Ontario Farm Products Marketing Commission business plan 2022–2025

Executive Summary

The Ontario Farm Products Marketing Commission (commission, or OFPMC) is an agency of the Government of Ontario. Like other agencies and boards, it functions under the Agencies and Appointments Directive (AAD), which sets out reporting relationships, business processes and accountability requirements. The AAD requires that a three-year business plan be prepared annually and submitted by the Chair to the Minister of Agriculture, Food and Rural Affairs.

The commission is currently comprised of a Chair, Vice-Chair and five other members, all appointed by the Lieutenant Governor in Council. The diverse membership is made up of producers and processors with a variety of business, industry and commodity experience. 

The commission is supported operationally by a Secretariat that is comprised of staff provided by the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA).

The commission is the central figure in Ontario's regulated marketing system (see definition). Through its actions, it ensures that individual regulated commodity systems operate in an effective and responsible manner. This is done with due regard to the impact of commission decisions on the agri-food sector and consumers, while at the same time maintaining the public policy goals of the legislation.

This Plan covers a three-year horizon (2022-2025) and outlines how the commission intends to operate during that period. The COVID-19 pandemic has had a significant impact on the commission’s operations since March of 2020 and will continue to influence the commission’s operations in the near-term as staff transition from working at home to reintegrating into the office in a responsible and safe manner.

The Commission’s Legal Authority and Mandate

The commission is continued as a body corporate without share capital pursuant to subsection 12(1) of the Ministry of Agriculture, Food and Rural Affairs Act (MAFRAA). The commission exercises powers and authority under the Farm Products Marketing Act (FPMA), the Milk Act (MA) and O. Reg. 68/98 under the Commodity Boards and Marketing Agencies Act (CBMA).

Alongside its policy functions, the commission is authorized to make independent regulatory decisions.  It reports to, and is directly accountable to, the Ontario Minister of Agriculture, Food and Rural Affairs. The Minister, in turn, is accountable to Cabinet and the Legislature for the commission’s fulfillment of its legal authority and for reporting on the commission’s affairs.

As a non-board governed agency, the commission does not have a specific mandate prescribed in the MAFRAA or other acts, and it is not required to receive a mandate letter from the Government of Ontario. However, based on the authorities provided to it the commission summarizes its mandate as:

The Ontario Farm Products Marketing Commission works to help drive the province’s regulated marketing system forward. This is done to enable prosperous, thriving, and dynamic agri-food industries within Ontario’s economy, and to promote investment confidence.

This is done by:

1. Administering the provisions of the Farm Products Marketing Act (FPMA) and the Milk Act (MA) and certain regulations governing regulated marketing; making regulations under these Acts governing regulated marketing; and, overseeing the activities of Ontario’s 22 regulated marketing boards (see definition) and three section 12 (of the FPMA) representative associations (see definition) to ensure that:
   1. marketing boards operate within the powers and authorities given to them;
   2. the lines of accountability are maintained.
2. Fostering enhanced stakeholder collaboration to achieve whole sector solutions through Industry Advisory Committees (IAC) (see definition), and by advocating for Ontario’s interests locally, nationally, and globally.
3. Providing leadership and education in the form of advice, facilitation, and direction to Ontario’s 22 regulated marketing boards and three section 12 representative associations in order to increase the effectiveness and efficiency of the regulated marketing system.
4. Directing the development and implementation of policy or regulations related to regulated marketing in Ontario in consultation with the Minister and Ministry.

The Commission’s Vision and Mission Statements

During 2021 the commission finalized an update of its Strategic Plan, including its vision, mission and strategic goals, in support of the sector and OMAFRA and government priorities. The commission’s strategic framework, goals and objectives, along with the initiatives and target outcomes will guide and reflect its ongoing commitment to its regulatory responsibilities that help its regulated stakeholders and the agri-food sector thrive and prosper.

Vision: Prosperous, Thriving, Dynamic Agri-Food Sector

The commission works to help drive the province’s regulated marketing system forward, enabling the agri-food sector to be successful in the marketplace. Passionate about supporting our stakeholders and growing the sector through the regulated marketing system, the commission is focused on bringing Ontario food products to the tables of consumers, locally and globally.

As a regulator, the commission is actively listening to the diverse needs of marketing boards and section 12 representative associations, and its value chain partners. It conscientiously brokers progressive, whole-sector solutions for this dynamic and competitive industry. The commission works diligently to build respect, trust and collaboration between all commodity groups, producers, processors and their stakeholders.

Mission: Supporting the growth of Ontario's agri-food value chains so they are robust, creative, and adaptive to change. 

Working with our sector partners, the commission provides oversight and authority to Ontario’s regulated marketing system in order to enable whole sector solutions that lead to a more robust sector and economy.

Core Values/Guiding Principles:

• Lead by Example
• Strive for Excellence
• Build and Reinforce Trust
• Whole-Chain Perspective

The Commission’s Measures of Success

In updating its Strategic Plan, the commission developed several Measures of Success. The purpose of these Measures of Success is to help articulate desired strategic outcomes and provide direction to help inform the approach and activities of the Agency. The measures are linked to, and align with, the Performance Measures and Performance Targets that are outlined in this plan.

Measures of Success

Stakeholder Focused

• The commission’s oversight and activities are valued by the marketing boards and section 12 representative associations, as well as, associated value chain stakeholders.
• The commission’s focus on goals and objectives leads to efficient and transparent decisions.
• The commission’s decisions can be efficiently communicated to stakeholders with a clear understanding of the goals, responsibilities, and authorities of the commission.
• The commission’s involvement leads to enhanced regulation, solutions and outcomes that enable and promote success in the sector.
• More sector-wide value-chain collaboration develops through encouraging and utilizing Industry Advisory Committees (IAC’s).
• The commission earns stakeholder trust through its transparent communication and information sharing.
• commission information is available online with appropriate access to enable stakeholders and the public to find pertinent information easily.

Best in Class Regulator

• The commission evaluates its tools, processes, and mandated functions on a regular schedule to determine the most productive and effective methods to achieve its goals.  On completion of the evaluation, adjustments are created, and the new procedures are put into use.  Histories of adjustments to processes are maintained for a record of progress.
• The strategic plan of the commission is reviewed annually.

Professional Team

• The commission increases collaboration with the Minister, Ministry of Agriculture, Food and Rural Affairs, and other ministries, to enable whole-sector approaches.
• The commission provides resources, training and coaching to strengthen leaders.
• The commission regularly and objectively evaluates its operations and performance.
• All stakeholders in the regulated sector value chain increasingly understand the value provided by our professional team.

Efficient, Effective and Creative Team

• The commission’s unique position in the sector and with the Ministry is leveraged for positive results.
• Established, high-functioning, collaborative value-chains that respect a variety of approaches.
• The successes of the commission, as well as Ontario’s regulated stakeholders and value chain partners, are recognized.

Resources to Meet Goals and Objectives - Human Resources

The appointed commission is currently comprised of a Chair, Vice-Chair and five other Members and includes a wealth of experience as producers and processors with a variety of business, industry and commodity experience. The Lieutenant Governor in Council, upon the recommendation of the Minister, makes appointments to the commission.

As a non-board governed agency, the Ministry of Agriculture, Food and Rural Affairs (OMAFRA) is responsible for providing support to the commission, as it does not have its own staff. As such, the commission is supported by a Secretariat comprised of 10 full-time employees of OMAFRA. The Secretariat provides the commission members with information, administrative support, policy analysis, and advice on issues impacting each commodity it oversees, as well as acting as conduit into other OMAFRA resources.

Additionally, significant support from the Legal Services Branch assigned to OMAFRA from the Ministry of the Attorney General is also required to achieve the commission’s oversight, policy, and regulatory objectives.

Resources to Meet Goals and Objectives – Budget

As a non-board governed agency, the commission’s operating budget is allocated via the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA), and therefore it does not have its own audited financial statements.

The majority of the commission’s budget will fund the completion of its Core Agency Work as described in this plan, with the balance funding its efforts around Core Compliance Work, Core Corporate Work and Project Work. Due to the nature of the commission’s work, its budget is fairly consistent from year to year.

Performance Measures

The Performance Measures identified focus on the commission’s Core Agency Work as part of Regulated Marketing efforts and engagement with the 22 boards and three section 12 representative associations that it oversees. Some measures also touch on the commission’s efforts related to agency compliance, corporate initiatives, and/or projects to support improvements or other opportunities.

An Agency Governance Review Project that will be completed during 2022 is expected to include a review of the performance measurement approach for the Agency.

Performance Targets: Overview

To carry out its purpose based on its legal authority, the commission focuses on four key areas of work within two key areas of focus (see Secretariat Work Definitions).

Core Agency Work focuses of the commission’s regulated marketing policy efforts and includes activities with each of the marketing boards and section 12 representative associations. Secretariat and appointed commission Members focus most of their efforts in this area.

The Secretariat also engages in Core Compliance Work, Core Corporate Work and Project Work. Although Project Work is not necessarily part of Core Agency Work, it helps develop or deliver support, clarification, or enhancement that supports Core Agency Work. Core Compliance Work efforts is key to the commission maintaining compliance as an agency of the government.

Performance Targets: Core Agency Work

For 2022, Core Agency Work is anticipated to include the work with boards and associations related to relationship and issues management, regulatory amendments, and compliance activities. This work is done primarily by Secretariat Policy Advisors and is supported by other Secretariat staff.

Some key examples of the types of work anticipated include:

• Regulatory amendments - Make and amend regulations to address commodity or sector needs.
• Relationship/issues management - Managing relationships with the marketing boards and section 12 representative associations overseen by the commission, as well as broader value chain stakeholders. This can also include issues management related to the marketing boards and Section 12 representative associations, broader value chain stakeholders, as well as the related commodities and sector.
• Reporting/briefing – On a regular basis, providing information to the commission about the activities and issues of boards, associations and related sectors to enhance decision-making, and on an as-needed basis, providing pertinent information on boards, associations and related sectors to the Ministry and the Minister.
• Compliance activities – On an annual and ongoing basis, monitoring and reporting to the commission on the regulatory compliance of boards and associations and working closely with organizations to implement improvements.
• Monitoring of supply and demand factors – Regular tracking of the market factors associated with supply-managed commodities and reporting on irregularities and trends.

For 2022/2023, it is anticipated that Core Agency Work will include:

• Possible legislative reviews or recommended amendments
• Regulatory reviews or amendments:
  • Marketing regulations - It is estimated that eight regulations will be reviewed and/or amended by the commission. Some boards considering amendments include Dairy Farmers of Ontario and Turkey Farmers of Ontario.
  • Plan regulations - It is estimated that 11 plan regulations will be reviewed and/or amended. Amendments of these regulations made by the commission require approval by the Minister.
• It is expected that some of the anticipated regulatory reviews or amendments will require external engagement with other Ontario ministries or municipalities to consult and receive feedback on amendments that impact those organizations.
• Compliance activities - 11 boards/associations are expected to attend commission review meetings during 2022/2023. These include Dairy Farmers of Ontario, Egg Farmers of Ontario, Ontario Flue-Cured Tobacco Growers’ Marketing Board, Ontario Pork Producers’ Marketing Board (Ontario Pork), Ontario Processing Vegetable Growers, Ontario Sheep Marketing Agency (Sheep Farmers of Ontario), Ontario Tomato Seedling Growers’ Marketing Board, Seed Corn Growers of Ontario, Veal Farmers of Ontario, Flowers Canada (Ontario) Inc. and Ontario Ginseng Growers’ Association.

Performance Targets: Project Work

For 2022, Project Work is anticipated to include efforts to enhance aspects of Core Agency Work to deliver on Regulated Marketing Policy efforts, and Core Compliance Work and Core Corporate Work.  Project Work is primarily done by Secretariat Policy advisors who are not assigned to work with specific boards and associations on matters related to Regulated Marketing Policy.

For 2022/2023, it is anticipated that Project Work will include:

• One Site migration – work to include the completion of the migration of web content from the gov.on.ca website to ontario.ca.
• Governance Review Project – a governance review was identified in the findings of the government’s Agency Modernization Initiative (AMI). A recommendation from the AMI was that the commission perform a governance review to provide consistent clarity to modernize operations and inform all future work, processes, and projects. 2022 Project work will include the oversite of the completion of a review of the OFPMC’s governance, scope of work and processes, including its performance measurement efforts.
• OFPMC member onboarding package review and update – review and revision of the Agency’s internal onboarding approach and materials based the recommendations from the governance review project, and then implement/re-implement across the Agency to ensure a consistent understanding.
• Update and completion of OFPMC’s AAD documentation requirements – documents requiring updating and completion include Memorandum of Understanding, Business Plan and Annual Report.
• In addition to the listed projects, there will be continued efforts to develop:
  • policies and procedures to help guide Agency actions
  • data collection systems to enhance record-keeping, ensure consistency and leverage institutional knowledge

Performance Targets: Other

Core Compliance Work efforts for 2022 are expected to include the delivery of the periodic AAD requirements based on legislation, directives, polices and guidelines.  This work is typically completed by staff who are not assigned to work with specific boards and associations on matters related to Regulated Marketing Policy.

For 2022/2023, it is anticipated that Core Compliance Work will include the delivery of the following items.  Note that some of these items are also noted as Project Work.

• Annual Report
• Annual Three-Year Business Plan
• Annual Compliance Attestation
• Quarterly Risk Evaluation and Reporting
• Quarterly Agency Modernization Initiative Reporting
• Quarterly Expense information

Core Corporate Work efforts for 2022 are expected to include individual efforts identified through the Employee Performance Planning process.  This is work expected to be completed by all Secretariat staff.

For 2022/2023, it is anticipated that Core Corporate Work will include:

• Overall administrative work (WIN, record keeping, systems) – staff are required to periodically record information related to their employment.
• Performance plans – Secretariat staff and Director are required to develop and maintain an annual record of the expectations and execution of staff performance initiatives.
• Development plans – Secretariat staff and Director are required to develop and maintain an annual record of the expectations and execution of staff development initiatives.
• Engagement on key corporate initiatives – Secretariat staff are encouraged to participate in key corporate initiatives.  Current corporate initiatives include Diversity, Inclusion and Equity.

Glossary of Terms

Regulated Marketing System

The Farm Products Marketing Act (FPMA), the Milk Act (MA) and MAFRAA govern the regulated marketing system in Ontario. Through acts, and overlapping federal legislation, provide Ontario farmers with the opportunity to market their commodities as a group through a compulsory marketing board system. The legislation outlines the powers and responsibilities of the participants in the regulated marketing system.

Marketing Boards

Marketing boards are corporate bodies established under the FPMA or the MA (termed “local boards” within the FPMA) that represent the interests of producers of a particular regulated product in the marketplace. Marketing boards are generally producer elected, controlled and financed. Authority is delegated through the FPMA or the MA to each board to allow them to regulate the production and/or marketing of their commodities.

Current List of Marketing Boards:

• Asparagus Farmers of Ontario
• Berry Growers of Ontario
• Chicken Farmers of Ontario
• Dairy Farmers of Ontario
• Egg Farmers of Ontario
• Grain Farmers of Ontario
• Grape Growers of Ontario
• Ontario Apple Growers
• Ontario Bean Growers
• Ontario Broiler Hatching Egg and Chick Commission
• Ontario Flue-Cured Tobacco Growers’ Marketing Board
• Ontario Fresh Grape Growers’ Marketing Board
• Ontario Greenhouse Vegetable Growers
• Ontario Pork Producers’ Marketing Board (Ontario Pork)
• Ontario Potato Board
• Ontario Processing Vegetable Growers
• Ontario Sheep Marketing Agency (Ontario Sheep Farmers)
• Ontario Tender Fruit Growers
• Ontario Tomato Seedling Growers’ Marketing Board
• Seed Corn Growers of Ontario
• Turkey Farmers of Ontario
• Veal Farmers of Ontario

Section 12 Representative Associations

Section 12 of the FPMA allows Cabinet to designate an existing, incorporated producer association as the representative association for all producers of a specified farm product. The FPMA authorizes the association to collect a licence fee from those producers. These associations are not involved in the marketing of the commodity, but conduct programs to stimulate, increase and improve the production and/or marketing of the farm product by way of research, promotion and other means.

Current List of Section 12 Representative Associations:

• Flowers Canada (Ontario) Inc.
• Ontario Canola Growers’ Association
• Ontario Ginseng Growers’ Association

Industry Advisory Committees

Industry Advisory Committees are sector-specific committees enabled through the respective commodity’s marketing regulation. These committees typically consist of a Chair who is a commission member and are supported by Secretariat staff.

Current List of IACs:

• Asparagus Industry Advisory Committee
• Fresh Asparagus Industry Advisory Committee
• Bean Industry Advisory Committee
• Berry Industry Advisory Committee
• Broiler Hatching Egg and Chick Industry Advisory Committee
• Chicken Industry Advisory Committee
• Dairy Industry Advisory Committee – Milk
• Dairy Industry Advisory Committee – Transportation of Milk
• Dairy Industry Advisory Committee – Processors
• Eggs Industry Advisory Committee
• Fresh Apple Industry Advisory Committee
• Juice Apple Industry Advisory Committee
• Fresh Grapes Industry Advisory Committee
• Grain Industry Advisory Committee
• Grapes for Processing Industry Advisory Committee
• Greenhouse Vegetable Industry Advisory Committee
• Hog Industry Advisory Committee
• Sheep Industry Advisory Committee
• Tender Fruit Industry Advisory Committee
• Turkey Industry Advisory Committee
• Veal Industry Advisory Committee
• Vegetables for Processing Industry Advisory Committee

Secretariat Work Definitions

• Areas of Focus:
  • Regulated Marketing Policy: specifies work done by Policy Advisors with/for marketing boards and section 12 representative associations and/or related to the applicable legislation and regulations.
  • Operational Coordination and Management: specifies work done by all other Secretariat staff in supporting efforts across the Agency and work done by the Secretary/Director in supporting efforts across the Agency.
• Key Work:
  • Core Agency Work: efforts primarily related to the Regulated Marketing Policy Focus Area and the Operational Coordination and Management that supports it.
  • Core Compliance Work: efforts primarily related to maintaining compliance of the Agency as part of the government of Ontario and outlined by the applicable legislation, directives, and policies.
  • Core Corporate Work: efforts primarily related to Secretariat staff being part of OMAFRA and the Ontario Public Service (OPS) but may not be related to the work of the OFPMC.
  • Project Work: specified packages of work (Project Work) that involve developing or delivering support, clarification, or enhancement related to any of above Categories of Work, but not necessarily part of regular Agency operations.