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Table 13: Horizontal Initiatives

1. AAFC-Department of Foreign Affairs and International Trade (DFAIT) MOU on Agri-Food Specialists Positions Abroad
2. Bovine Spongiform Encephalopathy (BSE) Recovery Program (federal/provincial agreement)
3. Canadian Agricultural Income Stabilization program (CAIS)
4. Canadian Agricultural Skills Service (CASS)
5. Co-operatives Secretariat
6. Farm Business Services
7. MOU with Canadian Food Inspection Agency (CFIA) on Food Safety and Quality
8. MOU with Environment Canada (EC) on the National Agri-Environmental Standards Initiative (NAESI)
9. MOU with Health Canada (HC) on Food Safety and Quality and Environment
10. Production Insurance
11. Rural Development

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Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)

Start Date of the Horizontal Initiative: 2003-04 fiscal year

End Date of the Horizontal Initiative: 2007-08 fiscal year

Total Federal Funding Allocation: $42.5 million over five years

Description of the Horizontal Initiative: A key objective of the Agricultural Policy Framework (APF) International component is to secure and sustain an enduring competitive advantage over other countries by strengthening Canada's market development capacity and gaining recognition for Canada's world-leading capabilities to meet the quality demands of highly-segmented and increasingly competitive global markets.

This MOU establishes the operational principles, management practices and performance measurement criteria for the 33 agriculture and agri-food specialist positions abroad. The objective is to enhance the delivery of services to Canadian exporters in areas such as agriculture and agri-food business development, investment promotion, market access and advocacy, through Canadian Embassies and High Commissions located in key export markets.

Shared Outcome(s):
(a) Improved capacity within DFAIT's Trade Commissioner Service (TCS) to deliver in-market support to Canadian exporters;
(b) Increased recognition in targeted markets of Canada's ability to supply high quality, safe and innovative agriculture and food products produced in an environmentally responsible manner; and
(c) Improved market access in key markets for Canadian agriculture and food products.

Governance Structure(s):
The MOU Governance Model includes three levels:
(1) the Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) the Deputy Ministers' Committee which reviews and recommends the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommends the Ministers' approval of changes, where objectives of this MOU change materially; and
(3) Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort for dispute resolution.

A TBS official sits as an ex-officio member on the JMC.
This MOU Governance Structure is supported by the International Markets Coordination unit at AAFC. Operating under the guidance of the relevant Directors General of AAFC and DFAIT and the Senior Director at TBS, IMC consults with appropriate AAFC and DFAIT officials from the geographic, trade policy, investment, performance measurement, and human resources teams.

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
1. AAFC	a. International Team Program Delivery	$11.9 M	$2.5 M	$2.8 M	1. Recognition gained and markets built through implementation of Canada's branding strategy	Agri-food specialists contributed to brand Canada abroad through timely information provided to potential customers, trade show participation, missions abroad, in-coming buyer missions, etc. Examples include: participation at HoFex 2005 in Hong Kong; Foodex 2005 in Japan; The 2005 International Food, Beverage, Wines and Spirits Exhibition in Montreal (SIAL Montreal 2005); Canadian food promotions at quality restaurants and markets in Germany; Mexican seafood buyers attending Boston Seafood Show; and Brussels post assisted Canadian seafood exporters to significantly increase their exports to target European markets. For examples, seafood sales to Hungary are up 700% in one year to C$182K.
					2. Improved market access	Achievements include: Beef access to Japan, Hong Kong, and Philippines maintained despite the discovery of additional BSE cases in cattle born after implementation of Canada's feed ban; Beijing reported trade restored in China for live horse and alfalfa seed, as well as 24 more Canadian meat plants successfully achieving certification and accreditation in China; Taiwan was instrumental in the lifting of an Avian Influenza (AI) -related ban on British Columbia (BC) poultry and poultry products; and in the European Union (EU), Brussels reported the successful removal of a trade barrier relating to bovine genetics.
					3. Technical barriers overcome	Overcame technical barriers for some key agri-food products. For example, Post in Brussels reported the successful conclusion of Canadian Paylean-Free Protocol, thereby opening market for Canadian pork industry in the EU; Brussels also reported the removal of a technical barrier preventing the entry of Canadian organic products into the EU; Post in Beijing was instrumental in the modification of the protocol facilitating the entry of seed potatoes into China.
	b. APF (for 10 additional positions and regularizing the existing 6.5 positions transferred)   c. Trade Opportunities Strategy (TOS) / Annual Reference Level Update (ARLU) (for original positions)	$15.8 M (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes) $9.5 M (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes)	$3.2 M (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes) $1.9 M	$3.2 M       $1.9 M	1. Workplans developed for all agri-food positions abroad, harmonized as much possible with DFAIT=s planning and reporting requirements.	Planning and reporting harmonized. Workplans and reports developed.
					2. Vacant positions staffed.	Positions staffed (Brussels, Beijing, Moscow).
					3. Training and pre-posting tour arranged for new agri-food specialists incumbents.	Outreach and training provided for China trade commissioner.
					4. Review of agriculture and food positions abroad in line with priority markets.	Review undertaken. Resulted in elimination of Brussels investment position and creation of a new position in New Delhi.
					5. Re-integration strategy developed for returning agri-food specialists from abroad.	Re-integration strategy implemented.
	2. DFAIT	Client Service Fund (for general expenditures in support of the positions)	$5.3 M	$1.1 M	$1.1 M	Over 260 initiatives related to the agriculture, food and seafood sector completed.
Total		Total $42.5 M (for fiscal years 2003/04 to 2007/08	Total $8.7 M	Total $9.0 M
Comments on variances: AAFC Senior Management agreed that additional funds be spent on international priorities, therefore, budget was increased from $2.5 million to $2.8 million.
Results Achieved by Non-Federal Partners: Not applicable
Contact Information: Rose McParland Manager International Markets Coordination 613-759-6531

Note: The Planned Spending figures represent the amounts identified in Main Estimates for this program.

 

Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)

Start Date of the Horizontal Initiative: April 1, 2003
For Agricultural Policy Framework (APF) - Business Risk Management funding, which covers CAIS.

End Date of the Horizontal Initiative: March 31, 2008
For APF-Business Risk Management funding, which covers CAIS.

Total Federal Funding Allocation: $2,400.0 million over five years.

Description of the Horizontal Initiative:
The CAIS program is one of two core business risk management programs available to producers under the APF. The other core program is Production Insurance. CAIS integrates stabilization and disaster protection into a single program, helping producers protect their farming operations from both small and large drops in income. CAIS replaces the Canadian Farm Income Program (CFIP) and Net Income Stabilization Account (NISA) program, both of which ended with the 2002 program year.

Shared Outcome(s):
To assist producers in protecting their farming operations from drops in income due to circumstances beyond their control.

Governance Structure(s):
The CAIS program is part of the comprehensive APF developed by federal, provincial and territorial Ministers of Agriculture, and falls under the Business Risk Management priority. Funding is 60% federal and 40% provincial/territorial.
The CAIS program is delivered in British Columbia, Saskatchewan, Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, and Yukon by a federal administration. In Alberta, Ontario, Quebec, and Prince Edward Island, the CAIS program is delivered provincially.

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
AAFC	a. CAIS	$2.4 B (for fiscal years 2003/04 to 2007/08)	$610.0M ($570.0M for Contributions; $40M for operations)	$969.5M	Increased awareness by the sector of the Canadian Agricultural Income Stabilization Program	The administration continued to offer enhanced client service through rigorous program promotion activities which included CAIS producer sessions, accountant sessions, trade shows and targeted information sessions. A number of industry advisories were also issued to highlight program changes to form preparers.
		Total $2.4B (See note)	Total $610.0M (See note)	Total $969.5M
Comments on variances: CAIS is a demand-driven program with actual spending based on program requirements.
Results Achieved by Non-Federal Partners: Planning and execution done jointly (federal, provincial, territorial), therefore provincial/territorial results are consistent with federal results.
Contact Information: Michele Taylor Director General Farm Financial Programs Branch 204-984-5647

Note:
The Planned Spending figures represent the amounts identified in Main Estimates. Spending reflects all costs incurred by the department (salary, operating, transfer payments).

See also the related horizontal initiative: Production Insurance

 

Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2008

Total Federal Funding Allocation: $62.6 million over five years

Description of the Horizontal Initiative:
Farmers and/or their spouses are offered assistance for skills development and access to training that could result in increased on or off-farm income. Assistance is provided to access training in areas such as improved farm practices and farm business management including accounting, finance, human resource management; training for other employment; or training to acquire skills for starting a new business. To access training, financial support such as tuition fees for courses, supplies for courses as well as travel and accommodation is provided.

Shared Outcome(s):
(a) Farmers' profitability increased;
(b) Improved choices about sources of income; and
(c) Production of farm products based on market and consumer demands respecting food safety and food quality and environmentally-responsible production, and opportunities from science and innovation captured.

Governance Structure(s):
Program development with Renewal federal/provincial/territorial working group. Program delivery by Service Canada (Human Resources and Social Development Canada (HRSDC)), Provincial Governments and Third Party delivery agents.

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
AAFC/Human Resources and Social Development Canada (HRSDC)	Canadian Agricultural Skills Service	$62.6M (for fiscal years 2003/04 to 2007/08)	$22.0M	$16.1M	Realization by farmers of business and personal goals	In 2006-2007, 6,528 producers participated, bringing the cumulative total to more than 9,000; 84% of those surveyed indicate satisfaction with the program.
		Total $62.6M	Total $22.0M	Total $16.1M
Comments on variances: A late start to the program (2005/06) slowed participation early in the APF; uptake has grown significantly with increasing awareness and with the introduction of the Options program, which linked income support for low income farm families to participation in Renewal programs (CFBAS and/or CASS).
Results Achieved by Non-Federal Partners: CASS is delivered through agreements with five provinces (Ontario, Manitoba, Saskatchewan, Alberta, and Prince Edward Island) and through Service Canada in the remaining four provinces and the Yukon (CASS is not available in Quebec and only available on demand in Nunavut and North West Territories).  Of the 6620 producers who participated in 2006- 07, 6489 were in the provinces with provincial delivery arrangements and 131 were in the provinces/territories served by Service Canada.  In the provinces with provincial delivery arrangements, participation was as follows: Ontario (620), Manitoba (1004), Saskatchewan (4394), Alberta (428), and PEI (43).  In provinces covered by Service Canada, participation was as follows: British Columbia (89), New Brunswick (14), Nova Scotia (27) and Newfoundland (1).  Overall, analysis to date indicates that 83% of participants surveyed were satisfied or very satisfied with the services provided through the provinces.
Contact Information: Lois James Director, Renewal Division Farm Financial Programs Branch 613-715-5534

Note: The Planned Spending figures represent the amounts identified in Main Estimates for this program.

 

Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2008

Total Federal Funding Allocation: $15.0 million over five years

Description of the Horizontal Initiative:
The Co-operatives Secretariat was established in 1987 to help the Government of Canada respond more effectively to the concerns and needs of Canadian co-operatives. The Secretariat advises the government on policies affecting co-operatives, co-ordinates the implementation of such policies, promotes co-operatives within the federal government, and provides a link between the co-operative sector and the many federal departments and agencies with which they interact.

Shared Outcome(s):
The end outcome of the Government of Canada with respect to co operatives is the expanded use of the co-operatives model to enhance the economic growth and social development of Canadian rural and urban society. The objectives are to:
- raise awareness of the co operative model and of the role that co operatives can play in both social and economic development;
- promote policies, programs and legislation that support co operatives development to achieve federal policy objectives, and greater harmonization of efforts; and
- encourage the growth of existing co operatives and the creation of new co-operatives to meet the social and economic needs of Canadians.

Governance Structure(s):
The Co-operatives Secretariat was created to improve the relationship between Canadian co operatives and the 17 federal departments and agencies currently known to have legislation, policies or programs affecting co operatives. Formal mechanisms for collaboration include the Interdepartmental Committee on Co operatives, dialogue with provincial collaborators and sector working groups. The Co-operatives Secretariat, working closely with the Minister responsible for co-operatives, acts as a coordinator for interaction between the government and the co operative sector. The Minister also receives advice on a regular basis from the Co-operative Development Initiative Steering Committee, composed of people involved in, and knowledgeable of, the co-operative sector and community development. The Secretariat is headed by an Executive Director, and administrative services for the Secretariat are provided by AAFC. More details on the functions of the Secretariat are available at http://www.agr.gc.ca/policy/coop.

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
Co-operatives Secretariat/ AAFC    17 departments and agencies with legislation, policies and programs that affect co‑operatives	Co-operative Development Initiative (CDI): - Advisory   Services - Innovation &   Research	$15.0 M (for fiscal years 2003/04 to 2007/08)	$4.4M	$5.2M	Enhanced capacity for development of co-operatives.	- Supported 584 local initiatives  that led to the creation of  38 new co-operatives, and enhanced capacity for 114 existing co-operatives
					Government policies, programs, and services increase opportunities, mitigate barriers and enhance capacity for co-operative development	- Held consultations with farmers and agricultural co operatives to explore the challenges and opportunities that exist for agricultural co-operative development. - Provided support for the publishing of co-op zone. - Delivered community development events
		Total   $15.0 M	Total $4.4M	Total $5.2M
Comments on variances: No significant variances
Results Achieved by Non-Federal Partners: Not applicable
Contact Information: Donna Mitchell Executive Director Rural and Co-operatives Secretariats 613-759-7113

Note: The Planned Spending figures represent the amounts identified in Main Estimates for this program.

 

Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2008

Total Federal Funding Allocation: $100.0 million over five years

Description of the Horizontal Initiative:
These services will provide eligible farmers access to financial consultants who will help them assess their finances and develop succession plans, action plans and business plans (financial, marketing, value-added).

Shared Outcome(s):
(a) Farmers' profitability increased;
(b) Improved choices about sources of income; and
(c) Production of farm products based on market and consumer demands respecting food safety and food quality and environmentally responsible production, and opportunities from science and innovation captured.

Governance Structure(s):
Program development and performance measurement by Renewal federal/provincial/territorial working group.

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
AAFC	i) Canadian Farm Business Advisory Services (CFBAS), which has two phases:
	a.  Farm Business Assessment (FBA) - This included, for the beginning period of the program, in cases where provinces had not yet signed their respective APF Implementation Agreements, the Farm Consultation Service (FCS), which was an existing program similar to FBA. Costs to deliver FCS have been included in FBA allocations.	$53.2 M	Refer to total below.  Funds are not broken down by sub-initiatives.	Refer to total below.  Funds are not broken down by sub-initiatives.	Realization by farmers of business and personal goals.	In 2006-2007, 4793 producers participated in FBA, 2021 of these through Options. The cumulative total of FBA programs (including Options) was 10,869.  57% of FBA participants surveyed expected benefits to farm income and profitability.
	b. Specialized Business Planning Services (SBPS)	$20.7 M	Refer to total below. Funds are not broken down by sub-initiatives	Refer to total below. Funds are not broken down by sub-initiatives	Realization by farmers of business and personal goals.	598 producers participated in SBPS in 2006-2007, with a cumulative total of 1,159. 72% of SBPS participants surveyed felt they had increased their understanding of success factors
	ii) Planning and Assessment for Value-Added Enterprises (PAVE)	$26.1M	Refer to total below. Funds are not broken down by sub-initiatives.	Refer to total below. Funds are not broken down by sub-initiatives.	Realization by farmers of business and personal value-added goals	45 producers participated in PAVE during 2006-2007, with a cumulative total of 133.
Total		Total   $100.0 M (fiscal years 2003/04 to 2007/08)	Total $10.8M	Total $13.5M
Comments on variances: No significant variances
Results Achieved by Non-Federal Partners: Not applicable
Contact Information: Lois James Director Renewal Division Farm Financial Programs Branch 613-715-5534

Note: The Planned Spending figures represent the amounts identified in Main Estimates for this program.

 

Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2008

Total Federal Funding Allocation: $27.0 million over five years

Description of the Horizontal Initiative:
To establish minimum standards, as well as inspection and enforcement strategies for manufacturers of medicated feed for food-producing animals. Also to establish the On-Farm Food Safety Recognition Program, which will provide government recognition of Hazard Analysis Critical Control Point (HACCP) - based food safety systems developed and implemented by national producer associations. Specific activities under the medicated feeds initiative will:

• promulgate and implement medicated feed regulations establishing minimum standards for manufacturers of medicated feed for food producing animals; and
• establish standards and policies supporting the design and implementation of an inspection and licensing system for these feed mills and farms by evaluating their manufacturing procedures and records.

Specific activities under the on-farm food safety recognition initiative will:

• establish a recognition system for on-farm food safety programs, which will ensure that adequate government oversight mechanisms are in place to maintain the confidence of Canada's trading partners and facilitate open access to marketplace.

Shared Outcome(s):
(a) protect human health by reducing exposure to hazards; and
(b) increase consumer confidence in the safety and quality of food produced in Canada [MOU, section 1.2].

Governance Structure(s):
The MOU Governance Model includes three levels:

1. the Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
2. the Deputy Ministers' Committee which reviews and recommends the annual release of funds that are held in frozen allotment by Treasury Board Secretariate (TBS), and recommends the Minister's approval of changes, where objectives of this MOU change materially; and
3. the Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort for dispute resolution.

A TBS official sits as an ex-officio member on the first committee.

This MOU Governance Structure is supported by the Interdepartmental Director General Working Group, whose members are the relevant Directors General from AAFC and CFIA and a Senior Director from TBS.

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
1. AAFC (work performed by CFIA)	a. On-Farm Food Safety Recognition Program (OFFSRP)	$10.0M	$2.0M	$2.4M	CFIA technical review procedure manual (generic HACCP model and producer manual) up-date and implementation. Management system technical review process finalized and implemented.	Continued modification / updating of program tools when and where necessary.
					Technical reviews of industry-submitted generic HAACP models and producer manuals completed.	Completed two technical reviews of industry generic HACCP models and producer manuals.
					Pilot the CFIA technical review procedure manual (management system). Technical reviews of industry-submitted management system manuals including auditor training manuals completed.	Completed three technical review pilots of industry management systems.
					Development of requirements, criteria and procedures for the assessment of national program implementation and delivery including accreditation of third-party organizations leading to recognition.	Developed draft qualification criteria for 3rd party auditor. Drafted 3rd party audit services preferred option report.
					Development of criteria and process materials for the on-going assessment of OFFSRP.	Initiated development of final recognition step.
					Options developed for a web-based hazard database.	Updated hazard database information and initiated consultation with stakeholders.
					Development of on-farm and/or post-farm generic HACCP models and guidelines initiated.	Generic models for three commodities at various stages of development. Industry guidelines for three commodities at various stages of development.
					Human resource capacity developed within both government and industry with respect to HACCP knowledge.	The CFIA provided to both, AAFC employees and AAFC industry stakeholders, technical knowledge and expertise that assisted them in the development of their HACCP knowledge.
					Criteria established and process material prepared for post farm recognition process.	Post farm recognition process needs assessment completed and criteria development initiated.
					F/P/T system developed for information sharing; monitoring and surveillance mechanisms strengthened to enhance food safety and emergency preparedness.	Determined scope of a baseline study and the project was initiated. CFIA worked with interdepartmental colleagues on the development of key strategies and consulted with P/T governments and external stakeholders
					(Work to be done by CFIA to pursue AAFC and CFIA Strategic Outcomes)
2. CFIA	b. Medicated Feed Regulations	$17.0M	$3.5M	$2.0M	Consultations with industry held to raise awareness of regulatory requirements.	Stakeholders were informed of the revised regulatory proposal during meetings November 2006 through March 2007.
					Development of regulations finalized and published in Canada Gazette Part 1.	Additional revisions to the regulatory proposal were made to make it more outcome-based. The Regulatory Impact Analysis Statement and cost benefit have been reviewed and revised in anticipation of finalized regulatory text for publication in Canada Gazette, Parts 1 and 2 in 2007-08.
					Functional licensing office opened and training and assessment program developed.	Development of the application process has been on hold pending approval of the regulations. The licensing office will be opened and functional during the expected one year phase in of the regulations. A training strategy and training modules that form the basis of inspector certification have been developed and a Statement of Work to have the training program and approach completed was posted on MERCKS.
					Development of lab accreditation system continued	Development of the laboratory accreditation system is ongoing. A mass spectrometer /liquid chromatograph was purchased to provide improved capability to determine trace levels of medicating ingredients.
					Valid compliance information gathered and reporting mechanism improved.	Inspection activities continue to assess sector adaptation to the anticipated controls in the medicated feed regulatory framework. Inspection protocols continue to be adjusted and piloted to support the regulations. Development of computer based compliance systems were delayed pending finalization of the regulatory proposal. They will be initiated on publication of the regulatory proposal.
					(Work to be done by CFIA to pursue AAFC and CFIA Strategic Outcomes)
		Total $27.0 M (for fiscal years 2003/04 to 2007/08; funds transferred from AAFC to CFIA)	Total $5.5 M (funds transferred from AAFC to CFIA)	Total $4.4M
Comments on variances: Expanded activities were added in support of the On-Farm Food Safety Recognition Program for the 2006-2007 fiscal year. Medicated Feeds - Publication of the regulations has been delayed due to on-going BSE pressures.  Work on activities, such as finalization of applications, license procedures and standard operating procedures can not go forward until publication.
Results Achieved by Non-Federal Partners:
Contact Information: Anita Stanger Director, Food Safety and Quality Programs Division 613-759-6234

Note: The Planned Spending figures represent the amounts identified in Main Estimates for this program.

 

Name of Lead Department(s): i) Agriculture and Agri-Food Canada (AAFC); and ii) EC

Start Date of the Horizontal Initiative: April 1, 2004

End Date of the Horizontal Initiative: March 31, 2008

Total Federal Funding Allocation: $25.0 million over four years

Description of the Horizontal Initiative:
This initiative involves the development of non-regulatory agri-environmental "performance standards" (i.e., outcome-based standards) that will address both desired levels of environmental quality, and the levels that are considered achievable based on available technology and practice. These standards will act as benchmarks and targets against which environmental performance can be assessed. They may also help guide development of practices used by producers and industry to help reduce environmental risks and provide benefits to the health and supply of water, the health of soils, the health of air and the atmosphere, thus ensuring compatibility between biodiversity and agriculture. Standards will be developed in four theme areas: Air, Water, Biodiversity and Pesticides. Soil Quality and Climate Change will be considered across all theme areas

Shared Outcome(s):
(a) Consistent national agri-environmental standards are available to support, assess, and demonstrate progress towards the goal of environmentally sustainable agriculture in Canada; 
(b) Recognition of Canada's role as a world leader in environmentally responsible agricultural production is advanced;
(c) Environmental farm planning and the move towards environmental farm certification is supported;
(d) Uptake of national standards to benefit the health and supply of water, soil, air and atmosphere; and
(e) Compatibility between agriculture and biodiversity is ensured.
[MOU, Table 1: Results and Outcomes by Activity Area]
[RMAF, NAESI Logic Model]

Governance Structure(s) :
The MOU Governance Model includes three levels:
(1) the Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) the Deputy Ministers' Committee which reviews and recommends the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommends Ministers' approval of changes, where objectives of this MOU change materially; and
(3) Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort for dispute resolution.

A TBS official sits as an ex-officio member on the first committee.

This MOU Governance Structure is supported by the Interdepartmental Director General Working Group, whose members are the relevant Directors General from AAFC and EC and a Senior Director from TBS.

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
AAFC	MOU with EC on NAESI	$25.0 M (for fiscal years 2004/05 to 2007/08)	$5.5 M	$5.5 M	1. Work continued on primary data gathering, on the ground monitoring, and scientific research that began in 2005/06. 2. Preliminary results obtained or progress reports prepared for some work started in 2005/06. 3. Communication material produced and stakeholder consultations conducted.	1. significant data was gathered in all four theme areas in support of standard development. 2.  development of methodologies and/or protocols for all standards.  Some draft standards developed in 2006/07.  Several papers produced. 3.  Stakeholder workshop conducted in March, 2006.  NAESI website hosted by AAFC; technical series cd published; information brochure produced; NAESI newsletter vol. 1 produced.
Total		Total $25.0 M (Work to be done by EC to pursue joint EC/AAFC Strategic Outcomes)	Total $5.5 M (Work to be done by EC to pursue joint EC/AAFC Strategic Outcomes)	Total $5.5 M
Comments on variances: No variances
Results Achieved by Non-Federal Partners: Not applicable
Contact Information: Alexandre Lefebvre Manager, NAHARP Agri-Environmental Policy Bureau 613-759-7278

Note: The Planned Spending figures represent the amounts identified in Main Estimates for this program.

 

Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2008

Total Federal Funding Allocation: $56.5 million over five years

Description of the Horizontal Initiative:
To conduct research-related work in support of a) standard setting, b) on-farm food safety standards, c) national integrated enteric pathogen surveillance d) human health impact of on-farm anti-microbial use and e) water quality surveillance.
Specific activities will include:

• development of on-farm food safety standards related activities that support industry-developed food safety programs (i.e., information collection and analysis; the conduct of risk assessments; consultation with industry, federal, provincial and territorial colleagues and other relevant and interested parties; decision-making; communication; and information dissemination);
• research that addresses hazards of public health significance and supports on-farm food safety standards;
• development of a national integrated pathogen surveillance program to link human exposure to pathogens from animal and other food sources to the occurrence of human enteric illness in the population;
• development of an integrated antimicrobial resistance program that can measure the impact of agri-food and aquaculture sector antimicrobial use, and other management factors on the emergence of antimicrobial resistance in human pathogens at the farm level;
• development of a better understanding of the impact of agriculture on the prevalence, levels and sources of microbiological (faecal) contamination at drinking water supply intake points and recreational beaches.
• detection, characterization and control of microbial and chemical hazards through the entirety of the food continuum to insure the safety of foods during production, processing, storage and distribution by using an integrated approach from the farm to the consumer.

Shared Outcome(s):
(a) protect human health by reducing exposure to hazards;
(b) increase consumer confidence in the safety and quality of food produced in Canada; and
(c) reduce agricultural risks to the environment and provide benefits to health and supply of water, with key priority areas being nutrients, human pathogens, pesticides and water conservation. [MOU, section 1.2]

Governance Structure(s):

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
1. HC	a. On-Farm Food Safety Standards	$11.9 M	$2.5 M	$2.5 M	Increased quality, quantity and availability of information relevant to on-farm food safety issues.	Risk assessments were finalized for many chemicals and microbial hazards, serving as the basis for the development of risk management strategies.
					Policies and risk management strategies applicable on-farm	Several Non-Profit Organizations (NPO) were to have prepared HACCP plans for review this fiscal. There is a sense that the NPO's are reluctant to accept these due to implementation costs.
					Industry developed on farm food safety programs are recognized by on-farm food safety recognition programs	Version 4.0 of Canada's strategy for Safe foods (CSSF) was presented to the Canadian Food Inspection System Implementation Group (CFISIG). It was agreed that the CSSF will be brought to FPT Agriculture Regulatory ADM's in Q4.
					Ongoing collaborations with Federal, Provincial and Territorial (F/P/T) governments on issue identification, gap analysis and data collection in support of research and/or policy development. (Work to be done by HC and Public Health Agency of Canada (PHAC) to pursue AAFC, HC and PHAC Strategic Outcomes)	Consultations with AAFC/Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) on the next generation of Agricultural Policy Framework (APF), will help guide Federal Provincial and Territorial (FPT) negotiations on the development of the policy.
	b. Research in Support of Standard Setting	$9.2 M	$2.0 M	$2.0 M	Increased capacity to identify and monitor key foodborne pathogens and chemical contaminants in food and food inputs at the farm level.	Several methods and protocols were developed for various chemical and microbial contaminants at the farm level.
					Increased scientific knowledge of key pathogens and chemical contaminants in food and food inputs at the farm level.	Manuscripts in preparation and in print, literature reviews conducted, over 500 various samples analysed for microbial hazards.
					Increased scientific contribution to the development of evidence-based on-farm food safety intervention strategies	Occurrence data collected for alternaria, ochratoxin A, various ionic toxicants, bound fumonisins, pesticides, veterinary drugs and other chemical contaminants at the farm, producer, manufacturer and retail levels for foods ranging from eggs to corn, wheat potatoes, pasta and more. Literature reviewed, culture collections established and collaborations initiated.
					Established and/or strengthened partnerships among government policy makers, government researchers, academia and industry associations to optimize coordinated on-farm food safety research. (Work to be done by HC to pursue AAFC and HC Strategic Outcomes)	Food samples from various sources, farm, retail, manufacturer, were analysed for contamination and shared with collaborators. Meetings held with various Academia in Canada and abroad leading to Natural Science and Engineering Research Council (NSERC) grants. Risk assessments were updated, codes of practice for manufacturers of raw milk cheese developed and circulated for comment. Risk profile for Mycobacterium paratuberculosis (MAP) was circulated to international experts for comment, a preliminary Food Safety Policy Investigation document and team was developed
PHAC	c. National Integrated Enteric Pathogen Surveillance	$3.3 M	$0.7 M	$0.7 M	Sampling continued and first sentinel site fully implemented	Conducted sampling and testing (Ongoing from Year 3) for human, food, food animals, and water in 1st sentinel site.
					Advisory Committee meeting held	Consultations and Advisory Committee meetings conducted and documented
					Meeting held with international integrated surveillance personnel to ensure program aligns with international as well as national goals	Several invitations to US FoodNet meetings. Joint approaches have been discussed.
					First year data analyzed	Conducted data analysis and disseminated
					Information products developed and distributed	Annual report & Quarterly reports
					Quality of data from surveillance activities monitored	Coordinated and collected standardized data.
					Program design presented and results disseminated	Work presented in numerous venues and has received very positive feedback.
					Funding for additional sentinel sites requested (Work to be done by PHAC to pursue AAFC, HC, and PHAC Strategic Outcomes)	Success in obtaining funding for enumeration study (an additional collaborative project funded by OMAFRA). Have pursued funding to increase sentinel sites but unsuccessful to date since work is viewed as a federal role that should obtain federal funding.
PHAC	d. Human Health Impact of On-Farm Antimicrobial Use	$3.3 M	$0.7 M	$0.7 M	Surveillance framework refined for 110 sentinel swine herds in 5 major pork producing provinces.	Refined methodologies implemented in Year 4 to maintain a surveillance framework involving 29 swine veterinarians and 110 sentinel swine herds in 5 major pork producing provinces.
					Methodologies developed in data management, analysis and reporting	Laboratory data for 2006 received Feb. 2007; analysis to follow. Confirmed ongoing participation of veterinarians to maintain herds in: (additional herds added through provincial APF funding) Alberta: 16 (Alberta APF Funds: + 10) Saskatchewan: 5 (Sask. APF Funds: + 10) Manitoba: 12 Ontario: 29 Quebec: 28
					Antimicrobial resistance research supported through the participation in the Canadian Bovine Mastitis Research Network	Research work in AMR supported through the Cdn Bovine Mastitis Research Network
					Stakeholders and the Advisory Committee consulted to refine the surveillance program (Work to be done by PHAC to pursue AAFC HC, and PHAC Strategic Outcomes)	Consulted with stakeholders & Advisory Committee to refine surveillance program
	e. Water Quality Surveillance	$4.8 M ($4.0 M for HC; $0.8 M for AAFC)	$1.2 M ($1.0 M for HC; $0.2 M for AAFC)	$0.7 M ($0.7 M for HC; $0.0 M for AAFC)	Project managed, technical activities coordinated, and planning and related meetings attended (HC)	Project on track, planning and related meetings held.
					Water and faecal sampling continued; 90% completed (AAFC).	Approx. 90% of total sampling completed
					Analysis involving microbiological, microbial source tracking continued, 90% completed; library validation completed (HC)	Approx. 90% of total sample analysis for levels/prevalence and 75% of total isolate analysis (for Microbial Source Tracking (MST)) completed. Construction of data library and validation completed.
					Land use surveys completed (AAFC).	Land use surveys completed
2. AAFC (Work performed by AAFC)	a. Research in Support of APF Priorities	$24.0 M	$4.1 M	$4.0 M	Scientific knowledge advanced and basic data on food safety provided on, allergens, chemical toxicants, viruses, microbial pathogens and antimicrobial resistance.	Over 100 scientific publications providing new knowledge on pathogenic viruses, allergens, mycotoxins, antimicrobial resistance and pathogenic bacteria have been generated and technology transferred to stakeholders. Viruses: A method developed to detect noroviruses in oysters was used to investigate a foodborne illness outbreak in BC. The federal Food and Environment Virology Network established by scientists from AAFC, CFIA, and HC was recognized as a significant achievement by the Deputy Minister of Health Canada. Discovered gene sequences in food borne viruses and bacterial pathogens were reported to international gene banks. Allergens: Formal partnership established with EU-based allergen research consortium to further collaboration. Effects of food processing on allergenicity of casein partially elucidated. Mycotoxins: Successfully developed mycotoxin detection method used to ensure wines from late harvest grapes were free from ochratoxin A and tenuazonic acid. Detoxification strategy for mycotoxins (DON) contaminated barley developed. A bacterial strain, isolated from chicken gut, is studied as a novel biological decontamination process for materials contaminated with DON. Antimicrobial Resistance (AMR) Bacteriophages, natural microbials, probiotics and competing flora are being evaluated as substitutes for prophylactic antibiotic use in animal feed. Potential result is a decrease of human exposure to bacterial pathogens resistant to clinical antibiotics. Pathogens: Pathogenic bacterial strains in feedlots, slaughterhouses and beef packing plants partially mapped and antimicrobial resistance characterized. Hazard Analysis Critical Control Point (HACCP) in meat packing plants and throughout the distribution chain are characterized and a better understanding of the origin of beef contamination with Escherichia coli has been achieved.
		Total $56.5M (portions where AAFC is listed as a partner and work is performed by HC and/or PHAC involves funds transferred from AAFC to HC)	Total $11.2 M (portions where AAFC is listed as a partner and work is performed by HC and/or PHAC involves funds transferred from AAFC to HC)	Total $10.6 M (portions where AAFC is listed as a partner and work is performed by HC and/or PHAC involves funds transferred from
Comments on variances: No variances
Results Achieved by Non-Federal Partners: Not applicable
Contact Information: Dr. Maria Nazarowec-White Ph.D. Food Safety and Quality - Research 613-759-6378

Note: The Planned Spending figures represent the amounts identified in Main Estimates for this program.

 

Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2008

Total Federal Funding Allocation: $2.0 billion estimated over five years

Description of the Horizontal Initiative:
Under the Agricultural Policy Framework, Production Insurance is one of two core federal-provincial-territorial Business Risk Management programs available to Canadian producers. Production Insurance provides income protection against production losses resulting from uncontrollable natural hazards

Shared Outcome(s):
Expand production loss protection to a broader range of agricultural commodities to further reduce the need for ad hoc compensation.

Governance Structure(s):
Production Insurance is a provincial-territorial program to which the federal government contributes financially under federal-provincial-territorial Agricultural Policy Framework Implementation Agreements. Governance structure includes various national standards outlined in federal Production Insurance Regulations and federal-provincial-territorial committees (Production Insurance and Business Risk Management Working Groups as well as Policy Assistant Deputy Ministers).

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
1. AAFC	a. Production Insurance	$2.0 B (for fiscal years 2003/04 to 2007/08)	$407.2 M	$345.6 M	Increased number of program options available to farmers.	A total of 22 new program options were offered, which include improvements to forage, potato storage, vegetable loss, higher coverage and new crops
					Increased participation in provinces/territories implementing new program options.	Target participation rate for crop acreage (70%) was achieved in Manitoba (80.94%) and Quebec (75.31%), while the national average came in at 64.23 %. Target participation for forage (50%) not met (23.32%), but insured acreage increased for 2006.
					Consistency achieved in federal support to Production Insurance programs between provinces/territories	Transition to target 60/40 federal-provincial cost-share achieved in 2006 for all provinces.
		Total $2.0 B    (See note)	Total $407.2 M (See note)	Total $345.6 M
Comments on variances: Actual expenditures are lower than initially planned due to lower grain and oilseed prices which have reduced total premiums and due to the fact that no livestock insurance programs have been introduced to date.
Results Achieved by Non-Federal Partners: Planning and execution are carried out jointly (federal, provincial, territorial), therefore provincial results are consistent with federal results.
Contact Information: Daniel Miller Acting Director Production Insurance and Risk Management Division Farm Financial Programs Branch 613-759-7518

Note: The Planned Spending figure represents the amounts identified in Main Estimates for this program.  Planned spending includes Production Insurance premiums, Production Insurance administration expenses, Wildlife Damage Compensation, and Wildlife Damage Compensation administration expenses.

See also the related horizontal initiative: Canadian Agricultural Income Stabilization program

 

Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2008

Total Federal Funding Allocation: $60.0 million over five years

Description of the Horizontal Initiative:
The Government of Canada has mandated the Rural Secretariat with developing, coordinating, and implementing a national, coordinated, cross-government approach to better understand the issues and concerns of rural Canadians, and to encourage federal departments and agencies to make adjustments to their policies, programs and services to reflect the unique needs of rural communities. In conjunction with 34 federal departments and agencies - the Canadian Rural Partnership- the Government of Canada aims to integrate its economic, social, environmental and cultural policies to enhance the quality of life for rural Canadians.

Shared Outcome(s):
The end outcome is enhanced access by rural Canadians to opportunities which will allow them to contribute to and benefit from Canada's prosperity and success. Based on six guiding principles of:

• community is the cornerstone of rural development;
• collaboration across and amongst government;
• flexible government approach to address rural diversity;
• multi-faceted/integrated approach to realize a community's potential;
• local leadership underpins the community's capacity; and business and entrepreneurship are essential components of building strong rural communities

Governance Structure(s):
The federal partnership - the Canadian Rural Partnership - is managed by the Rural Secretariat based in AAFC in cooperation with an Assistant Deputy Minister Steering Committee and an Interdepartmental Working Group with representatives from federal departments and agencies involved in the rural agenda.  Horizontal coordination and leadership are provided by the Rural Secretariat under the direction of the Secretary of State for Rural Development.  This collaborative effort is reinforced by Rural Teams in each province and territory comprised of the federal government in the region with most teams also including members from the provincial or territorial government and/or sectoral stakeholders.  At the Federal/Provincial/Territorial (F/P/T) level there is an Assistant Deputy Ministers Committee, and a Working Group reporting to FPT Ministers responsible for the Rural file.

Federal Partners Involved in each program	Names of Programs	Total Allocation	Planned Spending for 2006/07	Actual Spending in 2006/07	Expected Results for 2006/07	Achieved Results in 2006/07
Rural Secretariat	1. Rural Dialogue 2. Rural Lens 3. Rural Research and Analysis 4. Outreach 5. Rural Programs	$60.0 M	$14.3M	$15.7M	A stronger rural voice	Engaged over 200 communities in dialogues, learning events and development initiatives including the needs of rural women, social enterprises, and community revitalization. (Refer to the Departmental Performance Report (DPR) for details)
					Enhanced capacity for development of rural communities	- Launched the community information database - Introduced the decision making tools to communities - Published rural profiles at the national and provincial levels - Continued implementation of community capacity building models
					Government policies, programs, and services increase opportunities, mitigate barriers and enhance capacity of rural development.	- Engaged with AAFC, Natural Resources Canada (NRCan), and Department of Fisheries and Oceans (DFO) in a working group on sustainability of resource based industries. - Raised participation in the Rural Development Network (RDN) from 20 to 34 federal departments and agencies. - Shared with Other Government Departments (OGDs) information re rural poverty, community vulnerability, immigration, and other issues of interest to rural stakeholders.
Total		$60.0 M (for fiscal years 2003/04 to 2007/08)	$14.3 M	$15.7M
Comments on variances: No variances
Results Achieved by Non-Federal Partners: Not applicable
Contact Information: Donna Mitchell Executive Director Rural and Co-operatives Secretariats 613-759-7113

Note: The Planned Spending figures represent the amounts identified in Main Estimates for this program.

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