Program directory · Agriculture and Agri-Food Canada
Farm Debt Mediation Service
- Department
- Agriculture and Agri-Food Canada
- Program code
- BWP07 (AGR)
- Core responsibility
- Sector Risk
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Farm Debt Mediation Service provides free and voluntary financial counselling and mediation services to Canadian farmers who are having difficulty meeting their financial obligations. A qualified financial consultant assists in the development of a recovery plan and professional mediators assist producers and their creditors in reaching a mutually acceptable settlement. A stay of proceedings may be put in place to protect the farmer against recovery or seizure of assets. To be eligible, participants must be insolvent individuals, corporations, partnerships, co-operatives or other associations of persons engaged in farming for commercial purposes.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Farm Debt Mediation Service | This program | 2018-19 – 2028-29 | $19.4M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
No significant changes detected.
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | 60% – 75% | 2019 | 78% The result is met. The target was changed to ‘at least 60’ in March, 2019. | Not met |
| 2019-20 | ≥ 60% | 2020 | 74.8% The indicator shows that the program is meeting its objective. | Met |
| 2020-21 | ≥ 60% | 2020 | 74.4% | Met |
| 2021-22 | ≥ 60% | 2020 | 78.9% | Met |
| 2022-23 | ≥ 60% | 2020 | 65% | Met |
| 2023-24 | ≥ 70% | 2024 | 73% | Met |
| 2024-25 | ≥ 70% | 2025 | 77% | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 70% | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $1.8M | $2.9M |
| 2019-20 | $1.8M | $3.3M |
| 2020-21 | $1.8M | $2.6M |
| 2021-22 | $1.9M | $2.2M |
| 2022-23 | $1.9M | $2.2M |
| 2023-24 | $2.4M | $2.9M |
| 2024-25 | $2.5M | $3.4M |
| 2025-26 | $2.5M | — |
| 2026-27 | $2.7M | — |
| 2027-28 | $2.7M* | — |
| 2028-29 | $2.7M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 15 | 14 |
| 2019-20 | 15 | 14 |
| 2020-21 | 15 | 13 |
| 2021-22 | 13 | 9 |
| 2022-23 | 10 | 9 |
| 2023-24 | 9 | 12 |
| 2024-25 | 12 | 10 |
| 2025-26 | 10 | — |
| 2026-27 | 10 | — |
| 2027-28 | 10* | — |
| 2028-29 | 10* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $1,790,528 | $1,758,553 | $1,758,553 | ||||||||
| 2019-20 plan | $1,760,080 | $1,760,080 | $1,760,080 | ||||||||
| 2020-21 plan | $1,824,628 | $1,833,403 | $1,835,356 | ||||||||
| 2021-22 plan | $1,870,921 | $1,872,874 | $1,872,874 | ||||||||
| 2022-23 plan | $1,876,136 | $1,876,136 | $1,876,136 | ||||||||
| 2023-24 plan | $2,407,088 | $2,407,088 | $2,407,088 | ||||||||
| 2024-25 plan | $2,468,333 | $2,472,374 | $2,472,325 | ||||||||
| 2025-26 plan | $2,504,963 | $2,504,913 | $2,504,913 | ||||||||
| 2026-27 plan | $2,694,537 | $2,694,111 | $2,694,111 | ||||||||
| Actual | $2,856,750 | $3,254,506 | $2,635,127 | $2,218,535 | $2,218,594 | $2,856,757 | $3,376,895 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
