completion by March 2013.

Program Activity 2.5: Farm Products Council of Canada

Program Activity Description

Established through the Farm Products Agencies Act (the Act), the Farm Products Council of Canada (FPCC) is a unique public interest oversight body which reports to Parliament through the Minister of Agriculture and Agri-Food (the Minister). The Act provides for the creation of national marketing and promotion-research agencies. The FPCC supervises these agencies and works with them to ensure that the supply management system for poultry and eggs and the check-off system for beef cattle work in the balanced interest of all stakeholders, from producers to consumers. The FPCC also provides advice to the Minister, maintains relationships with provincial governments and is an active proponent of portfolio management.

Financial Resources ($ millions - net)

2012-13 2013-14 2014-15
2.7 2.7 2.7

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
24 24 24


Program Activity Expected Results Performance Indicators Targets
The domestic market share of Canadian producers of chicken, eggs, hatching eggs and turkey is stable or increasing Domestic market share of Canadian producers of chicken, eggs, hatching eggs and turkey 80% by March 31, 2013
Consumer prices for chicken, eggs and turkey are more stable than those of other animal protein and consistent with other food prices Relative consumer price variations for chicken, eggs and turkey are consistent with those of food prices Consumer price variations for chicken, eggs and turkey are within plus or minus 10 percentage points of that of other agricultural products by March 31, 2013
Relative consumer price variations for chicken, eggs and turkey are smaller than those of other animal protein Consumer price variations for chicken, eggs and turkey are smaller than those of other animal protein by March 31, 2013

Planning Highlights

In 2012-13, the FPCC will continue to work with and supervise the Canadian Beef Cattle Research Market Development and Promotion Agency, Canadian Hatching Egg Producers, Chicken Farmers of Canada, Egg Farmers of Canada, and Turkey Farmers of Canada.

Throughout 2012 to 2015, FPCC will implement its 2012-15 Strategic Plan, working with its partners to ensure that the supply management and promotion-research systems have the flexibility needed to respond to current and future challenges and that they can withstand public scrutiny. To do so, FPCC will foster a mutual understanding of the roles and responsibilities of the various partners within the supply management and promotion-research systems. It will further its working relationships and communications with its partners, support the establishment of new promotion-research agencies through advice and guidance, and improve coordination with provincial governments and supervisory boards with mandates similar to its own.

The supply management system was established in response to price volatility and revenue uncertainty faced by agricultural producers. In working with and supervising the national marketing agencies, which are not subject to the Competition Act, as well as promotion-research agencies, the FPCC provides checks and balances that ensure the supply management and promotion-research systems work in the balanced interest of all stakeholders, from producers to consumers.

Strategic Outcome 3: An innovative agriculture, agri-food and agri-based products sector

Sector innovation includes the development and commercialization of value-added agricultural-based products, knowledge-based production systems, processes and technologies, and equipping the sector with improved business and management skills and strategies to capture opportunities and to manage change. Such innovation is vital for ongoing growth and improvement in the productivity, profitability, competitiveness and sustainability of Canada's agriculture, agri-food and agri-based products sector and its rural communities.

Program Activity 3.1: Science, Innovation and Adoption

Program Activity Description

AAFC contributes to the competitiveness of the agriculture, agri-food and agri-based products sector by supporting innovation designed to improve profitability in new and existing products, services, processes and markets. Coordinated and informed decision-making is supported with strategic foresight, research, and information sharing contributing to integrated planning engaging industry, government and academia. Collaborative action is promoted to accelerate the flow of science and technology along the innovation continuum in support of industry defined strategies for future success. Farmers, agri-entrepreneurs and agri-based small, medium and large sized enterprises are supported in their efforts to adopt new technologies and commercialize new products and services. Pathfinding and transformational research help to define future opportunities and prepare the sector for emerging opportunities and challenges.

Financial Resources ($ millions - net)

2012-13 2013-14* 2014-15*
*There is a decrease in planned spending in 2013-14 mainly due to the sunsetting in 2012-13 of the non-Business Risk Management Growing Forward program (development of successor Growing Forward policy framework is currently underway), due to the sunsetting in 2012-13 of the ecoAgriculture Biofuels Capital Initiative and the Agricultural Innovation program, and due to the winding down in 2013-14 of the AgriFlexibility program. Further, the 2014-15 decrease in planned spending is mainly due to the AgriFlexibility program sunsetting in 2013-14.
339.4 147.8 123.7

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
1,536 1,536 1,536


Program Activity Expected Results Performance Indicators Targets
Agriculture and agri-food sector that utilizes science to improve or transform commodities into new value-added products

Increase in Agriculture Net value-added. ("value-added" is a Statistics Canada measure of Canadian value-added gross domestic product)

Baseline is Agriculture Net value added in 2008 which was $15.469 million. Target represents a 7% increase
$16.562 million by March 31, 2014

Planning Highlights

AAFC contributes to the profitability of the sector through advances in scientific knowledge to accelerate the pace of innovation, develop new technologies, and transform commodities into value-added products that address current and emerging issues. The Department, in collaboration with the private sector, encourages industry innovation and investment in scientific research and development, accelerating the bringing of new products, practices and processes to market. This work will pay off in new economic opportunities for farmers, agri-businesses and Canadian communities.

In 2012-13, AAFC will develop the 2013-2018 Innovation Strategic Plan that will include a long-term perspective for its support for innovation and align its work with Growing Forward 2. The Plan will present a systems approach to innovation that emphasizes mechanisms and initiatives for coordinated action among government, industry and academia. In addition, to help inform policy discussions on the renewal of Growing Forward science, innovation and adoption programs, AAFC will undertake an evaluation of the Agri-innovations program sub-activity, which is targeted for completion by March 2013.

AAFC will encourage industry leadership and investment in science and innovation. Through programs such as Agri-Science Clusters and the Developing Innovative Agri-Products. AAFC will continue working to develop innovative agricultural products in accordance with contribution and collaborative agreements with 10 agri-science clusters and up to 61 agri-businesses.

AAFC supports collaborative, industry-led responses to new and emerging issues and opportunities, further contributing to the profitability of the sector. The Agricultural Innovation Program, newly implemented for this fiscal year, will fund innovation ranging from knowledge creation and transfer to commercialization. AAFC will continue to work with its partners to encourage farmers, entrepreneurs, agri-based companies, and bio-products and biofuels facilities to adopt new technologies and to commercialize new value-added products and services, while further encouraging agricultural producer participation in the emerging bio-economy.

Adaptation programming will continue to support industry-led approaches and solutions that assist farmers, the processing sector, and the value chain as a whole, providing opportunities for collaborative solutions to common issues. For example, the five-year Canadian Agricultural Adaptation Program will enhance the agriculture, agri-food, and agri-based products sector's ability to seize opportunities, to respond to new and emerging issues, and to find and pilot solutions to new and ongoing issues, helping it adapt and remain competitive.

AAFC will continue its research on integrated crop and livestock production systems. It will advance a vibrant bio-economy by supporting the development of biopesticides, industrial crops, biochemical and bioprocessing technologies, biofuels and bioenergy, biochemicals, and bio-based materials. The Department will also expand the understanding of the links among food, nutrition, health, and wellness. This will help farmers and food processors develop innovative and value-added products in the areas of functional foods, nutraceuticals and natural health products.

Program Activity 3.2: Agri-Business Development

Program Activity Description

This program activity builds awareness of the benefits and encourages the use of sound business management practices, while also enabling businesses in the sector to be profitable and invest where needed to manage the natural resource base sustainably and to market and produce safe food and other products. The Agri-Business Development program funds provincial and territorial activities related to business management practices and skills that: strengthen the capacity of businesses in the sector to assess the financial implications of business improvements, including the impact of environmental plans, food safety systems and innovation projects on their business profitability; manage transformation, respond to change and adopt innovation in business operations; help the agri-business owner understand their financial situation, implement effective action and business management plans/practices and provide for enhanced participation by young or new entrants, First Nations clients, and clients in specific sub-sectors in transition.

Financial Resources ($ millions - net)

2012-13 2013-14* 2014-15
*There is a decrease in planned spending in 2013-14 mainly due to the sunsetting in 2012-13 of the non-Business Risk Management Growing Forward program (development of successor Growing Forward policy framework is currently underway), and due to the sunsetting in 2012-13 of the Specified Risk Material Innovation program.
56.0 12.8 11.5

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
41 41 41


Program Activity Expected Results Performance Indicators Targets
Increased realization of business goals Percentage of participating businesses in Agri-Business Development program activities meeting their business/career goals 55% by March 31, 2013

Planning Highlights

Agri-business development initiatives contribute to an innovative agriculture, agri-food and agri-based products sector. This, in turn, strengthens Canadian economic growth, while improving stewardship and food safety, and expanding the availability of agri-based products for Canadians. As a result of these initiatives, sector participants will be in a better position to manage change, resulting in increased profits, sustainability and competitiveness.

In 2012-13, AAFC will continue to fund cost-shared provincial and territorial activities related to business management practices and skills designed to help agribusinesses. These activities will help producers to:

  • assess the financial implications of business improvements, including the impact of environmental plans, food safety systems and innovation projects on their business profitability;
  • manage transformation, respond to change, and adopt innovation in their operations; and
  • understand their financial situation, implement effective action and business management plans and practices, and benchmark their farms' performance.

In addition, the Department will strive to enhance participation in farming by young or new entrants and First Nations clients, as well as provide assistance to farmers in specific sub-sectors in transition.

AAFC will provide support to national organizations for business management tools and information designed to increase competitiveness, innovation and risk management, with particular focus on tools and information targeted to youth and new entrants.

The Department will provide financial counseling and mediation services to farmers who may be having trouble repaying debts, bringing producers and creditors together with a mediator to reach mutually acceptable repayment agreements.

Through the Career Focus Program, AAFC will provide support for agricultural internships for young people who are unemployed or under-employed and who have graduated in the past three years from a post-secondary agriculture-related education program.

To help inform policy discussions on the renewal of Growing Forward FPT Agri-Business Development programs in 2013, AAFC will undertake a Meta-evaluation (analysis of the results of individual evaluations) of Cost-Shared Non-Business Risk Management Programming, which is targeted for completion by December 2012.

Program Activity 3.3: Rural and Co-operatives Development

Program Activity Description

Rural and Co-operatives Development supports community development through two distinct components: First, it leads an integrated, government-wide approach, called Canada's Rural Partnership, through which the government aims to coordinate its policies towards the goal of economic and social development and renewal of rural Canada. It develops partnerships with federal departments, provincial and rural stakeholders and offers tools to enable rural communities to use their innovative capacity to capture the value of local amenities, and to achieve greater local or regional economic competitiveness.

Second, it facilitates the development of co-operatives as an effective self-help tool for Canadians and communities to address their needs and capture economic opportunities. It provides advice across government on policies and programs affecting co-operatives and builds partnerships within the federal government and with the co-operative sector, the provinces and other key stakeholders to support the development of co-operatives.

Financial Resources ($ millions - net)

2012-13 2013-14* 2014-15
*There is a decrease in planned spending in 2013-14 mainly due to the sunsetting in 2012-13 of the non-Business Risk Management Growing Forward program (development of successor Growing Forward policy framework is currently underway).
20.0 5.2 5.2

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
88 88 88


Program Activity Expected Results Performance Indicators Targets
New economic activities are being developed in rural communities Number of communities in 20 selected rural regions where decisions or actions are taken to implement new economic activities as a result of Canada's Rural Partnership collaborative activities 30 by March 31, 2013
Canadians are better able to utilize the co-operative model to meet their economic and social needs Number of co-operatives created 40 (for the year) by March 31, 2013

Planning Highlights

By providing rural communities and co-operatives with access to quality information, tools and services, Canadians will be better able to pursue innovative rural and co-operative development. Such access helps generate opportunities for innovation and economic growth that support the prosperity of all Canadians.

AAFC, through Canada's Rural Partnership (CRP), will continue its work with government and non-government organizations to foster innovative rural development. Over the next year, CRP will help communities to identify and assess their local natural and cultural amenities and to develop plans to enhance their competitiveness and increase economic activities.

AAFC is developing options to renew its support for rural and co-operatives development. The Department will collaborate with the co-operative sector to develop more co-operatives and to implement innovative projects. The Co-operative Development Initiative will make the co-operative option more readily available to Canadians. Further, as part of the 2012 International Year of Co-operative  proclaimed by the United Nations General Assembly, AAFC is participating with the sector in efforts to raise awareness of the contributions of Canadian co-operatives.

Performance in 2012-13 will be measured in terms of rural community-driven initiatives that were supported as a result of partnership activities with other government departments or non-government organizations, including initiatives funded through the Community Development Program. During the year, indicators to measure future performance will be derived through a strategy to further document the impact of CRP partnership activities in 18 rural areas across Canada. These areas were selected to represent a range of community socio-economic conditions and capacities. As well, as part of its third-party delivery arrangement with the co-op sector, clear expectations have been established for measuring the impact of co-op development support in terms of new co-op creation.

Program Activity 3.4: Canadian Pari-Mutuel Agency

Program Activity Description

Section 204 of the Criminal Code of Canada designates the Minister of Agriculture and Agri-Food as the individual responsible for the policy and regulatory functions pertaining to pari-mutuel wagering on horse races. The Canadian Pari-Mutuel Agency (CPMA) is a special operating agency within AAFC that regulates and supervises pari-mutuel betting on horse racing at racetracks across Canada, with the objective of ensuring that pari-mutuel betting is conducted in a way that is fair to the betting public. Costs associated with the activities of the CPMA are recovered through a levy on every dollar bet on horse races in Canada. The levy is currently set at eight-tenths of a cent of every dollar bet. CPMA's strategic plans are focused on regulating and supervising pari-mutuel wagering on horse races in the most modern, effective and transparent manner.

Financial Resources ($ millions - net)

  2012-13 2013-14 2014-15
Figures that cannot be listed in millions of dollars are shown as 0.0
Gross Planned Spending 10.7 10.6 11.1
Less Respendable Revenue (10.7) (10.8) (11.4)
Net Planned Spending (0.0) (0.2) (0.3)

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
50 50 50


Program Activity Expected Results Performance Indicators Targets
Pari-mutuel betting is conducted in a way that is fair to the Canadian betting public Percentage of compliance with the Pari-Mutuel Betting Supervision Regulations of Canadian racetracks and betting theatres inspected by CPMA officers 100% by March 31, 2013

Planning Highlights

To achieve the expected result, CPMA will approve and inspect pari-mutuel betting activities conducted at racetracks and betting theatres across Canada to ensure compliance with the Pari-Mutuel Betting Supervision Regulations (the Regulations) and policies. The Agency will continue to provide equine drug control programs at racetracks to help ensure race outcomes are not influenced by the inappropriate administration of drugs or medications to race horses.

CPMA plans to introduce changes to the Regulations in 2012-13, further clarifying the requirements of the pari-mutuel regulatory model.

CPMA will continue to develop and implement a new model for supervising and monitoring racetracks. This new model will offer more efficient use of limited resources while still enabling the Agency to deliver on its core mandate in a more effective manner.

CPMA will develop and deliver new training products in 2012-13 to preserve and make available the body of corporate knowledge to new or less experienced staff. This will include updating its human resources plan, as well as a succession plan for key positions.

The federal levy on pari-mutuel betting is expected to support a CPMA operating budget of approximately $10.7 million dollars for the 2012-13 fiscal year.

Program Activity 4.1: Internal Services

Program Activity Description

The Internal Services Program Activity supports all strategic outcomes and is common across government. Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Financial Resources ($ millions - net)

2012-13 2013-14* 2014-15
*There is a decrease in planned spending in 2013-14 mainly due to the sunsetting in 2012-13 of the non-Business Risk Management Growing Forward program (development of successor Growing Forward policy framework is currently underway).
302.8 272.0 268.7

Human Resources (Full-Time Equivalents - FTEs)*

2012-13 2013-14 2014-15
* The FTEs over the next three fiscal years are based on the Department's existing workforce.
2,117 2,117 2,117
Planning Highlights

Budget 2010 outlined the federal government's plan to restore balance to public finances over the next five years. One of the key measures of the plan is to freeze departments' and agencies' operating budgets in order to slow the growth of operating expenditures and improve efficiency. As a result, 2012-13 operating budgets, as appropriated by Parliament, will be frozen at 2010-11 reference levels.

Management is reviewing various options to adjust to this constraint in funding. To do so, AAFC is building on its oversight practices to monitor program funding and expenditures. This includes conducting a "frugality" exercise to identify areas of potential savings; setting salary, travel, hospitality and conference budgets; as well as performing detailed monthly analyses of salary and non-pay operating expenditures. These analyses are key in the decision-making process to ensure the Department is optimising the use of its approved resources.

Planning highlights of key Internal Service activities are described in the chart below:


Internal Service Planning Highlights
Programs and Services Management

AAFC will continue to improve the way Grants and Contributions (G&C) programs are delivered to Canadians by reducing the administrative burden and, at the same time, strengthening accountability. To achieve these goals, the Department recently established the Grants and Contributions Delivery Project (GCDP). Specifically, GCDP is aimed at:

  • simplifying non-BRM G&C programs;
  • providing easy access for clients;
  • using consistent forms and processes, resulting in increased efficiency and accuracy; and
  • reducing turnaround time and paper burden for clients through automation.

This service improvement initiative will transform the way the Department delivers G&C programs to Canadians. Clients will be able to apply, manage and submit claims and reports online. Further, AAFC will develop the capacity to expedite the launch of a new program following its announcement, where early implementation is required to address the needs of producers. This will significantly reduce the time it has taken historically to implement new non-BRM G&C programs. The benefits of the service improvement initiative will be measured using service standards, client satisfaction surveys and other feedback technology accessible to stakeholders.

Internal Audit and Evaluation AAFC will continue to implement its three-year Risk-Based Internal Audit Plan to assess the Department's risk management, control and governance processes. AAFC's Five-Year Evaluation Plan will continue to be implemented so that timely, credible, and neutral evidence is available to support expenditure management discussions on resource allocation. Evaluation will be especially important to inform development of the next agriculture policy framework.
Human Resources (HR) Management

HR planning plays an ongoing and important role in AAFC's integrated planning process by identifying the people and skills that will be required to deliver on the Department's priorities and Strategic Outcomes, as well as address the key short- and long-term human resources challenges. Sustained fiscal restraint requires effective workforce planning to ensure that AAFC is able to deliver on its mandate and meet legislated obligations with respect to employment equity and official languages.

Key strategies to achieve the HR goals include:

  • Executive Leadership and Governance
    • The Horizontal Management Committee (HMC), which is comprised of branch heads and chaired by the Associate Deputy Minister, plays a vital role in coordinating and overseeing departmental people management initiatives, inclusive of workforce planning, management and alignment. HMC will promote well-informed approaches to advancing business and HR priorities while maintaining ongoing responsibility for managing the executive cadre.
  • Performance Management and Employee Development
    • Internal performance management and employee development are increasingly important to achieve a flexible and productive workforce aligned to departmental priorities. The extension of talent management to executive feeder groups will support effective succession management in key leadership roles, under the guidance of HMC. AAFC will continue to use effective and low-cost development initiatives such as the AAFC mentoring program and the Management and Leadership Development Program. Finally, the Department's service and program excellence agenda will be supported by targeted training in the areas of grants and contributions and performance measurement.
  • Employee Engagement
    • AAFC has initiated a broad consultative process to engage employees on a renewed mission and vision statement and a set of common organizational attributes to which employees can all subscribe. The goal is to help create a positive, collaborative and inclusive corporate culture that reflects the values and aspirations of its employees and the clients that they serve. The Department will further promote employee engagement by acting on the results of the 2011 Public Service Employee Survey and demonstrating a tangible commitment to improving the workplace.
Information Management/Information Technology (IM/IT)

AAFC will continue in 2012-13 to improve knowledge and information management, knowledge transfer and preservation of key knowledge assets to enhance innovation, collaboration and evidence-based decision making. This will be achieved through improved access to and sharing of electronic information and support for an increasingly mobile workforce. As a first step, the Department will complete a new modern technology foundation for AAFC that will enhance documents and records management, knowledge sharing and collaborative processes. This will be a key step towards supporting AAFC in the goal of becoming a leading-edge knowledge organization.

Also in the coming year, as activities relating to IT infrastructure management transition to Shared Services Canada, AAFC will focus on enhancing efficiency and business continuity. This will be accomplished through establishing new partnerships, promoting the strategic use of information to deliver client-focused programs and services, and supporting decision-making and productivity through a mature IT governance framework.

As part of the consolidation measures to enhance efficiencies, the Chief Information Officer for AAFC has also taken on additional responsibilities as the Canadian Food Inspection Agency's (CFIA) Vice President for Information Management and Information Technology. It is anticipated that this will reinforce the well-established working relationship between AAFC and CFIA. For example, the financial and human resource management systems as well as the Canadian Agriculture Library are already shared between the two organizations. This arrangement is also in keeping with AAFC's collaborative work with other departments and will lead to efficiencies in government information management and technology.

Greening Government Operations (GGO)

Theme IV: Shrinking the Environmental Footprint - Government

The Federal Sustainable Development Strategy (FSDS) includes theme IV (Shrinking the Environmental Footprint - Beginning with Government), which consists of a single goal, Greening Government Operations (GGO). Government-wide targets have been established to achieve this goal. For example, by March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment in an environmentally sound and secure manner.

The FSDS targets for GGO are particularly applicable to AAFC, which is a large federal custodian of buildings (2,360), land (940,000 hectares), fleet (1,200 vehicles) and equipment (worth $213 million) with annual procurement of $250 million. AAFC operates this portfolio in order to deliver its programs and services, conduct agricultural and agri-food research across Canada, and achieve results for Canadians. AAFC will continue implementation efforts in fiscal year 2012-13, the second year of the GGO initiative.

Additional details on AAFC's GGO activities can be found online.