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Section II - Analysis of Program Activities by Strategic Outcome

This section describes Agriculture and Agri-Food Canada's strategic outcomes and program activities, and identifies the expected results, performance indicators and targets for each of them. The section also explains how the department plans on meeting the expected results and presents the financial and non-financial resources that will be dedicated to each program activity.

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

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

This strategic outcome comprises the following program activities, which are described in the subsequent discussion of expected results, plans and benefits to Canadians.

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

Program Activity Summary

Agriculture and Agri-Food Canada is focused on supporting the sector through initiatives that enable it to use a more systematic management approach to making decisions with respect to environmental risks and help identify suitable corrective actions.

The department is conducting basic and applied research to improve scientific understanding of agriculture's interactions with the environment on the key environmental challenges facing Canada and its regions; developing sustainable agricultural practices and validating environmental and economic performance at the farm and landscape levels; and developing, enhancing and using agri-environmental indicators, greenhouse gas accounting systems and economic indicators to assess the sector's environmental and economic sustainability.

This program activity provides the platform for innovation and discovery of technologies and strategies which are used as the basis for application by the sector in order to improve the agri-environmental performance of the sector.

Planning Highlights

To achieve the expected result, over the next three years Agriculture and Agri-Food Canada will conduct research aligned with the science priorities described in the department's Science and Innovation Strategy. This approach is designed to increase knowledge and lead to new technologies that enhance the environmental performance of the agricultural production system while maintaining and improving sector competitiveness. More information on the Science and Innovation Strategy is available at: http://www4.agr.gc.ca/resources/prod/doc/sci/cons/strat/pdf/Science&InnovationStrategy-e.pdf

The department will also further develop and adapt knowledge and information to improve agri-environmental decision-making and develop and adapt technologies for sustainable agricultural practices on farms and other agricultural land.

Finally, Agriculture and Agri-Food Canada will continue to develop and enhance agri-environmental indicators, greenhouse gas accounting systems, and economic indicators to assess the sector's environmental and economic sustainability.

Benefits for Canadians

The November 2008 Speech from the Throne noted the Government of Canada's commitment to addressing climate change, protecting water resources, and fostering overall environmental well-being. This program activity will help the government meet its commitment and will contribute to a cleaner and healthier environment for Canada. Specific benefits for Canadians include:

• improved conservation of clean air, water and soils by the agriculture and agri-food sector through scientifically verified environmental stewardship practices;
• improved ecosystems through increased knowledge of environmentally sustainable practices that create better land stewardship; and
• new scientific advice and recommendations for Canadian and international decision-makers for the design of agri-environmental programs and policies.

Program Activity 1.2 - On-Farm Action

Program Activity Summary

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

AAFC supports farmers through agri-environmental risk assessment and planning; providing expertise, information and incentives to increase the adoption of sustainable agriculture practices at the farm and landscape levels; investigating and developing new approaches that encourage and support the adoption of sustainable agriculture practices; and increasing the recognition of the value of sustainable agriculture practices.

This program activity 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 Canadians, and a more profitable agriculture sector.

 

Planning Highlights

To achieve the expected result of enhancing the sustainability of the agricultural sector, Agriculture and Agri-Food Canada will improve agri-environmental risk assessments and encourage sustainable agricultural practices at the farm and landscape levels. For more information on specific programming please visit http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1181580600540&lang=eng

In addition, in partnership with provinces, local land-use planners, conservation authorities, and others, AAFC will communicate, nationally and regionally, the benefits of changing practices. It will also deliver technical assistance that integrates practices for environmentally responsible agriculture with other on-farm actions.

Benefits for Canadians

This program activity will help achieve a cleaner and healthier environment for all Canadians, and address the environmental commitments detailed in the government's November 2008 Speech from the Throne. Canadians will realize the benefits of this program activity through the actions taken on the agricultural landscape. Specific benefits are similar to those of program activity 1.1, which include the conservation of clean air, water and soils by the agriculture and agri-food industry, healthier ecosystems across various climactic zones, and new information available for agricultural decision-makers. For details, refer to the description of these benefits for program activity 1.1.

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

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

This strategic outcome comprises the following program activities, which are described in the subsequent discussion of expected results, plans and benefits to Canadians.

Program Activity 2.1 - Business Risk Management

Program Activity Summary

Agriculture and Agri-Food Canada has developed a comprehensive business risk management program to better equip producers with the tools and capacity to manage business risks.

This program provides coverage for small income declines, margin-based support for larger income losses, a disaster relief framework for rapid assistance to producers and production insurance to protect farmers against production losses due to uncontrollable natural hazards.

In addition, assistance to producers through the provision of Financial Guarantees facilitates the marketing of producers' crops when market conditions and prices may be more favourable.

 

Planning Highlights

To achieve the expected results, over the next three years AAFC, together with its provincial and territorial government partners, will continue to implement the new demand-driven suite of BRM programs under Growing Forward - comprised of AgriInvest, AgriStability, AgriInsurance, and AgriRecovery. These programs are designed to reduce producers' income loss and help the industry become more proactive in managing risks.

The department will intensify its monitoring of BRM program performance to ensure the programs are meeting their objectives and established performance targets, and determine if program changes are required. More information on the suite of BRM programs is available in the 2008-2009 Report on Plans and Priorities at the following address http://www.tbs-sct.gc.ca/rpp/2008-2009/inst/agr/agr02-eng.asp. For more information on other BRM programs, please go to the following address: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1204137480722&lang=eng, under Managing the risk of your business.

Budget 2009 also announced proposed amendments to the Farm Improvement and Marketing Cooperatives Loans Act to help make credit available to new farmers, support inter-generational farm transfers, and modify eligibility criteria for agricultural cooperatives. Currently, program eligibility under the Act is limited to existing farmers and farm product marketing cooperatives fully owned by farmers. The proposed amendments will support the renewal of the sector and enable agricultural cooperatives to better seize market opportunities.

In addition, as the non-BRM elements of Growing Forward such as environment, food safety and innovation are developed, the department will strive to ensure programming works together to help achieve the outcome and vision of a profitable, competitive and innovative sector that is proactive in managing risk.

As agreed to by ministers in 2008, AAFC will continue consultations with the sector as Growing Forward programs are implemented. Programs will be evaluated on an on-going basis to ensure they respond to pressures on the industry and meet participants' evolving needs.

Benefits for Canadians

The new suite of BRM programs under Growing Forward will contribute to industry's capacity to manage risks by providing:

• greater ability for producers to stabilize their enterprise income through a wide range of financial tools;
• programs that are bankable, predictable and responsive;
• improved preparedness to respond to, mitigate the impact of and recover from risk events to animal, plant and production-related resources;
• increased producer capacity to manage business risk from unexpected events;
• a reduction in the economic impact of disasters on producers and more rapid adjustment and business resumption after a disaster; and
• greater stability of producers' incomes.

These objectives are broader and more effectively take into consideration the full range of risks facing agricultural operations relative to the previous Agricultural Policy Framework. By effectively managing risks, producers will be able to focus on seeking out new opportunities to produce safe and innovative food and non-food products for consumers at home and around the world.

Program Activity 2.2 - Food Safety And Biosecurity Risk Management Systems

Program Activity Summary

Agriculture and Agri-Food Canada supports producers and organizations in the development and implementation of food safety, biosecurity and traceability risk management systems to prevent and control risks to the animal and plant resource base thus strengthening the sector against widespread diseases and losses in domestic and foreign markets.

The risk management systems are national, government-recognized on-farm and/or post-farm Hazard Analysis of Critical Control Points (HACCP) or HACCP-based food safety systems, National Biosecurity Systems and a National Agriculture and Food Traceability System. These systems also support emergency management to limit the spread of animal and plant diseases, thereby reducing the economic, environmental and social impacts of a crisis. A National Animal and Plant Biosecurity Strategy provides overall policy direction ensuring efforts are targeted at the highest possible biosecurity risks.

 

Eligible recipients include national or regional non-profit organizations, producers and industry stakeholders.

Planning Highlights

To achieve the expected results, over the next three years AAFC will support national biosecurity standards. These standards will be developed by the Canadian Food Inspection Agency with input from the national commodity groups. AAFC's role is described below.

As outlined in the department's Science and Innovation Strategy, AAFC will conduct research to enhance knowledge and understanding of how potential and emerging threats to Canada's food production and distribution systems can be mitigated. The results of this research, based on a unique combination of critical infrastructure and expertise in production and processing systems, will provide the scientific data to support CFIA in its mandate to safeguard Canada's food supply.

Under the Growing Forward policy framework, AAFC will collaborate with university and industry partners to support on-farm technologies for long-term animal and plant health protection, as well as risk-mitigation strategies.

The department will provide financial incentives to national organizations to develop national on-farm and post-farm food safety systems and practices. This will help ensure the early adoption of these government-recognized systems by producers and non-federally registered food-processing enterprises.

AAFC will also work with its partners to accelerate the National Agriculture and Food Traceability System currently being developed by industry and governments to ensure a national, integrated approach.

Benefits for Canadians

Government-recognized and science-based food safety, biosecurity and traceability practices, tools and systems at the farm and agri-business level will help to prevent the spread of animal and plant diseases. This will mitigate or reduce the economic costs associated with responses to disease outbreaks, continue and enhance market access, and allow the industry to better respond to increasing demands for assurances of food safety.

Program Activity 2.3 - Trade and Market Development

Program Activity Summary

Agriculture and Agri-Food Canada acts as Canada's agricultural trade advocate, working to break down trade barriers at home and abroad and expand opportunities for the agriculture, agri-food and agri-based products sector.

The department assists the sector in identifying new domestic and global opportunities and ways to enhance productivity, competitiveness and prosperity. AAFC also works to distinguish Canadian products under Brand Canada International and the Domestic Branding Strategy to expand and deepen the sector's strengths in the marketplace.

 

Planning Highlights

To achieve the expected results, over the next three years AAFC will help transform Canada's strengths into domestic and global success by enabling Canada's agriculture and agri-food industry to anticipate opportunites and manage the risks inherent in trading agriculture and agri-food products in foreign markets.

The department will work with industry and other partners to improve competitiveness, gain and expand recognition in domestic and export markets, and ensure long-term market success. The department will create a market access secretariat to better co-ordinate government initiatives with producers, industry and provinces to aggressively and strategically go after new markets and keep pace with international competitors. The secretariat will include a wide range of trade experts to promote Canadian agricultural exports around the world.

AAFC will place an increased emphasis during the next three years on providing the industry with timely, high-quality market intelligence, building on Canada's record of food safety, animal and plant health, traceability, and environmental protection. More information on specific programs and initiatives is available at http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1165927395291&lang=eng.

To expand opportunities the department will continue to seek a favourable outcome to the WTO negotiations on agriculture and seek new trade agreements in line with the Government of Canada's Global Commerce Strategy. Canada's interests will also be advanced through an active regional and bilateral trade negotiations agenda.

Through its trade advocacy and market development efforts, AAFC will maintain and improve access to existing and emerging international markets for both traditional and new products. The department will also work to influence international technical trade-related discussions, policies and standards and, where necessary, challenge measures and policies advanced by other countries, to address technical issues which critically impact innovation and market access.

Benefits for Canadians

Canada is the fifth largest exporter of agriculture and agri-food products (including seafood) in the world, with exports valued at $35.3 billion. There is a clear and fundamental interest in increasing the markets to which we have access, growing our share in markets where we are already present, further strengthening the international rules governing agricultural trade, and achieving a more level international playing field for Canadian producers and processors.

Program Activity 2.4 - Regulatory Efficiency Facilitation

Program Activity Summary

The Canadian agriculture and agri-food sector needs practical support and services for innovation and competitiveness within a science-based regulatory system. Industry engagement and knowledge transfer are needed to help industry focus its priorities, improve its understanding of the regulatory process, and improve the quality of health-claim, novel-food, and ingredient submissions. Science substantiation is needed to expedite the submissions process for products at the end of the innovation chain to fill knowledge gaps through targeted studies or data mining from within Canada and from other jurisdictions, make better use of reputable data from equivalent regulatory agencies, help define standards and approval criteria, and develop approval protocols.

 

Planning Highlights

This program activity targets specific regulatory issues that were identified by stakeholders, namely:

1. health claims, novel foods and ingredients; and
2. the continuation of the Minor Use Pesticides program.

Initiatives under the Regulatory Efficiency Facilitation program activity support the general principles of the Government of Canada's Cabinet Directive on Streamlining Regulation, as they specifically address the development of regulatory frame-works based on sound science, as well as advancing the transparency, timeliness, responsiveness, efficiency, public interest, and government collaboration to minimize regulatory burden for stakeholders.

Over the next three years, AAFC will support the industry to improve understanding and implementation of regulatory processes and requirements, including developing the ability to respond to the scientific data requirements of regulatory submissions.

In addition, funding will be provided to increase the human resources- and expertise-related capacities of Health Canada to streamline processes to improve submission review times and address backlogs and develop policy and regulatory frameworks that better address regulatory priorities for the sector, while maintaining health and safety standards.

Benefits for Canadians

This program activity will benefit Canadians by encouraging new, innovative and safe food products and claims, focusing on health benefits, and a more flexible and responsive food fortification framework, permitting the safe addition of nutrients to food products. This will encourage industry to produce innovative products, compete for North American product mandates, and broaden consumer choice. This program activity will also enhance the sector's ability to navigate the regulatory system and develop complete and scientifically substantiated regulatory submissions. It will foster modernized and efficient policy and regulatory approaches and pre-market processes implemented by regulators.

In addition, this program activity will provide improved access to minor use pesticides, leading to competitive parity of the agriculture and agri-food sector, and preventing trade barriers with countries where these products are already available.

Program Activity 2.5 - National Farm Products Council

Program Activity Summary

Established through the Farm Products Agencies Act, the National Farm Products Council (NFPC) is a unique quasi-judicial agency reporting to parliament through the Minister of Agriculture and Agri-Food.

The Farm Products Agencies Act provides for the creation of national marketing agencies and promotion research agencies. The NFPC supervises these agencies by ensuring that they carry on their operations in accordance with the objectives set out in the Act.

Working with the agencies it supervises, the NFPC promotes more effective marketing of farm products in interprovincial and export trade.

 

Planning Highlights

Over the next three years the National Farm Products Council will improve its governance and that of the supply management system by clearly defining the Council's oversight role with the National Marketing Agencies, and engaging stakeholders on issues of governance to address concerns of supply management and build on strengths.

Benefits for Canadians

The supply management system was established in response to the price volatility and revenue uncertainty faced by agricultural producers and led to the creation of marketing agencies. The NFPC provides checks and balances to ensure that the supply management system, as well as the check-off system for beef-cattle, works in the balanced interest of all stakeholders and Canadians.

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

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

This strategic outcome comprises the following program activities, which are described in the subsequent discussion of expected results, plans and benefits to Canadians.

Program Activities	3.1 Science, Innovation and Adoption	3.2 Agri-Business Development	3.3 Rural and Co-operatives Development	3.4 Canadian Pari-Mutuel Agency

Program Activity 3.1 - Science, Innovation and Adoption

Program Activity Summary

Agriculture and Agri-Food Canada contributes to the competitiveness of the agriculture, agri-food and agri-based products sector by supporting innovation designed to improve profitability in new and existing products, services, processes and markets.

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

 

Planning Highlights

To achieve the expected results, over the next three years AAFC will work with industry to accelerate the flow of science and technology along the innovation continuum, in support of industry-defined strategies. This work will take place within a framework that is aligned with and supports the federal government's Science and Technology Strategy and AAFC's Science and Innovation Strategy. For more information on AAFC's Science and Innovation Strategy, please visit http://www4.agr.gc.ca/resources/prod/doc/sci/cons/strat/pdf/Science&InnovationStrategy-e.pdf.

AAFC will conduct research in support of enhanced knowledge and technology development that will help the sector capture new business opportunities in emerging markets for food, feed, fibre, health and wellness, energy, and industrial products and ingredients. The department also plans to implement new initiatives under the Growing Forward policy framework that focus on applied science and innovation programming and encourage new ideas, processes, practices and products by the agriculture and agri-food sector.

The department will also continue to encourage private sector equity investment in the bio-products and bio-fuels industry and enlarge its networks of industry leaders to enhance opportunities for value-added projects.

Benefits for Canadians

Canadians will benefit directly as consumers of high-quality Canadian-made products, as well as through the overall economic and social benefits of an innovative, vibrant and prosperous sector.

As an economic and science-based department, AAFC supports a viable agriculture and agri-food sector by developing and providing the scientific knowledge required for innovation and growth. The department uses its knowledge and resources to develop applications and support technology transfer to industry. It provides programs that help the sector build its own capacity to engage in scientific research and develop the tools and technologies needed to foster enhanced competitiveness.

A rapid-response capacity towards emerging issues provides the sector with tools that can help it mitigate threats or capitalize on opportunities. Programming that encourages private-sector investment in the bio-economy in Canada strengthens the sector. A more productive bio-economy generates increased employment, provides an enhanced market for agricultural products and contributes to producer prosperity for Canada and Canadians.

Program Activity 3.2 - Agri-Business Development

Program Activity Summary

This program activity builds awareness of the benefits and encourages the use of sound business management practices, while also enabling businesses in the sector to be profitable and invest where needed to manage the natural resource base sustainably and to market and produce safe food and other products.

The Agri-Business Development program activity provides funding for provincial and territorial activities related to business management practices and skills that strengthen the capacity of businesses in the sector to assess the financial implications of business improvements. This includes the impact of environmental plans, food safety systems and innovation projects on their business profitability.

In addition, the program will help businesses manage transformation, respond to change and adopt innovation in business operations. Furthermore, the support provided will help agri-business owners understand their financial situation, implement effective action and business management plans/practices and provide for enhanced participation by young or new entrants, First Nations clients, and clients in specific sub-sectors in transition.

 

Planning Highlights

To achieve the expected result, over the next three years AAFC will fund cost-shared provincial and territorial activities related to business management practices and skills designed to:

• help agri-businesses assess the financial implications of business improvements, including the impact of environmental plans, food safety systems and innovation projects on their business profitability;
• help agri-businesses manage transformation, respond to change, and adopt innovation in their operations;
• help agri-businesses understand their financial situation, implement effective action and business management plans and practices for farm operations, and help producers benchmark their farm performance; and
• enhance participation by young or new entrants, First Nations clients and clients in specific sub-sectors in transition.

AAFC will foster the development of business management tools and information designed to increase competitiveness, innovation and risk management, through support to national organizations. Tools and information will be targeted to youth, new entrants and established producers.

Benefits for Canadians

This program activity contributes to the development of an innovative agriculture, agri-food and agri-based products sector. This, in turn, will help strengthen Canadian economic growth, while improving stewardship and food safety and expanding the availability of agri-based products for Canadians.

As a result of Agri-Business Development initiatives, sector participants will be in a better position to increase profitability and manage change, resulting in increased sustainability and competitiveness.

Program Activity 3.3 - Rural and Co-operatives Development

Program Activity Summary

The Rural Development program activity leads an integrated, government-wide approach, called the Canadian Rural Partnership, through which the Government of Canada aims to coordinate its economic, social, environmental and cultural policies towards the goal of economic and social development and renewal of rural Canada. It develops partnerships with federal departments, provincial and rural stakeholders in areas such as knowledge building, policy development and the implementation of the government's rural development strategies. It also offers tools to enable rural communities to use their innovative capacity to capture the value of local amenities, and to achieve greater local or regional economic competitiveness.

The program activity also promotes economic growth and social development of Canadian society through the development of co-operatives. It facilitates the development of co-operatives as an effective self-help tool assisting Canadians and communities to address their needs and capture economic opportunities. It provides advice across government on policies and programs affecting co-operatives and builds partnerships within the federal government and with the sector, the provinces and other key stakeholders in the implementation of initiatives, such as capacity and knowledge building, to support the development of co-operatives.

 

Planning Highlights

Over the next three years AAFC, through the CRP, will help communities enhance their competitiveness, and transform local ideas and untapped assets into sustainable economic activities.

Through the CRP, AAFC will enable rural communities to implement new economic activities, and 100 rural communities to identify and assess their local amenities (features conducive to attractiveness and value, including temperate climate, rural recreation and cultural attractions, and scenic landscapes), infrastructure and services related to competitiveness.

In addition, through the Co-operative Development Initiative, AAFC will support the creation of 150 new co-operatives, with an emphasis on projects which seek innovative ways to use the co-operative form of business to realize economic opportunities in areas such as renewable energy, resource-based value-added and community services.

Benefits for Canadians

This program activity contributes to increased access by rural communities to quality information, tools and services for innovative rural development. It also provides Canadians with greater access to the services and information necessary to launch or expand a co-operative and helps them benefit from the associated economic opportunities, which also supports the innovation and growth of the sector.

Program Activity 3.4 - Canadian Pari-Mutuel Agency

Program Activity Summary

Section 204 of the Criminal Code of Canada designates the Minister of Agriculture and Agri-Food as the individual responsible for the policy and regulatory functions pertaining to pari-mutuel wagering on horse races.

The Canadian Pari-Mutuel Agency (CPMA) is a special operating agency within AAFC that regulates and supervises pari-mutuel betting on horse racing at racetracks across Canada, with the objective of ensuring that pari-mutuel betting is conducted in a way that is fair to the betting public.

Costs associated with the activities of the CPMA are recovered through a levy on every dollar bet on horse races in Canada. The levy is currently set at eight-tenths of a cent of every dollar bet. CPMA's strategic plans are focused on regulating and supervising pari-mutuel wagering on horse races in the most modern, effective and transparent manner.

 

Planning Highlights

To achieve the expected result, over the next three years the CPMA will work to ensure race outcomes are not influenced by the inappropriate administration of drugs or medications to race horses. The Agency will approve and inspect pari-mutuel betting activities across Canada to ensure compliance with the Regulations and policies.

The CPMA will review the Regulations and recommend amendments that best protect Canadians betting on horse racing, and that are responsive to the pressures on today's horse racing industry as a result of globalization, technological changes and increased competition with other forms of gambling. A description of the regulatory changes currently being drafted in consultation with Department of Justice officials is available on the CPMA website.

The Agency will complete a review of its governance model to provide recommendations regarding the modernizing and restructuring of programs and services. It will also review the current revenue model that supports the Agency's activities, and identify a reliable basis for future funding. The CPMA faces risk posed by declining revenues and increasing costs in areas such as adoption of new technologies. To address this challenge, the CPMA will work on financial strategies for delivering its core programs and services that ensure the integrity of pari-mutuel betting and the protection of the betting public in Canada.

Benefits for Canadians

This program activity ensures that pari-mutuel betting is consistent with the Regulations and policies that govern and manage this activity, assuring Canadians that all reasonable steps have been taken so that betting on horse races is conducted in a fair and equitable manner.

Internal Services

The following program activity supports all strategic outcomes within this organization.

Program Activity 4.1 - Internal Services

Program Activity Summary

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of the department. These groups are: Management and Oversight Services including Strategic Policy and Planning; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Planning Highlights

AAFC continues to implement its federal/provincial service agenda with the goals of regularly understanding client needs, communicating clearly diverse service offerings across all channels and streamlining and integrating program delivery.

The department's Office of Audit and Evaluation is renewing its audit and evaluation functions to ensure they deliver timely and informative products for senior management. Internal audit reports will provide assurance, independent from line management, on the adequacy of risk management, control and governance processes. Evaluation reports will provide accurate, objective and evidence-based information on the results, relevance, and cost-effectiveness of departmental programs and initiatives.

With respect to human resources management, in 2009-2010 AAFC will focus on:

1. Public Service Renewal - achieving results on the Clerk of the Privy Council's four Renewal priority areas of integrated business and HR planning, recruitment, employee development, and enabling infrastructure;
2. Talent Management - maximizing every employee's potential; and
3. Matching People to Priorities - providing managers and employees with tools and services to support the alignment of the department's people with its evolving business priorities.

Focusing on these three core areas will help AAFC ensure it has the ongoing capacity to respond to current and emerging challenges, capitalize on investments and innovations, and continually improve its people management policies and programming and support our employees.

The department's Official Languages Accountability Framework is the basis for planning the management of the specific responsibilities and obligations arising from the Official Languages Act (OLA). Official Languages at AAFC is the responsibility of all staff and the accountability framework outlines the roles and responsibilities of the department's branches and teams to be totally compliant with the obligations set out in the OLA and for ensuring that AAFC fully embraces Official Languages.

AAFC is committed to the full implementation of the Treasury Board Policy on Investment Planning, including the development of a Departmental Investment Plan. The department was not part of the first or second wave of implementation, but is getting ready for the scheduled transition. This will include an assessment in 2009 of the department's readiness for project management and investment planning. In moving forward, the department will apply lessons learned and best practices from other departments.

AAFC is currently consolidating its departmental activities in the National Capital Region to the National Headquarters Complex for the Agriculture Portfolio. This will continue in 2009-2010, with consolidation scheduled to be complete in September 2009.

The department has developed an Information Management and Information Technology (IM and IT) Strategic Framework, complemented by an integrated IM and IT Business Model, which provides a structured, enterprise-wide method to categorize and report on the department's IM and IT investments against business outcomes. A series of strategies have been and will continue to be identified in keeping with the department's IM and IT strategic outcomes.

Through its strategic review, AAFC is replacing or reducing programs that no longer meet the needs of clients and further aligning its programs with its mandate and the Growing Forward policy framework. These changes will ensure AAFC is better positioned to help build a more profitable and globally competitive agriculture and agri-food sector that can manage risks better. Funding will be re-directed to the new suite of non-business risk management programs under Growing Forward, as well as the new AgriFlexibility program. Investments will also be made to strengthen slaughterhouse capacity across the country in support of the livestock and dairy sectors.

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