ARCHIVED - Agriculture and Agri-Food Canada - Supplementary Tables

Name of Transfer Payment Program: AgriInsurance program (Statutory)

Start date: April 1, 2008

End date: Ongoing

Fiscal Year for Ts & Cs: 2008-09 (Terms and conditions approved)

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

Program Activity: Business Risk Management

Description:
The AgriInsurance program is one of the core pillars of the business risk management suite available to producers under Growing Forward. Funding delivered through AgriInsurance is non-repayable.

AgriInsurance (formerly the Production Insurance program), 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 (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 and Targets:

1. Value of insured production compared to the total value of all agricultural products eligible for insurance. Target is 60%.
2. Value of agricultural products eligible for insurance compared to the value of all agricultural products. Target is 85%.
3. Producers feel that AgriInsurance provides effective insurance to mitigate production losses. Target more than 70% of surveyed producers.
4. Operational documents ready for provincial review within a turn-around time of 30 days. Target is 80%.
5. Provincial program proposals processed within a turn-around time of 30 days. Target is 90%.
6. Provincial claims processed within a turn-around time of 30 calendar days or 20 business days. Target is 80%.

Fiscal Year of Last Completed Evaluation: 2007-08 (Evaluation of predecessor program "Production Insurance")

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2012-13 (Evaluation)

General Targeted Recipient Group: For-profit and Other levels of government (Provincial)

Initiatives to Engage Applicants and Recipients:
Business Risk Management programs are being marketed to producers as a package. At the beginning of each calendar year prior to the deadlines for program sign-up, information sessions, direct mail and advertising are used to promote the advantages of each program and how the programs work together to help producers manage the business risks of farming. A second campaign takes place each fall prior to important deadlines for submitting program information. The fall campaign includes direct mail and public notices. The program web site, toll-free number, and media relations will support the promotional campaigns.

AAFC works with provinces and with third party delivery agencies to ensure a coordinated communications approach and to ensure federal identity on cost-shared programs. The department continues to build on the program web sites as a key source of program information and on options for emailing information to program clients in order to reduce paper burden on producers and to support Government of Canada goals with respect to paper reduction. The communication strategy complies with the Official Languages Act requirements.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: AgriInvest program (Statutory)

Start date: December 19, 2007

End date: Ongoing

Fiscal Year for Ts & Cs: 2007-08 (Terms and conditions approved)

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

Program Activity: Business Risk Management

Description:
The AgriInvest program is one of the core pillars of the business risk management suite available to producers under Growing Forward. Funding delivered through AgriInvest is non-repayable.

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. AgriInvest provides coverage for smaller income declines, while AgriStability, another program in the suite of Business Risk Management programs, assists producers in managing larger losses.

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

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

For more information, visit the following websites:
Federal AgriInvest 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 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% of producers surveyed.
• Timeliness of application processing to issuance of deposit notice - Percentage processed within 45 days. Target is 80%.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2011-12 (Evaluation of Income Stability Tools for AgriInvest)

General Targeted Recipient Group: For-profit and Other levels of government (Provincial)

Initiatives to Engage Applicants and Recipients:
Business Risk Management programs are being marketed to producers as a package. At the beginning of each calendar year prior to the deadlines for program sign-up, information sessions, direct mail and advertising are used to promote the advantages of each program and how the programs work together to help producers manage the business risks of farming. A second campaign takes place each fall prior to important deadlines for submitting program information. The fall campaign includes direct mail and public notices. The program web site, toll-free number, and media relations will support the promotional campaigns.

AAFC works with provinces and with third party delivery agencies to ensure a coordinated communications approach and to ensure federal identity on cost-shared programs. The department continues to build on the program web sites as a key source of program information and on options for emailing information to program clients in order to reduce paper burden on producers and to support Government of Canada goals with respect to paper reduction. The communication strategy complies with the Official Languages Act requirements. AAFC also works with the National Program Advisory Committee to engage its producers.

Notes:
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 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: AgriStability program (Statutory)

Start date: December 19, 2007

End date: Ongoing

Fiscal Year for Ts & Cs:
2007-08 (previous Business Risk Management (BRM) programs terms and conditions extended)
2008-09 (AgriStability terms and conditions approved)

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

Program Activity: Business Risk Management

Description:
The AgriStability program is one of the core pillars of the business risk management suite available to producers under Growing Forward. Funding delivered through AgriStability is non-repayable.

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% 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% 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). AgriStability assists producers in managing large losses. AgriInvest, another program in the suite of BRM programs, provides coverage for smaller income declines.

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.

AgriStability Website

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 and Targets:

• Participants' farm market revenues compared to total farm market revenues for the industry. Target - 75% 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% of reference margin on average (for producers receiving a payment).
• Timeliness of final application processing: Percentage of applications processed within 75 days. Target is 75%.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2011-12 (Evaluation of Income Stability Tools for AgriStability)

General Targeted Recipient Group: For-profit and Other levels of government (Provincial)

Initiatives to Engage Applicants and Recipients:
Business Risk Management programs are being marketed to producers as a package. At the beginning of each calendar year prior to the deadlines for program sign-up, information sessions, direct mail and advertising are used to promote the advantages of each program and how the programs work together to help producers manage the business risks of farming. A second campaign takes place each fall prior to important deadlines for submitting program information. The fall campaign includes direct mail and public notices. The program web site, toll-free number, and media relations will support the promotional campaigns.

AAFC works with provinces and with third party delivery agencies to ensure a coordinated communications approach and to ensure federal identity on cost-shared programs. The department continues to build on the program web sites as a key source of program information and on options for emailing information to program clients in order to reduce paper burden on producers and to support Government of Canada goals with respect to paper reduction. The communication strategy complies with the Official Languages Act requirements.
AAFC also works with the National Program Advisory Committee to engage its producers.

Notes:
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 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: June 27, 2005

End date: March 31, 2015

Fiscal Year for Ts & Cs:
2005-06 (Terms and conditions approved)
2010-11 (Terms and conditions amended)

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

Program Activity: Trade and Market Development

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-bovine spongiform encephalopathy 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.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2015-16 (Evaluation - Independent Third-Party)

General Targeted Recipient Group: Non-profit

Initiatives to Engage Applicants and Recipients:
The one single recipient for this grant is engaged through teleconferences, site visits or other outreach and project assessment and monitoring.

Notes:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

After 2011-12, it is expected that approximately $7.6 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.

Name of Transfer Payment Program: Contribution in support of the Agricultural Greenhouse Gas program (AGGP) (Voted)

Start date: September 1, 2010

End date: August 31, 2015

Fiscal Year for Ts & Cs: 2010-11 (Terms and conditions approved)

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

Program Activity: On-Farm Action

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 BMPs and technologies; and
• Increased adoption by farmers of GHG mitigation BMPs 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.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2015-16 (Evaluation)

General Targeted Recipient Group: Non-profit, For-profit, Other levels of government (Provincial, Territorial and Municipal) and Aboriginal

Initiatives to Engage Applicants and Recipients:
AGGP presents an opportunity to highlight the government's participation in a major international agricultural research initiative for the reduction of GHG emissions, and is a central element of this plan. AAFC communications focus on activities that generate benefits to the agricultural sector as well as to Canadians in the area of agricultural environmental sustainability. As this initiative was announced at the United Nations Climate Change Conference in Copenhagen on December 16, 2009 by Minister Prentice, AAFC communications build on that announcement and focus on priorities within the Global Alliance on Agricultural Greenhouse Gases and the AGGP.

AAFC communications effort includes ministerial participation in the form of news conferences or news releases as well as partnership opportunities with Environment Canada and the Department of Foreign Affairs and International Trade to exploit international presence for Canada.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contribution payments for the ecoAgriculture Biofuels Capital Initiative (Voted)

Start date: March 29, 2007

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2010-11 (Terms and conditions amended)

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

Program Activity: Science, Innovation and Adoption

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. The contributions delivered by the program are repayable.

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) biofuels production capacity;
• Broadened economic base of communities where facilities are built; and
• Increased and diversified off-farm revenues for producers.

Performance Indicators:

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

Fiscal Year of Last Completed Evaluation: 2010-11 (Evaluation)

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation

Fiscal Year of Planned Completion of Next Evaluation: Not applicable

General Targeted Recipient Group: Non-profit and For-profit

Initiatives to Engage Applicants and Recipients:
Web presence exists and AAFC staff continue to engage clients as issues arise through site visits and/or telephone/electronic communications.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contribution payments for the control of diseases in the hog industry - Phase 2 (Voted)

Start date: September 4, 2008

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2011-12 (Terms and conditions amended)

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

Description:
The overarching goal of the Initiative for the Control of Diseases in the Hog Industry (CDHI) is to improve the health of the Canadian hog herd, which will help sustain the long-term viability and profitability of the sector. Phase 2 of the CDHI is a mid to long-term strategy to establish the foundation of a risk management framework for the Canadian hog sector. It is aimed at developing the capacities and structures within the hog industry to achieve long-term health and stability of the Canadian hog herd. This phase of the program is being delivered by the industry-led Canadian Swine Health Board (CSHB). CSHB is responsible for:

• The development of a national biosecurity and best management practices standard for the industry;
• The funding of research relative to circovirus and the establishment of a structure to facilitate and coordinate research on this and other emerging diseases; and
• The establishment of long-term risk-management solutions to help the industry mitigate the impacts of new and emerging diseases.

Funding under the CDHI is non-repayable.

Control of Diseases in the Hog Industry

Expected Results:
CDHI is intended to create a foundation for a structured swine health risk management framework that contributes to the prosperity and the stability of the Canadian hog sector through biosecurity best management practices, research and long term risk management solutions.

Performance Indicators to be achieved by March 31, 2013:

• Implementation of a National Biosecurity Best Management Practices Standard for the sector;
• Number of post doctorate fellowships set up across Canada to undertake research projects that contribute to the stability of the sector;
• A study completed to determine the feasibility of a hog mortability insurance as a long term risk management solution established by industry that contributes to prosperity.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2014-15 (Evaluation)

General Targeted Recipient Group: Non-profit and For-profit

Initiatives to Engage Applicants and Recipients:
This program has a single recipient, the Canadian Swine Health Board. AAFC has two liaison officers on the Board of Directors. There is also a joint planning session that takes place every year where Departmental officials meet with CSHB officials and industry stakeholders to discuss last year results and discuss the work plan for the upcoming year.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions for rural and co-operatives development (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2009-10 (Terms and conditions approved)

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

Program Activity: Rural and Co-operatives Development

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

Canada's Rural Partnership (CRP), 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.

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:

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

Co-operative Development Initiative
Expected Result: 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

Fiscal Year of Last Completed Evaluation:

Canada's Rural Partnership: 2007-08 (Assessment)

Co-operative Development Initiative: 2006-07 (Mid-Term Evaluation)

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

Canada's Rural Partnership: Continuation

Co-operative Development Initiative: Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2014-15 (Evaluation)

General Targeted Recipient Group: Non-profit, Other levels of government (Provincial, Territorial and Municipal) and Other (Co-operatives, Universities and Colleges)

Initiatives to Engage Applicants and Recipients:
All information on the program is available on the Web for Canada's Rural Partnership and the Co-operative Development Initiative. The information posted includes program guides, application forms and various information related to the delivery of the program. Also, other activities are undertaken on a regular basis including support to applicants and recipients to meet the requirements of the program; this is done using various communication tools - phone, meetings, emails, etc.

Recipients are also provided with tools developed internally to assist with the administration of agreements. More specifically for the Co-operative Development Initiative, as its main components are delivered by a third party, which has information posted on the Web, regular meetings and online assistance are used to support the delivery agent.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Fiscal Year for Ts & Cs:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: 2009-10 (Terms and conditions approved)

Cost-Shared component: 2008-09 (Terms and conditions approved)

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

Program Activity: Science, Innovation and Adoption

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:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives:
Expected Result: 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.

Cost-Shared component:
Expected Result: Accelerated pace of innovation and new technologies adopted.

Performance Indicators:
Number of Agri-innovation Fora organized annually
Target: 20
Number of clients participating in Agri-Innovation Fora
Target: 1,400

Fiscal Year of Last Completed Evaluation:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: 2011-12 (Meta-Evaluation)

Cost-Shared component: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: Continuation

Cost-Shared component: Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: 2013-14 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: Non-profit and For-profit

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: Applicants and recipients are engaged through web presence, videoconferences, teleconferences, site visits or other outreach and project assessment and monitoring.

Cost-Shared component: Provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions to enable competitive enterprises and sectors (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs:

Business Development program: 2009-10 (Terms and conditions approved)

Cost-Shared component: 2008-09 (Terms and conditions approved)

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

Program Activity: Agri-Business Development

Description:
Business Development program 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: Improved business management knowledge and skills; increased adoption of beneficial management practices; and increased realization of business goals.

Business Development program:
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.

Cost-Shared component:
Performance Indicators:
Number of clients reached (i.e. young or new entrants, First Nation clients, sub-sectors in transition, others)
Target: 27,529

Percentage of participants improving their skills and knowledge
Target: 70

Percentage of participants adopting Best Management Practices (BMPs)
Target: 55

Percentage of participating clients meeting their business and/or career goals
Target: 55

Fiscal Year of Last Completed Evaluation:

Business Development program: 2009-10 (Evaluation of predecessor initiative "Renewal")

Cost-Shared component: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

Business Development program: Continuation

Cost-Shared component: Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Business Development program: 2015-16 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Business Development program: Non-profit

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Business Development program: Information on AAFC Growing Forward's programs including Business Development is available on AAFC's Website. This includes information on consultation/engagement sessions with stakeholders; announcements and news releases on activities and initiatives under both components of Business Development program.

Cost-Shared component: Provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Fiscal Year for Ts & Cs: 2008-09 (Terms and conditions approved)

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

Description:
Programming for the Contributions to enhance the safety and security of Canada's food system is comprised of the following components, which provide non-repayable contributions:

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 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.

Food Safety Cost-Shared Programs are aligned with the Federally Attributed Programs and support provinces and territories in efforts to improve producer and processor awareness and knowledge of food safety risks and systems, and to assist producers and processors in implementing food safety activities that would increase the sector's ability to manage food safety risks.

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.

Cost-Shared component
Expected Result: Increased implementation by producers of food safety activities
Performance Indicators:
Number of on-farm individuals participating in outreach session
Target: 4,732
Number of on-farm participants having implemented food safety activities
Target: 3,152

Expected Result: Increased sector's capability to manage the food safety risks associated with food processing
Performance Indicators:
Number of post farm individuals participating in outreach session
Target: 808
Number of non-registered food processing enterprises having implemented food safety activities
Target: 331

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Food Safety Systems Development: 2013-14 (Evaluation)

Food Safety Systems Implementation: 2012-13 (Meta-Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Food Safety Systems Development: Non-profit

Food Safety Systems Implementation: For-profit

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Food Safety Systems Development: Is in its final year and will be accepting applications only until September 30, 2012, a fact well known to our potential applicants, as we have over the past 3 years developed a strong relationship with all the key sectors eligible to apply to our program. We will continue to engage with potential applicants both as part of our day-to-day work as well as through such venues as the CFIA-led food safety recognition process. Awareness building will also continue through the complementary PT programs that fund implementation, at the producer and processor level, of the food safety systems developed nationally.

Food Safety Systems Implementation: Applicants and recipients are engaged through web presence, teleconferences, site visits or other outreach and project assessment and monitoring.

Cost-Shared component: Under Growing Forward, the provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Fiscal Year for Ts & Cs: 2008-09 (Terms and conditions approved)

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

Description:
Programming for the contributions to minimize the occurrence and extent of risk incidents is comprised of the following components:

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.

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 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.

The Cost-Shared component supports provinces and territories to minimize the occurrence and extent of risk incidents related to food. These programs will increase the capability of producers, processors and related service providers to manage risks effectively and therefore contribute to building a competitive agriculture, agri-food and agri-based products sector that proactively manages risk.

Expected Results:

Biosecurity Standards Implementation
Expected Result: 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
Expected Result: 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
Expected Result: 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.

Cost-Shared component
Expected Result: Increased capability of producers and related service providers to manage the biosecurity risks at the farm level
Performance Indicator:
Number of on-farm and post-farm businesses or related service providers participating in biosecurity activities by commodity or industry group
Target:1,659
Number of on-farm and post-farm business or related service providers having implemented biosecurity initiatives by commodity or industry group
Target: 784
Number of on-farm and post-farm businesses or related service providers participating in traceability activities by commodity or industry group
Target: 23,150
Number of on-farm and post-farm business or related service providers having implemented traceability initiatives by commodity or industry group
Target: 1,058

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Biosecurity Standards Implementation and Traceability Enterprise Infrastructure: 2012-13 (Meta-Evaluation)

Traceability Industry Infrastructure: 2013-14 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Biosecurity Standards Implementation, Traceability Industry Infrastructure and Traceability Enterprise Infrastructure: Non-profit, For-profit and Aboriginal

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Biosecurity Standards Implementation, Traceability Industry Infrastructure and Traceability Enterprise Infrastructure: Is in its final year and will be accepting applications only until September 30, 2012, a fact well known to our potential applicants, as we have over the past 3 years developed a strong relationship with all the key sectors eligible to apply to our program. We will continue to engage with potential applicants both as part of our day-to-day work as well as through such venues as the Industry/Government Advisory Committee (IGAC) meetings. Awareness building will also continue through the complementary PT programs that fund implementation, at the producer level, of the traceability infrastructures developed nationally.

Cost-Shared component: Under Growing Forward, the provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions to promote environmentally responsible agriculture (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs:

Promoting Environmentally Responsible Agriculture: 2009-10 (Terms and conditions approved);

Cost-Shared component: 2008-09 (Terms and conditions approved)

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

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:

Promoting Environmentally Responsible Agriculture:
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 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).

Cost-Shared component
Expected Results: An economically and environmentally sustainable sector that responds to and anticipates the demands of society and the marketplace, uses available natural resources sustainably, and is able to adapt to changing environmental conditions.

Performance Indicator: Number of new and updated agri-environmental risk assessments (ERAs)
Target: 39,960

Performance Indicator: Number of on-farm Beneficial Management Practices (BMPs) projects completed and paid for
Target: 10,240

Fiscal Year of Last Completed Evaluation:

Promoting Environmentally Responsible Agriculture: Not applicable

Cost-Shared component: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

Promoting Environmentally Responsible Agriculture: Not applicable

Cost-Shared component: Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Promoting Environmentally Responsible Agriculture: 2014-15 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Promoting Environmentally Responsible Agriculture: Non-profit, For-profit, Other levels of government (Provincial, Territorial and Municipal) and Aboriginal

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Promoting Environmentally Responsible Agriculture: To maximize reach and to ensure targeted and relevant communications, the approach uses a variety of vehicles and provides information in multiple formats. Communication activities are carried out in close collaboration with provinces and territories, and third party delivery agents in order to ensure a consistent and timely dissemination of information. Communication activities include Ministerial event announcements, media pitches, promotional material, i.e., brochures, and, use of electronic media and open houses. Third-party endorsement from industry and academia of the governments' investment in and commitment to environmentally sustainable agriculture are included whenever possible.

Cost-Shared component: Provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: May 28, 2009

End date: March 31, 2014

Fiscal Year for Ts & Cs: 2009-10 (Terms and conditions approved)

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

Program Activity: Science, Innovation and Adoption

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. The program delivers both repayable and non-repayable contributions.

Expected Results:

• Improved knowledge of solutions/strategies analyzed/tested to address issues/opportunities.
• Improved knowledge of potential innovative products, processes or technologies.

Performance Indicators:

• number of projects that analyze/test solutions and strategies to address issues and opportunities.
• number of projects testing or analyzing innovative products, processes or technologies.

Fiscal Year of Last Completed Evaluation: 2009-10 (Evaluation of the predecessor program "Advancing Canadian Agriculture and Agri-Food" (ACAAF))

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Amendment

Fiscal Year of Planned Completion of Next Evaluation: 2013-14 (Evaluation)

General Targeted Recipient Group: Non-profit, For-profit and Aboriginal

Initiatives to Engage Applicants and Recipients:
There is an annual meeting as well as regular conference calls with the Industry Councils who deliver the program regionally for AAFC. Annual meetings and conference calls are used to share best practices in program administration and to discuss future program directions.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions to support the Specified Risk Material Innovation program (Voted)

Start date: June 17, 2010

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2010-11 (Terms and conditions approved)

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

Program Activity: Agri-Business Development

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. Contributions delivered through the program are either repayable or non-repayable.

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.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2013-14 (Evaluation)

General Targeted Recipient Group: For-profit

Initiatives to Engage Applicants and Recipients:
Program delivery staff and regional AAFC staff engage clients through site visits, web presence, videoconferences, teleconferences or other outreach and project assessment and monitoring.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs:

AgriMarketing program (AMP): 2008-09 (Terms and conditions approved)

Enabling Research for Competitive Agriculture (ERCA) program: 2009-10 (Terms and conditions approved)

Cost-Shared component: 2008-09 (Terms and conditions approved)

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

Program Activity: Trade and Market Development

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

AMP 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.

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.

Market Information and Export Capacity Building initiatives falling under this category aim to perform market analysis on Canada's performance in key markets and emerging countries to aid exporting companies and producers in capitalizing on global market opportunities and trends, and strengthen the capacity of the agriculture and food sector to maintain and enter new foreign markets.

Cost-Shared component supports provincial and territorial efforts to facilitate industry success in global and domestic markets. Through industry-led marketing strategies, a Canada branding strategy, market intelligence and services for exporters and actions to maintain and improve market access, the program will help equip the sector to seize market opportunities and address emerging challenges.

Expected Results:

AMP:

• 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 program:

• 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.

Cost-Shared component:

Expected Result: Increased industry capacity to exploit expanded market access.

As there is no consistency on performance indicators across provinces and territories, below are the cumulative performance targets and results that demonstrate progress achieved under this thematic area at the national level.

Number of events held for agriculture and food sectors
Target: 2 annual Export Readiness events to be held with federal or federal/provincial co-sponsors
Number of clients/businesses that access program
Target: 60 crop and 120 livestock
Number of new products developed
Target: 10 crop and 40 livestock
Number of business assessments completed: financial, HR, or market assessments
Target: 40 crop and 8 livestock
Number of new business models/supply chain alliances developed
Target: 2 crop and 8 livestock
Number of implemented projects that support sector marketing strategies and agriculture awareness strategies
Target: 5
Number of producers implementing on-farm marketing and promotional activities and number of producers that have established farm markets
Target: 15
Number of processors that have implemented marketing strategies
Target: 5
Number of producers that have diversified into agrotourism activities
Target: 5
Number of projects supporting export capacity building
Target: 2
Number of market opportunities investigated and exploited
Target: 1

Fiscal Year of Last Completed Evaluation:

AMP: Not applicable

ERCA program: Not applicable

Cost-Shared component: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

AMP: Not applicable

ERCA program: Not applicable

Cost-Shared component: Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

AMP: 2012-13 (Evaluation)

ERCA program: 2014-15 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

AMP: Non-profit, For-profit and International

ERCA Contribution program: Non-profit

ERCA Grant program: International

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

AMP: Has a number of ongoing initiatives to engage recipients, including: an annual call for proposals and recipient meeting in Ottawa, monthly recipient teleconference calls, as well as dedicated program officers who engage recipients on an ongoing, one-on-one basis.

ERCA Contribution program:

• Annual workshops hosted by each network
• Annual Planning workshop hosted by AAFC and attended by Network Leads
• Networks provide AAFC with Annual Reports highlighting their achievements
• Networks provide AAFC with Annual Financial Reports
• AAFC & ERCA co-organize along with the Canadian Agricultural Economics Society (CAES) an Annual Policy Conference
• ERCA members are called on to present policy relevant research to AAFC staff and senior AAFC managers

ERCA Grant program:

• AAFC staff participate in OECD sponsored programs
• AAFC has access to OECD policy related research
• AAFC & OECD undertake collaborative activities on priority issues for Canada

Cost-Shared component: Provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions under the Agricultural Innovation program (AIP) (Voted)

Start date: November 3, 2011

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2011-12 (Terms and conditions approved)

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

Program Activity: Science, Innovation and Adoption

Description:
AIP provides both non-repayable and repayable contributions, the objectives of which are to accelerate the pace of innovation; facilitate the commercialization and adoption of innovative products, technologies, processes and/or services that will enhance economic growth, productivity and competitiveness of the Canadian agriculture, agri-food and agri-based products sector; and help the sector capture opportunities in domestic and global markets.

Expected Results:
The expected outcomes of the program are to promote development or advancement of knowledge and technologies for industry uptake towards commercialization, and to enable the agricultural sector to produce, adopt, and commercialize innovative technologies, products, processes and services.

The key performance indicators are:

• Dollar value of private sector investments, dollar value of government investments;
• Information items (e.g., publications, reports, patent applications) shared by recipients with AAFC, private investors, or other actors in the field;
• Number of companies that have established capacity to commercialize, adopted new technologies or modernized;
• Number of discoveries, technologies generated which lead to: publishing only, or further adaptation/application research;
• Number and description of innovative products, technologies, processes, and services supported by the program that enter the market.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: Not applicable

General Targeted Recipient Group: Non-profit, For-profit and Aboriginal

Initiatives to Engage Applicants and Recipients:
Program delivery staff and regional AAFC staff engage clients through site visits, web presence, videoconferences, teleconferences or other outreach and project assessment and monitoring.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Loan guarantees under the Canadian Agricultural Loans Act (CALA) (Statutory) (previously known as Farm Improvement and Marketing Cooperatives Loans Act (FIMCLA))

Start date: June 18, 2009

End date: Ongoing

Fiscal Year for Ts & Cs: Not applicable

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

Program Activity: Business Risk Management

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:
  Performance Indicator: Number and value of loans provided to farmers and co-operatives
  Target: 2,450 loans registered for approximately $132 million
• Administer program in a prudent manner:
  Performance Indicator: Default rate
  Target: Default rate under 2 percent

Fiscal Year of Last Completed Evaluation: 2004-05 (Evaluation of predecessor FIMCLA)

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Amendment

Fiscal Year of Planned Completion of Next Evaluation: 2013-14 (Evaluation)

General Targeted Recipient Group: For-profit

Initiatives to Engage Applicants and Recipients:
Two advertising campaigns were launched and program staff regularly attend up to 10 trade shows a year to promote the program.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: April 25, 1997

End date: Ongoing

Fiscal Year for Ts & Cs: Not applicable

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

Program Activity: Business Risk Management

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:

• Expected Result: Provide producers with greater access to credit
  Performance Indicator: Number of producers supplied with advances
  Target: Supplying advances to over 35,000 producers
• Expected Result: Improved cash flow for producers receiving APP advances
  Performance Indicator: Advance amount accessed
  Target: Achieving an advance amount of approximately $2.5 billion
• Expected Result: Administer the program in a prudent manner for eligible producers
  Performance Indicator: Default rate
  Target: Achieving a default rate of under 2 percent of the total amount advanced

Fiscal Year of Last Completed Evaluation: 2011-12 (Evaluation)

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2016-17 (Evaluation)

General Targeted Recipient Group: For-profit

Initiatives to Engage Applicants and Recipients:
Program officials attend up to 10 trade shows per year.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: June 18, 2009

End date: March 31, 2014

Fiscal Year for Ts & Cs: 2009-10 (Terms and conditions approved)

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

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

Description:
Agricultural Flexibility Fund (AgriFlexibility) initiatives 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.

Contributions delivered under the program are either repayable or non-repayable.

Expected Results:

• Producers, partners and industry implement actions to improve their environmental practices;
• Producers, partners and industry implement actions to reduce costs of production;
• Food safety, biosecurity, traceability and risk management measures are improved;
• 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 positively impacting profitability and competitiveness;
• Number of food safety plans and programs being developed;
• Number of agri-processors that upgrade their capacity; the target is 5 for 2012-13.
• Number of value chains developed; and
• Number of initiatives addressing significant market issues.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2015-16 (Evaluation)

General Targeted Recipient Group: Non-profit, For-profit and Other levels of government (Provincial, Territorial and Municipal)

Initiatives to Engage Applicants and Recipients:
When the program was launched, a conference call was held with industry groups to provide information on program parameters, including eligible applicants, program principles and criteria. Participants showed a high level of interest. Application materials were sent to all participants. As of January 2011, the AgriFlexibility Fund has been closed to all until further notice, except for AgriProcessing Initiative (API) and Livestock Auction Traceability Initiative (LATI).

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (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 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Strategies / Comments

1. Minimum level of environmental performance for this target: Leadership in Energy and Environmental Design (LEED) Silver level
2. Minimum project dollar threshold for target applicability: $5M
3. Minimum building size threshold for target applicability: 3000m²
4. Applicable building types for target: laboratory/office complex

Strategies / Comments

1. Minimum level of assessment: Building Owners and Managers Association (BOMA) BESt assessment
2. Minimum building size threshold for target applicability: 1000m² (same as target requirement)
3. Applicable building types for target: office buildings
4. AAFC's owned buildings over 1000m2 are mostly specialized buildings such as labs, greenhouses, and barns, and as such, do not have appropriate industry-recognized assessment tools as outlined in the Office of Greening Government Operations' (OGGO) Federal Sustainable Development Strategy Guideline for Targets 8.1- 8.4: Developing a Strategic Framework for Green Buildings (v1.0, March 2011) document. AAFC will continue however to assess prioritized buildings using comprehensive, environmental aspect-specific studies conducted by third party specialists with the continued goal to identify related environmental performance and opportunities for improvements.

Strategies / Comments

1. Applicable building types: Office buildings. In the very few cases where Agriculture and Agri-Food Canada (AAFC) leases directly with third-party building owners, this involves non-office buildings (eg: labs), and as such, do not have appropriate industry-recognized assessment tools as outlined in the Office of Greening Government Operations' (OGGO) Federal Sustainable Development Strategy Guideline for Targets 8.1- 8.4: Developing a Strategic Framework for Green Buildings (v1.0, March 2011) document. Consequently, AAFC does not lease buildings which fall under the scope of this target to report upon. As such, the levels of assessment and appropriate thresholds are not applicable and have not been specified.
2. AAFC leases office accommodations through Public Works and Government Services Canada (PWGSC), and AAFC will support PWGSC's efforts in meeting this target at these buildings.

Strategies / Comments

1. Minimum level of environmental performance for this target: either Leadership in Energy and Environmental Design (LEED) Commercial Interior Silver level or Green Globes Fit-Up 3 Globes - choice will be made according to best fit for the particular project
2. Applicable building space type: Office space
3. Minimum project dollar threshold for target applicability: $5M of the office space portion of the project.
4. Minimum building size threshold for target applicability: 1000m² of office space.

Strategies / Comments

1. Targeted GHG emission sources include both facilities and fleet.
2. 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 are included in the scope of this target, and account for about 1.5% of AAFC's total building energy use.
3. As per the Federal GHG Tracking Protocol, the 2005-06 base-year includes emissions from the central heating plant (CHP) at the Central Experimental Farm (CEF) located in Ottawa, which was controlled by PWGSC and are accounted as indirect emissions (Scope 2). However, the use of heating from the CHP is being phased out and replaced with AAFC-controlled decentralized natural gas heating systems, which are reported as direct emissions (Scope 1).
4. Implementation plan to reduce GHG emissions includes: conducting comprehensive building energy efficiency feasibility studies at candidate facilities with GHG reduction potential, and completion of retrofit projects; continued purchases of renewable power; fleet renewal with more efficient vehicles and fleet reduction; and employee awareness.

Strategies / Comments

1. AAFC implementation plan will be implemented and communicated at all AAFC locations across Canada. The plan will focus on the use of the tools put in place by PWGSC for disposal and recycle of surplus EEE and that are accessible at various locations across Canada.
2. AAFC is on track to implement the EEE Plan by March 31, 2014. The EEE Plan will be communicated to the Department's Asset Management personnel responsible for disposal services.
3. Locations defined as: Research Centres; Eastern Service Centre (Montreal); Western Service Centre (Regina) and Corporate Materiel Management Centre (National Capital Region) that provide disposal services for AAFC owned and leased facilities across Canada, for a total of 22 locations.

Strategies / Comments

1. Definition: For the purposes of the ratio above, a printing device is all desktop printers, networked printers and multi-function devices.
2. 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 configuration 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.
3. 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.
4. Method used for determining the number of office employees subject to this target: Departmental Performance Report (DPR) Full-Time Equivalents (FTEs) count for the same fiscal year, which originates from AAFC's Internal Salary Forecast Report as its data source, minus the corresponding number of employees associated with the scoped-out printers determined via internal analysis. AAFC defines office employees to include all departmental employees (i.e. not a strict definition of office employees).
5. Number of office employees subject to the target: this will be determined at the end of the reporting period (ie DPR). It is estimated to be approximately 5,500 FTEs (6,117 FTEs (FTE count reported in fiscal year 2012-13 RPP) minus 617 FTEs not subject to the target (based on preliminary internal analysis)).
6. Adjustments to the reporting methods may be required resulting from transferred FTEs to Shared Services Canada once the operational implications are known.
7. Other info: A thorough physical inventory of all AAFC printing devices completed in 2011 will inform the strategy for achieving the 8:1 target by March 31, 2013.

Strategies / Comments

1. Scope: AAFC defines office employees to include all departmental employees (i.e. not a strict definition of office employees).
2. Definition of paper includes internal multi-use paper used for office related operations within the Department (i.e. 8.5x11, 8.5x14, 11x17 stock).
3. Method used for determining paper consumption: PWGSC standing offer usage data.
4. Method used for determining number of office employees: Departmental Performance Report Full Time Equivalents (FTEs) count for the same fiscal year, which originates from AAFC's Internal Salary Forecast Report as its data source.
5. Number of employees subject to the target in the 2010-11 base-year: 6,828 FTEs (FTE count reported in the 2010-11 DPR). This comprised 6,266 funded through AAFC's appropriated resources, 25 FTEs funded through collaborative agreements, 9 FTEs funded from other government departments, and 528 FTEs as students.
6. The total number of sheets in the 2010-11 base-year: 29,781,700 sheets normalized to letter size equivalency.
7. Adjustments to the reporting methods may be required resulting from transferred FTEs to Shared Services Canada once the operational implications are known.

Strategies / Comments

1. Adoption of Environment Canada's Green Meeting Guide with adaptation for AAFC supporting practices and services.
2. Communication and awareness program for meeting organizers, including permanent intranet posting of reference material.
3. Departmental adoption is defined as the communication of AAFC's Green Meeting Guide to employees.

Strategies / Comments

This self-selected target is SMART:

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

Strategies / Comments

This self-selected target is SMART:

1. Specific: Achievement level of 80% for above-referenced purchases;
2. Measurable: Information available from AAFC's financial system;
3. Achievable: Departmental directive will be to purchase paper from PWGSC standing offer;
4. Relevant: AAFC purchases a significant quantity of paper, and this will contribute to reduced consumption of virgin paper and logging; and
5. Time-Bound: Date established for target implementation.
6. AAFC will develop, communicate and implement a procurement directive on preferred purchases of recycled paper.
7. The total amount of paper that meets the target requirements is comprised of two categories of recycled paper, one with 30% and another with 100% recycled content.
8. Method used for determining paper consumption of recycled content: PWGSC standing offer usage data.

Strategies / Comments

This self-selected target is SMART:

1. Specific: Achievement level of 80% for above-referenced contracts;
2. Measurable: Information available from the Procurement Review Board reports;
3. 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;
4. Relevant: This target will ensure green products and practices are used at custodial locations across AAFC;
5. Time-Bound: Date established for target implementation.
6. 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.
7. All janitorial contracts tendered after April 1, 2011, are to include specifications relating to the use of environmentally friendly cleaning products. The approval to proceed with the procurement is a condition of this requirement.

Strategies / Comments

This self-selected target is SMART:

1. Specific: Achievement level of 80%, type of employee and type of training;
2. Measurable: Information available from an in-house tracking system;
3. Achievable: Treasury Board Secretariat directive is that all new indeterminate PG appointees will complete training within two years of being appointed;
4. Relevant: This target will ensure procurement staff are familiar with green procurement so as to incorporate within their decision-making;
5. Time-Bound: Date established for target implementation.
6. New procurement staff will complete the online course Green Procurement C215 offered through the Canada School of Public Service.
7. For new PG appointees from within government that have already taken the training, or equivalent, within five years of being appointed, they will be counted as having taken the training and will not retake it.
8. 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.

Strategies / Comments

This self-selected target is SMART:

1. Specific: Achievement level of 100% and type of employee;
2. Measurable: Information available from in-house tracking system;
3. Achievable: All functional heads of procurement and materiel management will be required to include environmental considerations in their performance evaluations;
4. Relevant: Targets relevant employees;
5. Time-Bound: Date established for target implementation.
6. AAFC has identified four positions as functional heads of procurement of and materiel management. Key positions (4) have been identified (Director General, Asset Management; Director, Integrated Services; Deputy Director, Integrated Services, and Director, Materiel Management).

Strategies / Comments

This self-selected target is SMART:

1. Specific: Achievement level of 70% for key procurement management control process for applicable commodities;
2. Measurable: Information available from PRB reports based on PRB files submitted each fiscal year;
3. Achievable: PRB will require that environmental considerations are contemplated for PRB submissions as part of the process for significant procurements for applicable commodities;
4. Relevant: This target captures significant procurement actions in which environmental considerations should be contemplated.
5. Time-Bound: Date established for target implementation.
6. The Procurement Review Board template was updated and communicated in November 2011 to include a section to be completed by clients, incorporating environmental considerations.
7. Applicable commodities are all groups of goods and/or services that are presented to PRB for approval that may have environmental impacts.

Strategies / Comments

1. Purchases of greenhouse gas emissions offset credits are not anticipated in 2012-13 since 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.

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: 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: June 18, 2009

End date of the Horizontal Initiative: March 31, 2014

Total federal funding allocation (start to end date): $313.4 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. These 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 implementation. They are: Livestock Auction Traceability Initiative (LATI); AgriProcessing Initiative (API); and Canada Brand Advocacy Initiative.

Also funded under the Agricultural Flexibility Fund is a study to provide national and current baseline estimates on the prevalence and concentrations of Campylobacter and Salmonella in broiler chicken. This study undertaken by the Canadian Food Inspection Agency (CFIA) will be useful in the development of pathogen reduction programs, and serve as benchmarks against which the industry could measure the effectiveness of its Hazard Analysis of Critical Control Points (HACCP) programs and/or intervention measures over time.

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:

The Agricultural Flexibility Fund shared outcomes are:

• 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 CFIA baseline study contributes to the following shared outcome: food safety, biosecurity, traceability, and risk management measures are improved.

Governance structure:

Federal-Provincial-Territorial (FPT) questions related to AgriFlexibility are discussed at the FPT Policy Assistant Deputy Ministers' (ADM) Committee.

The Director General Policy and Programs Management Committee reviews proposals and makes a recommendation to one of the Corporate Executive Committees: the Policy and Programs Management Committee (PPMC) or Horizontal Management Committee (HMC). It is comprised of Directors General from across the Department and is co-chaired by the Director General of Agriculture Transformation Programs Directorate, Farm Financial Programs Branch and the Director General, Innovation Directorate, Research Branch. This Committee reviews proposals and makes a recommendation to PPMC or HMC.

Through a memorandum of understanding between the CFIA and AAFC, the Agriculture Transformation Program Directorate monitors the progress of the CFIA baseline study by reviewing progress reports produced by the Agency every six months against specific deliverables and performance indicators.

Planning Highlights:

In 2012-13, AAFC plans to continue delivering AgriFlexibility, its three federal-only and one federal-provincial initiative. The three federal-only initiatives are the LATI, API, Canada Brand Advocacy Initiative, and the federal-provincial initiative is the Interprovincial Meat Hygiene Pilot Project.

Federal Partner: AAFC

For more information, visit: Agricultural Flexibility Fund

Expected results by program:

Producers/partners/industry implement actions to improve their environmental practices

Performance Indicator and Target:

• Number of actions implemented by producers to improve their environmental practices - AAFC's Target is 279 by March 31, 2014.

Producers/partners/industry implement actions to reduce their costs of production

Performance Indicator and Target:

• Number of initiatives positively impacting profitability and competitiveness – AAFC's Target is eight by March 31, 2014.

Improved food safety, biosecurity, traceability, and risk management measures

Performance Indicator and Target:

• Number of food safety plans and programs being developed - Target is five by March 31, 2014.

Increase in the number of agri-processing facilities adopting new technologies and processes

Performance Indicator and Target:

• Number of agri-processing facilities adopting new technologies and processes - AAFC's Target is 35 over the life of this program (2009-14) - Target for 2012-13 is five.

Increased exports of Canadian product in selected markets with growth opportunities

Performance Indicator and Target:

• Increase in export value (baseline is 2008) exports valued at $302 million for Mexico and $1.1 billion for Japan) of consumer-oriented products as measured from the start of Canada Brand Advisory activities - Target is 4% of 2008 exports by March 31, 2013 for Mexico and Japan.

Maintained exports of Canadian products in threatened markets

Performance Indicator and Target:

• Percentage dollars of export value of selected products (as measured immediately prior to the threat's impact on exports) that is maintained - Target is 75% by March 31, 2013.

Agri-industry implement actions to respond to market threats and/or take advantage of emerging market opportunities

Performance Indicators and Targets:

• Number of initiatives addressing significant market issues – Target is four initiatives to address market issues in ten countries by March 31, 2013.
• Number of new products created – Target is 13 by March 31, 2013.

Increase in value-chain efforts focussed on innovation and/or adaptation

Performance Indicator and Target:

• Number of value-chains developed – Target is three by March 31, 2014.

Enhanced traceability capabilities at high-risk, high through-put co-mingling sites

Performance Indicator and Target:

• The percentage of targeted co-mingling sites participating in the program that enhanced their facility's traceability capabilities (there are 1,327 targeted sites and it is estimated that approximately 416 will participate) – Target is 95% of participants by March 31, 2014.

Maintain or increase value-chain innovation and adaptation; producers/partners exploit existing and develop new opportunities

Performance Indicator and Target:

• Number of innovations developed – Target is 112 by March 31, 2014.

Federal Partner: CFIA

Planned spending in the above table is as per the Memorandum of Understanding beween AAFC and CFIA.

Expected results by program:

The CFIA baseline study contributes to the following shared outcome: food safety, biosecurity, traceability, and risk management measures are improved.

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
Room 242, Floor 8, 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 Treasury Board Submissions. Total allocation and planned spending amounts are net of indirect costs.

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 Description of the Horizontal Initiative 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 understand and follow regulatory processes and requirements, including responding to scientific data requirements of submissions to Health Canada. Concerning minor-use pesticides, AAFC's plans involve identifying and prioritizing pest management needs, conducting trials, determining the concentration of pesticide residue, compiling data, drafting reports, and assembling regulatory submissions. Under the pesticide risk reduction program, AAFC will work with stakeholders to develop and implement pesticide risk reduction strategies, prioritize biopesticides needs, and develop and divulge pesticide risk reduction tools, practices and techniques. 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, to better address priorities of the sector while maintaining health and safety standards. More specifically, Health Canada will continue to evaluate and register minor use pesticides that meet the needs identified by growers. 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 establishing maximum residue limits for older drugs. 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

Expected results by program:

Minor Use Pesticides

Improved competitive parity of the agriculture and agri-food sector with regard to pest management, with 170 new minor uses of pesticides registered by Pest Management Regulatory Agency, based on a national list of grower-selected pest management priority projects and data for regulatory submissions.

Pesticide Risk Reduction

Two pesticide risk reduction strategy documents will be developed by March 31, 2013, leading to an improved sustainability and competitive parity of the agriculture and agri-food sector and increase grower awareness of and adoption of safer pest management practices and products.

Health Claims, Novel Foods, and Ingredients

An enhanced sector ability to navigate the food regulatory system through an improved understanding of regulatory processes/requirements, demonstrated by 75% of sector respondents who indicate an increased ability to navigate the regulatory system; and 10 new, innovative and safe food products and three claims, focusing on health benefits.

This will be achieved by the production of regulatory-issue/impact documents, literature reviews and research-gap lists, the collection of data and evidence to address priority knowledge gaps, the establishment and continuation of domestic and international science networks, and sector guidance and communication, which will lead to complete and substantiated sector regulatory submissions.

Federal Partner: Health Canada

Expected results by program:

Minor Use Pesticides

Improved competitive parity of the agriculture and agri-food sector with regard to pest management evidenced by the number of new minor uses of pesticides which are registered or available for use in Canada 

This will be achieved by actively participating and providing feedback to applicants on minor use pesticide submission requirements, streamlining data requirements and regulatory processes, and reviewing minor use submissions under a dedicated stream. In addition, the Pest Management Regulatory Agency, a branch of Health Canada, will partner with the U.S. Environmental Protection Agency to evaluate the joint regulatory submissions of the Minor Uses Pesticide Program and its U.S. equivalent, the Interregional Research Project No.4.

Veterinary Drugs

An increased availability of veterinary drugs for food-producing animals in Canada, including the establishment of Maximum Residue Limits for older drugs, by maintaining recent gains in the end-to-end review time for new drug submissions, and enhancing the Minor Use Minor Species (MUMS) sector's ability to navigate and understand the regulatory processes and requirements for MUMS drugs

This will be achieved by providing information and guidance to industry, enhancing policies and regulatory frameworks to streamline generic drug approvals, facilitate access to MUMS products, increasing scientific capacity to review drug submissions, and harmonizing the technical requirements for veterinary drug submissions with the U.S. Food and Drug Administration and other international agencies. This will be supported by optimal use of international information including scientific reviews of veterinary drugs, and by encouraging AAFC's involvement in supporting the development of submissions for MUMS as is done in the pesticides sector.

Health Claims, Novel Foods and Ingredients

Modernized and efficient policy and regulatory approaches and pre-market processes; and new, innovative and safe food products and claims, focussing on health benefits

This will be evidenced by the development and implementation of regulatory tools such as policies, regulations and pre-market processes, the development of manuals, reports, and consultations, and work-sharing agreements, and enhanced policy/regulatory/process engagement with industry, consumers and international partners.

Food Fortification

New, innovative and safe food products introduced in the Canadian market, resulting from the development of informed fortification business/marketing plans by industry that meet government requirements, as well as the development and implementation of regulatory tools such as policies, standards and/or regulations for the management of safe fortified foods which meet industry and consumer needs, and which are based on accurate Canadian data

This will be evidenced by the establishment of a system of pre-market approval of industry submissions for foods fortified with vitamin and minerals on a discretionary basis that is practical, predictable, transparent, and timely. This will also be evidenced by dedication of staff to manage the review and assessment of the safety of fortified foods and issue Temporary Marketing Authorization Letters, and an enhanced knowledge-base supporting the development of approaches to manage fortified foods.

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

Contact information:

Lynn Stewart, Director
Food Regulatory Issues Division
Sector Development and Analysis Directorate
Market and Industry Services Branch
Agriculture and Agri-Food Canada
Room 242, Floor 2, 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 Treasury Board Submissions Total allocation and planned spending amounts are net of indirect costs.

Description:

Agriculture and Agri-Food Canada (AAFC) identified the need to make strategic changes to the way Grants and Contributions (Gs&Cs) programs were delivered to the Canadian public with the aim of simplifying their administration while, at the same time, strengthening accountability and risk-based approaches for managing programs.

Drivers for this coordinated action include the overall Government of Canada (GoC) Gs&Cs reform, administrative reform efforts and service excellence, and the Report of the Independent Blue Ribbon Panel on Gs&Cs Programs "From Red Tape to Clear Results" for efficient management and effective access to Gs&Cs.

AAFC's response to these drivers resulted in the need for the Grants and Contributions Delivery Project (GCDP) which is two-fold in scope:

• Business Transformation: the departmental adoption of a Common Business Process Model to design, deliver and report on non-Business Risk Management (BRM) Gs&Cs programs; and
• Common Tools Utilization: the implementation of a departmental "one common platform" for the electronic delivery and management of non-BRM Gs&Cs programs.

The GCDP was repositioned in April 2010 to ensure that: it complied with the Department's overall Gs&Cs reform; it supported GoC administrative reform efforts; and rigorous project management controls required for projects of this size were implemented.

Phase I of the GCDP was completed in March 2011. This Phase included the completion of a flexible component based architecture, design and costing, confirmation of the "best fit" solution, selection of three programs (Early Adopters) to represent all non-BRM programs and completion of a business alignment exercise for validation of a Common Business Process Model.

In February, 2011, approval was received to move forward with Phase II of the GCDP for the implementation of the Common Business Process Model onto a common information system, the Grants and Contributions Delivery System (GCDS), using a validated solution. Together, the Common Business Process Model and associated information system will improve the access, management and delivery of non-BRM programs. Completion of the GCDP is set for March 2013.

Project Phase:

This project is currently in the implementation phase.

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; and
• Increased value for money in how Agriculture and Agri-Food Canada executes, monitors, and controls ongoing operations.

Progress Report and Explanations of Variances

Progress To Date:

Phase I of the project - Complete
Conceptual Design - Complete
GCDS Support Centre Staffing - Underway
Business Transformation - Common Model in place, business alignment complete for "Early Adopter" Programs as part of Phase I, and alignment of remaining and new programs is underway
Technical design and configuration - Underway

Financial Information:

1. Proof of Concept (PoC) of the GCDP from February 2006 to May 2008, incurred costs of $3,074,200 (excluding GST/HST of $153,710).
2. In June 2009, the GCDP received approval and funding ($2,344,155 - excluding GST/HST of $79,388) to conduct Preliminary Project Approval (PPA). Phase I of the project was from April 1, 2009 to March 31, 2011.
3. On February 17, 2011, project approval was provided for the GCDP and expenditure authority for the implementation of the GCDP at a substantive cost estimate of $9,987,411 (excluding HST of $734,996), for fiscal years 2011-12 and 2012-13, bringing the total expenditure authority to date to $15,405,767 (excluding GST/HST of $968,093), which includes the 2006-2008 PoC and the 2009-2011 PPA.
4. The GCDP is currently running slightly under budget as some key procurement contracts have not yet been initiated and there have been staffing delays of the Information Systems Branch GCDS Support Centre.
5. The GCDP is to be completed by March 31, 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 2010-11 Departmental Performance Report.

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.

Summary of annual plans of recipient:
CPI's 2011-12 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 serves 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 recipient's site: Canada Pork International

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.

Summary of annual plans of recipient:
In accordance with article 9 of its funding agreement, CAPI submitted the required Business Plan for 2011-12 in February 2011. An interim performance evaluation of CAPI was done by an independent auditor and submitted by CAPI to AAFC in June 2010. The 2010-11 Annual Report was received in July 2011.

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 recipient's site: Canadian Agri-Food Policy Institute