Ontario Farm Products Marketing Commission business plan 2026–2029

Context

Accountability

The Ontario Farm Products Marketing Commission (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.

The commission is not organizationally part of a ministry but is a Crown agency of the Ontario government. It is comprised of appointees and as an agency, it is expected to provide a high level of service to the public.

The commission reports to, and is directly accountable to, the Ontario Minister of Agriculture, Food and Agribusiness. 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 government agency, the commission functions as a non-board-governed, regulatory agency under the Agencies and Appointments Directive (AAD), a Management Board of Cabinet directive issued under the Management Board of Cabinet Act.

The AAD sets out the rules and accountability framework for all provincial agencies, including the commission. As a requirement of the AAD, a 3-year business plan must be prepared annually and submitted by the chair of the commission to the Minister of Agriculture, Food and Agribusiness, for the minister’s approval.

This business plan covers a 3-year horizon (2026–2029) and outlines how the commission intends to operate during that period.

As a requirement of the AAD, the commission must operate in accordance with a business plan that has been approved by the minister.

The commission

The commission is central to 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 which the commission is mandated to oversee. Additional stakeholders include organizations referenced in commission-made regulations.

The commission is currently comprised of 6 appointed members including a chair, 2 vice-chairs and 3 other members. The members hold a wealth of experience in agricultural production and processing with a variety of business, industry and commodity experience. The Lieutenant Governor in Council, upon the recommendation of the minister, appoints commission members.

The commission is supported operationally by a secretariat that is comprised of staff of the Ministry of Agriculture, Food and Agribusiness (OMAFA). Organizationally, the secretariat is a unit within the Economic Development Policy Branch (EDPB) within OMAFA’s Policy Division.

In performing its function as a regulatory agency, the commission typically convenes for 2 days each month to address sector challenges and opportunities, while also making decisions pertaining to the regulations under its authority. Commission members and secretariat staff also participate in various commodity Industry Advisory Committees (IACs) and attend other industry meetings (such as commodity board annual general meetings) over the course of the year where commission oversight, guidance or facilitation is requested or would be of value.

Mandate

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).

As a non-board-governed, regulatory agency, the commission is accountable for making regulatory decisions and supervising the activities of the various farm commodity marketing boards in Ontario. However, the commission does not possess the authority to make its own operational decisions. It is the ministry that is required to provide operational, financial and administrative support to the agency as per legislation through the secretariat.

Beginning in 2023, the minister has issued an annual letter of direction to the commission to provide ongoing clarity regarding its mandate. The following items, identified in the most recent letter of direction, reflect the commission’s priorities:

• administering the relevant provisions of the enabling legislation (FPMA and MA) in Ontario to ensure they continue to protect and support our producers and processors
• supervising regulated marketing organizations to whom power and authority has been delegated under legislation and ensure boards, associations, producers and processors remain in compliance with the legislation, including through robust governance training/reviews for each board
• addressing challenges, issues and opportunities in the regulated marketing sector by collaborating with stakeholders to find equitable, unbiased and industry-led solutions or by leveraging, where required, authorities provided to the commission. This includes reviewing the financial sustainability of marketing boards and working with boards to identify red tape that could be reduced
• building trust among our stakeholders and demonstrating alignment between the agency and the government by measuring and communicating the priorities and performance of the agency. This includes consulting thoroughly with stakeholders to ensure the commission has a full understanding of all stakeholder input on relevant commission business
• engaging regularly with the minister and the ministry to ensure regulated marketing policy efforts are collaborative and in alignment with government priorities. This includes engaging through the ministry or the minister’s office with other ministries as appropriate on any issues that could impact trade or intergovernmental relationships
• continue working with commission secretariat staff and the ministry on exploring options related to updating the MA and its regulations to better meet the needs of industry
• advance ongoing efforts to enhance the commission’s effectiveness through continuous improvement of governance processes, including reinforcing conflict of interest policies and procedures

The commission’s vision, mission statements and core values

To provide guidance in carrying out its mandate, the commission sets a 3-year strategic plan that defines its priorities and establishes the goals it wants to achieve.

The commission approved a new strategic plan in September 2024 that outlines the commission’s vision, mission, core values and strategic goals for 2024–2028.

The commission will be guided by its strategic plan, including its vision, mission and strategic goals that are in support of the sector, OMAFA 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: a progressive regulator driving collaboration and sustainable growth in Ontario’s vibrant agri-food sector

The commission is dedicated to being a progressive regulator that empowers stakeholders to make informed decisions. By fostering collaboration and promoting a sustainable supply chain, the commission supports Ontario's agricultural industry to thrive over the long term. Actively listening to the diverse needs of marketing boards, section 12 representative associations and value chain partners, the commission brokers progressive, whole-of-sector solutions for this dynamic and competitive industry. The commission diligently works to build respect, trust and collaboration among commodity groups, producers, processors and their stakeholders.

Mission: empowering Ontario’s agriculture sectors through regulatory oversight, stakeholder facilitation and innovative solutions

The commission empowers the province's agricultural sectors through focused oversight. By facilitating effective stakeholder engagement and fostering meaningful collaborations, the commission builds strong relationships across the value chain, ensuring voices are heard in decision-making processes. Committed to encouraging collaborative solutions to complex challenges, the commission promotes sustainable growth, supporting economic prosperity and rural communities. This mission reflects our dedication to balancing regulatory responsibilities and supporting innovation and progress within Ontario's agricultural sector.

Core values:

• integrity
• collaboration
• transparency
• innovation and growth
• accountability
• diversity and inclusion

The commission’s work: 2026–2029

To better manage priorities and inform others about the commission’s mandate, the commission completed a “Path to Clarity” project in 2023 to develop and document a shared description of the commission using common, everyday language, to be used to clarify and articulate the work the commission does, and how and why it does it.

The commission’s work is categorized within 3 lines of business.

Framework oversight for regulated marketing activities

• Making or amending regulations that enable boards and associations to carry out their mandates.
• Monitoring or reviewing existing regulations to identify ongoing issues or opportunities for improvement or modernization.
• Consulting with the minister, the ministry, stakeholders and all impacted parties on regulatory proposals.
• Assessing regulatory impacts and mitigating risks.
• Using legislated tools to maintain the integrity of the regulated marketing system.

Anticipated activities for 2026–2027

• Supporting OMAFA with possible legislative reviews or recommended amendments.
• Exploring options related to updating the MA and its regulations to better meet the needs of industry.
• Making or amending regulations:
  • Marketing regulations: It is estimated that 2–5 marketing regulations may be made or amended by the commission.
  • Plan regulations: It is estimated that 2–5 amendments that require the minister’s approval may be made.
• Appointing IAC members.
• Ordering negotiated agreements into legal force.
• Issuing licences.
• Reviewing or signing national supply-managed commodity agreements.
• Participating in National Association of Agri-Food Supervisory Agency (NAASA) meetings.
• Complete the expression of opinion vote process and continued work (regulation drafting and posting) toward establishing a dairy goat board if producers show sufficient support.
• Provide practical governance training to resource-limited boards and associations to improve decision-making, enhance transparency and drive organizational success.

Regulatory compliance activities

• Conducting reviews to ensure boards and associations are in compliance with the regulations.
• Providing guidance and tools to enable board and association compliance with the regulations.
• Setting out clear expectations of board and association compliance.
• Ensuring the commission is compliant with its own regulatory requirements.

Anticipated activities for 2026–2027

• Working with these boards/associations to complete the compliance attestation process
• Holding review meetings with 13 boards/associations:
  • Asparagus Farmers of Ontario
  • Chicken Farmers of Ontario
  • Flowers Canada (Ontario) Inc.
  • Grain Farmers of Ontario
  • Grape Growers of Ontario
  • Ontario Canola Growers’ Association
  • Ontario Flue-Cured Tobacco Growers’ Marketing Board
  • Ontario Fresh Grape Growers’ Marketing Board
  • Ontario Ginseng Growers’ Association
  • Ontario Greenhouse Vegetable Growers
  • Ontario Potato Board
  • Ontario Processing Vegetable Growers
  • Turkey Farmers of Ontario

Guidance, facilitation and dispute resolution activities

• Providing advice or facilitation to advance industry-led solutions to address opportunities and help resolve conflicts or disputes.
• Collecting, analyzing and fact-checking data and information about complaints or disputes.
• Hearing matters and making decisions in a transparent, fair and unbiased manner.

Anticipated activities for 2026–2027

• Formally and informally meeting with key stakeholders that are impacted by regulated marketing legislation, and where applicable, aligning with biennial board/association review meetings.
• Managing relationships/issues with the boards/associations and other stakeholders along the value chain.
• Participating in IAC meetings.
• Attending board/association meetings and annual general meetings.

Anticipated projects

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 projects to support its efforts in becoming a more effective and modern regulatory organization. This includes continuous improvement projects, including a review of how the commission supervises the financial management of commodity boards.

Additional projects may include:

• an assessment of and potential changes to client service processes and tracking
• ongoing reviews of existing, and development of new commission policies and guidance documents
• monitoring of changes made to the biennial board review process and continued improvement to find enhanced value and efficiency

Compliance requirements

During 2026–2027, the commission will also deliver the:

• annual report
• 3-year business plan
• Accessibility for Ontarians with Disabilities Act (AODA) attestation
• French Language Services (FLS) reporting
• expense information
• risk evaluation and reporting
• memorandum of understanding (MOU) update, if required
• data management plan

Use of artificial intelligence (AI)

At present, the commission does not utilize AI. Therefore, as per Section 6.3 of the Ontario government’s Responsible Use of AI Directive and to elaborate further, it does not utilize AI for development or delivery of a program/policy/service, in decision-making, in maintaining records of AI risk management, or in leveraging AI for direct public interactions (for example, through a chatbot).

Secretariat staff may explore opportunities to leverage AI to assist with general policy work in the future, including sector summaries and financial analysis. All future staff work that leverages AI will adhere to the principles and requirements outlined in the Responsible Use of AI Directive.

The commission’s performance plan

During 2023, the commission worked with a third-party to develop a series of clear, consistent and meaningful performance measures. This work had been recommended through the governance review of the commission that was completed in 2022.

As the commission is expected to provide a high level of service to the public, performance measures are essential to measuring, monitoring and communicating the commission’s impact to government and stakeholders. Well-designed measures also enable sound agency and ministry decision-making, highlight and track improvements in programs and services, and fulfil accountability requirements through reporting on results.

The commission has identified 4 key domains within which it will measure its performance and will strive to meet the established targets for the 2026–2029 period. These domains align with the commission’s lines of business, and add an additional component related to organizational excellence.

The commission performance plan for 2026–2029 is outlined within the 4 performance domains.

Performance domain 1: Commission regulatory oversight

Focuses on the commission’s mandate to develop and implement all policies related to regulated marketing in Ontario to support an effective and efficient regulatory marketing system.

Performance domain 2: commission regulatory compliance monitoring and enforcement functions

Focuses on the commission’s mandate to administer the legislation and regulations of the FPMA and the MA, and to supervise the exercise of board powers and authorities to support compliance with the legislative scheme.

Performance domain 3: commission sector guidance and facilitation

Focuses on the commission’s mandate to provide leadership and education for boards and associations to increase the effectiveness and efficiency of the regulatory marketing system.

Performance domain 4: commission organizational excellence

Focuses on the commission’s government directive and requirements as set out by the AAD and a focus on agency operational efficiency and effectiveness.

To provide context around the anticipated work within the various domains, the following work has been completed in 2024–2025 and as of December 2025:

Risk identification, assessment and mitigation strategies

The commission conducts and reports to the ministry on risk evaluation quarterly. The commission is not tracking any high risks for the agency. The quarterly risk reports identify four main risks to the commission.

Collaboration and roles for regulated marketing

There is a risk that the commission and the ministry are and or are perceived to be not clear or aligned on the roles that each play in relation to regulated marketing policy. This may lead to conflict and/or confusion for staff or stakeholders.

Risk type: strategic/operational/governance
Likelihood: low
Impact: medium
Risk rating: low

Ongoing mitigation strategies:

• RASCIs developed to clarify accountabilities of the commission and ministry, respectively
• formalized information sharing strategies between the commission and the ministry
• the commission has a strategic plan, business plan, annual report and MOU

Effective oversight of marketing boards

There is a risk of the commission not fulfilling its mandate in providing effective oversight of marketing boards and representative organizations due to the breadth and scope of boards activities.

Risk type: operational/governance/regulatory compliance
Likelihood: low
Impact: medium
Risk rating: low

The commission mitigates this risk by ensuring a consistent approach to oversight of all marketing boards, with a focus on a strengthened and streamlined biennial board review process. This enables risk-based analysis to support governance and oversight monitoring practices.

Legal services and advice

The commission relies on ministry-provided Legal Services Branch (LSB) for legal services and advice. The potential risk to the commission is that the lack of fully independent/external legal advice could create a perception that advice is being given through the lens of the ministry as opposed to the commission.

Risk type: reputational/legal/governance
Likelihood: low
Impact: low to medium
Risk rating: low

The risk is mitigated by LSB providing commission-specific legal advice and ensuring separate counsel(s) provides advice to the ministry and commission where relevant. Legal advice provided to the commission is specific to commission authorities and the AAD.

Governance, stakeholder relations and reputational risk

Perceived or actual lack of transparency in decision-making or consultations has the potential to damage the commission’s credibility. Commission decisions with respect to contentious issues or industry disputes may contribute to strained stakeholder relationships and general reputational risks.

Risk type: reputational/strategic/governance
Likelihood: low
Impact: medium
Risk rating: low-medium

The commission mitigates this risk by ensuring they operate within existing authorities and are in compliance with the AAD. Other mitigation strategies include deliberate consultation with stakeholders, proactive communications around decisions, routine chair/chair outreach, and a robust and consistent process to manage conflicts of interest.

Resources to carry out the commission’s mandate

OMAFA is responsible for providing both financial resources and staffing to support the commission in carrying out its mandate.

Staff assigned to support the commission

The commission is supported by a secretariat. Organizationally, the secretariat is a unit within OMAFA’s EDPB.

The secretariat is currently comprised of 9 full-time OMAFA positions and includes:

• a manager
• a coordinator
• a policy analyst
• 4 policy advisors
• 2 senior policy advisors

Additionally, the director of EDPB also serves as the secretary to the commission. Generally, staff are organized into 2 key functional groups: operational coordination and regulated marketing policy.

Operational coordination staff support the commission with efforts to ensure the completion of all required administrative, financial, coordination, compliance, project and management functions.

Regulated marketing policy staff support the commission with information, policy analysis and advice on matters related to the 25 boards and associations it oversees, and the applicable legislation and regulations.

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

Proposed budget to operate the commission

The budget to operate the commission is part of OMAFA’s budget. The director of EDPB is responsible for oversight of the budget. As a non-board governed agency, the commission does not have its own audited financial statements.

The majority of the budget will fund the commission’s work related to its lines of business, including activities related to framework oversight for regulated marketing, regulatory compliance and guidance, and facilitation and dispute resolution, with the balance funding its efforts around continuous improvement projects.

Glossary of terms

Ontario Farm Products Marketing Commission (commission)

The commission is a provincial agency (a non-board-governed regulatory agency) under the Management Board of Cabinet’s AAD.

Ontario Farm Products Marketing Commission Secretariat (secretariat)

The secretariat is a unit within OMAFA’s EDPB. The secretariat is responsible for providing policy, analytical, operational and administrative support to the commission.

Regulated marketing system

The FPMA, MA, CBMA and MAFRAA govern the regulated marketing system in Ontario. These acts, and overlapping federal legislation, enables Ontario farmers 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 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
• Ontario Potato Board
• Ontario Processing Vegetable Growers
• 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 Advisory Committees section of O. Reg. 354/95: Milk and Farm-Separated Cream – Marketing under the MA 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 Processors of grapes are referenced within the Licences and Negotiating Agencies sections of R.R.O. 1990, Regulation 414: Grapes for Processing – Marketing under the FPMA

The commission’s lines of business

Framework oversight for regulated marketing:

Implementing and administering the provisions of the FPMA and the MA, enabling a functioning regulated marketing system in consultation with the minister, the ministry and stakeholders.

Regulatory compliance:

Supervising Ontario’s boards and associations, to whom power and authority is delegated under the legislation and ensuring that the lines of accountability are maintained.

Guidance, facilitation and dispute resolution:

Providing formal or informal guidance pertaining to a regulated sector conflict or disputes through facilitation or direction.

Board/association attestation process

An annual self-assessment tool developed to help initiate and support healthy relationships and open dialogue between the commission and the boards and associations it oversees, empowering them to self-monitor and evaluate their own compliance with FPMA or MA regulations.

Industry advisory committees (IACs)

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.

List of IACs:

• 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
• Egg Industry Advisory Committee
• 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