Overview of the Agriculture and Agri-Food Canada: deputy minister transition book 2024, AAFC

Agriculture and Agri-Food Canada (AAFC) is a federal organization of approximately 5,400 employees based across Canada who support our world-leading agriculture and agri-food sector.

AAFC's annual budget is over $3.8 billion with our main areas of focus being science and innovation, trade and market growth as well as risk mitigation and management.

AAFC is at the centre of Canada's Agriculture and Agri-Food Portfolio, which includes the Canadian Dairy Commission, the Canadian Grain Commission, the Farm Products Council of Canada, Farm Credit Canada, and the Canada Agricultural Review Tribunal. We also work closely with the Canadian Food Inspection Agency (CFIA).

To achieve our mandate, we must collaborate with a range of partners and stakeholders:

• other federal departments;
• provinces and territories;
• Indigenous communities and organizations;
• international organizations;
• academia; and
• organizations representing:
  • producers;
  • processors;
  • consumers; and
  • civil society.

Agriculture and Agri-Food Canada's national and international presence

• 5,392 total employees^{Note 1} (not including 250 casual employees and 600 students).
• Over 2,800 employees based in research centres across the country.
• Over 2,250 at headquarters in Ottawa.
• Over 300 working at headquarters in Winnipeg.
• AAFC has 31 Locally Engaged Staff and 12 Canada-Based Staff abroad in Canadian embassies/consulates/missions internationally through an agreement with Global Affairs Canada.

AAFC has regional offices and research and development centres across Canada, which are organized into three regions: Coastal (Atlantic and Pacific), Prairies, and Quebec and Ontario. They are located in:

• British Columbia: Agassiz, Summerland, Burnaby
• Alberta: Lacombe, Lethbridge, Edmonton
• Saskatchewan: Saskatoon, Swift Current, Regina
• Manitoba: Brandon, Morden, Winnipeg
• Ontario: Harrow, London, Guelph, Ottawa
• Quebec: Saint-Jean-sur-Richelieu, Sherbrooke, Saint-Hyacinthe, Montréal, Québec
• New Brunswick: Fredericton
• Nova Scotia: Kentville, Truro, Halifax
• Prince Edward Island: Charlottetown
• Newfoundland and Labrador: St. John's

AAFC's strong regional and international presence allows for high quality intelligence, analysis and engagement on regional agricultural conditions, key issues, and supply capacity.

To learn more about the science and research activities conducted at each location: Facilities | Directory of scientists and professionals (science.gc.ca)

Core areas of responsibility and spending

AAFC's annual budget is over $3.8 billion – a mix of voted and statutory funds.

• AAFC tracks plans and results in three core areas of responsibility: Market Growth, Science and Innovation, and Risk Mitigation.
• More than three-quarters of the budget is dedicated to grants and contributions programs, which provide direct support to the sector.
• Business risk management (BRM) programs, which fall under sector risk (for example, AgriStability, AgriInvest), and Sustainable Canadian Agricultural Partnership programming, which spans all areas of responsibility, are a significant expenditure.

Core areas of AAFC responsibility and 2024–25 spending authority

Agriculture and Agri-Food Canada branches and leadership team

Deputy Minister and Deputy Minister's Office

Deputy Minister is main advisor to Minister and the Deputy Minister's Office is main liaison with Minister's Office.

Corporate Secretariat provides support in the areas of parliamentary affairs, portfolio coordination, appointments, correspondence, governance and administration.

• Corporate Secretary: Tammy Abel

Office of the Ombuds is an independent, informal, confidential, and impartial space for all AAFC employees to address workplace issues.

• Workplace Well-Being Ombuds: Elianne Hall

Corporate Management Branch

Assistant Deputy Minister and Chief Financial Officer: Marie-Claude Guérard

• Responsibilities: Strategic partner for client branches and central agencies to ensure the sound stewardship of the department's human and financial resources, and to deliver innovative client services across a range of functions including procurement, real property, human resources, reporting, and pay.

International Affairs Branch

Assistant Deputy Minister: Kathleen Donohue

• Responsibilities: Implementation of sector trade priorities in the areas of regulatory and technical import-export functions; market access, advocacy and trade policy; market development and diversification; and engagement with stakeholders in Canada and abroad.
• International Affairs Branch has both AAFC and CFIA employees.

Information Systems Branch

Assistant Deputy Minister: Vidya ShankarNarayan

• Responsibilities: Equipping the AAFC workforce with the latest digital tools, data resources, and modern technology infrastructure, thereby enabling the department to effectively perform core functions and deliver on its mandates and priorities.

Market and Industry Services Branch

Assistant Deputy Minister: Tom Rosser

• Responsibilities: Bilateral and multilateral trade negotiations, market information and analysis, sector engagement, regional intelligence, and emergency management to support the economic growth and long-term prosperity of the agriculture and agri-food industry domestically and internationally.

Public Affairs Branch

Assistant Deputy Minister: Mary Dila

• Responsibilities: Strategic and operational activities for internal and external communications, including media relations, marketing, social media and public opinion research. Departmental lead for the management and delivery of translation and Access to Information and Privacy (ATIP) services.

Programs Branch

Assistant Deputy Minister: Liz Foster

• Responsibilities: Design, delivery and management of the department's Grants and Contributions and Statutory programs and services to support producers, businesses and sector organizations.

Science and Technology Branch

Assistant Deputy Minister: Gilles Saindon; Associate Assistant Deputy Minister: Andrew Goldstein

• Responsibilities: Research, development and technology transfer activities at 20 research centres and sites to serve producers, processors, industry, and Canadians.

Strategic Policy Branch

Assistant Deputy Minister: Shannon Nix

• Responsibilities: Integrated policy development through strategic planning, policy analysis, research, and liaison with industry, other levels of government, central agencies, and other government departments.

Office of Audit and Evaluation

Chief Audit and Evaluation Executive: John Corbeil

• Responsibilities: Audits and evaluations to provide independent and objective advice to support AAFC senior leaders in making decisions and delivering on the AAFC mandate.

Agriculture and Food Inspection Legal Services

Executive Director and Senior General Counsel: Kristine Allen

• Responsibilities: Legal advisory services to AAFC, helping the department to develop policy and to draft and reform laws, and providing advisory support in the context of litigation.
• Shared between AAFC and CFIA.

The broader agricultural portfolio

The Canadian Agriculture and Agri-Food Portfolio includes AAFC and five other organizations:

• Canadian Dairy Commission
• Canadian Grain Commission
• Farm Products Council of Canada
• Farm Credit Canada
• Canada Agricultural Review Tribunal

Each organization provides important services to support the sector and Canadians, through legislative/regulatory functions, financial services and broader industry engagement.

Ultimately, the Minister is responsible to report to Parliament and Canadians on the activities of the department and portfolio.

The Canadian Food Inspection Agency (CFIA) reports to the Minister of Health. CFIA is not part of the Portfolio but works closely with AAFC. The Minister is responsible for the activities of CFIA that do not relate to food safety.

As part of the Corporate Management Branch, the Canadian Pari-Mutuel Agency is a special operating agency/revolving fund within AAFC that regulates and supervises pari-mutuel betting (a unique pool-betting system) in Canada on horse races. This agency ultimately benefits the public interest through ensuring pari-mutuel betting is conducted in a way that is fair to the public.

Portfolio organizations and leadership

While each organization has its own Deputy Head, the Deputy Minister is responsible for advising the Minister on all matters under the Minister's responsibility and authority.

Canadian Dairy Commission (CDC)

Chief Executive Officer: Benoit Basillais

Chair: Jennifer Hayes

• Headquartered in Ottawa, on the Central Experimental Farm, the CDC is a Crown Corporation that helps manage Canada's dairy industry, including support prices and quota under the supply management system for dairy.
• The CDC has 83 employees and an annual budget of $16.8 million.

Canadian Grain Commission (CGC)

Chief Commissioner: David Hunt

• Headquartered in Winnipeg, the CGC regulates grain handling in Canada and establishes and maintains science-based standards of quality for Canadian grain.
• The CGC has 485 employees across the country and an annual budget of $80.69 million.

Farm Products Council of Canada (FPCC)

Chair: Brian Douglas

• Headquartered in Ottawa, on the Central Experimental Farm, FPCC provides oversight of the national supply management agencies for poultry and eggs, and supervises national promotion and research agencies for farm products.
• The FPCC has 18 employees and a forecasted annual budget of approximately $3.2 million.

Farm Credit Canada (FCC)

Chief Executive Officer: Justine Hendricks

Board Chair: Jane Halford

• Headquartered in Regina, FCC is a financially self-sustaining federal Crown Corporation that provides financing to agricultural customers.
• FCC has 2,300 employees operating from 102 offices across Canada. FCC's current lending portfolio is over $50.7 billion in loans, providing funds to close to 102,000 customers across Canada.

Canada Agricultural Review Tribunal (CART)

Chair: Emily Crocco

• Headquartered in Ottawa, CART is an independent tribunal providing impartial review of cases brought by those charged with bringing animal or plant products into the country without permission or failing to meet standards for humane transport of animals.
• CART has one full-time chairperson and three part-time members. The Administrative Tribunals Support Service of Canada provides registry, legal, and adjudicator support.

Legislative authorities and shared jurisdiction

AAFC and the Portfolio administer over 30 federal Acts related to agriculture and agri-food.

• The Department of Agriculture and Agri-Food Act says the Minister is responsible for: "agriculture; products derived from agriculture; and research related to agriculture and products derived from agriculture including the operation of experimental farm stations". The Act enables the department to support the sector from the farm through all phases of producing, processing and marketing of agriculture products to consumers in Canada and in global markets.
• Some other key Acts include the: Farm Income Protection Act; Canadian Agricultural Loans Act; Agricultural Products Marketing Act; Safe Food for Canadians Act. These allow AAFC to deliver agricultural financial programs, marketing statutes, standards and regulations that ultimately contribute to the sector's performance and safety.

Section 95 of the Constitution identifies agriculture as a shared jurisdiction in Canada. A high level of engagement is required between AAFC and the provincial and territorial governments in order to develop and deliver policies and programs that effectively support the sector across Canada.

Five-year federal-provincial-territorial policy frameworks define the manner, purpose, and context in which governments work together on agricultural issues. Much of AAFC's work and spending falls under the framework.

Branch mandate

Corporate Management Branch (CMB) serves as a strategic partner for client branches and central agencies to ensure the sound stewardship of the department's human and financial resources, and to deliver innovative client services across a range of functions including procurement, real property, human resources (HR), reporting, and pay.

Key files/functional areas

• Financial Management and Strategic Reporting: Responsible for delivering timely and relevant financial information, services, stewardship, strategic advice, and reporting under the guidance of the Deputy Chief Financial Officer.
• HR: Provides HR management policies, programs, advice and services that support the objective of the department's policy framework and business results.
• Real Property and Asset Management: Provides services for the management of departmental assets to meet operational requirements and deliver on departmental priorities, including real estate, accommodations, procurement and material management, investment planning, project management, environmental management, and departmental security and intelligence.
• Integrated Services: Provides integrated administrative and facilities management services in support of departmental operations, principally for science and technology research and development centers.
• Canadian Pari-Mutuel Agency: A special operating agency within Agriculture and Agri-Food Canada (AAFC) that regulates and supervises pari-mutuel betting in Canada on horse racing to ensure pari-mutuel betting is conducted in a way that is fair to the public. The Agency also delivers a national equine drug testing program.

Summary of key risks and opportunities

• Talent retention: Increasing competition between organizations to recruit and retain talent.
• Procurement/project management: Increased scrutiny and delays on project delivery and procurement outcomes from both internal and external sources, and heightened expectations.
• Aging infrastructure: Aging real property and asset portfolio and accumulated deferred maintenance poses long-term challenges in supporting science outcomes.

Current/upcoming priorities

• Monitor implementation of Budget 2023 spending review initiatives and support senior management in the development and implementation of long-term efficiency strategies.
• Proactively support client branches to advance departmental commitments relating to diversity, equity and inclusion, and lead implementation of the Clerk's values and ethics renewal agenda.
• Finalize the Real Property Portfolio Strategy, including a review of divestiture and real estate in conjunction with the federal housing strategy and long-term departmental needs, and manage ongoing updates to AAFC spaces to support hybrid work.
• Proactively address the long-term sustainability of the funding model of the Canadian Pari-Mutuel Agency.

Operational information

CMB is led by Assistant Deputy Minister and Chief Financial Officer Marie-Claude Guérard, and comprises 5 directorates:

• Financial Management and Strategic Reporting: Shawn Audette
• Human Resources: Shauna Guillemin
• Real Property and Asset Management: Karen Durnford-McIntosh
• Integrated Services: Danielle Brown
• the Canadian Pari-Mutuel Agency: Lisa Foss; and
• a Branch Planning and Resource Governance Unit: Matthew Enticknap.

The total branch employee population is 992 full-time equivalents (FTEs), with over half located in the National Capital Region.

Over 40% of the branch's workforce is composed of administrative professionals. Engineers and operational services, financial management, and HR professionals each make up over 10% of the branch's workforce.

The Branch's 2024-25 budget is $145.6 million, including $84 million salary and $61.6 million non-pay operating.

Branch mandate

International Affairs Branch (IAB) brings together complementary expertise from both Agriculture and Agri-Food Canada (AAFC) and the Canadian Food Inspection Agency (CFIA) to implement sector trade priorities in the areas of regulatory and technical import-export functions; market access, advocacy and trade policy; market development and diversification; and engagement with stakeholders in Canada and abroad.

Key files/functional areas

IAB is critical to maintaining and enhancing international trade and does so by:

• Engaging with bilateral trading partners to maintain and improve relations, and to advance trade and policy priorities;
• Working with industry to identify and prioritize market access issues and opportunities;
• Maintaining, regaining and expanding market access, such as by negotiating import and export conditions and advocating for science and rules-based trade;
• Leading a shared federal-provincial-territorial approach to market development, international branding, and export promotion;
• Managing the Agri-Food Trade Commissioner Service abroad (including 43 full-time equivalents [FTEs] across the globe);
• Working with like-minded trading partners in International Standard Setting Bodies (Codex, World Organization for Animal Health, International Plant Protection Convention) and promoting science-based trade rules at the World Trade Organization;
• Negotiating the Sanitary and Phytosanitary chapters in Canada's free trade agreements to protect Canada's right to take the measures necessary to keep Canadians safe and protect its domestic resource base, while seeking provisions and mechanisms that facilitate trade (co-led with Global Affairs Canada);
• Facilitating regulatory co-operation and technical market access activities to mitigate trade barriers; and
• Undertaking technical capacity building and inspection activities to maintain public confidence and facilitate the adoption of systems grounded in science by trading partners.

Summary of key risks and opportunities

Maintaining market access has become increasingly complex (increasing number of non-tariff barriers to trade) and risk is growing.

IAB is being increasingly called upon to engage bilaterally in new areas including environmental sustainability, food security, and health. It is also facing increasing pressures to support the sector in implementing its international trade aspirations while offering avenues toward market diversification and risk mitigation.

The Branch's dual organizational structure (between AAFC and the CFIA) has been beneficial to integrating international functions, but corporate functions could be further integrated to gain efficiencies.

Current/upcoming priorities

• International trade priorities in agriculture and agri-food are centered around three pillars:
  1. Increasing engagement with key trading partners such as the United States (for example, Team Canada Strategy in advance of the election and the Canada-United States-Mexico Agreement review);
  2. Diversifying trade into emerging markets with an emphasis on Indo-Pacific; and
  3. Defending science-based trade rules and mitigating risk in important yet challenging markets [REDACTED]
• Respond to industry requests to maintain and enhance access to priority markets such as the United States, China, and the European Union.
• Build deeper relationships with key players both in Canada and across the United States (federal, state-level, stakeholder, etc.) and raise the positive profile of Canada as a crucial partner (in support of Team Canada Strategy).
• Plan and organize flagship trade shows in support of industry.
• Manage the Canada Brand program and support Canadian industry in differentiating and profiling their products in export markets.
• Deepen partnerships and advance agricultural trade objectives in the Indo-Pacific region through the Indo-Pacific Agriculture and Agri-Food Office.
• Prepare for, mitigate, and respond to plant, animal and food risks (for example, Highly Pathogenic Avian Influenza, negotiating African Swine Fever zoning arrangements, Bovine Spongiform Encephalopathy)
• Advance the digitization of the Agency's export process (eCERT).

Operational information

IAB is led by Assistant Deputy Minister and Vice President of the CFIA Kathleen Donohue, and comprises 3 directorates:

• Market Access Secretariat: Michelle Cooper;
• Market Development: Lauren Donihee;
• Horizontal and Strategic Initiatives: Director General is to be confirmed.

IAB employs both AAFC and CFIA employees to achieve its international objectives. For AAFC, the branch employs 94 FTEs based in Canada and 43 FTEs under the Agri-Food Trade Commissioner Service (including 12 Canada-based staff and 31 locally-engaged staff). For CFIA, the branch employs 164 FTEs based in Canada, and 13 FTEs who serve as Technical Specialists Abroad (9 Canada-based staff and 4 locally-engaged staff).

The Branch's 2024-25 budget is $15.1 million, including $10.1 million salary and $5 million non-pay operating.

Branch mandate

The Information Systems Branch (ISB) supports Agriculture and Agri-Food Canada (AAFC) by equipping its workforce with the latest digital tools, data resources, and modern technology infrastructure, enabling the department to effectively perform core functions and deliver on its mandates and priorities.

Key files/functional areas

ISB activities fall into four broad categories:

• Working with clients across the department to identify and/or develop digital solutions and tools to support delivery of AAFC's mandate, particularly to enable its science research, collaboration and innovation;
• Working horizontally across government to build and implement a robust and modern digital infrastructure;
• Leading digital policy development, information management, information technology (IT) procurement and project governance, as well as cyber security for the department and the agriculture sector; and
• Championing the adoption of data and advanced technologies such as artificial intelligence (AI), leading the department's digital transformation to empower better decision-making, enhance organizational performance, and ultimately boost Canada's agricultural competitiveness through strategic partnerships.

ISB also leads interdepartmental software program clusters to help federal departments and agencies reduce costs, streamline operations, and improve service delivery for their employees, including the:

• SAP Cluster providing the financial management, expenditure reporting, real property management and travel management digital and data platforms for seven federal departments and 30,000 employees.
• Peoplesoft Cluster providing human resources (HR) management, express staffing tools, HR to pay compensation digital and data platforms for eight federal departments and 33,000 employees.
• Library Cluster providing physical and digital collections, management and delivery of digital subscriptions, and specialized research and analysis capabilities for scientists and researchers for three departments and agencies and 15,000 employees.

Summary of key risks and opportunities

• Increasing potential for government digital infrastructure to be compromised by sophisticated cyber threat activity associated with ransomware, phishing and other cybercrimes, which could negatively impact the AAFC's data assets, information and intellectual property.
• Reliance on other departments and the need to continually adapt to changing policies, priorities and requirements, which could hinder ISB's ability to effectively deliver data and digital services to the department.
• Potential for failure of aging systems and infrastructure, which would create service problems for internal and external clients, while ongoing maintenance needs draw resources away from other priorities and efforts to meet increasingly high expectations for modern digital services.
• Challenges attracting, recruiting and retaining talent with highly specialized skills in high demand areas (for example, AI, cyber) while managing pressures to reduce reliance on technical contractors could mean ISB does not have the resources necessary to maintain or modernize digital solutions and tools for the department.
• Recognizing limited resources, ISB is collaborating with other branches to review and prioritize digital and data tools and services as well as supporting the department in embracing advanced technologies (for example, AI, automation) to help improve efficiency and enhance productivity.

Current/upcoming priorities

• Provide seamless delivery of data and digital solutions that are secure, client-driven, inclusive, and accessible by accelerating digital transformation and embracing innovation.
• Establish ISB as a trusted partner to help enhance the competitiveness and sustainability of Canada's agricultural sector by identifying opportunities to collaborate and raise awareness to fully realize the ambitions of the digital economy and meet the challenges of a dynamic trade environment.
• Reduce ISB's reliance on contractors through gradual transition to employees and prioritization of digital activities to work within limited resource capacity.

Operational information

ISB is led by Assistant Deputy Minister and Chief Information Officer Vidya ShankarNarayan, and comprises 4 directorates:

• Digital Solutions and Innovation: Ling Lee;
• Transformation and Modernization Services: Nadine Boudreau-Brown;
• Strategic Management: Katherine MacDonald;
• Office of the Chief Data Officer: Élise Legendre.

The branch is made up of 595 employees along with students, casuals and contractors. Its staff are located across the country to provide IT support to AAFC staff in research and development centres, regional offices, and Ottawa headquarters (National Headquarters Complex for the Agriculture Portfolio).

ISB's 2024-25 operating budget is $88 million ($49.5 million salary, $38.5 million non-pay operating, and $9 million capital).

Branch mandate

Market and Industry Services Branch (MISB) supports the economic growth and long-term prosperity of the agriculture and agri-food industry domestically and internationally. The Branch supports sector development, advances agricultural interests in bilateral and multilateral trade negotiations, and works closely with industry to foster a competitive agriculture sector.

Key files/functional areas

• Deliver market information, intelligence and analysis on key national and regional sector issues, supply capacity, and emergency management to support industry and government information needs and decision-making.
• Work with industry stakeholders through various fora including the Sector Engagement Table Model, portfolio partners, and other governmental departments to address issues impacting the competitiveness of the sector.
• Build an open, predictable rules-based trading system through negotiation of free trade agreements, addressing tariff and non-tariff trade barriers, and advocating for science- and risk-based decision making.
• Develop and implement a government engagement strategy for the inclusion of underrepresented and marginalized groups across the sector.
• Provide leadership, guidance and coordination services in the agriculture sector's preparedness and response to emergency events, as well as a central point for Agriculture and Agri-Food Canada on the ground when emergencies arise.

Summary of key risks and opportunities

Ongoing threats to the agricultural sector include: damaging weather events becoming more frequent, cybersecurity events, plant and animal disease, value chain disruptions, and foreign interference.

MISB's ability to contribute to the opening, maintaining, and expanding of domestic and international markets for Canada's agriculture and agri-food sectors may face considerable challenges due to uncertainty, changes in the current trade environment, and potential market interruptions (for example, protectionism, unfavorable changes to existing agreements, technical trade issues, non-science-based trade barriers, supply chain issues, major plant closures).

Canadian agriculture and agri-food businesses also face increased consumer scrutiny, evolving demand and trends, and fierce international competition which is increasing consumer choices available both in-store and online. The ability to make verifiable claims about Canadian products and production practices will be essential.

Risk: The department may not be prepared, including having the right people, systems and processes, to respond to catastrophic crises (natural, accidental, or intentional) in an effective manner, which may have consequences for the agricultural sector, employees, and/or Canadians.

The success of the Canadian agriculture sector depends on our ability to export to other countries and defend supply management from increased imports through ongoing and future trade agreements. The Branch's role consists of supporting the agricultural sector as they face increasing impacts from disruptions (for example, pandemic, inflation, supply chain) and growing/emerging threats, and acting as a facilitator to address increasingly complex issues.

Current/upcoming priorities

• Renewal of the Emergency Management Framework for Agriculture in Canada and delivery of National Preparedness and Emergency Response Plan.
• The upcoming G7 and G20 meetings are important platforms to advocate for the role of science, innovation, and trade in global management of agriculture issues.
• Emergency planning, preparedness and response for animal disease outbreaks: Highly Pathogenic Avian Influenza (response), African Swine Fever and Foot and Mouth Disease (planning and preparedness).
• Key sectoral issues including implementation of a federal-provincial-territorial pesticide action plan; plant breeding innovation transparency measures; addressing potential impacts of proposed plastic reduction regulations; dairy product marketing regulation modernization, etc.

Operational information

MISB is led by Assistant Deputy Minister Tom Rosser and comprises 3 directorates:

• Regional Operations and Emergency Management Directorate: Nathalie Gour;
• Sector Development and Analysis Directorate: Donald Boucher;
• Trade Agreement and Negotiations Directorate: Matthew Smith (also Chief Agriculture Negotiator); and
• a Branch Planning and Resource Management team: Rita Athwal.

The branch comprises 267 employees, which includes a strong regional presence of 99 employees in the following regions: Atlantic, Ontario, Quebec, Mid-Western and North-Western.

MISB's 2024-25 budget is $30.5 million, including $27 million in salary and $3.5 million in non-pay operating.

Branch mandate

Public Affairs Branch (PAB) provides support and advice to the Minister, Deputy Minister (DM) and all branches within the department through a full range of strategic and operational activities for internal and external communications. It serves as the departmental lead for the management and delivery of both translation and Access to Information and Privacy (ATIP) services.

Key files/functional areas

• Strategic Planning, Advice, and Coordination: strategic communications (three teams supporting Market and Industry Services Branch, International Affairs Branch, Programs Branch and Strategic Policy Branch; speechwriting; ministerial services; media relations and monitoring; science communications and regional communications.
• Communication Services: corporate communications (includes DM communications, support for Diversity, Equity and Inclusion [DEI] and reconciliation and other corporate priorities), web, social media, video production and podcast, marketing, creative services, public opinion research and consultations, translation and ATIP.

Summary of key risks and opportunities

Immediate opportunity

• Employee engagement: Various opportunities to meet and engage with Agriculture and Agri-Food Canada (AAFC) staff through National Public Service Week, Conversations with the DM roundtable meetings with small groups of employees, as well as regional engagement and events with our various DEI networks.

Ongoing opportunity

• Continue to raise awareness of tools and resources to support producers in improving environmental and economic sustainability, including the over $1.5 billion suite of programs to support the environment, as well as federal Sustainable Canadian Agricultural Partnership programs.

Immediate risk

• Drought, floods and wildfires continue to impact the sector; PAB works jointly with the provinces and territories, as well as with implicated departments to inform stakeholders and producers of support and monitoring tools available to them.

Ongoing risk

• Misinformation/disinformation and its impact on how Canadians and stakeholders view and understand AAFC/Government's role in supporting the agricultural sector. Linked to public trust. Issues include pesticides, genetically modified organisms, animal welfare, perceptions around industrial farming.

Current/upcoming priorities

Communications priorities for supporting the Minister, department, sector and Canadians:

• Federal-provincial-territorial communications
• Minister's summer outreach (domestic and international)
• Food Policy Renewal, Grocery Code of Conduct, food security, On-Farm Climate Action Fund expansion, climate related emergencies and disasters, Agricultural Labour Strategy and African Swine Fever.

Corporate priorities for supporting AAFC activities and people

• Directive for onsite presence: Ongoing communications with employees, managers and executives are required to support the changes announced by Treasury Board Secretariat. Also includes changes to our onsite monitoring approach to factor in new requirements around privacy.
• Communications support of AAFC's Values and Ethics Implementation Plan, DEI, as well as reconciliation activities and networks.
• Corporate communications services for the DM.

Branch priorities

• Wellness and culture
• DEI and reconciliation
• Values and Ethics Code

Operational information

PAB is led by Assistant Deputy Minister Mary Dila and comprises 2 directorates:

• Strategic Planning, Advice and Coordination: Sophie Bédard;
• Communications Services: Jean-Pierre Contant; and
• a Branch Planning and Resource Management team: Penny O'Shaughnessy.

The Branch employs over 140 employees across the country, with the majority located in National Capital Region.

PAB's 2024-25 budget is $20.9 million, including $14.1 million in salary and $6.8 million in non-pay operating (with translation accounting for $3.5 million of the total non-pay operating and approximately $1.5 million for corporate information technology projects).

Branch mandate

Programs Branch (PB) is responsible for the design, delivery and management of the department's Grants and Contributions and Statutory programs and services to support producers, businesses and sector organizations within the Canadian agriculture and agri-food sector.

Key files/functional areas

• Administers federal programs in science, research, innovation, competitiveness and market development and supports the management of the Cost-Shared Strategic Initiatives with Provinces/Territories (PTs) under the Sustainable Canadian Agricultural Partnership (Sustainable CAP). The Sustainable CAP includes a $1.0 billion investment in federal-only programs and activities, and a $2.5 billion investment in federal, provincial and territorial (FPT) cost-shared programs and activities (60:40 F/PT) over five-years (2023-28).
• Provides a suite of business risk management (BRM) Programs (demand-driven), representing $1.8 billion per year on average to producers over the last five years.
• Delivers a suite of federal environment and climate change, food policy, supply management, innovation, and other sector support programs, representing approximately $4.0 billion over multiple years.
• Delivers the Farm Debt Mediation Service, as required under the Farm Debt Mediation Act and Farm Debt Mediation Regulation.
• Supports service transformation and program modernization initiatives.

Summary of key risks and opportunities

Agriculture and Agri-Food Canada programs are highly valued by the sector and stakeholders leading to oversubscription of many programs beyond funding allocations. However, this presents an opportunity to discover innovative ways to manage oversubscriptions and explore future program development.

There is continued pressure to deliver more and increasingly complex programs and services with limited resources.

Extreme weather events have occurred more frequently and with increased severity in recent years, which has led to a higher demand for BRM support and an increase in the number of AgriRecovery initiatives. Work is being undertaken to examine how best to enhance the existing BRM suite of programs and reduce reliance on ad hoc AgriRecovery support for disaster recovery.

There is an opportunity to further enhance client service and program delivery through increased use of modernized electronic communications tools, a comprehensive client outreach plan, and automated processes.

PB is endeavoring to enhance program management to align with policies and practices, ensuring responsiveness to the sector and needs of Canadians.

Current/upcoming priorities

• Launch of a new Agricultural Clean Technology Program: Research & Innovation Accelerator, expansion of the Agricultural Climate Solutions: On-Farm Climate Action Fund, new intake of the Local Food Infrastructure Fund and new School Food Infrastructure Fund.
• Sustainable CAP is currently in its second year and FPT governments are considering possible changes to the suite of BRM programs. Preparation is currently underway for the FPT Agriculture Ministers' meeting in July where improvements to the BRM suite of programs will be discussed.
• Continued automation of processes and reduction of paper-based mail in favour of electronic communications.
• Implementation of the PB Data and Digital Action Plan, which aims to enhance data management, drive digital transformation, and improve service delivery.
• Expanded adoption of the Grants and Contributions Digital Platform to support efficient Grants and Contributions program delivery, administration, reporting, and client service improvements.

Operational information

PB is led by Assistant Deputy Minister Liz Foster, and comprises 5 directorates:

• Business Development and Competitiveness Directorate: Pascale Boulerice;
• Innovation Programs Directorate: Marco Valicenti;
• Farm Income Programs Directorate: France Guimond;
• Business Risk Management Programs Directorate: Francesco Del Bianco;
• Service and Program Excellence Directorate: Sankaran KrishnaRaj; and
• a Management Services Unit: Julie Desroches.

As of April 30, 2024, PB employed 627 full-time equivalents (indeterminate and terms over 3 months) with employees located across the country, with the majority located in the National Capital Region and Winnipeg.

In 2023-24, PB's overall programs and funding budget authority was $3.36 billion with an actual spending of $3.28 billion.

The branch's 2024-25 operating budget is $77.9 million, including $59.6 million salary and $18. million non-pay operating.

Branch mandate

Science and Technology Branch (STB) provides research, development, and technology transfer capacity to serve producers, processors, industry, and Canadians to support the creation of a profitable, competitive, innovative, and productive agriculture and agri-food sector.

Key files/functional areas

STB work is anchored in Agriculture and Agri-Food Canada (AAFC)'s Strategic Plan for Science. The Plan, working in tandem with the Sustainable Canadian Agricultural Partnership, organizes the branch's work and resources into four mission-driven science areas:

• Mitigating and adapting to climate change
• Increasing the resiliency of agro-ecosystems
• Advancing the circular economy by developing value-added opportunities
• Accelerating the digital transformation of the sector

Agricultural Climate Solutions – Living Labs is a nationwide network where scientists and farmers co-develop and accelerate adoption of beneficial management practices to tackle climate change. Currently, there are 14 labs, 9 working groups and over 1,000 participants, including external stakeholders.

AAFC plays host to the Interdepartmental Indigenous Science, Technology, Engineering and Mathematics (I-STEM) Cluster. In addition to leading the cluster with three dedicated full-time equivalents, STB provides secretariate support for the group.

The branch mobilizes its research capacity to deliver rigorous scientific advice to enable evidence-based decision-making and help shape policy and program development.

Summary of key risks and opportunities

Computing science and storage capacity is a challenge. Scientific research and analysis require a lot of data and processing power. AAFC is implementing a new science data storage solution, the General Purpose Science Cluster, to modernize our data storage, facilitate greater collaboration, and provide access to high performance computing.

Science security is top of mind for the branch. External partnerships can be vulnerable to political influence.

Although a significant share of AAFC buildings are currently in average or good condition, the department's overall portfolio is deteriorating and deferred maintenance costs continue to grow. The functionality and suitability of the portfolio to support modernization and transformation of AAFC's science and research activities is at risk of declining.

Current/upcoming priorities

STB is implementing a national Science Portfolio model to promote efforts that cut across commodities, disciplines, and geography, striking the balance to address the needs of the sector, while increasing the potential for transformative impact. The branch is working with domestic and international partners to leverage collaboration toward this goal.

Updating of the Science Management System is a priority. The system captures all project information to enable the branch's ability to organize its investments, while incorporating Gender-Based Analysis Plus considerations and supporting the Open Science initiative.

STB is redesigning its science programming, including the Annual Call process and other funding streams, to ensure optimal alignment with AAFC's Strategic Plan for Science, and to reflect the transition to a Science Portfolio Model.

Operational information

Science and Technology Branch is led by Assistant Deputy Minister Gilles Saindon; and Associate Assistant Deputy Minister: Andrew Goldstein. It comprises 4 directorates:

• Partnerships and Planning Directorate: Alexandre Lefebvre;
• Coastal Region: Benoît Girard;
• Prairie Region: Felicitas Katepa-Mupondwa;
• Ontario-Quebec Region: Alana Yuill; and
• an Indigenous Science Liaison Office.

AAFC has 20 research and development centres with 29 satellite research locations across Canada.

The branch employs 2,272 full-time equivalents (of which 633 are science researchers and professionals).

STB's 2024-25 Budget is $284.0 million, including $208.6 million salary and $75.4 million in non-pay operating. Over 80% of the non-pay operating budget goes towards science projects.

Research funding is supplemented by collaborative frameworks with universities and industry.

Branch mandate

Strategic Policy Branch (SPB) supports integrated policy development through strategic planning, policy analysis, liaison and research.

Key files/functional areas

SPB is responsible for:

• Supporting the Minister in delivering mandate priorities and implementing the department's policy agenda;
• Developing policy advice, options and recommendations on sectoral, cross-cutting and emerging issues, as well as policy integration and coordination across the department, including through budget proposals, off-cycle requests and the Fall Economic Statement;
• Strategic relationships with industry, other orders of government, central agencies, and other government departments; and
• Economic research and analysis to support the work of horizontal teams and identify emerging issues.

Summary of key risks and opportunities

• Successive crises such as extreme weather, disease outbreaks, labour actions, global conflicts, effects of inflation on food affordability etc., can impede progress on an ambitious agenda and capacity for medium-term policy.
• Limited levers and spheres to influence key areas affecting Agriculture and Agri-Food Canada interests.
  • SPB plays a convening role to advance interests and enable complementarity of actions by maintaining close collaboration with federal, industry and provincial/territorial partners.
• Managing a heavy workload, tight deadlines and financial pressures.
  • SPB engages in regular discussion to advance Branch and team charters related to future of work and Public Service Employee Survey results through our Diversity, Equity, Inclusion and Belonging Working Group.
  • Professional service reductions as part of the government spending review will be challenging for the branch to meet based on its current level of support to priorities.

Current/upcoming priorities

• Sustainable Agriculture Strategy
• African Swine Fever
• Grocery Code of Conduct
• Temporary Foreign Worker Program and Labour Roadmap
• H5N1/Highly Pathogenic Avian Influenza
• Federal-provincial-territorial Annual Conference in July

Operational information

SPB is led by Assistant Deputy Minister: Shannon Nix, who is also the co-champion of Diversity, Equity and Inclusion. The branch comprises 4 directorates:

• Policy, Planning and Integration Directorate: Steve Jurgutis;
• Research and Analysis Directorate: Warren Goodlet;
• Sectoral and Supply Chain Policy Directorate: Justine Akman;
• Sustainable Development Policy Directorate: Sophie Beecher; and
• a Branch Planning and Resource Management team: Leslie Wylie.

Currently, there are 257 employees in the branch, and 218 can be found in the National Capital Region. The majority of regional staff are located in Winnipeg, however the branch also has representation in all provinces across Canada.

SPB's 2024-25 operating budget is $37.9 million, including $26.2 million salary and $11.7 million non-pay operating (over 70% of branch non-pay operating spending is for the Statistics Canada memorandum of understanding the branch manages on behalf of the department).

Branch mandate

The Office of Audit and Evaluation (OAE) delivers on the Treasury Board Policy on Internal Audit and the Policy on Results to provide independent and objective advice to support Agriculture and Agri-Food Canada (AAFC) senior leaders in making decisions and delivering on the AAFC mandate.

Key files/functional areas

Internal Audit

• Helps AAFC accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes.

Evaluation

• Assesses departmental programs, policies and activities to determine their ongoing relevance, effectiveness and efficiency, as well as their impact, design and sustainability.

Practice Management Unit

• Manages the governance for the internal audit and evaluation functions including the Quality Assurance and Improvement Program, follows up on Management Action Plans and annual reporting. It provides the secretariat for the Departmental Audit Committee and is the official point of contact with external assurance providers, such as the Office of the Auditor General.

Summary of key risks and opportunities

OAE is functioning well. The recent external assessment rated the evaluation function as generally compliant. Audit is undergoing a similar exercise.

OAE is now staffed and operating at capacity after falling behind in 2023-24.

[REDACTED]

Current/upcoming priorities

• Departmental Audit Committee Meeting, June 17-18, 2024
• External Validation of the Internal Audit Practice Inspection (Quality Self-Assessment)
• Environmental Petitions No. 0477B and No. 0506

Audits nearing completion include

• Research and Development Centre Inventory Control
• [REDACTED]
• [REDACTED]
• Joint Audit and Evaluation on Science Human Resources Capacity and Accelerated Staffing Initiative

Evaluations nearing completion include

• AgriRisk
• Agricultural Climate Solutions
• [REDACTED]
• Youth Employment and Skills Program

Operational information

OAE is led by the Chief Audit and Evaluation Executive, John Corbeil.

OAE employs 35 full-time equivalents, 30 of which are located in the National Capital Region and 5 of which are regional.

OAE's 2024-25 budget is $5 million, including $3.9 million salary and $1.1 million non-pay operating.

The OAE Plan 2024-25 to 2028-29 includes

• Starting 7 new evaluations and completing 6 carry-over evaluations projects.
• Starting 5 new audits and completing 3 carry-over audit engagements.

Branch mandate

The Agriculture and Food Inspection Legal Services Unit (AFI LSU) provides legal advisory services to Agriculture and Agri-Food Canada (AAFC), helping the department to develop policy and to draft and reform laws. They also provide advisory support in the context of litigation.

As a Unit within the Department of Justice's Business and Regulatory Law Portfolio, AFI LSU also has the mandate to support the dual roles of the Minister of Justice and the Attorney General of Canada.

[REDACTED]

Operational information

AFI LSU is a medium sized unit with 40 Justice counsel as well as 22 legal assistants, paralegals, financial and human resources professionals from both AAFC and the Canadian Food Inspection Agency (CFIA).

As a multi-client legal services unit, AFI LSU provides day-to-day advice to AAFC as well as to the CFIA, the Canadian Pari-Mutuel Agency, the Canadian Dairy Commission, and the Farm Products Council of Canada.

AFI LSU employees are co-located with AAFC and CFIA, predominately in the National Capital Region. Approximately 15 employees are located in regional offices in Guelph, Montreal, Moncton and Winnipeg.

Counsel in the AFI LSU are strategic partners, dedicated to understanding the objectives of our client organizations, and to providing practical legal advice aimed at supporting the achievement of those objectives in the best risk mitigated manner possible.

Branch mandate

The Ombuds' Office provides a safe space where all employees at all levels of the organization, including managers and executives, can have informal conversations about issues that affect their work life and health, without fear of reprisal, judgment, discrimination or stigma. It also explores and evaluates options with employees to help resolve workplace concerns and, with consent, flag issues to appropriate levels of management. The Ombuds' Office also identifies and analyses systemic issues, policy gaps, and trends impacting employee wellbeing, and makes recommendations based on observations.

Key files/functional areas

• Harassment prevention: Serves as a complementary mechanism to existing systems in resolving harassment, discrimination and harmful behaviors.
• Leadership/management styles: Provides insights into difficult leadership styles that may create psychologically unsafe workplaces, and which negatively impact the overall performance of the organization.
• Diversity and inclusion, and Reconciliation: Identifies systemic barriers and supports the organization in removing them in collaboration with management, human resources partners, networks and employees.
• Mental health and wellbeing: Monitors the pulse of the organization with regards to the 13 psychosocial factors identified in the National Standard of Canada for Psychological Health and Safety in the Workplace.

Summary of key risks and opportunities

The Ombuds' Office has experienced a surge in demand for services. In the past six months, the Ombuds' Office has received as many visitors as it did throughout the entire previous year.

The Ombuds' Office struggles to address systemic issues effectively because it is continuously focussed on individual cases instead of researching wise practices and piloting and evaluating them with partners in the organization.

At a recent meeting with the Public Service Management Advisory Committee, former Deputy Minister Beck supported the Federal Government Organizational Ombuds Council by accepting to be part of the newly established Government of Canada Senior Officials' Ombuds Advisory Committee.

Current/upcoming priorities

• Review and approval of the Ombuds' Office Strategic Plan: The Ombuds' Office is currently evaluated as a responsive model according to the Federal Government Organizational Ombuds Maturity Model, and its proactive capacity is increasingly declining due to a rise in client demand. The Ombuds' Office is currently resourced as a start-up office and not reflecting the growth and maturity of the function within Agriculture and Agri-Food Canada. The Ombuds' Office needs to realign the Special Advisor position to that of an Associate Ombuds and strengthen its research and analysis capacity with additional resources. This will enable the organization to better address systemic issues, rather than continuously focusing on individual cases, and to fulfill its commitments more effectively.
• Case management system: The Ombuds' Office is in the process of acquiring a new case management system to improve on data collection, analysis and reporting.
• Research, development, piloting and evaluation of a trauma-informed approach: In its Third Annual Report, the Ombuds' Office recommended a transition of internal services, processes, forms and complaint mechanisms to a trauma-informed approach rooted in the principles of safety, trustworthiness and collaboration.

Operational information

The Ombuds' Office comprises 1 Ombuds (EX-02) and 1 Special Advisor (AS-07), both located at Ottawa Headquarters (NHCAP), 1  Assistant (AS-04) located in Winnipeg, and 1 part-time student located in Edmonton.

The Ombuds' Office operates with a salary budget of $408,300 and a non-pay operating budget of $75,000.

Context

Agriculture and Agri-Food Canada (AAFC)'s overall budget is comprised of statutory and voted funding, largely influenced by the five-year federal, provincial and territorial agricultural framework in place. Namely, fiscal year 2024-25 will mark the second year of the Sustainable Canadian Agricultural Partnership (2023-28).

In addition, AAFC's efforts focus on minimizing market access impact, aiding supply-managed dairy, poultry, and egg producers in adapting to market changes due to trade agreements, such as the Canada-European Union Comprehensive Economic and Trade Agreement, the Comprehensive and Progressive Agreement for Trans-Pacific Partnership, and the Canada-United States-Mexico Agreement.

Supporting the Emissions Reduction Plan through Agricultural Climate Solutions and the Agricultural Clean Technology Program, AAFC also aims to combat climate change by researching and promoting the implementation of natural solutions and clean technology adoption.

Over the past five years, AAFC authorities have grown by over $900 million and 240 full-time equivalents (FTEs). Despite this growth, AAFC anticipates several challenges over the coming years with regard to its financial situation. These include:

• The refocussing government spending exercises announced in Budgets 2023 and 2024.
• Requirement to re-align Branch budgets to address historical unfunded pressures in some areas, specifically Internal Services.
• Reliance on temporary funding (such as the Operating Budget Carry-Forward) to support permanent programs.
• Mitigating the accumulation of over $500 million in deferred maintenance costs and continuing to have an estimated growing resourcing shortfall of over $110 million per year to effectively support AAFC's current asset base.

While AAFC has consistently demonstrated strong financial results, decisions will be needed in the near future to maintain this sound financial position.

Current status

AAFC has a total of $3.8 billion in authorities to date, allocated to various vital aspects:

• Operational expenses under Vote 1 amount to $665 million, ensuring the achievement of departmental mandate related operating activities (including $517 million salary costs for 5,042 employees).
• Capital expenditures under Vote 5 designates $67 million for enabling essential investments.
• Grants and contributions under Vote 10 assigns $855 million aimed at driving innovation and supporting agricultural initiatives.
• Statutory grants and contributions receive an allocation of $2.2 billion.
• Employee benefits amount to $86 million statutory.

Collectively, these allocations reflect the government's commitment to fostering growth and sustainability in the agricultural sector.

AAFC's Investment Planning Committee has made a concerted effort to identify and align individual investment strategies under its Long-Term Capital Plan to ensure AAFC remains a modern, sustainable, and impactful organization for the future.

Upcoming priorities

• Monitor closely the implementation of planned savings from Budget 2023 refocused government spending.
• Prepare different scenarios and impact analysis to absorb increased operating costs through existing resources and contribute to the public service attrition announced in Budget 2024, which will start April 1, 2025.
• Begin in-year reporting and forecasting processes. AAFC prepares formal in-year financial forecasts three times per year (Periods 4, 6, and 8). More simple financial updates are prepared on a monthly basis outside of these periods.
• Discuss the 2024-25 update to AAFC's 2023-2028 Investment Plan at an upcoming Senior Management Committee meeting, which will include feedback on the drafted Long-Term Capital Plan [REDACTED]

Related programs/initiatives

• Budget 2023 and 2024 – Refocussing Government Spending
• Departmental Risks Framework
• Canadian Pari-Mutuel Agency

Agriculture and Agri-Food Canada (AAFC) has a total of 5,392 employees^{Endnote 1}, with 42% working in the National Capital Region.

AAFC's 2024-2025 budget

• Operating: $665.2 million
• Capital: $66.8 million
• Voted grants and contributions: $854.5 million
• Statutory: $2,258.8 million
• Total: $3,845.3 billion

AAFC has research and development centres and offices in the following locations across Canada:

• Yukon, Northwest Territories and Nunavut: Whitehorse
• British Columbia: Agassiz, Summerland, Burnaby
• Alberta: Lacombe, Lethbridge, Calgary, Edmonton
• Saskatchewan: Saskatoon, Swift Current, Regina
• Manitoba: Brandon, Morden, Winnipeg
• Ontario: Harrow, London, Guelph, Jerseyville, Ottawa
• Quebec: Saint-Jean-sur-Richelieu, Sherbrooke, Saint-Hyacinthe, Montreal, Québec
• New Brunswick: Fredericton, Moncton
• Nova Scotia: Kentville, Truro, Halifax
• Prince Edward Island: Charlottetown
• Newfoundland and Labrador: St. John's

AAFC tracks plans and results in 3 core areas of responsibility

Domestic and international markets

• Support sector competitiveness at home and abroad
• Increase export opportunities for the sector by maintaining and expanding access in key markets

Science and innovation

• Conduct collaborative scientific research with industry, Indigenous groups, other governments and departments, academia, and international partners
• Develop new knowledge/technologies and transfer them to the sector
• Work with industry and other partners to strengthen the sector's capacity to develop and adopt innovative practices, products and processes
• Enhance environmental performance and sector resiliency to the effects brought on by climate change

Sector risk

• Work to mitigate production risks, environmental impacts, and financial/market issues
• Support the sector to develop systems, standards and tools to manage risks

Portfolio partners

The Minister of Agriculture and Agri-Food is responsible for all organizations in the Agriculture and Agri-Food Portfolio, including:

• Canadian Dairy Commission
• Canadian Grain Commission
• Farm Credit Canada
• Farm Products Council of Canada
• Canada Agricultural Review Tribunal

While not part of the portfolio, the Canadian Food Inspection Agency's non-food safety activities are also under the responsibility of the Minister of Agriculture and Agri-Food, including economic and trade issues, and protecting consumer, animal and plant health.

The Sustainable Canadian Agricultural Partnership (Sustainable CAP) is a 5-year (April 1, 2023, to March 31, 2028), $3.5-billion investment, which includes:

• $1 billion in federal-only programs and activities
• $2.5 billion in cost-shared programs and activities funded by federal, provincial and territorial (FPT) governments

Federal-only programs ($1 billion over 5 years) under the Sustainable CAP focus on the following key areas

Science, research and innovation

• AgriScience^{Endnote 2} ($325 million over 5 years) – Supports leading-edge innovation and applied science. The program has two components: Projects (support to short-term projects) and Clusters (partnerships to address priorities that are national in scope).
• AgriInnovate^{Endnote 2} ($77.7 million over 5 years) – Supports the commercialization, adoption, and/or demonstration of commercial-ready innovative agri-based technologies and processes.

Building sector capacity, growth and competitiveness

• AgriDiversity^{Endnote 2} ($5 million over 5 years) – Helps underrepresented and marginalized groups participate in the sector.
• AgriCompetitiveness ($25.7 million over 5 years) – Assists industry to build capacity and enhance sector development through information-sharing activities.
• Regional Collaborative Partnerships Program ($3 million over 5 years) – Supports, enables and encourages provinces and territories to address shared challenges and/or priorities, and further encourages regional collaboration based on the five priority areas.

Market development and trade

• AgriMarketing^{Endnote 2} ($129.97 million over 5 years) – Helps industry grow and diversify exports to international markets and seize domestic market opportunities.

Resiliency and public trust

• AgriAssurance^{Endnote 2} ($64.05 million over 5 years) – Supports industry to develop and adopt systems, standards and tools related to the health and safety of Canadian agri-food products, and how they are produced.

FPT cost-shared programs ($2.5 billion over 5 years)

Programs designed and delivered by provinces and territories tailored to meet region-specific needs, based on national parameters. Costs are shared 60% ($1.5 billion) by the federal government and 40% ($1 billion) by province and territorial governments.

• Resilient Agricultural Landscape Program ($250 million over 5 years) – Supports the adoption of on-farm land use and management practices that prioritize climate resilience.
• Provinces and territories have launched numerous other Sustainable CAP cost-shared programs.

Business risk management (BRM) programs

Funding for BRM programs fluctuates with an annual average of $1.8 billion in payments. In addition to $3.5 billion under Sustainable CAP, BRM programs provide agricultural producers with protection against income and production losses, helping to manage risks. Cost-shared BRM programs include:

• AgriInvest – Offers cash flow to help producers manage income declines
• AgriRecovery Framework – Delivers disaster recovery relief following natural disaster events
• AgriInsurance – Offers cost-shared insurance against natural hazards to reduce the financial impact of production or asset losses
• AgriStability – Provides support when producers experience a large margin decline

There is a suite of AAFC programs outside Sustainable CAP programming to address business, environmental and emerging risks, and drive innovation and growth.

Risk management programs (outside Sustainable CAP programming)

• Canadian Agricultural Loans Act ($65 million) – An ongoing loan program that provides easier access to credit to establish, improve and develop farms, and loans to process, distribute or market the products of farming.
• Advance Payments Program ($3.06 billion) – An ongoing advance program that provides easier access to credit through cash advances to support flexible marketing decisions.
• Price Pooling Program ($47.4 million) – An ongoing price guarantee program that provides a price guarantee that protects marketing agencies and producers against unanticipated declines in the market price of their products.
• Livestock Price Insurance – A 5-year program (ends March 31, 2028) that allows western Canadian producers to purchase price protection on cattle and hogs in the form of insurance policy.

Environment programs

• Agricultural Clean Technology Program^{Endnote 2} ($441.4 million including the Agricultural Methane Reduction Challenge) – A 7-year program (ends March 31, 2028) that supports research, development and adoption of clean technologies.
• Agricultural Methane Reduction Challenge (AMRC; $12 million) – A 4-year program (ends March 31, 2028) that supports the development and implementation of solutions which reduce enteric methane emissions in cattle.
• Agricultural Climate Solutions – On-Farm Climate Action Fund^{Endnote 2} ($670 million + $34.1 million) – A 7-year program (ends March 31, 2028) that supports adoption of greenhouse gas reduction practices on-farm. The additional $34.1 million announced in Budget 2023 over 3 years, starting in 2023-2024, supports Eastern Canada nitrogen management beneficial management practices (BMPs).
• Agricultural Climate Solutions – Living Labs Program^{Endnote 2} ($185 million) – A 10-year program (ends March 31, 2031) that convenes stakeholders to facilitate development and application of on-farm practices with environmental benefits focused on greenhouse gas sequestration and mitigation.

Supply management programs

• Dairy Direct Payment Program ($1.2 billion) – A 6-year program (ends March 31, 2029); payments help cow milk producers transition to new market realities from the Canada-United States-Mexico Agreement (CUSMA).
• Supply Management Processing Investment Fund^{Endnote 2} ($397.5 million) – A 6-year program (ends March 31, 2028) that helps processors of supply-managed commodities adapt to market changes resulting from the implementation of the Canada-European Union Comprehensive Economic and Trade Agreement (CETA), the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP), and CUSMA.
• Poultry and Egg On-Farm Investment Program^{Endnote 2} ($759 million) – A 10-year program (ends March 31, 2031) that helps supply-managed poultry and egg producers adapt to market changes resulting from the CPTPP and CUSMA.
• Market Development Program for Turkey and Chicken^{Endnote 2} ($44 million) – A 10-year program (ends March 31, 2031) that helps increase domestic demand and consumption of Canadian poultry products.

Innovation programs

• Innovative Solutions Canada ($3.9 million; annual program) – Federal projects to support growth of small and medium-sized enterprise (SME) innovations and solutions to sector challenges. The Challenge Stream ends March 31, 2025.
• Canadian Agricultural Strategic Priorities Program ($50.3 million; ongoing program that renews every 5 years) – Supports the sector to seize opportunities, respond to emerging issues, and pilot solutions to adapt and remain competitive.

Other programs

• Youth Employment and Skills Program^{Endnote 2} ($1.2 million; ongoing program) – Funds agricultural work internships for youth and youth facing barriers. Additional funding of $12.3 million was received for 2023-24 and the same amount provided for 2024-25.
• International Collaboration Program ($1.2 million; annual program) – Supports a range of international memberships and projects aimed at advancing AAFC's International Strategy.
• Wine Sector Support Program ($177 million) – A 3-year program (ends March 31, 2027) that provides support to licensed Canadian wineries to adapt to ongoing and emerging challenges.
• African Swine Fever Industry Preparedness Program ($23.4 million) – A 3-year program (ends March 31, 2025) that helps the pork sector prevent and prepare for potential outbreak of African swine fever.
• Farm Debt Mediation Service (ongoing program) – Offers free financial counselling and mediation services to farmers who are having difficulties meeting their financial obligations.

Science and innovation are central to the mandate of Agriculture and Agri-Food Canada (AAFC) and key to positioning the sector for sustainable growth, competitiveness and resilience.

AAFC's strong national science and innovation capacity is regionally distributed:

• 2,272 branch staff, of which 633 are science researchers and professionals
• 20 research and development centres
• 29 satellite research locations
• 663 active research and development projects

Agriculture and Agri-Food Canada's Strategic Plan for Science

A 10-year strategy to guide the department's research and science activities, articulated around three pillars:

Mission-driven science

• Focus science on defined goals/outcomes
• Promote creativity to identify pathways for science to have the largest impact
• Resources are focussed on transformation

People first strategy

• Build a diverse and inclusive workforce
• Workforce talent remains our most important asset

Organizational effectiveness

• Leveraging 12 national Science Portfolios to promote efforts that cut across commodities, disciplines and geography
• Focussing on reconciliation, inclusiveness and removing systemic barriers
• Highest standards of integrity in research conduct

Four key science missions

• Mitigating and adapting to climate change
• Increasing the resiliency of agro-ecosystems
• Advancing the circular economy by developing value-added opportunities
• Accelerating the digital transformation of the agriculture and agri-food sector

Science expertise is leveraged to support policy and programs development and implementation

• Sustainable Agriculture Strategy: Technical expertise to support collective efforts to address agri-environmental issues in the sector.
• Climate Change Roadmap: Identify practices with the greatest potential to decarbonize food production systems while adapting to changing climate / growing conditions.
• Agricultural Climate Solutions – Living Labs | $185 million (2021-2031): Development of a Canada-wide collaborative network where scientists and farmers co-develop solutions to tackle climate change, part of the $4 billion Natural Climate Solution Fund.
• Collaborative Framework (CF): AAFC's CF policy allows external organizations to leverage AAFC scientists to undertake research to support areas of mutual importance. In addition to in-kind resources, AAFC receives an average of $20 million annually in industry funding for CF research projects.

Sustainable Canadian Agricultural Partnership (2023 to 2028)

• Foundational Science and Research, $104 million (2023-2028): Funding from the Framework to support AAFC intramural scientific activity. This is the main source of non-pay operating funds for Science and Technology Branch's internal annual call for research proposals.
• AgriScience Program, $325 million: Aims to accelerate innovation by providing funding and support for industry-driven pre-commercial science activities and research that benefits the agriculture and agri-food sector and Canadians. Funding may be provided as non-repayable contributions for research activities conducted by industry and/or as collaborative research and development support for research performed by AAFC scientists.
• AgriInnovate Program, $77.7 million: Supports projects that result in commercialization, demonstration and/or adoption of commercial-ready innovative technologies and processes that produce competitiveness and sustainability benefits.

Supporting Indigenous-led agricultural research

AAFC is building stronger relationships with Indigenous Peoples and advancing reconciliation by supporting Indigenous-led agricultural research and increasing Indigenous representation in AAFC's science community. Related initiatives include:

• Indigenous Agricultural Science Partnerships (IASP) Fund: Available to AAFC researchers to build and strengthen relationships with First Nation, Inuit and Métis Nation research partners and catalyze the co-development of Indigenous Food Systems research.
• Indigenous Technician Recruitment Initiative: Supports Indigenous-focused recruitment and retention in Science, Technology, Engineering and Mathematics (STEM) disciplines for technical positions at AAFC.
• Interdepartmental Indigenous STEM (I-STEM) Cluster: Launched by AAFC in 2019 to inform and enhance federal policies, programs, and activities related to STEM disciplines, contributing to the ability of member departments to respond to overarching priorities and Calls to Action (that is, Calls to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service, and Truth and Reconciliation).

Some scientific accomplishments

Mission: Accelerating the digital transformation of the agriculture and agri-food sector

• As part of an international team, AAFC scientists are using the latest satellite and Earth observation technology to enhance agricultural monitoring systems to help increase market transparency and improve food security.
• In co-operation with industry, AAFC scientists developed a new web-based decision support tool to help producers get optimal quality and yield from their forages by providing producers with current and accessible weather information.

Mission: Advancing the circular economy by developing value-added opportunities

• Scientists created a new type of yogurt using skim milk powder and canola oil to increase its protein and "vegetable" fat content, providing the dairy processing industry the potential to become a partner in the circular economy, and consumers with a product with new nutritional properties.

Mission: Increasing the resiliency of agro-ecosystems

• AAFC scientists worked with external partners to discover that cranberry and blueberry excess leftover from fruit processing fed to chickens could reduce antibiotic use and be a long-term solution to antimicrobial resistance as they improve the gut health and immune system, resulting in more beneficial bacteria, and fewer disease-causing bacteria such as Salmonella and E. coli as well as antimicrobial-resistant genes.

Mission: Mitigating and adapting to climate change

• The Living Laboratories Initiative (2019 to 2023) was a coordinated network of sites across the country, each built on an innovative approach where farmers, scientists, and other partners co-develop, test, and evaluate beneficial management practices and technologies in a real-life context. These have helped in the development and adoption of sustainable practices and technologies by Canadian farmers to address environmental concerns in the agriculture sector to
  • reduce water contamination
  • improve soil and water conservation
  • maximize habitat capacity and biodiversity
  • mitigate and adapt to climate change

As an economic department, Agriculture and Agri-Food Canada (AAFC) views equal opportunity as a core element to sector growth and prosperity. Supporting diversity, equity and inclusion will generate benefits for Canadian communities and the sector.

Underrepresented or marginalized groups in the agriculture and agri-food sector in 2021, by identify factor (%)

Sectoral challenges and barriers may be amplified for underrepresented and marginalized groups, such as:

• Lack of access to capital and land
• Limited networks for information sharing and support
• Lack of mentors with similar lived experiences
• Lack of collateral and start-up funding opportunities
• Funding providers may view novel or cultural operations as high risk
• Systemic bias, discrimination or harmful stereotypes

The intersection of identity factors can amplify challenges.

AAFC collaborates across government and jurisdictions to support underrepresented and marginalized groups entering and operating in the sector.

Enhanced diversity, equity and inclusion can

• strengthen rural vitality
• mitigate labour challenges
• support Reconciliation and Indigenous self-determination
• increase public trust
• propel innovation
• open new market opportunities

Mainstream efforts to support underrepresented and marginalized groups in the sector

• Gender-based Analysis Plus: Assesses how diverse groups of Canadians may experience policies, programs and initiatives. AAFC's main tool to challenge assumptions, and identify potential impacts, while considering barriers and systemic inequalities as well as opportunities to address barriers.
• Sector engagement tables: A forum for sector-government engagement, including with underrepresented and marginalized groups, to advance inclusive sector growth and competitiveness.
• Canadian Agricultural Youth Council: Consultative body of up to 25 young Canadians from across the country providing perspectives and advice on the challenges, opportunities, policies and programs affecting the sector.

Some of AAFC's targeted sector-facing programs and services to support underrepresented and marginalized groups in the sector

• AgriDiversity Program ($5 million over 5 years): Funds initiatives to help underrepresented and marginalized groups to participate in the sector.
• Youth Employment Skills Program ($1.2 million ongoing, plus $12.3 million for 2023-24 and 2024-25): Provides funding for agricultural work projects that employ youth, including youth facing barriers.
• Indigenous Pathfinder Service: Offers personalized advice and guidance to help Indigenous communities, organizations and individuals navigate relevant programs, services, information, tools and support available to start or expand activities in the sector.
• Local Food Infrastructure Fund (LFIF): Funds initiatives led by community-based organizations to invest in local food infrastructure to strengthen community food security and increase the accessibility of local, nutritious, and culturally appropriate food, prioritizing Indigenous and Black communities. LFIF will also provide funding through a school food infrastructure program as a complement to the National School Food Program.

Inter-departmental collaboration

• Government of Canada's 50-30 challenge: Challenges Canadian organizations to increase diverse representation in leadership and in their workforce; targeting gender parity ('50%') and representation of other groups ('30%').
• Farm Credit Canada's (FCC) diversity programs: Provides lending, enhances events and creates resources specifically for Indigenous, women, or youth entrepreneurs to start or grow their agricultural businesses.
• Women Entrepreneurship Strategy: Aims to increase women-owned businesses' access to the financing, networks and expertise they need to start, scale up and access new markets. FCC's Women Entrepreneur Program is part of this strategy.

Diversity, equity and inclusion and the Sustainable Canadian Agricultural Partnership and other programs

The 5-year (2023-2028), $3.5-billion Sustainable Canadian Agricultural Partnership (Sustainable CAP) includes a guiding principle to "Work to address barriers to participation and consider the needs of underrepresented groups such as youth and women, and strengthen relationships with Indigenous Peoples to better support sector participation."^{Endnote 3}

Some federal-only programs incorporate mechanisms or flexibility for all or certain targeted underrepresented and marginalized groups.^{Endnote 4} Monetary incentives may include preferred cost-shared ratios and carve outs. Non-monetary incentives may include flexible intake periods, extended application times, or simplified applications.

Some programs outside of Sustainable CAP may offer flexibilities or support as well.^{Endnote 5} For example, AAFC has two 'Challenge' programs, which are innovative outcomes-based programs where successful participants receive financial and non-financial support to tackle persistent problems.^{Endnote 6} These programs have attracted and aim to support a greater proportion of under-represented and marginalized group participants.