A departmental plan describes a department's priorities, plans and associated costs for the upcoming three fiscal years.
Key priorities
Agriculture and Agri-Food Canada (AAFC) will continue to create the conditions for the long-term profitability, sustainability, and adaptability of the Canadian agriculture and agri-food sector, including by responding to evolving stakeholder needs and working in close collaboration with key partners. Efforts in 2024–25 will align with the Minister of Agriculture and Agri-Food's mandate letter commitments and broader government priorities – including with respect to economic growth, climate resiliency and supporting diversity – and will advance the following priority areas identified in the Sustainable Canadian Agricultural Partnership (Sustainable CAP) policy framework (2023–28):
- Building sector capacity, growth, and competitiveness
- Climate change and the environment
- Market development and trade
- Resiliency and public trust
- Science, research, and innovation
Refocusing government spending
In Budget 2023, the government committed to reducing spending by $14.1 billion over the next five years, starting in 2023–24, and by $4.1 billion annually after that. As part of meeting this commitment, AAFC is planning the following spending reductions:
- 2024–25: $17,504,000
- 2025–26: $26,763,000
- 2026–27 and after: $39,434,000
AAFC will achieve these reductions by doing the following:
- Reducing professional services through greater alignment of contracting to priorities.
- Increasing automation, decommissioning legacy internal systems, reducing costly software customizations, and implementing digital tools.
- Improving internal efficiencies by reducing duplicative processes, right-sizing our fleet, and managing vacant positions.
- Reducing travel expenditures through adoption of revised guidelines, processes, and enhanced monitoring.
- Reducing a small proportion of grants and contributions expenditures.
Overall, these reductions are not anticipated to negatively impact AAFC's ability to deliver results for Canadians, or the agriculture and agri-food sector. The figures in this Departmental Plan reflect these reductions.
Highlights
A Departmental Results Framework consists of an organization's core responsibilities, the results it plans to achieve, and the performance indicators that measure progress toward these results.
In 2024–25, across its core responsibilities, AAFC will continue to help farmers and the entire agriculture and agri-food sector drive economic growth and competitiveness, capture new market opportunities, combat climate change, strengthen its resilience in the face of challenges, and remain a reliable partner in global food security.
Domestic and International Markets
Departmental results:
- The Canadian agriculture and agri-food sector contributes to growing the economy.
- Access to international markets is increased by resolving or mitigating market barriers and advancing trade positions.
Planned spending: $700,800,905
Planned human resources: 535
In 2024–25, AAFC will continue to advocate for Canada’s agricultural trade policy interests, building an open, predictable, rules- based trading system through negotiating and supporting the implementation of bilateral and regional free trade agreements. Aligned with broader government objectives to increase and diversify Canadian exports, the Department will continue to support sustainable economic growth in the sector by creating the conditions for Canadian businesses to meet the evolving challenges of the interconnected domestic and global marketplace, including through the Sustainable CAP. Efforts in 2024–25 will include promoting Canadian agri-food and seafood products at home and abroad through market development activities, addressing tariff and non-tariff barriers to trade, and facilitating sector growth within key export markets.
More information about Domestic and International Markets can be found in the full Departmental Plan.
Science and Innovation
Departmental results:
- The Canadian agriculture and agri-food sector knowledge base is increased through AAFC supported scientific and innovative research.
- The Canadian agriculture and agri-food sector is effective in transforming ideas into new products, processes, or practices.
Planned spending: $883,841,405
Planned human resources: 2,617
In response to pressing global challenges, the AAFC Strategic Plan for Science will better position the Department to contribute to a profitable, competitive, and innovative sector. AAFC will continue to fund research and development that accelerates the pace of innovation, further enhancing the economic growth, productivity, adaptability, and sustainability of the Canadian agri-food and agri-based products sector. Further, climate change mitigation and/or adaptation are focuses of existing and planned departmental programming and initiatives, including under the Sustainable CAP, the Agricultural Climate Solutions Program, and the Agricultural Clean Technology Program, and will be priority areas under the Sustainable Agriculture Strategy.
More information about Science and Innovation can be found in the full Departmental Plan.
Sector Risk
Departmental results:
- The agricultural sector is financially resilient.
- The agriculture and agri-food sector is equipped with assurance systems and supporting tools.
Planned spending: $1,980,539,152
Planned human resources: 395
Recognizing the dynamic landscape of the agriculture sector, AAFC is dedicated to proactively identifying and addressing the emerging environmental risks, market volatility, and geopolitical uncertainties that could impact the industry. In 2024–25, the Department will continue to support producers and processors to maintain the resilience and sustainability of their operations in the face of challenging or unpredictable circumstances, and to look after their physical and mental well-being. The Department will also continue working with the sector to strengthen its assurance systems and uphold stringent food safety standards, enhance traceability measures, and promote best practices in agricultural production, processing, and distribution to ensure the safety, quality, and sustainability of Canadian food products.
More information about Sector Risk can be found in the full Departmental Plan.
Internal Services
Planned spending: $176,842,212
Planned human resources: 1,491
In 2024–25, AAFC will continue to focus on advancing internal service initiatives that support the Department's mandate and strengthen its capacity to deliver results for Canadians. Prioritizing and fostering a modern workplace that is healthy, accessible, diverse, inclusive and respectful will be at the heart of what fuels innovation and inspires creativity within the Department. Efforts will respond to recommendations from the Clerk of the Privy Council's Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service, and support the seven priority areas of the Accessible Canada Act.
Through various methods of collaboration, AAFC supports employee wellness while enhancing engagement, and will remain resolute in advancing reconciliation as part of a whole-of-government approach. AAFC will also work to ensure the sound and sustainable management of its assets and real property, including with respect to meeting federal greenhouse gas emissions targets.
More information about Internal Services can be found in the full Departmental Plan.