ARCHIVED - RPP 2006-2007
Agriculture and Agri-Food Canada

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Details on Project Spending for Agriculture and Agri-food Canada

($ millions)	Current Estimated Total Cost 1	Forecast Spending to 31-Mar-06 2	Planned Spending 2006-2007		Planned Spending 2007-2008		Planned Spending 2008-2009		Future Year Spending Requirement
Project name and phase
Projects over $5 million
Skyline Campus 3	14.1	5.4	2.1		6.6		-		-
Projects With Specific Program Activities:
Business Risk Management
Enhancements to the Delivery Systems for the Business Risk Management Programs under the Agricultural Policy Framework (Project Definition Phase)	125.0	37.3	-	(4)		(4)		(4)	87.7
Total Business Risk Management	125.0	37.3	-		-		-		87.7
Environment
Saskatchewan (Swift Current), Duncairn Dam, (Project Close Out Phase)	10.0	8.4	0.2		-				1.4
National Land and Water Information Service (NLWIS), (Project Definition Phase)	100.1	24.9	22.8		26.2		26.2		-
Junction Dam Rehabilitation	6.7	0.8	0.3		4.6		1.0		-
St. Boniface General Hospital	5.6	1.4	3.7		0.2		0.2		0.2
Total Environment	122.4	35.5	27.0		31.0		27.4		1.6
Innovation and Renewal
Quebec (Lennoxville), Dairy Research Facility (Initial Planning and Identification Phase)	10.0	0.8	0.6		5.2		3.2		0.2
Ontario (Ottawa) Greenhouse and Growth Chamber Facility (Initial Planning and Identification Phase)	10.0	0.9	3.0		6.0		0.1		(0.0)
Total Innovation and Renewal	20.0	1.7	3.6		11.2		3.3		0.2
Total for Projects over $5 million	281.5	79.9	32.7		48.8		30.7		89.4
1 The Current Estimated Total Cost number includes both expenditures made in previous years and expenditures forecast for 2005-2006 and beyond.
2 Forecast Spending to March 31, 2006 includes expenditures incurred in prior years.
3 Skyline Campus figures reflect only those costs to be funded through AAFC reference levels.
This project is Corporate in nature and pertains to all Program Activities.
4 Future years' Planned Spending for the Enhancements to the Delivery Systems for the Business Risk Management Programs under the Agricultural Policy Framework project is anticipated to total $87.7 million for an Estimated Total cost of $125.0 million, however, these resources have yet to be brought into the Department's reference levels.
TBS requires that we identify projects by phases. Typically, project phases include: Initial Planning and Identification; Project Definition; Project Implementation; and Project Close-out.
Provide rationale for any major changes in allocation of resources and/or spending trends from previous RPP

Table 11: Status Report on Major Crown Projects

Over the next three years, Agriculture and Agri-Food Canada will be the lead department and will manage the following major Crown project:

2006-2007, 2007-2008 and 2008-2009

---

National Land and Water Information Service
For further information on the above-mentioned major Crown project see the web site.

Status Report on Major Crown Projects for Agriculture and Agri-Food Canada

Description: The National Land and Water Information Service is an initiative of Agriculture and Agri-Food Canada (AAFC) under the Agricultural Policy Framework (APF) to make available, to land-use decision makers, decision tools and environmental information to support and inform local and regional land-use planning and management. This supports the government's objectives for an environmentally sustainable agriculture sector.

The National Land and Water Information Service will support improved decision making in agriculture through the provision of timely and relevant geo-spatial information to land management decision makers across Canada. The Service will provide a coordinated national approach for managing, interpreting and disseminating information, by strategically linking the land, soil, water, air, climate and biodiversity capacities of federal departments, provincial and municipal governments and non-governmental organizations. The federal government's desire for promotion of technology through the Government On-Line initiative strengthens the information provision objective of the National Land and Water Information Service.

Project Phases: Project Definition (2004/05);

• Project Implementation (2005/06): Phase 1 (2005/06), Phase 2 (2005/07), Phase 3 (2006/08), Phase 4 (2007/09)

Leading and Participating Departments and Agencies:

Lead Department or Agency: AAFC
Contracting Authority: AAFC, PWGSC
Participating Departments and Agencies: NRCan, EC, SC, DFO, HC, PWGSC, CSA, INAC, TBS, PSEPC, IC, PC, Archives

Prime and Major Sub-Contractors:

Prime Contractor:

Major Sub-Contractors: The Halifax Group; IBM Canada Ltd

Major Milestones:

Major Milestones	Date
Milestone
Preliminary Project Approval	10-Apr-03
Project Management Office Established	30-Jun-03
Preliminary Project Approval Amendment	8-Apr-04
Proof of Concept Completed	31-Jan-05
Effective Project Approval Documentation Completed	31-Jan-05
Effective Project Approval	2-May-05
Phase 1 (Single Window) completion	31-Mar-06
Phase 2 (Geospatial Environment) commencement	1-Sep-05
Phase 3 (National Source for Agri-environmental Geospatial Information) commencement	1-Jan-06

Progress Report and Explanations of Variances: The NLWIS Project received Preliminary Project Approval on April 10, 2003 and was designated a Major Crown Project. The National Land and Water Information Service Project received Effective Project Approval from Treasury Board on May 02, 2005. Phase 1 (Single Window was completed March 31, 2006. Phase 2 (Geospatial Environment) was initiated in September 2005 and Phase 3 (National Source for Agri-environmental Geospatial Information) commenced January 1, 2006.

Industrial Benefits: The National Land and Water Information Service is a national program that will use and provide information in all the provinces. The Project Management Office will be located in Ottawa and Regina, each with different functionalities.

Region	Cash Benefits
Atlantic Canada
Quebec
Ontario
Western Canada

Summary of Non-recurring Expenditures:

($ millions)	Current Estimated Total Expenditure	Forecast Expenditures to 31-Mar-06	Planned Spending 2006-2007	Future Years' Requirements
	100.1	24.9	22.8	52.4

 

Summary of Transfer Payments by Program Activity for Agriculture and Agri-Food Canada *

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
GRANTS
Business Risk Management	721.2	5.0	5.0	5.0
Innovation and Renewal	31.3	31.3	31.3	31.3
National Farm Products Council	0.2	0.2	0.2	0.2
Total Statutory Grants	718.5	5.2	5.2	5.2
Total Voted Grants	34.2	31.3	31.3	31.3
TOTAL GRANTS	752.7	36.5	36.5	36.5
CONTRIBUTIONS
Business Risk Management	1,549.8	1,154.4	1,109.6	614.5
Environment	101.0	126.1	78.0	-
Food Safety and Food Quality	41.5	73.0	52.1	0.0
Innovation and Renewal	76.0	79.4	55.3	2.0
International	23.2	25.6	23.8	6.2
Rural and Cooperatives	6.7	9.9	6.9	-
Total Statutory Contributions	1,464.2	1,050.7	1,051.2	509.4
Total Voted Contributions	343.5	417.6	274.5	113.3
TOTAL CONTRIBUTIONS	1,807.7	1,468.3	1,325.7	622.7
Total Statutory Grants & Contributions	2,182.7	1,055.9	1,056.4	514.6
Total Voted Grants & Contributions	377.7	448.9	305.8	144.6
TOTAL GRANTS & CONTRIBUTIONS	2,560.4	1,504.8	1,362.2	659.2

* The above table, and supporting Details on Transfer Payments Program (TPP) templates (for those TPPs over $5 million in 2006-2007), forecast spending reflects the authorized funding levels to the end of the fiscal year 2005-2006 (not necessarily forecast expenditures). Planned spending reflects funds already brought into the department's reference levels as well as amounts to be authorized through the Estimates process (for the 2006-2007 through to 2008-2009 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Canadian Agricultural Income Stabilization (CAIS) (under the Agricultural Policy Framework -Business Risk Management Terms and Conditions - Statutory Program)

Start Date: April 1, 2003 For APF-Business Risk Management (BRM)

End Date: March 31, 2008 for APF-BRM funding

Description:  The purpose of the CAIS program is to help producers protect their farming operations from both small and large drops in income due to circumstances beyond their control.  It is the successor to the Net Income Stabilization Account (NISA) which focused on stabilization, and to the Canadian Farm Income Program (CFIP) which focussed on disaster protection.  The CAIS program commenced with the 2003 program year.

Strategic Outcome(s):  Security of the Food System

Expected results:

• Provide a whole farm stabilization and disaster mitigation approach.
• Provide equitable treatment for all producers, regardless of the commodities they produce.
• Assist in dealing with short-term income fluctuations as a result of risks outside a producer's control.
• Manage risks that threaten the future profitability of farm operations.
• Increase farm income stability.
• Increase the producer's ability to manage agricultural risks.

($ millions)	Forecast Spending 2005­2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Business Risk Management
Total Grants	-	-	-	-
Total Contributions	725.0	570.0	570.5	212.6
Total Transfer Payment Program	725.0	570.0	570.5	212.6

Planned Audits and Evaluations: to be completed in fiscal year 2006-2007

Audit of CAIS Program Payments: To provide assurance that the CAIS program is being administered: in compliance with the Terms and Conditions approved by Treasury Board (TB) , and relevant departmental and central agency policies, including the TB Policy on Transfer Payments; according to sound risk management practices; according to an effective management control framework; and using reliable information used for decision-making and reporting.

Note:  Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program: Production Insurance (under the Agricultural Policy Framework-Business Risk Management Terms and Conditions - Statutory Program)

Start Date: April 1, 2003 For APF-Business Risk Management (BRM)

End Date: March 31, 2008 for APF-BRM funding

Description:  The purpose of the program is to seek to stabilize farm income through cushioning the producer against the economic impact of production losses arising from natural hazards like drought, hail, frost and diseases.

Strategic Outcome(s): Security of the Food System

Expected Results: The program will stabilize a producer’s income by minimizing the economic effects of production losses caused by natural hazards like drought, flood, hail, frost, excessive moisture, and diseases.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Business Risk Management
Total Grants	-	-	-	-
Total Contributions	404.8	407.0	406.9	227.3
Total Transfer Payment Program	404.8	407.0	406.9	227.3

Planned Audits and Evaluations: to be completed in fiscal year 2006-2007

Evaluation of Production Insurance: Assess the Production Insurance Program’s impacts and effectiveness and its continued relevance and appropriateness of design.

Note:  Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009

Name of Transfer Payment Program: BSE/Cull Cow (under the BSE Recovery Program Terms and Conditions - Statutory and Voted)

Start Date: June 2003

End Date: March 31, 2015

Description:  Purpose of Transfer Payment Program: The purpose of this program is to deal with the sudden impacts of BSE on the beef industry.The aim of the program was to get the domestic market moving again and to improve returns to producers following border closure to Canadian cattle and beef.  It consisted of three phases:

1. The BSE Recovery Program, which ran in 2003-04, offered several price incentives to help keep the domestic market moving and provided improved returns to feedlots and processors to move product through the chain in light of severely depressed prices caused by the USA border closure;
2. The Cull Animal Program, which made a payment to producers for each eligible older animal sold for slaughter; and
3. The Fed Cattle Set-Aside Program, the Feeder Calf Set-Aside Program, and the Managing Older Animals program. The set aside programs assisted balance animals supply and demand until normal trade patterns resumed and/or slaughter capacity increased.
4. To assure the future of industry, additional funding has been provided for marketing assistance, increasing slaughter capacity and enhancing traceability.

Strategic Outcome(s): Security of the Food System

Expected Results: The program balance animals available for slaughter and demand for end products, thus stabilizing markets prices and volume. The industry will also regain international market position.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Business Risk Management
Total Grants	5.0	5.0	5.0	5.0
Total Contributions	165.4	26.0	-	-
Total Transfer Payment Program	170.4	31.0	5.0	5.0

Planned Audits and Evaluations: to be completed in fiscal year 2006-2007

Evaluation of Response to BSE: The objective of the evaluation would be to assess the effectiveness of AAFC's overall response to the BSE crisis.

Audit of Federal/Provincial Agreements for Delivery of BSE Programs: To provide assurance that funds advanced to the provinces for BSE programs were adequately managed: in compliance with the Terms and Conditions of the agreements and relevant departmental and central agency policies; according to sound risk management practices; according to an effective management control framework; and using reliable information used for decision-making and reporting

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

Start Date: 1997

End Date: On-going under the AMPA legislation

Description:  The Advance Payment Program (APP) guarantees provides cash advances to elegible producers (interest free for up to $50,000 with a maximum advance of $250,000)  to enable them to store their crops and market them when market conditions improve.

Strategic Outcome(s): Security of the Food System

Expected Results are to:

• Provide producers with greater access to credit, in the fall, to assist with production costs.
• Improved cash flow and marketing opportunities.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Business Risk Management
Total Grants	-	-	-	-
Total Contributions	65.5	65.5	65.5	65.5
Total Transfer Payment Program	65.5	65.5	65.5	65.5

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Name of Transfer Payment Program: Spring Credit Advance Program (SCAP) (under the Agricultural Policy Framework -Business Risk Management Terms and Conditions - Voted)

Start Date: April 1, 2003 For APF-Business Risk Management (BRM)

End Date: 2007-2008 concurrent with the end of the APF

Description:  The SCAP program has been in place since 2000. The Spring Credit Advance Program (SCAP) provides producer organizations and their lenders with a repayment guarantee for advances of up to $50,000 which are issued to producers in the spring. The objective of the program is to assist producers with their spring production input costs. 

Strategic Outcome(s): Security of the Food System

Expected Results are to:

• Provide producers with greater access to credit in the spring to assist with input costs.
• Improved cash flow.
• Better farming practices by providing greater access to working capital in the spring.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Business Risk Management
Total Grants	-	-	-	-
Total Contributions	63.0	75.2	56.9	-
Total Transfer Payment Program	63.0	75.2	56.9	-

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Note:  Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program: Contributions for Agriculture and Agri-food Sector Assistance - Environment (under the Agricultural Policy Framework - Non-Business Risk Management Terms and Conditions - Voted)

Start Date: 2003-2004

End Date: 2007-2008

Description: The purpose of the Environment programs is to support the adoption of management practices on farms across Canada, which are beneficial to the environment and economically sustainable.

Strategic Outcome(s): Health of the Environment

Expected results are to:

• provide for the ongoing use of agri-environmental information, planning and management tools to support the stewardship ethic of producers.
• support the implementation of environmental farm plans and support the adoption of environmental Beneficial management Practices by agricultural producers in the management of land, water, air and biodiversity

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Environment
Total Grants	-	-	-	-
Total Contributions	96.5	126.1	78.0	-
Total Transfer Payment Program	96.5	126.1	78.0	-

Planned Audits and Evaluations: to be completed in fiscal year 2006-2007 (three (3) compliance audits will be done in 2006/07 as determined by the annual risk assessment process performed by the Environment Programs Audit and Evaluation Committee)

Audit of Management of Environmental Programs (EFP/NFSP/Greencover): To provide assurance that these programs are being administered: in compliance with the Terms and Conditions approved by Treasury Board (TB) , and relevant departmental and central agency policies, including the TB Policy on Transfer Payments; according to sound risk management practices; according to an effective management control framework; and using reliable information used for decision-making and reporting.

Note: Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program: Contributions for Agriculture and Agri-food Sector Assistance - Food Safety and Food Quality (under the Agricultural Policy Framework - Non-Business Risk Management Terms and Conditions - Voted)

Start Date: 2003-04

End Date: 2007-08

Description: The objective of the program is to assist industry in developing and implementing government-recognized national food safety, traceability, and food quality systems throughout the agri-food continuum, in order to: protect human health by reducing exposure to food hazards; increase consumer confidence in the safety and quality of food produced in Canada through enhanced transparency and knowledge of systems used to safeguard Canadian food safety and quality; and provide value-added opportunities through the adoption of food safety and food quality systems that support the Canada brand.

Strategic Outcome(s): Security of the Food System

Expected result(s): Development and adoption of industry-led and government recognized national on-farm food safety process control systems by all commodities in the primary production sector; development and participation in national food safety systems, developed by industry and recognized by government, by other sectors of the agri-food continuum; development and government recognition of national food quality process control systems at a minimum, in sectors where required as a result of market specifications; and, a significant increase in the number of commodities that have developed Food Safety and Quality systems, including traceability.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Food Safety and Food Quality
Total Grants	-	-	-	-
Total Contributions	41.5	73.0	52.1	0.0
Total Transfer Payment Program	41.5	73.0	52.1	0.0

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Note:  Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program: Prairie Grain Roads (PGRP) (Voted)

Start Date: Implemented in 2001-2002

End Date: 2005-2006

Description: The purpose is an infrastructure program to improve prairie road used for grain transportation.

Strategic Outcome(s): Innovation for Growth

Expected Results:

• Improved roadway and highway surfaces that had been degraded by additional heavy grain truck traffic.
• Construction of new sections of municipal roads and secondary highways to carry incremental grain traffic.
• Increased truck haul capacity and safety of prairie grain roads.
• Infrastructure that supports the needs of a diversified agriculture sector in the Prairie Region.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity: Innovation and Renewal
Total Grants	-	-	-	-
Total Contributions	48.0	12.3	-	-
Total Transfer Payment Program	48.0	12.3	-	-

Planned Audits and Evaluations: to be completed in fiscal year 2006-2007

Evaluation of Prairie Grain Roads Program (PGRP): Report to TB on several key elements related to the performance of the PGRP: the results achieved by the program; the adequacy of program design and delivery; the continued relevance of the program; and program cost-effectiveness and alternatives.

Note: Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program: Advancing Canadian Agriculture and Agri-Food (ACAAF) (Voted)

Start Date: A first call for national project applications ended May 31, 2004.

End Date: March 31, 2009 (An open call for project applications will continue until April 1, 2008).

Description:  The purpose of the ACAAF program is to position Canada's agriculture and agri-food sector at the leading edge to seize new opportunities.  It is based on a three-pillar approach, including:

• Pillar I: "Industry-Led Solutions to Emerging Issues";
• Pillar II: "Capturing Market Opportunities By Advancing Research Results";
• Pillar III: "Sharing Information to Advance the Sector".
• The ACAAF Program is a new program, which was developed as the successor to the Canadian Adaptation and Rural Development (CARD) II Fund.

Strategic Outcome(s): Innovation for Growth

Expected Results:

• Expanded sector capacity to respond to current and emerging issues and better positioned to capture market opportunities
• An actively and continuously engaged sector that works together to contribute to future agriculture and agri-food policy directions
• Enhaced future government or industry initiatives through sector-led, tested and piloted projects.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Innovation and Renewal
Total Grants	30.3	30.3	30.3	30.3
Total Contributions	3.1	3.1	3.1	3.1
Total Transfer Payment Program	33.4	33.4	33.4	33.4

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Name of Transfer Payment Program: Contributions for Agriculture and Agri-food Sector Assistance - Science and Innovation (under the Agricultural Policy Framework - Non-Business Risk Management Terms and Conditions - Voted)

Start Date: February 1, 2003

End Date: March 31, 2008

Description:  The purpose of the Science and Innovation TPP is to accelerate innovation adoption in agriculture. Science and innovation are the cornerstone of efforts to make the Canadian agriculture and agri-food sector the world leader in food safety, innovation and environmentally responsible production and to support its future success and prosperity. Advances in agri-food science and technology are accelerating the development of a wide range of new industrial, health and nutritional products obtained from plants, animals and microorganisms.

Strategic Outcome(s): Innovation for Growth

Expected result(s): 10-15 key projects to create new income opportunities.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Innovation and Renewal
Total Grants	-	-	-	-
Total Contributions	7.7	51.6	43.3	(1.9)
Total Transfer Payment Program	7.7	51.6	43.3	(1.9)

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Note:  Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program: Contributions for Agriculture and Agri-food Sector Assistance - Science and Innovation (under the Agricultural Policy Framework - Non-Business Risk Management Terms and Conditions - Voted)

Start Date: February 1, 2003

End Date: March 31, 2008

Description:  The purpose of the Science and Innovation TPP is to accelerate innovation adoption in agriculture. Science and innovation are the cornerstone of efforts to make the Canadian agriculture and agri-food sector the world leader in food safety, innovation and environmentally responsible production and to support its future success and prosperity. Advances in agri-food science and technology are accelerating the development of a wide range of new industrial, health and nutritional products obtained from plants, animals and microorganisms.

Strategic Outcome(s): Innovation for Growth

Expected result(s): 10-15 key projects to create new income opportunities.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity: Innovation and Renewal
Total Grants	-	-	-	-
Total Contributions	7.7	51.6	43.3	(1.9)
Total Transfer Payment Program	7.7	51.6	43.3	(1.9)

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Note:  Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program:  Contributions for Agriculture and Agri-food Sector Assistance - Renewal (under the Agricultural Policy Framework - Non-Business Risk Management Terms and Conditions - Voted)

Start Date: April 1, 2003

End Date: March 31, 2008

Description:  The objective of Renewal efforts is to increase farmers' profitability; enable them to make choices about sources of income; help them meet market and consumer demands respecting food safety and quality and environmentally-responsible production; and to help capture opportunities from science and innovation. Renewal programs and initiatives provide producers with access to tools, information, skills, knowledge, and advisory services for managing their farms and enhancing their opportunities.

Strategic Outcome(s): Innovation for Growth

Expected result(s): Through participation in Renewal programs and initiatives, realization by farmers of business and personal goals.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Innovation and Renewal
Total Grants	-	-	-	-
Total Contributions	4.9	6.5	5.0	-
Total Transfer Payment Program	4.9	6.5	5.0	-

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Note:  Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program: Contributions for Agriculture and Agri-food Sector Assistance - International (Canadian Agriculture and Food International) (under the Agricultural Policy Framework - Non-Business Risk Management Terms and Conditions - Voted)

Start Date: FY 2003-2004

End Date: 2008

Description: The purpose of the CAFI program is to provide support to gain and expand international recognition for Canada and enhance market opportunities for Canadian agriculture and food products. The program replaces and improves on AAFC's Agri-Food Trade Program (AFTP).

Strategic Outcome(s): Security of the Food System

Expected Results:

• Gaining recognition and building markets
• Improved market access
• Enhanced capacity that responds to identified industry needs

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Markets and International
Total Grants	-	-	-	-
Total Contributions	22.9	25.6	23.8	6.2
Total Transfer Payment Program	22.9	25.6	23.8	6.2

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Note:  Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program: Contributions in support of Rural Canada and of development in the area of Co-operatives (under the Agricultural Policy Framework - Non-Business Risk Management Terms and Conditions - Voted)

Start Date: FY 2003-2004

End Date: March 2008

Description: The purpose of the programs are to carry out plans for Rural and Cooperative development. The programming covers the following three initiatives:

• the renewal and strengthening of the Canadian Rural Partnership which includes the transfer payments program the Models for Rural Development Program ($14 million from 2003-04 to 2007-08);
• the Rural Community Capacity Building Program ($4.5 million from 2003-04 to 2006-07); and
• the Co-operative Development Initiative ($12.4 million from 2003-04 to 2007-08).

Strategic Outcome(s): Innovation for Growth

Expected result(s): The Rural Secretariat of AAFC has been mandated, through the Canadian Rural Partnership, with developing, coordinating and implementing a cross-government approach to better understand the issues and concerns of rural Canadians, and to encourage federal departments and agencies to make, as appropriate, adjustments to their policies, programs and services to reflect the unique needs of rural communities. One of the objectives for the renewal and strengthening of the Canadian Rural Partnership is to evolve programming to support community-based solutions to rural challenges. The objective of the Co-operatives Secretariat is to coordinate the interaction between government and the co-operative sector and to ensure federal policies take into consideration the specific attributes of co-operatives and their contribution to public policy objectives. The expected outcome is an expanded use of the co-operative model to enhance economic growth and social development of Canadian rural and urban society.

The Models for Rural Development and the Rural Community Capacity Building Program involve testing and evaluating models or approaches that address rural development and community capacity building; to identify what works and what does not, to inform governments of this information for future policy and programming decisions. The objective of the Co-operative Development Initiative aims at improving co-operative development capacity by supporting advisory services, and by researching and demonstrating innovative uses of the co-operative model.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Rural and Cooperatives Secretariat
Total Grants	-	-	-	-
Total Contributions	6.7	9.9	6.9	-
Total Transfer Payment Program

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Note:  Planned spending for the 2007-2008 and 2008-2009 fiscal years may not reflect the actual activities planned under this particular program. This is the result of Treasury Board Secretariat's instructions related to the Planned Spending figures for fiscal years 2007-2008 and 2008-2009.

Name of Transfer Payment Program: Plum Pox Eradication Program (Voted)

Start Date: 2004-2005

End Date: 2010-11

Description: The purpose of this seven-year program (2004-2010) is to eradicate the Plum Pox Virus (PPV) in Canada while ensuring the vialbility of the industry. This program is a follow-up of the expired three-year program (2001-2003) which showed that the eradication of PPV was possible.

Strategic Outcome(s): Innovation for Growth

Expected result(s): Eradication of PPV with the affected industries, tender fruit growers, the Prunus nurseries and the fruit processing industries, returning to or exceeding pre-PPV production and export levels between 2010 and 2014.

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Program Activity:  Rural and Cooperatives Secretariat
Total Grants	9.5	5.0	3.1	-
Total Contributions	9.5	5.0	3.1	-
Total Transfer Payment Program

Planned Audits and Evaluations: None planned for the 2006-2007 fiscal year.

Horizontal Initiative

Production Insurance

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

Start Date of the Horizontal Initiative: April 1, 2004

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
AAFC	a. Production Insurance	$2.0 billion (for fiscal years 2003/04 to 2007/08)	$407.2 M		Increased number of program options available to farmers. Increased participation in provinces/territories implementing new program options. Consistency achieved in federal support to Production Insurance programs between provinces/territories
		Total $2.0 B (See note))	Total $407.2 M (See note)

Results to be Achieved by Non-Federal Partners: Planning and execution done jointly (federal, provincial, territorial), therefore provincial/territorial results do not differ.

Contact Information:

George Pikor
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.

Canadian Agricultural Income Stabilization (CAIS) 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: $2.4 billion 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 stabilization year.

Shared Outcome(s): Helping producers protect 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	CAIS	$2.4 billion (for fiscal years 2003/04 to 2007/08)	$610 M ($570.0 M for contributions; $40.0 M for operations)		Increased awareness by the sector of the Canadian Agricultural Income Stabilization Program
		Total $2.4 billion (See note)	Total $610.0 M (See note)

Results to be Achieved by Non-Federal Partners: Planning and execution done jointly (federally and provincially) so provincial results are consitent.

Contact Information:

Michele Taylor
Executive Director, Farm Income Programs Directorate
Farm Financial Programs Branch
(204) 984-5645

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

Bovine Spongiform Encephalopathy (BSE) Recovery Program (federal/provincial agreement)

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

Start Date of the Horizontal Initiative: June 2003

End Date of the Horizontal Initiative: March 31, 2006

Total Federal Funding Allocation: $ 810.7 million =

• Phase 1: BSE Recovery Program: $312.0 million over one fiscal year +
• Phase 2: Cull Animal Program: $120.0 million over two fiscal years +
• Phase 3: Three Programs announced September 2004: $378.7 million over two fiscal years

Description of the Horizontal Initiative: Consists of three phases:

(i) The BSE Recovery Program, which ran in 2003-04, offered several price incentives to help keep the domestic market moving and provided improved returns to feedlots and processors to move product through the chain in light of severely depressed prices caused by the USA border closure;

(ii) The Cull Animal Program, which made payments to producers for each eligible older animal; and

(iii) The Fed Cattle Set-Aside Program, the Feeder Calf Set-Aside Program, and the Managing Older Animals program. The set-aside programs have assisted the industry in setting aside animals destined for slaughter until market demand requires more slaughter and/or slaughter capacity increases.

There may be additional components to this program to be specified in future reports.

Shared Outcome(s): To keep the domestic market moving and to improve returns to producers.

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
AAFC	a. BSE Recovery Program	$312.0 M (operated in 2003-04)	0
	b. Cull Animal Program	$120.0 M (for fiscal years 2003/04 to 2004/05)	0
	c. Fed Cattle Set-Aside Program	$ 100.1 M (for fiscal years 2004/05 to 2005/06)	0
	d. Feeder Calf Set-Aside Program	$196.2 M (for fiscal years 2004/05 to 2005/06)	0
	e. Managing Older Animals Program	$82.4 M (for fiscal years 2004/05 to 2005/06)	0
	f. Other-not yet specified	n/a	0
		Total $810.7 M	0

Results to be Achieved by Non-Federal Partners: Planning and execution done jointly (federally and provincially) so provincial results do not differ.

Contact Information:

Susie Miller
Director General
BSE Programs
613-759-7557

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

Farm Business Services

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

Start Date of the Horizontal Initiative:A pril 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, action plans and business plans (financial, marketing, value-added). Further details can be found at this web link

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
	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
	ii) Planning and Assessment for Value-Added Enterprises (PAVE)	$26.1 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.
		Total $100.0 M (for fiscal years 2003/04 to 2007/08)	Total $10.8 M

Results to be Achieved by Non-Federal Partners: Planning and execution done jointly (federally and provincially) so provincial results do not differ.

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.

Canadian Agricultural Skills Service (CASS)

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 spouse 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. Financial support such as tuition fees for courses, supplies for courses as well as travel and accommodation are also 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 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
1. AAFC/Human Resources and Social Development Canada (HRSDC)	Canadian Agricultural Skills Service	$62.6 M (for fiscal years 2003/04 to 2007/08)	$22.0 M		Realization by farmers of business and personal goals
		Total $62.6 M	Total $22.0 M

Results to be Achieved by Non-Federal Partners: Non-federal partners will continue to participate in the Renewal federal-provincial-territorial working group, where program issues and design issues are addressed as the program goes through its first stages.

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.

MOU with Health Canada (HC) on Food Safety and Quality and Environment

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

Start Date of the Horizontal Initiative: April 1, 2004

End Date of the Horizontal Initiative: March 31, 2008

Total Federal Funding Allocation: $56.5M over five years

Description of the Horizontal Initiative: To conduct research-related work in support of standard setting, on-farm food safety standards, national integrated enteric pathogen surveillance, and human health impact of on-farm anti-microbial use.

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;
• develop 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; and
• 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): 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 Minister's Committee;
(2) the Deputy Minister's 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 JMC.

This MOU Governance Structure is supported by the Interdepartmental Director General Working Group, whose members are the relevant Directors General from AAFC, HC, and the Public Health Agency of Canada (PHAC) 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	a. On-Farm Food Safety Standards	$11.9 M	$2.5 M		Industry-developed On-Farm Food Safety (OFFS) plans reviewed. This provides a focal point for coordinating Health Canada input relative to the technical review of industry-developed OFFS plans submitted to the CFIA for recognition. (Work to be done by HC and PHAC to pursue AAFC, HC and PHAC Strategic Outcomes)
	b. Research in Support of Standard Setting	$9.2 M	$2.0 M		Chemical Safety: Data collected for the occurrence of selected chemicals in Canadian produceat the farm level. Microbial Safety: Development of methods, surveillance, and pathogen typing activities for Salmonella spp., Escherichia coli, Campylobacter spp., Shigella spp., Mycobacterium paratuberculosis, protozoan parasites, enteric viruses and antimicrobial resistant pathogen strains. These activities will greatly increase the scientific knowledge regarding those key foodborne pathogens in food and food inputs at the farm level. Partnerships maintained and strengthened among government policy makers and researchers, academia, industry associations for coordinating and collaborating on on-farm food safety research. (Work to be done by HC to pursue AAFC and HC Strategic Outcomes)
	c. National Integrated Enteric Pathogen Surveillance	$3.3 M	$0.7 M		Sampling continued and first sentinel site fully implemented Advisory Committee meeting held Meeting held with international integrated surveillance personnel to ensure program aligns with international as well as national goals First year data analyzed Information products developed and distributed Quality of data from surveillance activities monitored Program design presented and results disseminated Funding for additional sentinel sites requested (Work to be done by PHAC to pursue AAFC, HC, and PHAC Strategic Outcomes)
	d. Human Health Impact of On-Farm Antimicrobial Use	$3.3 M	$0.7 M		Surveillance framework refined for 110 sentinel swine herds in 5 major pork producing provinces. Methodologies developed in data management, analysis and reporting Antimicrobial resistance research supported through the participation in the Canadian 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)
	Water Quality Surveillance	$4.8M ($4.0 M for HC; $0.8 M for AAFC	$1.2 M ($1.0 M for HC; $0.2 M for AAFC)		Project managed, technical activities coordinated, and planning and related meetings attended (HC) Water and faecal sampling continued; 90% completed (AAFC). Analysis involving microbiological, microbial source tracking continued, 90% completed; library validation completed (HC) Land use surveys completed (AAFC). (Work to be done by HC and AAFC to pursue AAFC and HC Strategic Outcomes)
2. AAFC (Work performed by AAFC)	a. Research in Support of APF Priorities	$24 M	$4.1 M		Scientific knowledge advanced and basic data on food safety provided
		Total $56.5 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)	$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)

Results to be Achieved by Non-Federal Partners: Not applicable.

Contact Information:

Robin Chiponski-Keller
A/Director General
Food Safety and Quality Policy Directorate
613-759-6084

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

MOU with Canadian Food Inspection Agency (CFIA) on Food Safety and Quality

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 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 Minister's Committee;
(2) the Deputy Minister's 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
AAFC (work performed by CFIA)	a. On-Farm Food Safety Recognition Program (OFFSRP)	$10.0 M	$2.0 M		CFIA technical review procedure manual (generic HACCP model and producer manual) up-date and implementation. Technical reviews of industry-submitted generic HAACP models and producer manuals completed. Pilot the CFIA technical review procedure manual (management system). Management system technical review process finalized and implemented. Technical reviews of industry-submitted management system manuals including auditor training manuals completed. Development of requirements, criteria and procedures for the assessment of national program implementation and delivery including accreditation of third-party organizations leading to recognition. Development of criteria and process materials for the on-going assessment of OFFSRP. Options developed for a web-based hazard database. Development of on-farm and/or post-farm generic HACCP models and guidelines initiated. Human resource capacity developed within both government and industry with respect to HACCP knowledge. Criteria established and process material prepared for post farm recognition process. F/P/T system developed for information sharing; monitoring and surveillance mechanisms strengthened to enhance food safety and emergency preparedness. (Work to be done by CFIA to pursue AAFC and CFIA Strategic Outcomes)
2. CFIA	b. Medicated Feed Regulations	$17.0 M	$3.5 M		Consultations with industry held to raise awareness of regulatory requirements. Development of regulations finalized and published in Canada Gazette Part 1. Functional licensing office opened and training and assessment program developed. Development of lab accreditation system continued. Valid compliance information gathered and reporting mechanism improved. (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)

Results to be Achieved by Non-Federal Partners: Not applicable.

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.

AAFC-Department of Foreign Affairs and International Trade (DFAIT) MOU on Agri-Food Specialists Positions Abroad

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, which operates under the guidance of the relevant Directors General of AAFC and DFAIT and the Senior Director at TBS, and which 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
AAFC	a. International Team Program Delivery	$11.9 M	$2.5 M		1. Recognition gained and markets built through implementation of Canada's branding strategy 2. Improved market access 3. Technical barriers overcome
	b. APF (for 10 additional positions and regularizing the existing 6.5 positions transferred )	$15.8 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. Workplans developed for all agri-food positions abroad, harmonized as much possible with DFAIT's planning and reporting requirements 2. Vacant positions staffed (e.g. Seoul, Washington, Dubai, etc.) 3. Training and pre-posting tour arranged for new agri-food specialists incumbents 4. Review of agriculture and food positions abroad in line with priority markets 5. Re-integration strategy developed for returning agri-food specialists from abroad
	c. Annual Reference Level Update (ARLU) (for original positions)	$9.5 M (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes)	$1.9 M
2) DFAIT	Client Service Fund (for general expenditures in support of the positions)	$5.3 M	$1.1 M
		Total $42.5 M (for fiscal years 2003/04 to 2007/08)	Total $8.7 M

Results to be Achieved by Non-Federal Partners: Not applicable.

Contact Information:

Eileen Durand
Manager
International Markets Coordination
International Markets Bureau
613-759-6531

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

MOU with Environment Canada (EC) on the National Agri-Environmental Standards Initiative (NAESI)

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: 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 be integrated into management systems and practices used by producers and industry, which will 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, and ensure 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		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.
		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)

Results to be 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.

Rural Development

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

Start Date of the Horizontal Initiative: April 1, 2004

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: The Government of Canada has mandated the Rural Secretariat, based in AAFC, 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 prinicples 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 entrpreneurship 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 34 federal departments and agencies involved in the rural agenda. Horizontal coordination and leadership are provided by the Rural Secretariat under the direction of the Parliamentary Secretary 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 a Deputy Ministers Committee, 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   A listing of the 34 departments and agencies of the Canadian Rural Partnership	- Rural Dialogue - Rural Lens - Rural Research and Analysis - Outreach - Rural Programs	$2.0 billion (for fiscal years 2003/04 to 2007/08)	$407.2 M		A stronger rural voice Enhanced capacity for development of rural communities Government policies, programs, and services increase opportunities, mitigate barriers and enhance capacity of rural development.
		Total $60.0 M (for fiscal years 2003/04 to 2007/08)	Total $14.3 M

Results to be 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.

Co-operatives Secretariat

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:

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.

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   A listing of the 17 departments and agencies with legislation, policies and programs affecting co-operatives.	Co-operative Development Initiative (CDI): - Advisory Services - Innovation & Research	$15.0 M (for fiscal years 2003/04 to 2007/08)	$4.4 M		Enhanced capacity for development of co-operatives. Government policies, programs, and services increase opportunities, mitigate barriers and enhance capacity for co-operative development
		Total $15.0 M	Total $4.4 M

Results to be 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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