Ontario Farm Products Marketing Commission business plan 2023–2026

Executive summary

The Agencies and Appointments Directive (AAD) requires that a 3-year business plan be prepared annually and submitted by the chair of the Ontario Farm Products Marketing Commission (commission) to the Minister of Agriculture, Food and Rural Affairs.

This plan covers a 3-year horizon (2023–2026) and outlines how the commission intends to operate during that period.

COVID‑19

While the COVID‑19 pandemic has had a significant impact on the commission’s operations since March of 2020, both commission members and secretariat staff have responded to the challenges by embracing a hybrid work and meeting model that can easily provide for flexibility and a combination of face-to-face and virtual opportunities for interaction in a safe and effective manner. It is expected that the commission will continue to operate with this level of flexibility for the foreseeable future.

Governance review of the commission

During 2022, the Ministry of Agriculture, Food and Rural Affairs (OMAFRA) engaged with Optimus SBR (Optimus), a management consulting firm based in Toronto, to carry out a governance review of the commission.

This engagement was the result of a recommendation to OMAFRA from a Treasury Board/Management Board of Cabinet (TB/MBC) Agency Review Task Force note and was highlighted as part of TB/MBC’s Agency Modernization Initiative (AMI). This opportunity also aligned with the commission’s ongoing continuous self-improvement efforts. The review focused on governance, operations, scope of work and processes, including performance measurement efforts.

In particular, this review:

• identified whether the commission’s current governance model and structure best supports the achievement of its mandate and its purpose
• assessed the extent to which the commission’s policies and practices align to best practices in public sector and regulatory agency governance
• ensured the commission’s accountabilities and mandate are operationalized for effective and efficient day-to-day delivery.

Overall, Optimus observed a strong working relationship between commission leadership and the ministry, and a shared commitment and dedication to excellence. Optimus found several opportunities for improvement towards making the commission a more effective and modern regulatory organization, such as:

• an opportunity to clarify the internal roles and responsibilities of the commission as a non-board governed agency
• an opportunity to develop additional and/or update existing policies and processes, embedding efficiencies throughout as appropriate
• an opportunity to strengthen strategic, operational and business planning efforts for a more aligned and proactive approach to prioritization
• an opportunity to review and strengthen the performance measures used to measure, monitor and communicate the commission’s impacts.

The commission is passionate about continuous self-improvement and find the opportunities identified by Optimus encouraging. Over the months and years identified in this plan, the commission intends to work to undertake several continuous improvement projects to act on the findings made in the review.

The work of the commission: 2023–2026

The primary work of the commission is to continue to deliver on its regulated marketing responsibilities as set out in legislation, focusing on amendments to regulations and oversight of boards to ensure their compliance.

While the commission continues to carry out its key responsibilities as set out in legislation, during the period of this plan it will also engage in several projects to support its efforts in becoming a more effective and modern regulatory organization. These projects include:

• Path to Clarity: This project will develop and document a shared description of the commission using common, everyday language. It will clarify and articulate the work the commission does and how and why we do it, which in turn will help to better manage our priorities and inform others about the commission’s importance.
• Business Process Improvement: This project will map, measure, analyze and improve the commission’s business processes to find efficiencies. It will provide the agency with a more consistent approach to delivering on its work and mandate, which will produce a more effective and efficient agency by removing redundant activities, transforming knowledge and judgement into rules-based activities, tackling siloes, and clarifying expectations
• Client relationship management (CRM) system: This project will explore the potential to put in place a CRM system to capture and document the agency’s correspondence and engagement with marketing boards and section 12 representative associations. The implementation of a CRM system will ensure the retention and transfer of both knowledge and records as employees come and go from the secretariat, ensuring a consistent understanding of a file’s history. Pending internal processes and approvals, the commission hopes to commence the implementation of the system in 2023.

In 2023, the commission also intends to review its strategic plan, and make any updates or adjustments.

Context

The commission is designated under the AAD as a non-board governed, regulatory agency of the Government of Ontario.

The commission is prescribed as a public body and a commission public body in accordance with O. Reg. 146/10 under the Public Service of Ontario Act, 2006. It is not organizationally part of the ministry, but is considered to be within government.

As an agency, the commission functions under the AAD, which sets out reporting relationships, business processes and accountability requirements of the commission. As a requirement of the AAD, the chair and minister have also entered into an administrative Memorandum of Understanding (MOU) that reflects an accountability framework and the roles and responsibilities of each party.

The commission 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.

The commission is the central figure in Ontario's regulated marketing system. 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.

The commission’s primary stakeholders are comprised of the marketing boards, local boards and section 12 representative associations that it oversees. Additional stakeholders include organizations referenced in commission-made regulations.

The commission is currently comprised of 6 members, including a chair, vice-chair and 4 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 OMAFRA. Organizationally, the secretariat is a branch of OMAFRA’s policy division.

In performing its function as a regulatory decision-maker, the commission typically meets in Guelph for 2 days a month. commission members and secretariat staff also participate in various commodity industry advisory committees and attend other industry meetings.

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 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 commission’s vision and mission statements

In light of the recent governance review, and the Path to Clarity initiative noted above that is currently underway, it is expected that the commission will review its strategic plan in 2023 to ensure that its plan aligns with any visionary or direction changes identified by the agency. Any updates to the strategic plan will be reflected in the commission’s work for the duration of this 2023–2026 business plan.

The commission will be guided by its current or updated strategic plan, including its vision, mission and strategic goals that are in support of the sector, 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

Within its strategic plan, the commission has included 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 IACs.
• 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, OMAFRA 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 6 members including a chair, vice-chair and 4 other members. The members hold 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, appoints commission members.

As a non-board governed agency, 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.

Budget

As a non-board governed agency, the commission’s operating budget is allocated via OMAFRA, and therefore it does not have its own audited financial statements.

Commission proposed operating expenditures	2023–24 Allocation $	2024–25 Allocation $	2025–26 Allocation $
Transportation and communications	52,000	52,000	52,000
Services	512,000	512,000	512,000
Supplies and equipment	9,000	9,000	9,000
Total	573,000	573,000	573,000

This allocation is for planning purposes.

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. The funding related to project work is variable from year to year, ranging from $125,000 to $200,000 annually, pending identified project requirements and sourcing. Due to the nature of the commission’s work, its budget is fairly consistent from year to year.

Performance measures

The majority of performance measures identified focus on the commission’s core agency work as part of Regulated Marketing efforts and engagement with the 22 boards and 3 section 12 representative associations that it oversees. One measure focuses on the commission’s own compliance activities.

It is expected that the commission’s performance measures will be reviewed and further defined through project work to be completed during the 2023–2024 fiscal year.

Policy activities	Deliverables
Making regulations under the Farm Products Marketing Act and the Milk Act	The commission makes regulations in a timely and efficient manner Internal and external stakeholders are confident that the commission makes effective regulatory decisions
Conducting expression of opinion votes to assess the desire of producers to establish: new regulated products new local/marketing boards new section 12 associations	The commission completes expression of opinion votes in a timely and efficient manner Internal and external stakeholders are confident that the commission holds representative votes of producers

Compliance activities	Deliverables
Ensuring the compliance of the local/marketing boards and associations overseen by the commission	The commission receives a completed compliance attestation from each local/marketing board and association Where appropriate, the commission exercises its supervisory authorities and brings local/marketing boards back into compliance with the legislative scheme
Ensuring the commission is compliant with its own statutory requirements, the AAD, the MOU and any other items	The commission fulfills all requirements according to prescribed timelines

Adjudication activities	Deliverables
The commission receives and responds to complaints it receives	The commission responds to complaints in a timely and efficient manner Internal and external stakeholders are confident that the commission addresses complaints effectively
The commission conducts hearings	The commission conducts hearings in a timely and efficient manner Internal and external stakeholders are confident that the commission conducts hearings fairly and without bias

Stewardship activities	Deliverables
The commission facilitates and commission members participate as the chairs of IAC meetings	Internal and external stakeholders believe IAC meetings provide value to the industry

Performance targets

Overview

The commission carries out its purpose based on its legal authority. To support the work of the commission, the secretariat focuses on 4 key areas of work within 2 key areas of focus (read 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 are key to the commission maintaining compliance as an agency of the government.

Core agency work

For 2023, core agency work is anticipated to include the work with boards and associations related to relationship and issues management, regulatory amendments and compliance activities.

Some key examples of the types of work anticipated include:

• regulatory amendments: making and amending regulations to address commodity or sector needs
• regulatory decisions: issuing orders, making IAC member and arbitrator appointments
• 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
• addressing national requirements: participating in National Association of Agri-Food Supervisory Agency (NAASA) meetings, signing national agreements, attending national commodity meetings

To provide context around the anticipated core agency work, the following work has been completed as of December 2022:

• 16 Negotiated agreements ordered into force
• 25 Licences issued
• 25 appointments
• 7 new regulatory amendments initiatives
• 2 regulation amendments completed
• 7 Board/Association Review meetings
• 1 related industry meetings
• 11 IAC meetings held

For 2023/2024, 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 8 regulations will be reviewed and/or amended by the commission.
  • Plan regulations: it is estimated that twelve plan regulations will be reviewed and/or amended. Amendments of these regulations made by the commission require approval by the minister.
  • Designation (section 12) regulations: it is estimated that the commission will review and/or recommend that the lieutenant governor In council amend one designation regulation.
• It is expected that some of the anticipated regulatory reviews or amendments may require external engagement with other Ontario ministries or municipalities to consult and receive feedback on amendments that impact those organizations.
• Compliance activities - 16 boards/associations are expected to attend commission review meetings during 2023/2024. These include:
  • Dairy Farmers of Ontario
  • Veal Farmers of Ontario
  • Egg Farmers of Ontario
  • Seed Corn Growers of Ontario
  • Ontario Apple Growers
  • Ontario Bean Growers
  • Ontario Broiler Hatching Egg and Chick commission
  • Ontario Pork Producers’ Marketing Board (Ontario Pork)
  • Grape Growers of Ontario
  • Ontario Greenhouse Vegetable Growers
  • Berry Growers of Ontario
  • Asparagus Farmers of Ontario
  • Chicken Farmers of Ontario
  • Ontario Canola Growers’ Association
  • Ontario Potato Board
  • Ontario Fresh Grape Growers’ Marketing Board
  • The commission will also align specific reviews with meetings of the representative associations that are impacted by regulated marketing legislation, including:
    • Ontario Dairy Council (Dairy Farmers of Ontario)
    • Ontario Craft Wineries and Wine Growers Ontario (Grape Growers of Ontario)
    • Association of Ontario Chicken Processors (Chicken Farmers of Ontario)

Project work

For 2023, 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. Project work is primarily done by the secretariat however third-party resourcing may be required to effectively and efficiently complete some projects, where appropriate.

To provide context around the anticipated project work, the following work has been completed as of December 2022:

• Governance review of the commission
• OneSite migration
• Update and completion of the commission’s AAD documentation requirements
• Review and update of the commission’s Operational Reserve Policy
• Review and update of the commission’s Member Code of Conduct

For 2023/2024, project work will include 3 key activities that will be fundamental to the commission’s goal of becoming a more effective and modern regulatory organization:

• Path to Clarity: This project will develop and document a shared description of the commission using common, everyday language. It will clarify and articulate the work the commission does and how and why we do it, which in turn will help to better manage our priorities and inform others about the commission’s importance.
• Business Process Improvement Initiative: This project will map, measure, analyze and improve the commission’s business processes to find efficiencies. It will provide the agency with a more consistent approach to delivering on its work and mandate, which will produce a more effective and efficient commission and secretariat by removing redundant activities, transforming knowledge and judgement into rules-based activities, tackling siloes, and clarifying expectations.
• Client relationship management (CRM) system: This project will explore the potential to put in place a CRM system to capture and document the secretariat’s correspondence and engagement with marketing boards and section 12 representative associations. A CRM system will ensure the retention and transfer of both knowledge and records as employees come and go from the secretariat, ensuring a consistent understanding of a file’s history.

Additional anticipated projects include:

• development of tangible and measurable performance targets and measures to be used to evaluate the effectiveness and efficiency of the commission
• development of a policy, process, performance measures and targets to assess client service and the commission’s response to complaints
• refinement and expansion of a pilot project to develop an attestation process to document board and association compliance
• review of existing, and development of new, commission policies and guidance documents

Other

Core compliance work efforts for 2023 are expected to include the delivery of annual and corporate 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 2023/2024, it is anticipated that core compliance work will include the delivery of the following items.

Agency compliance requirements:

• annual report
• annual 3-year business plan
• quarterly expense information
• quarterly agency modernization initiative reporting
• MOU update, if required

Joint agency and branch compliance requirements:

• annual compliance attestation
• annual Accessibility for Ontarians with Disabilities (AODA) attestation
• annual French Language Services (FLS) reporting
• annual business services emergency plan
• quarterly risk evaluation and reporting
• data management plan
• records management plan

Core corporate work efforts for 2023 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 2023/2024, 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 and development plans: Secretariat staff and director are required to develop and maintain an annual record of both the staff development plans, as well as the expectations and execution of staff performance initiatives through the FORTE system.
• engagement on key corporate initiatives: Secretariat staff are encouraged to participate in key corporate initiatives. Current corporate initiatives include equity, diversity, inclusion and anti-racism.

Glossary of terms

Regulated marketing system:

The FPMA, the MA and MAFRAA govern the regulated marketing system in Ontario. Through these acts and overlapping federal legislation, Ontario farmers are enabled the opportunity to market their commodities as a group through a compulsory regulated marketing 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 MA 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 MA to each board to allow them to regulate the production and/or marketing of their commodities.

List of marketing boards:

• Dairy Farmers of Ontario

Local boards

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

List of local boards:

• Asparagus Farmers of Ontario
• Berry Growers of Ontario
• Chicken 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.

List of section 12 representative associations:

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

Additional stakeholders

The following are examples of stakeholders who are referenced in commission-made regulations:

• Ontario Milk Transporters Association are referenced within the Negotiating Agency section of O. Reg. 354/95: Milk and Farm-Separated Cream – Marketing under the Milk Act
• licenced Ontario chicken processors are referenced within the Negotiating Agency section of R.R.O. 1990, Regulation 402 Chickens – Marketing under the FPMA
• representatives of the Ontario Seed-Corn Companies Association are referenced within the Negotiating Agencies section of R.R.O. 1990, Regulation 427: Seed-Corn – Marketing under the FPMA
• processors and green shippers are referenced within the Negotiating Agencies section of R.R.O. 1990, Regulation 440: Vegetables for Processing – Marketing under the FPMA
• processors of soybeans are referenced within the Negotiating Agency for Soybeans section of O. Reg. 485/09: Grain – Marketing under the FPMA

Industry advisory committees

IACs are sector-specific committees established 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

Work definitions

Regulated marketing policy

specifies work done by policy advisors involving 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

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 commission

Project work

specified packages of 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