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Minister’s Message

Welcome to the Canadian Grain Commission’s (CGC) Report on Plans and Priorities 2009-10. This report details how the CGC intends to use its resources to carry out its responsibilities to protect grain producers’ interests and to ensure a dependable commodity for Canada’s international and domestic markets.

As we move forward into our second mandate, this government remains deeply committed to ensuring the success of the Canadian agriculture and agri-food sector. I was honoured to be reappointed Minister of Agriculture and Agri-Food and I welcome the opportunity to continue my work on behalf of our farmers and indeed all Canadians.

As Minister, I have been struck by the uniqueness of the Agriculture and Agri-Food (AAF) Portfolio. The six partner organizations that make up the Portfolio – Agriculture and Agri-Food Canada, Canadian Food Inspection Agency, Farm Credit Canada, Canadian Grain Commission, Canadian Dairy Commission and National Farm Products Council – serve many of the same stakeholders and have complementary responsibilities. However, what really distinguishes the AAF Portfolio for me is the sense of shared purpose to strengthen our sector and make it more viable in the long term. It is a common objective that can most effectively be realized by working together.

The collaborative spirit that pervades the AAF Portfolio will be crucial in continuing the progress on Growing Forward. The completion of the Growing Forward multilateral framework in July 2008 marked a major step toward a truly integrated and comprehensive plan focused on competitiveness and innovation, society’s priorities and proactive risk management. With the planned launch of new programming under Growing Forward in the coming fiscal year, I am counting on the knowledge and continuing support of the Portfolio partners to fulfill the prospects for a more profitable and innovative agriculture and agri-food sector in the future.

This Government is proud of the CGC’s work and looks forward to working with the organization in order to better serve Canadian farmers. This Report on Plans and Priorities highlights the CGC’s plans and priorities for 2009-10 and future years.

The Honourable Gerry Ritz
Minister of Agriculture and Agri-Food and
Minister for the Canadian Wheat Board

Chief Commissioner’s Message

Welcome to the Canadian Grain Commission’s (CGC) Report on Plans and Priorities for the fiscal year 2009-10. The CGC is the federal agency responsible for setting standards of quality and regulating Canada’s grain handling system. Our vision is to be a leader in delivering excellence and innovation in grain quality and quantity assurance, research, and producer protection.

Canada has a strong reputation for supplying domestic and world markets with safe, high quality grain. The CGC’s role in providing assurance of grain quality, safety, and quantity are integral in helping Canada maintain this reputation. Canada’s robust grain quality assurance system has permitted Canadian grain to be “branded” internationally for many years, providing Canada with a competitive advantage in the global grain market. The CGC will continue to work alongside the Minister of Agriculture and Agri-Food’s portfolio partners and the grain industry to maintain market competitiveness and add value to Canadian producers and Canada’s grain quality assurance system.

The CGC operates in a climate of constant change stemming from shifting international and domestic markets, technological advancements, and evolving end-user needs. In addition, competitive markets and international standards are increasing demands for both grain quality and grain safety assurances. The CGC continues to deliver its mandated and regulatory responsibilities while re-allocating resources to new and emerging issues that have created significant structural and funding pressures in recent years.

The CGC is working in close collaboration with the other organizations in the AAF portfolio, and with a wide range of stakeholders in the development of the Growing Forward vision, particularly in the areas of Food Safety and Quality; Market Development and Trade; and Science and Innovation to ensure that the new policies and programs effectively and efficiently meet the needs of all those working in the agriculture and agri-food sector. This report outlines the CGC’s plans and priorities for the fiscal year 2009-10. I am confident that our plans and strategies will improve Canada’s grain quality assurance system and help achieve significant value for producers and Canadians overall.

Elwin Hermanson
Chief Commissioner
Canadian Grain Commission

SECTION I – DEPARTMENTAL OVERVIEW

1.1 Summary Information

Raison d’être and Responsibilities:

Mandate

The CGC is a federal government agency and administers the provisions of the Canada Grain Act. The CGC’s mandate as set out in this Act is to, “in the interests of the grain producers, establish and maintain standards of quality for Canadian grain and regulate grain handling in Canada, to ensure a dependable commodity for domestic and export markets.”

Vision

The CGC vision is to be “A leader in delivering excellence and innovation in grain quality and quantity assurance, research, and producer protection.”

Department Description

Canada is known worldwide as a supplier of safe, high quality grain¹. Our edge in the marketplace has always been quality and consistency. The CGC’s role in providing assurances of grain quality, safety and quantity help Canada maintain this reputation. The CGC enhances grain marketing through the quality assurance, quantity assurance, grain quality research and producer protection programs and services identified in Section II.

Canada’s grain quality assurance system (GQAS) assures consistent and reliable grain quality and grain safety that meets the needs of international and domestic markets. An effective GQAS is a key factor in permitting Canadian exporters to market successfully in competitive international grain markets and is essential for producers in order to realize maximum value from their grain. The Canadian grain quantity assurance system assures the weight of grain loaded into or discharged from conveyances. In addition, the quantity assurance program assures the weight of grain in store at licensed terminal and transfer elevators.

The CGC conducts research in support of the GQAS to address emerging issues and permit the effective marketing of Canadian grain in the interests of producers and the Canadian grain industry. In addition, the CGC is mandated to serve producer interests by upholding the Canada Grain Act and as such has implemented a number of programs and safeguards to ensure the fair treatment of Canadian grain producers. The provision of these CGC programs and activities results in equitable grain transactions and consistent and reliable Canadian grain shipments.

The CGC reports to parliament through the Honourable Gerry Ritz, Minister of Agriculture and Agri-Food. The CGC’s head office is located in Winnipeg, Manitoba. As of December 31, 2008, the CGC employed 643 full-time equivalents and operated 16 offices across Canada. Funding for CGC programs and activities is through a combination of revolving fund and appropriation sources.

¹ Grain refers to any seed designated by regulation as a grain for the purposes of the Canada Grain Act. This includes barley, beans, buckwheat, canola, chick peas, corn, fababeans, flaxseed, lentils, mixed grain, mustard seed, oats, peas, rapeseed, rye, safflower seed, solin, soybeans, sunflower seed, triticale and wheat.

Strategic Outcome

Canada is known around the world for the quality, consistency, reliability and safety of its grain and grain products. This is a key factor in permitting Canadian exporters to market successfully in competitive international grain markets. The GQAS delivered by the CGC is integral to the functioning of Canada’s grain industry and assures consistent and reliable grain quality and grain safety to meet the needs of international and domestic markets. This is particularly important considering Canada exported approximately $9.89 billion in cereals, grains and oilseeds during 2007. In our role as a neutral third party regulator and arbiter, the CGC works in partnership with virtually every participant in the grain industry. In order to effectively pursue its mandate, the CGC aims to achieve the following strategic outcome:

• Canada’s grain is safe, reliable and marketable and Canadian grain producers are protected.

An effective GQAS is essential for producers in order to realize maximum value from their grain and the CGC is committed to providing effective producer protection services. CGC operations directly support Canada’s efforts to brand Canadian agriculture as a leader in food safety and quality, science and innovation, and business risk management.

Program Activity Architecture

The following chart illustrates the CGC’s Program Activity Architecture (PAA). The PAA is the basic structure for the management and allocation of resources to various programs and activities to achieve intended results. The CGC’s PAA has five program activities. Each program activity contributes to making progress to the CGC’s single strategic outcome. The producer protection program consists of three program sub-activities.

1.2 Planning Summary

This section outlines the CGC’s total planned financial and human resources. The Planning Summary Table shows the performance indicators and targets identified for the CGC’s strategic outcome as well as the expected results and the financial resource allocation for each program activity. This is followed by a discussion of the CGC’s operational and management priorities and the associated plans. The CGC’s integrated people and business planning (IPBP) process ensures that human resource needs are aligned to the CGC’s vision, goals and objectives, strategic plan and budgetary resources.

The following tables provide a summary of the total planned spending and human resources for the CGC for the next three fiscal years.

Financial Resources ($ thousands)

2009-10*	2010-11*	2011-12*
46 567	46 567	46 567

Human Resources (Full Time Equivalents – FTEs)

2009-10*	2010-11*	2011-12*
421	421	421

*Note: Planned spending for 2009-2010, 2010-2011 and 2011-12 includes the annual appropriation of $5.2 million and projected respendable revenue of approximately $41.4 million. The CGC is seeking access to $42.4 million in 2009-10 to maintain current programming, and support the current compliment of 643 FTEs. The $42.4 million will offset the one year funding of $26.5 million and the previous draw down from the accumulated surplus of $14.2 million provided for in the previous fiscal year. Total planned spending in 2009-10 will be approximately $89.0 million. Further information is available in the Expenditure Profile Section.

Planning Summary Table

Strategic Outcome : Canada’s grain is safe, reliable and marketable and Canadian grain producers are protected.

Performance Indicators	Targets
Number of instances where buyers are dissatisfied with CGC standards, methods or procedures used to ensure a dependable commodity for domestic and export markets	Zero instances
Level of producer satisfaction with CGC producer protection services	Zero unresolved or unaddressed complaints

Program Activity1	Expected Results	Forecast Spending 2008-09	Planned Spending5			Alignment to Government of Canada Outcomes2
			2009-10	2010-11	2011-12
Quality Assurance Program	Consistent and reliable grain quality and grain safety assurance to meet the needs of domestic and international markets	36 925	23 438	23 438	23 438	An innovative and knowledge-based economy3
Quantity Assurance Program	Consistent and reliable quantity assurance of Canadian grain shipments	10 771	9 373	9 373	9 373	An innovative and knowledge-based economy3
Grain Quality Research Program	Research and development on grain quality and grain safety to support and improve Canada’s GQAS	8 407	3 365	3 365	3 365	An innovative and knowledge-based economy3
Producer Protection Program	Producers' rights are supported to facilitate fair treatment within the licensed grain handling system	2 793	938	938	938	A fair and secure marketplace3
Internal Services	Consistent and effective delivery of the CGC’s programs and activities	17 003	9 453	9 453	9 453	N/A4
Total Planned Spending		75 8995	46 5675	46 5675	46 5675

¹ Program activity descriptions are available on the Treasury Board Secretariate Main Estimate website

² Further information on the Whole of Government Framework and the Government of Canada Outcomes

³ Further information on the CGC’s link to the Government of Canada Outcome areas

⁴ The CGC’s internal services are enabling activities and align to Government of Canada outcome areas indirectly through the CGC’s other four program activities.

⁵ Planned spending for 2009-2010, 2010-2011 and 2011-12 includes the annual appropriation of $5.2 million and projected respendable revenue of approximately $41.4 million. The CGC is seeking access to $42.4 million in 2009-10 to maintain current programming, and support the current compliment of 643 FTEs. Total planned spending in 2009-10 will be approximately $89.0 million

Contribution of Priorities to Strategic Outcome

The CGC has identified several operational and management priorities that will be the focus of attention and resources during the reporting period. Each priority contributes to the success of the CGC’s single strategic outcome (SO).

Contribution of Priorities to Strategic Outcome – Operational Priorities

Operational Priorities	Type	Links to Strategic Outcome(s)	Description
1. Ongoing delivery of the CGC mandate under the Canada Grain Act in a climate of constantly changing international and domestic markets, technological advancements and evolving end-user needs and preferences. Further information on the programs and services that contribute to this priority is available at the CGC website	Ongoing	SO1	Description: Ensuring Canadian grain exports are uniform and consistent with regard to intrinsic quality and grain safety assurance through inspection, weighing, testing, monitoring and grain sanitation programs Supporting the GQAS through research and development on grain quality and grain safety Ensuring fair grain transactions Plans: Continue consistent daily delivery of programs and services in support of the CGC’s mandate Continue people management initiatives necessary for the successful delivery of this priority
2. Positioning the GQAS to remain relevant and to support the continued competitiveness of Canadian grains in both domestic and international markets	Ongoing	SO1	Description: Developing and implementing programs, initiatives, and new research methods and processes aimed at maintaining and strengthening the Canadian GQAS to ensure a safe, dependable commodity Plans: Continue to evolve and refine the Canadian GQAS to remain relevant and competitive and ensure Canada’s reputation for consistent grain quality is maintained Respond to increasing demands for grain safety assurance from buyers and national food inspection authorities Develop protocols for accrediting or designating third party agencies, with CGC oversight, to perform sampling to make CGC certification services more readily available where applicable Review delivery mechanisms for CGC services
3. Sound regulatory framework Identified as “Regulatory Compliance” in the CGC’s 2008-09 RPP	Previously committed to	SO1	Description: The CGC promotes, maintains and enforces compliance with the Canada Grain Act and the Canada Grain Regulations Reviews of the CGC have repeatedly recognized the value of the CGC to the grain sector, but have also identified the need for change The CGC’s regulatory requirements must add value to the grain sector including producers and Canadians in general and must address the risks and challenges present in today’s GQAS taking into account producer needs, changing agricultural business environments and the need to enhance the sector’s competitiveness Plans: Continue efforts to ensure a sound regulatory framework that is effective, responsive, consistent, cost-efficient and accountable Work in consultation with stakeholders with a goal to modernizing regulation and reducing mandatory costs to the grain sector, including producers
4. Relationship building/strengthening awareness	New	SO1	Description: Canada is known around the world for the quality, consistency, reliability and safety of its grain and grain products. This is a key factor in permitting Canadian exporters to market successfully in competitive international grain markets. The CGC has a long-term commitment to building and maintaining a strong GQAS for the Canadian grain industry from producers to customers. • General knowledge of what the CGC does and our role in domestic and international grain markets is low. Plans: Continue to work with AAF portfolio partners, provincial government organizations, central agencies to develop and build relations and to increase awareness of the CGC’s mandate and activities both within Canada and with our international customers Develop and implement effective communication tools and communications to highlight CGC activities, promote CGC awareness, and consult with producers and other stakeholders

Contribution of Priorities to Strategic Outcome – Management Priorities

Management Priorities	Type	Links to Strategic Outcome(s)	Description
1. Sustainable CGC funding mechanism	Ongoing	SO1	Description: Due to changes in the grain sector, low user fee levels, and increased costs of providing service, the CGC has required additional ad hoc government funding each year since 1999 in order to fulfill its mandate A sustainable funding mechanism is imperative for the CGC to carry out its legislated responsibilities and maintain its capacity to create value for producers, the grain industry, and the Canadian public as an integral part of a successful Canadian GQAS A review of alternative funding mechanisms has been initiated Plans: Continue efforts to determine an optimal funding arrangement Continue to work to identify the organization’s funding needs for 20010-11 and a process to address funding needs in future years
2. Effective people management to achieve planned human resource needs and capacity and to meet Public Service Renewal objectives established by the Privy Council	Previously committed to	SO1	Description: The CGC’s People Management Framework (PMF) provides direction and focus for the CGC by setting out strategies for meeting human resource needs as the organization strives for excellence in delivering services to our clients. This includes the CGC’s integrated people and business planning (IPBP) process that links people management to the CGC’s vision, goals and objectives, strategic plan and budgetary resources Plans: Evaluate and update the PMF to ensure that the desired CGC direction for and focus on people is maintained Continue implementation and integration of the CGC’s Informal Conflict Management System, Competency-Based Management and Performance Management Program Forecast departmental needs and develop succession strategies and processes Assess CGC people plans and the planning process to ensure rigorous, disciplined and comprehensive processes for business and people planning integration
3. Management Accountability Framework (MAF) priorities	Previously committed to	SO1	Description: Accountability remains a key priority for the Government of Canada. The Treasury Board Secretariats' (TBS) MAF continues to evolve as an instrument of accountability and a tool for analysis. The MAF provides a structure for dialogue between the TBS and government departments on the state of management practices in the public service and on priorities for management improvement. The CGC’s MAF audit results (Round V 2007-08) will be used as a source to identify management issues and priorities during the 2009-2010 planning period. Plans: A Chief Audit Executive will be responsible for planning and conducting internal audits and evaluations Continue efforts to improve reporting to Parliament as per TBS guidelines Formalize the corporate risk profile and integrated risk management framework

¹Note: Each of the priorities contributes to the successful delivery of the CGC’s strategic outcome.

Risk Analysis

The CGC is continually building on the GQAS to maintain market competitiveness and Canada’s reputation as a consistent supplier of quality grain. The CGC’s strategic outcome is directly focused on and committed to ensuring safe, reliable and marketable Canadian grain as well as providing producer protection services. As previously noted, the Canadian grain industry and the GQAS delivered by the CGC operate in a climate of constant change. The GQAS must be able to adapt to this change to assure consistent and reliable grain quality and grain safety that meets the needs of international and domestic markets.

Risk management is an essential part of the decision making and strategic planning processes at the CGC. Risk management is carried out on an ongoing basis and is embedded in the program activities and services provided by the CGC. Feedback from producers and grain handlers, domestic and international processors, and other government organizations often provides early indication of potential risk. The CGC’s Project Management System requires project managers to identify risks and create risk mitigation and contingency strategies for risks that have the potential to affect project outcomes. An external scan is prepared on an annual basis and reviewed by senior management at an annual strategic planning session to identify potential emerging threats. Risk assessment provides the organization forward guidance that is necessary within the context of the rapidly changing grain industry. The CGC is in the process of formalizing its corporate risk profile and integrated risk management framework.

The CGC continuously strives to mitigate identified risks and make improvements to its risk assessment and risk management strategies. Successful risk management throughout the organization directly influences the CGC’s capacity to deliver upon its mandate, strategic outcome and program activities. The CGC has identified the following key strategic risks and risk mitigation strategies. Key risks and challenges associated with each program activity and the CGC’s plans to address these challenges are further discussed in Section II.

Quality Assurance Risk: The CGC’s quality assurance system must align with and be able to respond to the changing requirements of domestic and international grain markets to ensure consistent and reliable grain quality and grain safety assurance. The CGC has the following risk mitigation strategies in place to manage risks to the quality assurance system:

• To ensure relevance and value of grain standards in facilitating the segregation, movement of grain and transfer of ownership, a broad spectrum of producers and grain industry representatives meet several times annually, through the Western and Eastern Standards Committees and commodity-specific subcommittees, to study and review grain standards.
• The CGC tracks buyers’ satisfaction with the consistency of Canadian grain through feedback garnered by CGC personnel from overseas or domestic buyers and processors. The CGC also receives feedback on the GQAS directly from producers and grain handlers. Feedback is used to build upon and strengthen the existing GQAS to ensure continued relevancy.
• Adherence to ISO Quality Management System procedures includes regular review of quality assurance processes allowing the CGC to adjust service procedures and identify or adjust training as necessary.

Quantity Assurance Risk: The CGC’s quantity assurance program must align with and be able to respond to the changing requirements of the grain industry to effectively ensure consistent and reliable quantity assurance of Canadian grain shipments. The CGC has the following risk mitigation strategies in place to manage the risks to the quantity assurance system:

• Adherence to ISO Quality Management System procedures includes regular review of quantity assurance processes allowing the CGC to adjust service procedures and identify or adjust training as necessary.
• The CGC receives feedback on the quantity assurance program directly from producers and grain handlers. The feedback received is used to build upon and strengthen the existing quantity assurance program to ensure continued relevancy.

Science and Technology Capacity: The CGC’s science and technology capacity must keep pace with the needs of domestic and international markets in order to ensure Canada’s grain is safe, reliable and marketable. To mitigate the science and technology capacity risks, the CGC:

• Tracks buyers’ satisfaction with the GQAS through feedback received by CGC personnel from overseas or domestic buyers and processors, producers and grain handlers. The feedback received is used to identify research priorities to build upon and strengthen the existing GQAS to ensure continued relevancy.
• Tracks projects undertaken in the Grain Research Laboratory (GRL) through the CGC’s established Project Management System. Risk management and contingency strategies are created for the management of identified risks. Milestone and/or update reports and project close-out reports formally track project progress, results, and analysis of variances impacting cost, deliverables, schedule, risks, and lessons learned to assist the director-sponsor and the CGC’s Executive Management Committee in monitoring the progress and outcomes of the projects.

Producer Protection Framework: CGC producer protection programs must align with and be able to adapt to the evolving needs of producers and the grain industry to ensure that producers are compensated fairly for the quality and quantity of grain delivered and shipped. To mitigate this risk, the CGC:

• Investigates producer concerns/complaints
• Monitors the licensing and security program as per the licensing risk assessment program
• Consults with and evaluates feedback from producers on the activities and services provided under the producer protection program activity

Human Resources Capacity and Capabilities: The existing CGC workforce and work environments must align with the current and future needs of the CGC. A skilled and motivated workforce is critical to the CGC in delivering its services to Canadians. The CGC has implemented an integrated people and business planning (IPBP) process that links people management to the CGC’s vision, goals and objectives, strategic plan and budgetary resources. The main goal is to get the right number of people with the skills, experience and competencies, in the right jobs, at the right time, at the right cost as well as ensuring an effective work environment and balanced culture throughout the organization. Risk assessment and risk management is embedded in the IPBP process to ensure the workforce and work environments align with the current and future needs of the CGC. The CGC has identified the following strategic people outcomes, key challenges, and plans for the 2009-10 reporting period:

Human Resources Capacity and Capabilities

People Outcomes	Key Challenges	Plans
Sustainable Workforce The appropriate resources and the competencies of our people match the anticipated needs of the CGC	Employees with significant knowledge of key positions will retire in the next 5 years CGC people needs are considered in both strategic and operational planning	Develop and implement a succession development strategy for senior and middle management Develop competency profiles for 40% of the job families A core learning map is implemented Assessment and continued integration of IPBP
Productive Workforce Effective employment strategies to ensure that people are clear about their responsibilities and that work is organized to ensure optimal service delivery	Effective recruitment and retention of qualified individuals Employees understand their responsibilities and work expectations	Develop effective and efficient resourcing strategies Applicable performance and learning objectives are established for each employee at the CGC. The use of Personal Learning Plans (PLP) are promoted and supported.
Leadership Leadership at the CGC is provided to accomplish our mandate, realize our vision, live our values and work together effectively as outlined in our People Management Philosophy	Maintain positive working relationship with bargaining agents CGC values demonstrated consistently throughout the organization CGC managers, supervisors and developing leaders must have the competencies needed to effectively manage and lead	Further development and clarification of existing terms of reference both nationally and locally Develop a proposal to clarify and communicate values across the CGC. Institution of a core learning map which includes a leadership component. Deliver a collaborative management course to 30% of managers.
Enabling Work Environment A supportive culture with work environments that are safe and healthy and that bring out the best in people through effective communication and respect for individuals.	Effective communication and conflict management practices are in place CGC representation reflects labour market availability for designated groups	Strengthen Peer Support networks. Expand on existing communication and conflict training to more staff Institute a revised multi-year Employment Equity Plan that is incorporated into the IPBP process

Expenditure Profile

The figure below illustrates the CGC’s spending trend from 2005-06 to 2011-12. The CGC has approval to spend $46.6 million for the 2009-10, 2010-11, and 2011-12 fiscal year. This includes the annual appropriation of $5.2 million and projected respendable revenue. In previous years, additional funding has been approved on an annual basis to support the CGC. However, the additional funding which is being sought for 2009-2010 is not included in planned spending as it will be accessed via Supplementary Estimates, subject to parliamentary approval. Consequently the year over year comparison reflects only the funding approved at the time the Main Estimates for 2009-10 were prepared.

Departmental Spending

Departmental Spending

Fiscal Year	Spending ($ million)
2005-06	70.951
2006-07	67.561
2007-08	74.951
2008-09	75.902
2009-10	46.573
2010-11	46.573
2011-12	46.573

¹ Actual spending

² Forecast spending

³ Planned spending

Annually, the CGC receives ongoing voted appropriation of $5.2 million to cover the costs associated with Assistant Commissioners and to fund a portion of the GRL. The rest of the organization’s programming is intended to be cost recovered via Revolving Fund (RF) fee revenues, collected primarily from inspection and weighing services. These revenues are dependent on annual grain volumes which can fluctuate considerably from year to year. This results in a variable funding source. However, the CGC has fixed costs related to its statutory mandate which cannot be eliminated or reduced as revenue declines. In order to meet evolving grain industry needs, labour contract settlements, and general increases in the costs of goods and services, the CGC maintains an ongoing process of cost containment and reallocates internal resources to meet new and emerging priorities.

Planned spending from 2009-2010 to 2011-2012 shows a decline from 2008-2009 forecasted spending due to the expiration of the 2008-09 ad hoc funding. On an annual basis the funding for the CGC has been supplemented to meet its statutory obligations. For 2009-10, the CGC is seeking $42.4 million to address the projected fiscal year shortfall. Approval of this supplemental funding will provide the CGC with total funding of approximately $89 million which will maintain the CGC’s operations and staff complement.

Voted and Statutory Items Displayed in Main Estimates

Voted and Statutory Items displayed in the Main Estimates
($ 000’s)

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2008-09 Main Estimates	2009-10 Main Estimates
40	Program Expenditures	4 756	4 756
(S)	Canadian Grain Commission Revolving Fund	(120)	(120)
(S)	Contributions to Employee Benefit Plans	561	577
Total		5 197	5 213

The Vote and Statutory items reflect the CGC comparison of approved funding from year to year. In 2008-2009, CGC received an additional $26.5 million via Supplementary Estimates that is not reflected in the Main Estimates.

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