Beef Farmers of Ontario 2021 Annual General Meeting Program

LEADING

THROUGH UNCERTAINTY

59th Beef Farmers of Ontario Virtual Annual General Meeting February 17-18, 2021

2021 AGM PROGRAM

#BFOAGM

Table of Contents Agenda............................................................. ......................................................................................3 AGM Sponsors......................................................................................................................................4 Speaker Profiles John Baker..............................................................................................................................................7 Andrea Brocklebank............................................................................................................................7 Dr. David Hughes.................................................................................................................................8 Bob Lowe...............................................................................................................................................8 Dennis Laycraft.....................................................................................................................................9 Board of Director-Elects Board of Director Advance Elections Results...............................................................................12 Board of Director-Elect Biographies Jason Leblond.....................................................................................................................................13 Jack Chaffe...........................................................................................................................................15 Jordan Miller.........................................................................................................................................17 Jason Reid............................................................................................................................................19 Kim Jo Bliss...........................................................................................................................................21 Cow-Calf & Feedlot Committee Member-Elects Cow-Calf Committee Advance Election Results..........................................................................25 Cow-Calf Committee Member-Elects...........................................................................................26 Feedlot Committee Advance Election Results............................................................................28 Feedlot Committee Member-Elects..............................................................................................29 Resolutions and Background Information Roberts Rules of Order......................................................................................................................32 Resolutions & Background Information........................................................................................33

ANNUAL GENERAL MEETING

Virtual

Wednesday, February 17, 2021 1:00pm

Welcome and Convene - Rob Lipsett, BFO President

Adopt and Approve Agenda and Elect Scrutineers

Approve Minutes of 2020 Annual General Meeting

1:15pm

President’s Address - Rob Lipsett

1:30pm

Greetings from Minister Hardeman

1:40pm

Vote to Ratify Election Results for Directors of the 2021 BFO Board of Directors

Vote to Ratify Election Results for the

2021 BFO Cow-Calf and Feedlot Committees 1:50pm

Review of 2020 Audited Financial Statements - Jack Chaffe

AGENDA

2:45pm Beef Cattle Research Council (BCRC) Update Andrea Brocklebank, Executive Director, BCRC 3:15pm “Keeping Ahead of the Post-Covid Consumer:

Challenges and Opportunities for Ontario Beef Farmers” Dr. David Hughes 4:15pm 4:30pm

Approval of 2020 Audited Financial Statements Closing Remarks

Thursday, February 18, 2021 1:00pm

Welcome and Convene – Rob Lipsett, BFO President

Canadian Cattlemen’s Association Update

Debate on Resolutions

Member Awards and Recognition

Vote to Ratify Election Results for the 2021 Ontario Directors to the Canadian Cattlemen’s Association

Board of Directors Q&A

3:30pm

Adjourn

Leading Through Uncertainty

2:00pm Ontario Beef Market Development 2020 Progress Report John Baker, Director, Ontario Beef Market Development

Thank You to Our Valued Sponsors

Platinum Sponsor

Gold Sponsors

Silver Sponsors

C h es

ley Ve t

Bronze Sponsors

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ANNUAL GENERAL MEETING

Speaker Profiles

Leading Through Uncertainty

VIRTUAL

John Baker Ontario Beef Market Development 2020 Progress Report

JOHN BAKER, DIRECTOR, ONTARIO BEEF MARKET DEVELOPMENT John Baker brings over 22 years experience in strategic beef marketing with senior leadership roles at the Beef Information Centre, Canada Beef, and Ontario Corn Fed Beef prior to his current role. John has established extensive business relationships and has developed opportunities for Canadian beef programs across North America, Asia, Europe, Middle East and Central America.

John’s previous experiences also include leadership roles in the meat category with several major retail chains in the Ontario marketplace.

Andrea Brocklebank

Beef Cattle Research Council (BCRC) Update ANDREA BROCKLEBANK, EXECUTIVE DIRECTOR, BCRC Andrea Brocklebank works collaboratively with the industry to oversee the delivery of a research program through the BCRC and Beef Science Cluster that funds research projects in areas of importance to the Canadian beef industry. She oversees the development and implementation of research programming, administration of funding granted by the Canadian Beef Cattle Check-Off and the Beef Science Cluster, the delivery of extension activities, and Verified Beef Production Plus.

Andrea is also responsible for leading the development and implementation of the Canadian Beef Research and Technology Transfer Strategy and advancing collaborative funding partnerships aligned with the strategy.

Andrea completed a B.A. in Agricultural Studies at the University of Lethbridge and M.Sc. of Agricultural Economics at the University of Saskatchewan. She was raised on a farm in southern Alberta and prior to working with the CCA, worked within the Canadian cattle feeding sector and in agriculture finance and lending.

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Dr. David Hughes Keeping Ahead of the Post-COVID Consumer Challenges and Opportunities for Ontario Beef Farmers

DR. DAVID HUGHES Dr. David Hughes is Emeritus Professor of Food Marketing at Imperial College London, and Visiting Professor at the Royal Agricultural University, U.K. He is a much sought-after speaker at international conferences and seminars on global food industry issues, particularly consumer and retail trends. David has lived and worked in Europe, North America, the Caribbean, Africa and South East Asia and has extensive experience as an international advisory board member with food companies and financial service organizations on three continents. He has worked with meat companies and spoken at global meat events in five continents.

His views on food issues and, particularly, meat are much sought after by food businesses and the media in many countries of the world.

Bob Lowe Canadian Cattlemen’s Association (CCA) Update

BOB LOWE, PRESIDENT, CCA Bob Lowe was elected as CCA President in March 2020.

First elected as a director to CCA in 2009, Lowe has served as chair of the CCA Environment Committee and Foreign Trade Committee. He is also Council director of the Canadian Roundtable for Sustainable Beef (CRSB), and a Board member of the Global Roundtable for Sustainable Beef (GRSB).

Lowe is part of a long line of ranchers that came to Alberta in the late 1800s and continues that legacy with feedlot operations based in Nanton, Alberta and a cow-calf operation in Eriksdale, Manitoba.

He is an outspoken advocate for sharing information about raising cattle, feedlots and best management practices, and promotes the understanding of the stewardship and conservation that is inherent in sustainable beef production.

Lowe has two children and two grandchildren. He is focused on farming for the future generations.

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Dennis Laycraft Canadian Cattlemen’s Association (CCA) Update

DENNIS LAYCRAFT, EXECUTIVE VICE PRESIDENT, CCA Leading the CCA and its various divisions, Dennis serves as a spokesperson for the beef cattle industry on trade, product safety, and animal disease issues. A senior policy analyst and lobbyist for the CCA, Dennis addresses issues at the national and international levels which impact Canada’s beef cattle industry. He manages any legal actions that the CCA undertakes to defend Canada’s beef cattle sector from trade actions or unfair trade practices and is a member of the industry technical advisory group on World Trade Organization (WTO) negotiations.

Participating on several government and industry task forces and committees, Dennis has chaired or sat in an advisory capacity on many initiatives including the Regulations and Standards working group on the AgriFood Competitiveness task force; advisor to Canada’s Auditor General’s department on a number of food inspection and research matters; and is the current co-chair of the Beef Value Chain Roundtable which brings together industry leaders throughout the value chain to provide strategic direction. Dennis is a founding member of the Canadian Beef Grading Agency.

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ANNUAL GENERAL MEETING

Board of Director-Elects

Leading Through Uncertainty

VIRTUAL

Board of Director Advance Elections Results Sector / Region

2020 Rep

Director-Elect 2021

Notes

Jason Reid

Jason Leblond (Muskoka/P.S./E. Nip)

Advance election results to be ratified by voting delegates at the BFO AGM, beginning on February 17, 2021

Jack Chaffe (Perth)

Advance election results to be ratified by voting delegates at the BFO AGM, beginning on February 17, 2021

Jason Leblond

Jordan Miller (Manitoulin)

Advance election results to be ratified by voting delegates at the BFO AGM, beginning on February 17, 2021

Jordan Miller

Jason Reid (Thunder Bay)

Advance election results to be ratified by voting delegates at the BFO AGM, beginning on February 17, 2021

Kim Jo Bliss (Rainy River)

Advance election results to be ratified by voting delegates at the BFO AGM, beginning on February 17, 2021

COW-CALF ( 1 rep to elect, for 3-year term) FEEDLOT (1 rep to elect, for 3-year term)

Jack Chaffe

NORTHERN ( 1 rep to elect, for 3-year term) AT-LARGE ( 1 rep to elect, for 3-year term) AT-LARGE ( 1 rep to elect,

for 1-year term)

Vacant

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JASON LEBLOND Muskoka, Parry Sound & East Nipissing District DIRECTOR-ELECT Cow-Calf Director

Summary of demonstrated leadership skills (policy development, strategic planning, government relations) I feel I have demonstrated leadership skills with and to my fellow board members over the last 3 years on the board. I am an active participant in discussions at the board table. I always try to see all sides of an issue and I am open to different views. I am not afraid to ask the tough questions. I am a critical thinker.

• I have worked with the Elections, Emergency response, “investment” committees • BFO Lobbying activities at Queens Park • Have spoken to the Standing Committee on General Government • Graduate of the BUILD leadership provided by BFO Please provide any past experience with the development of a board (ie. board/director training, cooperating within a board setting, previous positions with other commodity and/or agriculture-related board positions) • • • • • •

Current President of East Nipissing/Parry Sound Federation of Agriculture Current Director with The Muskoka/Parry Sound/Nipissing Beef farmers 3years as BFO northern Director BFO Livestock Emergency Committee BFO Investment Committee I sit as an ex-officio board member with Farm and Food Care Ontario Board

Experience with financial management in the for-profit and/or not-for-profit sectors (ie. review of financial statements, prudent financial business sense, adherence to confidentiality and conflict of interest policies) I feel that I have a comprehensive understanding of financial management. In my day job, I am responsible for a large departmental budget for a municipality. I am also involved in the accounting and taxation process within our farm, even tough I am lucky to be married to someone who loves accounting.

I have a strong business sense and think that whether you are a for profit or not-for-profit, you still follow the same business principles of planning, budgeting, looking at the staffing compliment, preparing for succession, level of debt, and looking at finding efficiencies in your expenses and how to increase your revenues. I am also participating on the newly created Investment Policy Committee for BFO.

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Confidentiality and conflict of interest are very important to me. I am a man of principal and integrity and will also follow the rules and do what is right.

Provide details of your farm operation including experience in cattle production and knowledge of current beef industry issues I have a 35 head commercial cow calf operation with my wife Jennistine in Chisholm Township just east of Powassan. That includes 3 properties and some rented land. Currently expanding cleared land and fencing to have the infrastructure in place to expand.

Ontario currently and for several of the past years has struggled with processing capacity. The BFO board is actively Lobbying to improve this. Other priorities are BRM & RMP program improvements. We need Both levels of government to come together and work with the Ag industry to solve this.

Provide any examples of understanding of the regulatory and legislative framework of the BFO, ability to present and foster a positive image for the BFO and Ontario’s beef industry and willingness to communicate positively to other producers Having completed my first term on the BFO provincial board. This has allowed me to become very knowledgeable of the policies and procedures of BFO. I presented to Standing Committee on General Government on Bill 156 and took part in a Ministers Round Table Discussion on the Trespass Act. I am comfortable speaking with Politicians and their staff.

I have had the opportunity to interact with multiple counties and bring them the annual updates from the board of directors. I feel that I am approachable and enjoy conversing with other producers.

Briefly describe your vision for the beef industry in Ontario I hope to continue to demonstrate to Producers and Government that our industry is full of opportunity and we must work together to grow and support it.

I believe we must continue to demonstrate the quality beef product we produce in Ontario as well as help to grow our competitive edge in foreign countries that clearly enjoy our product.

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JACK CHAFFE Perth County DIRECTOR-ELECT Feedlot Director

Summary of demonstrated leadership skills (policy development, strategic planning, government relations) Likely the best leadership skills I have developed over the last 30+ years have come from coaching hockey. Through the leadership that I have provided for these players over the years have been based on, my psychology in life which is the 3D’s Dedication, Discipline, and Desire. Treat people with respect, the same way you want to be treated.

• • • • • • • •

Currently a director with the Ontario Cattle Feeders’ Association 6 years as Feedlot Rep on the BFO Board of Directors & currently Vice President with BFO BFO Committees include Government Relations, Joint Marketing cmt, RMP Reference cmt & Feedlot cmt Represented the BFO on the LRIC Board of Directors BFO lobbying activities at both Queens Park & Parliament Hill Representing both BFO & OCFA with CFIA on Livestock Transportation Regulations and Animal Identification Currently representing BFO at CCA on Foreign Trade & Domestic Ag Currently representing BFO at NCOA & Canada Beef Marketing Cmt.

Please provide any past experience with the development of a board (ie. board/director training, cooperating within a board setting, previous positions with other commodity and/or agriculture-related board positions) • • • • • •

Graduate of BFO Leadership Build Program Currently a Director with the Perth County Beef Farms Association.

Member on the BFO Feedlot Committee before taking a board position Currently on an Advisory Committee with the Canadian Limousin Association as a feedlot rep from Ontario Respect in Workplace & Governance training with NCOA & Canada Beef Farm and Food Care Media Training

Experience with financial management in the for-profit and/or not-for-profit sectors (ie. review of financial statements, prudent financial business sense, adherence to confidentiality and conflict of interest policies) • • • • • •

President of Chaffe Farms Ltd. responsible for finances, risk management and all government program involvement President of Mitchell Minor Hockey, and chairperson of Policy Review Committee Director with Mitchell Minor Sports council--duties included approving budgets for all the sporting organizations in Mitchell and policy review.

Huron-Perth Laker AAA Hockey Operations – preparing budgets for the teams and the organization BFO & OCFA board reviews financial statements at each board meeting Reviewing Collaborative Partnership Program applications for the BFO Marketing and Promotions Committee

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• •

Evaluated a Technology Access Centre at Olds College Alberta for funding from Agriculture Canada to improve feed efficiency in feedlot cattle BFO RMP transition / review committee

Provide details of your farm operation including experience in cattle production and knowledge of current beef industry issues I live just north of Mitchell in the County of Perth with my wife Diane and 3 sons Owen, Evan and Curtis. I graduated in 1984 with an Agricultural Business Management Diploma from Centralia Agriculture College. Currently I am a full time Feedlot Manager/Co-Owner of Chaffe Farms Ltd. a family farm operation in its 5th generation. I’m involved in all aspects of the day to day operations from finances, herd health, buying and selling of cattle and commodities.

Chaffe Farms Ltd. markets over 3000 hd. /yr. of cattle through the Ontario Corn Fed Beef Program and expanded the operation in 2014 with a 600 head total confinement manure pack barn with the state of the art handling facility that is a stress free environment for workers and cattle. Our operation also puts calves and yearlings out to background under custom feeding agreements with other producers in Ontario and from time to time feeding cattle in Alberta and Manitoba feedlots. My son Owen is full time at our feedlot along with my brother Joe. Evan & Curtis are part time with us at the farm. Owen, Evan & Curtis also are running a Commercial herd of 50 Red & Black Simmental & Limousin cows.

Provide any examples of understanding of the regulatory and legislative framework of the BFO, ability to present and foster a positive image for the BFO and Ontario’s beef industry and willingness to communicate positively to other producers My past experience of being Feedlot Director with BFO for the last 6 years and with the OCFA board for the last 8 years I have good understanding on how a board of directors works and how the 2 need to work together for a common goals. With this understanding of the framework with the BFO that will make me a great candidate to continue as the BFO feedlot director for my final term. I know the roles of the 2 organizations are different, but at the same time their goals are similar “A STRONG SUSTAINABLE BEEF INDUSTRY HERE IN ONTATIO.” Our feedlot has been featured by different breeds with articles in their respective magazines in the past creating a positive image for myself and our feedlot. We have hosted many Beef 4-H meetings at our farm over the years as we try to mentor the next generation of beef farmers in Ontario. Sometimes we’ll even supply and housed a steer or heifer for a 4-H member that lives in the town or city, but wants to get involved in a 4-H beef club. In the past 6 years I have hosted a Beef Code of Practice workshop and multiple county bus trip tours and producer groups at your feedlot. My door is always open to anyone who wants to talk about how we can make this beef industry in Ontario more sustainable for the future.

Briefly describe your vision for the beef industry in Ontario My vision for the beef industry here in Ontario would be GROWTH IN ALL SECTORS with all levels of government supporting BRM programs equally as much as they do with other Ag Commodity Groups. For this to happen in the feedlot sector we need increased slaughter capacity and addition bidders on our finished fed cattle, thus would supporting a higher basis here in Ontario more than what we have seen in the last four years. There is currently a great opportunity for the backgrounding sector here in Ontario by taking weaned calves and backgrounding them for the finishing feedlots, last September we seen the highest prices in North America for 1000 lb. steers here in Ontario. The cow herd here in Ontario has opportunity for growth, through increasing the land base for cows in Northern & Eastern Ontario, through Community Pastures, lease and rental agreements of idle land. Improved rotational grazing practices throughout southern and eastern Ontario in the growing seasons and with cover crop grazing in winter months should keep cow calf sector competitive for land use. We need the older generation to share their knowledge with the younger generation who want to get into the beef industry here in Ontario. We need to make it easier for young beef farmers to continue the generational farm with farm succession planning and providing clear pathways for these young farmers enabling them to commit to being a full time farmer and therefore growing the beef industry here in Ontario. Let’s make the Ontario Beef Industry exciting and an industry where all sectors can make a health living.

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JORDAN MILLER Manitoulin District DIRECTOR-ELECT: Northern Director

Summary of demonstrated leadership skills (policy development, strategic planning, government relations) More recently, the best demonstration of leadership skills would be my last 3yrs serving on the BFO Board. The experience has been incredibly fulfilling and encouraging, I have gained far more than I have contributed and my hope would be that I could continue on to build upon my skill set which I offer to the industry.

Prior to being on the BFO Board, the best demonstration of my leadership skills would be my work at Redeemer University College as both a staff member in the Athletics Department, and part time Faculty member. Developing strategic plans and establishing budgets to ensure the development of our students were extremely valuable experiences.

Please provide any past experience with the development of a board (ie. board/director training, cooperating within a board setting, previous positions with other commodity and/or agriculture-related board positions) My three year term as Director at Large with the BFO would be my most relevant experience in terms of board work.

Additionally I have been the BFO representative at the Toronto Stock Yards Land Development Board since September, working to ensure the success of an integral income developing asset for the BFO. Experience with financial management in the for-profit and/or not-for-profit sectors (ie. review of financial statements, prudent financial business sense, adherence to confidentiality and conflict of interest policies) As previously mentioned, the majority of my financial management experience, prior to my BFO term, was either at my Church or in developing our budgets at Redeemer University College.

As the first Athletic Therapist on staff at Redeemer, my responsibilities included establishing reasonable budget management and resource acquisition. It can be exciting to be the first to enact your roll in an organization, but as I learned throughout my 6yrs there, it can also be challenging.

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Provide details of your farm operation including experience in cattle production and knowledge of current beef industry issues We are a large scale, commercial cow-calf through background farm on Western Manitoulin Island. I represent the 6th generation on our farm, where I work with my Grandad, my Uncle & my Cousin.

Since leaving Redeemer University College in May of 2015, I have been full time farming here, but prior to that I had been seasonally working on the farm for over 20yrs. My knowledge of the beef industry continues to grow, I am still young and have much to gain and contribute.

Provide any examples of understanding of the regulatory and legislative framework of the BFO, ability to present and foster a positive image for the BFO and Ontario’s beef industry and willingness to communicate positively to other producers Being a Director with the BFO is a STEEP learning curve. There is so much to learn and to stay up to date on. I would hope that if I were to be reelected, that I could continue to carve out ways to contribute to the board in serving the interests of producers. Each director is looked upon as representation of the industry as a whole, that responsibility is certainly not lost on me, it is a great privilege to sit at the table and discuss pertinent issues to the bottom line of so many producers.

Briefly describe your vision for the beef industry in Ontario Every Sunday morning I take either my 4yr old or 2yr old with me for chores - it is a fantastic tradition we have established. There are other days during the week where I will grab one of them for a morning or afternoon of work as well, in fact just today my 2yr old was with me trucking calves as we process and wean summer born cattle.

My vision would be a prosperous industry for my boys to partake in, should they choose to. I envision Beef being recognized as a leader in environmental stewardship and local/ethical food production. We have so much to offer to the consumer and those messages are crucial to the viability of our industry. Change doesn’t happen overnight, but the role of the BFO is to be strong representation for the producer and I feel that the board is headed in that direction today.

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JASON REID Thunder Bay District DIRECTOR-ELECT: Director At-Large, 3-Year Term

Summary of demonstrated leadership skills (policy development, strategic planning, government relations) • • • • • •

Graduate of BFO BUILD leadership training program held in Northwestern Ontario Participated in the Beef Farmers of Ontario board of directors strategic planing session in the spring of 2017 Past Ontario rep. for the Canadian Young Cattlemen Council , in this position I assisted in the finalization and implementation of the terms of reference for the newly formed council.

Spearheaded the need for emergency response plan for northern transportation incidents. Education and training for cattle truck operators and first responders across Ontario has been under taken as a result.

Founding member and director for the newly formed marketing co-op Northwest Beef. Our focus here is on sound production and profitable local marketing of beef products in northwestern Ontario.

Attend regular meetings with local MP as well as MPP. Work to keep our members of parliament informed about the issues facing the beef industry. I have developed a good working relationship with many Ontario members of Parliament.

Please provide any past experience with the development of a board (ie. board/director training, cooperating within a board setting, previous positions with other commodity and/or agriculture-related board positions) • • • • • • • • • • •

Past Advisory councillor for Beef farmers of Thunder Bay District for 8 years Past president and director for Beef farmers of Thunder Bay Past president and director for Thunder Bay Community pasture Representative on the BFO cow-calf committee Executive positions for Thunder Bay Soil and Crop Improvement Association since 2005 Past director on the Thunder Bay Agriculture Research Association Ontario representative on the Canadian young cattlemanˇs council for 2 years, 1 year as vice chair Cow calf director for the Beef Farmers of Ontario for the past 6 years Representative on the BFO Cow Herd Expansion, Emergency Response Working Group and environment committees Represent BFO on the newly formed market development committee Represent BFO on the VBP plus national management committee

Experience with financial management in the for-profit and/or not-for-profit sectors (ie. review of financial statements, prudent financial business sense, adherence to confidentiality and conflict of interest policies) I own and operate our farm with my wife as a family business, where we aim to have profitability while keeping our costs low using an open mind on business decisions and opportunities. We focus our purchasing decisions on value more than costs.

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I work with the local Soil and Crop association in the annual organizing of the Thunder Bay Farm Conference in this position.

I am responsible for recruiting, arranging and scheduling of the speakers and sponsors of the conference. It is important in this role to ensure that our budgets are followed and that we remain profitable in order to keep the conference viable into the future.

I currently sit on the Thunder Bay Community Pasture board over seeing a large multi year complete infrastructure revitalization project. We are responsible to oversee the completion of a large combined community, Fednor, NOHFC partnership project that will see the revitalization of the pasture infrastructure. As well as implement a rotational grazing management system and watering system.

Provide details of your farm operation including experience in cattle production and knowledge of current beef industry issues I farm in Thunder Bay with my wife Trudy and 2 girls, Olivia 13 and Emma 11. Our farm consists of 138 acres owned and another 500 rented acres of mostly grass hay and pasture. We are calving 100 cows this year as well as backgrounding our own calves to about 950lbs. We also run about 300 ewes. We market a large portion of our lamb and beef into the local market in and around the Thunder Bay area. As a result of our distance to any sizable market and the cost of transportation we have used this disadvantage to create an opportunity to insulate ourselves from market volatility and provide local food produced in our community. We truly believe that we have a real value proposition here as Ontario producers and that every pound of beef produced here could be sold at a premium in a branded program. We are in a continuous state of expansion and are always looking for ways to expand our operation or increase efficiency of what we do on our farm. We believe strongly in environmental and economical sustainability must go hand in hand and do our best to keep this at the core of our decision making in our operation. We try to help explain and demonstrate this way of thinking to everyone we meet. It is our belief that if we do our best with whatever it is that we are blessed with, then we will be blessed in whatever we do.

Provide any examples of understanding of the regulatory and legislative framework of the BFO, ability to present and foster a positive image for the BFO and Ontario’s beef industry and willingness to communicate positively to other producers Communication is a key to the success of our industry. We must do a better job and a more deliberate approach to communicating and educating our consumers. It is no longer good enough in the environment we work in today to just farm and expect people to trust us, buy from us and leave us alone. We must earn that trust by engaging in meaningful conversation. We have to work within the legislation of our government and we have to have meaningful conversation with them so that they can understand what it is that we do. When decisions are made and a direction is chosen it is imperative that we band together and strive together for the common good of the industry. I enjoy good conversation and healthy debate on an issue. However, when we go out into the public and to our consumers we have to stand together, and present the same good news story about what it is we do. This is the only way to build an unwavering support for our Ontario brand and what it is we stand for.

Briefly describe your vision for the beef industry in Ontario I see the Ontario beef industry in a position of great optimism. This past year has been a trying year for marketing beef and operating our farms as a whole. With market disruption, plant closures and slowdowns and severely depressed prices at times. I believe we will come out with a stronger industry for it. The lessons learned over the last year show us all the more opportunity and demand for Ontario product. I see branded products, of all types of beef being the back bone to our industry going forward. I think we can build sustainability into our industry by building brands that our customers believe in and will pay a premium for. By doing this I think we can move away from our past of being price takers in the market to being price setters on our quantity reliability and wholesomeness. We can price our product at a fair level where our customers get great value and we can be profitable. Going forward I see potential and opportunity for young producers to enter the industry and prosper. I envision the beef we grow, here in Ontario to be some of the best in the world. I believe we have an opportunity to promote ourselves around the world as environmentally, sustainable stewards of the land while improving our financially viability. We have room for expansion in our province, we have the tools and ideas to make this happen and I believe with the leadership of BFO we will expand the Ontario beef industry here and around the world. I firmly believe that the new strategic direction of our organization is heading in can affect real change. We as Ontario beef farmers can make a positive difference for the bottom line of our producers.

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KIM JO BLISS Rainy River District DIRECTOR-ELECT Director At-Large, 1-Year Term

Summary of demonstrated leadership skills (policy development, strategic planning, government relations) I was a very active 4-H member so I started leadership training through their various opportunities many years ago. In the days of OATI (Ontario Agriculture Training Institute); I completed leadership, media & training technique sessions. Since then, I have completed programs such as “10 Steps to Community Action” (leadership training), and BUILD through BFO. I was asked to sit on the Northern Ontario Development Council that assisted in the development of the Northern Ontario Growth Plan a document that has been used for many funding sources.

Recently I was asked to sit on the Northern Policy Institute. Very new to this board, but we are working on policies for the North and building better government relations. I have done strategic planning with many of the boards that I am either sitting on or have sat on. I have good relationships with Government Officials as they often come to me as a key member in our community and North Western Ontario. I have presented to the Standing Committee of Agriculture on local food.

Please provide any past experience with the development of a board (ie. board/director training, cooperating within a board setting, previous positions with other commodity and/or agriculture-related board positions) I have been involved with agriculture organizations in the Rainy River District since a young age. (I didn’t even have my drivers license and I was the secretary for the Hereford Association.) I have sat in all positions, Chair, Vice, Secretary and Treasurer. I spend a lot of time getting to know the producers and figuring out where they will fit best in our District to advance themselves and the rest of us. I like to encourage new blood and new ideas.

I have been asked to represent Agriculture on boards such a the Industry Advisory Board (Watershed for Rainy Lake and Lake of the Woods), Stewardship Council (Formed through MNR), and our local Community Economic Development Corporation. Our Hospital Foundation asked me to sit on their board as they needed a connection in the rural part of our District. I have been involved with all our Agriculture Organizations but have dedicated a lot of time to our local Cattlemen’s Association and our local Abattoir.

Experience with financial management in the for-profit and/or not-for-profit sectors (ie. review of financial statements, prudent financial business sense, adherence to confidentiality and conflict of interest policies) I am currently the treasurer of our local Vet Committee, Abattoir Board and handle most of the transactions for our Cattlemen’s Association. I have good connections with accountants and book-keepers who are quick to help should the need arise. I do all my own farm accounting and as well prepare Income Tax Files for approximately

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a dozen family and friends. I have never had any issues or complaints with confidentiality and have developed forms that the boards I work with use.

Provide details of your farm operation including experience in cattle production and knowledge of current beef industry issues I own and operate a farm in North Western Ontario near Emo ON. I have 48 beef cows that will begin calving around February 12th. I feed and finish animals every year that I sell to family and friends. The calves that I don’t keep as replacements or finish are primarily marketed through our local Sales Barn. I have been selling more calves each year to people that are finishing animals as well. I have been farming on my own for nearly 20 years and prior to that I was with my grandma. She taught me strength and determination. I take great pride in my farm and cattle. Along with my cows I also have a small sheep flock. All my lambs are sold through the local food avenue as well.

I believe my off farm job and the organizations that I work with provide me with good knowledge of the beef industry. I have enjoyed BFO and sitting as the Advisory Councilor. BFO does a great job of keeping their members informed and I enjoy passing along their information to others in North Western Ontario.

I have participated in RMP and the Agristablity programs since their inception. I promote participation in these programs at all times.

Being involved with our local abattoir and sale barn allows me to stay current with trends and issues in these areas.

I look forward to see where Traceability is going. I have tried to make the best possible use of RFID tags both on farm and through our sales barn. I believe if we have to use these tags, we need to use them to our fullest. Our local sales barn has tried to use RFID tags and equipment to the best of our ability and promote benefits of the technology to producers and buyers.

Provide any examples of understanding of the regulatory and legislative framework of the BFO, ability to present and foster a positive image for the BFO and Ontario’s beef industry and willingness to communicate positively to other producers I have represented Rainy River as the Advisory Councilor with BFO for a number of years. I take the role seriously and review the information that is shared within this position thoroughly. Working with our Local Sales Barn and Abattoir; it is imperative that we stay current with regulation. I aim to display at positive image representing agriculture at all times. I am generally a very positive person and enjoy encouraging fellow producers and as well the public about the great benefits of our industry. That is one of the reasons that I have opted to sit on nonagriculture boards as well. I am very interested in traceability and what the future is going to bring in regards to this hot topic. I have completed VBP+ and continue to encourage other producers to get involved with these programs.

Briefly describe your vision for the beef industry in Ontario I would love to see our industry viable and stable! I would like young people to be involved with this industry but not have to consider getting an off-farm job. I would like to see Ontario Beef as the consumers first choice in our stores! Our processing capacity is hurting and we need to strengthen this area. Our government needs to see the importance of local abattoirs and offer them support. I want us to make better use of our RFID technology and have information transferred from the cow calf producers on the feedlots so they recognize the efforts at the grass roots. I would like to see the enhanced RMP program so a producers has confidence to grow his or her herd.

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#BFOAGM

ANNUAL GENERAL MEETING

Cow-Calf and Feedlot Committee Member-Elects

Leading Through Uncertainty

VIRTUAL

Cow-Calf Committee Advance Election Results Cow-Calf Committee

Sector

Requirements Six (6) members elected from among themselves by AGM voting delegates identified as “cow-calf”

COW-CALF

Three (3) members elected in 2020 will return for 2021 Three (3) members to be elected for a 2-year term in 2021 The (3) cow-calf directors from the 2021 BFO Board of Directors receive automatic appointment to the committee.

2021 Committee

Returning 1. Lyndon Wagenaar 2. Kirby Hakkesteegt 3. Nickolas Martin 2021 Member-Elects 4. Blair Williamson 5. Sandra Vos 6. Jason Hurst

Board Appointments 7. Don Badour 8. Don Hargrave 9. Jason Leblond Cow-Calf Director-Elect

FEEDLOT

One (1) elected by the 2021 Feedlot Committee from among themselves.

10. To be appointed by Feedlot Committee

BACKGROUND

One (1) elected from among themselves by AGM voting delegates identified as “backgrounder”.

11. Steve Thede – Acclaimed

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Cow-Calf Committee Member-Elects New in 2021, candidates were asked to provide details of their farm operation including experience in cattle production and knowledge of current beef industry issues

BLAIR WILLIAMSON

LAMBTON COUNTY

I own and operate Ridgeview Cattle Co. in Lambton Shores. The herd consists of 50 Shorthorn and Simmental cows. Females are marketed in fall female sales and bulls are sold privately off farm each spring. Steers are retained and finished in our family feedlot. Pasture, cover crops and crop residue are the main feeding source for the cow herd, with a goal to graze cattle on field crop land as much as possible when they are off pasture for the regular grazing season.

I serve as the current Advisory Councillor for Lambton County. Participating in the weekly update calls and providing a report back to our members. I am also the president of the Lambton Cattlemen‘s Association. I‘ve participated in various focus groups for BFO on topics such as cow herd expansion and industry loan programs.

In 2020, I was appointed to the Livestock Financial Protection Board by the Provincial Agriculture Minister.

Being raised on our families mixed farming operation which included 150 feedlot and an on farm store where we market 50+/- head of cattle per year direct to consumer. Along with my current cow herd provides me with a good overview of the Ontario beef industry and the many challenges the sector has. It would be an honor to serve the Ontario cow-calf producers on the BFO Cow-Calf Committee.

SANDRA VOS

BRANT COUNTY • • • • •

Cow-calf producer Permanent grass-based operation Direct market animals and sell excess calves to private treaty/auction, if necessary VBP+ producer Environmental Stewardship Award recipient in 2018

Knowledge of Industry • Secretary/Treasurer Brant Cattlemen‘s Association 2005-present (someday they will free me) • Employed as age-verifier for BFO to promote RFID tags • Co-ordinated Special Stocker Sales, South Coast Calf Club with Haldimand Cattlemen‘s Association • Sat on Ontario Agri-Stability Review Board (BRMR) 2011-2016 • Organized many beef tours and events over the years Advocate for Agriculture by sitting as director on Brantford-Brant Chamber of Commerce, Energy + Utility Board, Brant County Federation of Agriculture, Brant Soil and Crop Improvement Society. Contribute to many ad hoc committees, and delegations before municipal councils.

Speak to media, do interviews, present on panels for BFO, CCA, Canada Beef, etc. to promote the importance of cattle for grassland survival and environmental benefits. Share my thoughts on the specialness of my fellow cow-calf producers to urban people. Correct a lot of people when they blame my cows for climate change.

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JASON HURST WELLINGTON COUNTY • Together my wife and I farm outside the small town of Belwood in Wellington County. We run a small 50-cow purebred and commercial cow-calf operation with a cash cropping aspect as well. Our operation consists of some rotational grazing at my parents in Grey county and winter our cows in Wellington where we run a mix of hay ground and standard cash cropping.

I have been heavily involved in the Ontario beef industry since I was young and took an ownership in some beef cows shortly after graduating the University of Guelph in 2009.

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Feedlot Committee Advance Election Results Feedlot Elections Table

Sector

Requirements Six (6) members elected from among themselves by AGM voting delegates identified as “feedlot”

FEEDLOT

Three (3) members elected in 2020 will return for 2021 Three (3) members to be elected for a 2-year term in 2021 The (3) feedlot directors from the 2021 BFO Board of Directors receive automatic appointment to the committee.

2021 Committee

Returning 1. Jairus Maus 2. Steve Eby 3. Scott Cochrane

2021 Member-Elects 4. Darrell Russett 5. Scot Legge 6. Bob Bennett Board Appointments 7. David Millsap 8. Joe Dickenson 9. Jack Chaffe Feedlot Director-Elect

COW-CALF

One (1) elected by the 2021 Cow-Calf Committee from among themselves.

10. To be appointed by the Cow-Calf Committee

BACKGROUND

One (1) elected from among themselves by AGM voting delegates identified as “backgrounder”.

11. Matt Shortreed - returning

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Feedlot Committee Member-Elects New in 2021, candidates were asked to provide details of their farm operation including experience in cattle production and knowledge of current beef industry issues

DARRELL RUSSETT

HASTINGS COUNTY

I farm with my wife and son and his wife in Stirling. We operate a beef farm with a capacity of approx. 1,000 head per turn. We have 70-80 beef cow-calf as well. We grow most of our own feed on 1,500 acres that we mostly own. I have farmed here my whole life and have been finishing cattle the last 30 years. We participate in the Ontario Corn Fed Beef Program. I am familiar with cost the production, the profit margins on finishing cattle, some of the issues that control our markets and profitability and I am interested in new ideas and efficiencies with environmental upgrades.

SCOT LEGGE

BRUCE COUNTY • • • •

Feedlot finishing approx. 1,000 head/year on the Ontario Corn Fed Beef Program Have been on the BFO Feedlot Committee for the past few years I want to make sure we get processing issues dealt with Make sure we are harmonized with the U.S. regarding BSE, so we are able to send cattle to the U.S. market and elsewhere.

BOB BENNETT

HURON COUNTY

I am proud to be a Huron County farmer, where along side my parents, we own and operate a 6,000 beef finishing operation. I have been honoured to serve on the Feedlot Committee in the past and with your nomination will gladly do so again.

In the past all the members of this committee have been a pleasure to work with, and they bring a broad wealth of knowledge and expertise to the table. I have no doubt that this will, again, be the case moving forward this year.

It has been a very trying year for all of us, regardless of which role we have in our collective industry, to say the very least and it appears that this will spill over into 2021. I will put our industries‘ best interests, opportunities, needs and challenges first based on the wide variety of issues that we and BFO face both on an ongoing basis and new issues that our members bring forward this year.

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ANNUAL GENERAL MEETING

Resolutions & Background Information

Leading Through Uncertainty

VIRTUAL

Roberts Rules of Order 1.

Roberts Rules of Order will be our main guide.

2.

To move a resolution or speak to a motion, go to the nearest microphone; state your name and county.

3.

Debate will be limited to two (2) minutes per speaker.

4.

The mover of a resolution has the right to speak first and may speak again to close the debate.

5.

Amendments or substitute motions must be moved and seconded before being spoken to.

6.

The main resolution will be read, moved and seconded. County delegates who feel strongly that their specific need will not be debated by the main motion, may ask to deal with it separately before debate on the main motion begins, or they may amend specifics into the main motion.

7.

The vote will be called when: (a) all who wish to speak have done so; or (b) when the ‘previous question’ to close debate has been moved, seconded and passed by a 2/3 majority; or (c) when several speakers have spoken on the same side of an issue and no one is wanting to speak in opposition.

8.

Delegate voting cards will be used for all votes (unless a motion to use secret ballots is passed).

9.

Independent scrutineers will be appointed and accepted by the meeting. They will count the votes on specific or close issues and also count the ballots.

10.

Anyone in attendance may speak to a resolution, but only official delegates may move or second resolutions, amendments, etc.

Skeleton of Procedures 1.

2.

Main Motion Amendments or Substitute Motion

3.

4.

Motion to table Motion to refer or defer

5.

Previous question to close debate

6.

Objection to consider a question

Must be moved and seconded.

Cannot change the subject but can add to, delete from, or reword; Passing a substitute motion takes the main motion with it.

Mover, seconder, non-debatable, majority.

Mover, seconder, debatable only to where referred or how long deferred; majority, but where deferral is changing the agenda, then needs 2/3 majority.

Mover, seconder, non-debatable, 2/3 majority; if passed, then vote on amendment or main motion (not necessarily both) is taken immediately without further debate. If lost, debate continues.

Does not need a second, must be made before debate begins even if another has the floor, non-debatable, 2/3 majority.

NOTE: A. B.

A motion to reconsider a resolution may be made by one who voted on the prevailing side. Needs majority vote to reconsider. If passed, opens the main question for additional debate.

A motion to suspend or change the rules of debate that have been accepted by the assembly, needs a 2/3 majority vote.

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21-01

INCREASED COSTS OF CARBON TAX

LAMBTON MOVED BY: Tom Wilson SECONDED BY: Blair Williamson

CARRIED

DEFEATED

WHEREAS CCA is the voice for BFO at the federal level and whereas Carbon Tax will add trucking cost to all livestock farmers THEREFORE, BE IT RESOLVED THAT BFO ask CCA to lobby the federal government to come up with a way to compensate livestock farmers for increased cost of transportation because of Carbon Tax. Background Information Canada’s Greenhouse Gas Pollution Pricing Act established a federal standard for reducing carbon pollution in provinces and territories that don’t have carbon pollution pricing systems that meet the federal standard. The Greenhouse Gas Pollution Pricing Act consists of two key parts: federal fuel charge (carbon tax) and output-based pricing system for industrial facilities. Since April 2019, the federal carbon pollution pricing system has applied in Ontario, but Ontario will soon be transitioning from the federal output-based pricing system to its own similar emissions performance standards program.

The carbon tax has been increasing by $10 per tonne annually since 2019, and will reach $50 per tonne in 2022. After 2022, the carbon tax will increase by $15 per tonne each year for the next eight years.

Farmers are eligible to receive an exemption from the carbon tax for fuel (gasoline and light fuel oil) used in tractors, trucks or other farm machinery through Canada Revenue Agency.

Although farmers are exempt from the carbon tax for fuel use in farm machinery, the majority of other sectors are not exempt. The carbon tax is a direct cost to individuals and businesses, including transportation companies that may choose to pass their increased costs on to farmers. In addition, programs like Ontario’s new emissions performance standards for industrial facilities or the Clean Fuel Standard, another carbon pricing program being developed for liquid fuel suppliers to find ways to reduce carbon content in the fuel they produce, are currently affecting or could indirectly affect input costs for farmers.

The province of Ontario developed a voluntary carbon offset program in 2018, which could have provided farmers the opportunity to generate and sell carbon offsets and deliver GHG reduction projects and environmental benefits. The program lasted from January to July 2018, but was cancelled with the introduction of a new provincial government.

21-02

INCREASED FUNDING FOR RISK MANAGEMENT PROGRAM

LAMBTON MOVED BY: Ralph Eyre

SECONDED BY: Blair Williamson

CARRIED

DEFEATED

WHEREAS Grain farmers and livestock farmers share a pool of money for RMP program with premiums paid by producers, whereas grain farmers also have a production insurance program with shared premiums paid by farmers, federal and provincial government.

WHEREAS the provincial government has announced an increase to ethanol mandate that will increase the demand for corn and increase the cost of feed for livestock producers.

THEREFORE, BE IT RESOLVED THAT BFO lobby the provincial government to increase the pool of money in the RMP program for livestock farmers.

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Background Information In June 2020, the Ontario government increased funding to the Ontario Risk Management Program (RMP) by $50 million; this was one year ahead of the timeline originally planned by the provincial government, thus bringing the program’s total funding to $150 million across all RMP sectors.

The maintenance and enhancement of the RMP has been one of BFO’s top priorities since the program’s inception. BFO continues to participate in the OMAFRA-led RMP Program Evaluation Working Group and the Ontario Agricultural Sustainability Coalition to ensure a timely, bankable and appropriately funded RMP for Ontario beef farmers. Unfortunately, payments to beef farmers under the program are routinely pro-rated due to funding limitations, highlighting the need for additional funds to be allocated to the program.

21-03

RISK MANAGEMENT PROGRAM WEIGHT CATEGORIES

SIMCOE MOVED BY: John Millsap

SECONDED BY: Ron Coulter

CARRIED

DEFEATED

WHEREAS RMP covers carcass weight losses up to 900 pounds dressed weights and Ontario packing plants do not discount carcass weights until higher weight limits.

THEREFORE, BE IT RESOLVED THAT BFO lobby to adjust the finished weight categories; heifer and steer weights respectively, to be more in line with Ontario slaughter weight averages.

Background Information Under the Ontario Risk Management Program, the current weight limits for finished animals are set at 1,500 pounds for steers and 1,400 pounds for heifers. The program uses a yield percentage of 60 percent on steers and 58.5 percent on heifers for carcass weight to live weight. Therefore, steers are protected up to 900 pounds on carcass weight, while heifers are protected up to 819 pounds.

The 2019 average carcass weight for steers in Ontario was 953 pounds, which was an increase of 77 pounds since 2010. The 2019 average carcass weight for heifers in Ontario was 846 pounds, which was an increase of 61 pounds since 2010. Currently, the average carcass weight for steers is 53 pounds over the protected weight, and heifers are 27 pounds over the protected carcass weights. Policy goals must be factored into any decision to revisit maxiumum weights.

21-04

BUSINESS RISK MANAGEMENT

BRUCE MOVED BY: Steve Eby

SECONDED BY: Mike Jeffray

CARRIED

DEFEATED

WHEREAS BFO has worked with CCA and others on improvements to Business Risk Management programs for producers and, WHEREAS unknowns like COVID 19 can greatly affect many links in the value chain, THEREFORE, BE IT RESOLVED THAT BFO continue to work with CCA on enhancements to all BRM programs

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Background Information In late 2020, the federal Agriculture and Agri-Food Committee conducted a study to evaluate the effectiveness of business risk management programs in Canada. A number of recommendations were included in the final committee report, including: removal of the reference margin limit under AgriStability; increase the trigger level for AgriStability from 70 percent to 85 percent; remove or increase the AgriStability payment cap; increase the interest-free portion of the Advance Payments Program (APP); increase the overall cash advance limit under APP. In January 2021, Minister Bibeau put forward a proposal for federal-provincial-territorial governments to consider, which included enhancements to the AgriStability program that the federal government is in support of pursuing. This proposal includes the removal of the reference margin limit and an increase in the compensation rate from 70 percent to 80 percent.

21-05

DAIRY PRODUCER RELATIONS AND CULL COWS

PERTH MOVED BY: Bob Dunsmore

SECONDED BY: Bill Jeffery

CARRIED DEFEATED WHEREAS the dairy industry has incentive days to cull cows and WHEREAS there is limited processing capacity for just beef animals and WHEREAS there are penalties to beef animals older than 30 months, THEREFORE, BE IT RESOLVED THAT BFO work with the dairy industry to address the concern of the excess cull cows in the marketplace as a result of the dairy incentive days, and work to adjust the number of animals going to market at one time.

Background Information BFO maintains regular communication with the Dairy Farmers of Ontario (DFO) board and staff on issues of shared concern, including market intelligence with respect to the cull cow market. BFO does not maintain any regulatory authority to direct marketings of cull cows. What BFO and DFO can do and have done in the past is monitor market information and advise members where appropriate. Discussions with packers and auction markets play a key role in these discussions and help inform communications to members on the subject.

21-06

INCENTIVE PROGRAM FOR PROTECTING HAY AND PASTURELAND

PERTH MOVED BY: Bob Dunsmore

SECONDED BY: Joost Van der Heiden

CARRIED DEFEATED WHEREAS the price of field crops has increased and WHEREAS the conservation groups wish to ban pasturing near creeks and some marginal land and WHEREAS the cow-calf producers may see more financial benefit to give up pastureland, THEREFORE, BE IT RESOLVED THAT BFO investigate the creation of an incentive program for beef producers in an effort to retain valuable hay, pasture, buffer strips and valley land in Ontario.

Background Information Ontario has seen drastic reductions in pastureland and forage production. Between 2006 and 2016, pasture acreage declined over 30 percent and hay acreage declined more than 32 per cent in Ontario.

And even before that 10-year period, Ontario lost over 4,300 square kilometres (almost the size of

- 35 -

Prince Edward Island) of its agricultural grasslands to encroachment from urban development between 1971 and 2001.

Researchers have found the decline in cattle numbers in Canada is directly linked to declines in hayfields and pastureland. Furthermore, the reduced supply of hay in areas of Ontario results in higher hay prices.

The rate of disappearing hay and pastureland also reduces critical habitats for various grassland birds and pollinators, and the conversion of hay and pastureland to annual crops has had adverse effects on soil health and soil organic matter. Grazing livestock improves soil fertility and structure through manure deposits, provides erosion control through fencerows and windbreaks, and promotes soil ecosystem health through the production of perennial forage crops that minimize tilling and soil disruption.

Current funding initiatives related to creating and maintaining grasslands tend to be connected to best management practices that support species at risk and/or soil health. For example, the federal Species at Risk Partnerships on Agricultural Lands program includes cost-share funding for supporting grassland birds by establishing perennial grass strips and for restoring agricultural land to permanent grassland.

The provincial Species at Risk Stewardship program also provides funding for grassland restoration initiatives that support grassland bird habitats, and the Canadian Agricultural Partnership provides funding for environmental initiatives for buffer strips.

21-07

FRAMEWORK FOR ESCAPED LIVESTOCK EMERGENCIES

GREY MOVED BY: Duncan McKinlay

SECONDED BY: Don Hargrave

CARRIED

DEFEATED

WHEREAS livestock escapes to public highways occur through misadventures such as highway collisions involving transporters, breaching of livestock confinement by trespassers, weather events, criminal activity, equipment failure or human error, THEREFORE, BE IT RESOLVED THAT BFO engage with appropriate provincial Ministry’s 1, municipal organizations, the insurance industry, and other relevant stakeholders to develop a workable legislative framework for best practices, and guidelines; this framework will be suitable for grassroots implementation towards the goal of protecting traveling public, welfare of the livestock, and the best interests of the industry including those responsible for the care of the involved livestock.

1

Appropriate ministry may include solicitor general (OPP), OMAFRA, MTO

Background Information Beef cattle are transported for a variety of reasons across a wide range of distances in Ontario, but are commonly transported from west to east along remote northern routes, such as Highways 11 and 17. Historically, when transport accidents, such as truck rollovers, have occurred along these routes, there have been instances of miscommunication or confusion regarding the roles and responsibilities of different organizations in how to handle, extract, contain or euthanize livestock. Emergency response to transport accidents of any kind falls under the authority and responsibility of municipal and provincial ministries and agencies, and it is not the responsibility of farmers or private citizens to respond to emergency truck rollover situations.

The federal Health of Animals Regulations, Part XII: Livestock Transportation was amended in 2020, including a requirement for livestock transporters to create contingency plans in the event of an

- 36 -

emergency (e.g. inclement weather, truck breakdown or rollover, road closures, etc.). Plans include contacting 9-1-1 and/or the nearest municipality for assistance during a livestock transport accident.

Livestock transporters are required to develop and implement these contingency plans, and there is an expectation there will be a coordinated and appropriate response from relevant authorities responsible for managing and clearing transport truck accidents of all kinds, including those with cattle.

As it stands, the only pieces of legislation in Ontario that deal with loose livestock are the Pounds Act and the Municipal Act, which outline the responsibilities for municipalities in dealing with loose livestock.

The Pounds Act is in force in every local municipality in Ontario, but municipalities can establish by-laws that vary its application. The Pounds Act states no livestock are allowed to run at-large, and it establishes the role of a “poundkeeper” to handle livestock running at large and/or trespassing. The Pounds Act does not include provisions to develop plans for how to handle livestock in emergency situations.

21-08

BFO ELECTED YOUTH POSITION

VICTORIA MOVED BY: Adam Shea

SECONDED BY: Jim King

CARRIED

DEFEATED

WHEREAS producer organizations benefit from developing leaders for board succession, WHEREAS a wide variety of demographics having representation at various levels of the BFO is beneficial as well, WHEREAS young farmers represent and will become the future of our industry, THEREFORE, BE IT RESOLVED THAT BFO strategize and develop a formal elected youth position in the organization with the aim of giving the next generation an opportunity to professionally develop into a future leader while learning and contributing on the job.

Background Information BFO does not currently maintain any dedicated youth positions on its board or standing committees.

This is, however, a topic that has been discussed recently. Discussions around youth/young producer involvement in BFO will be part of governance review discussions that will continue in 2021, stemming from the review and subsequent report generated in 2020 that was focused on the organization’s structure and representation.

BFO does appoint a representative to the CCA’s Young Cattlemen’s Council (YCC). The term for this position expires every odd-numbered calendar year. This means there will be a vacancy this year and an application process to fill the vacancy. The BFO Governance and Nominations Committee will review applications and interview potential candidates to fill the two-year commitment.

At YCC, there are also two two-year term at-large positions that are elected at the YCC’s AGM, which occurs during the Canadian Beef Industry Conference. Currently, the YCC considers anyone under the age of 35 eligible for their programming.

Nationally, there is also the Cattlemen’s Young Leaders mentorship program, which pairs mentees and mentors. The mentees are paired with a mentor within their specific field of interest, which provides exposure to a potential future career path within the beef industry.

In Ontario, BFO considers anyone between the ages of 18 to 40 as a young producer. BFO holds events for young beef producers, such as the bfoUp webinar series and the BFO Youth Development Program.

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21-09

COUNTY/DISTRICT ORGANIZATION INSURANCE COVERAGE

RENFREW MOVED BY: Myles England

SECONDED BY: David Campbell

CARRIED

DEFEATED

WHEREAS society is becoming increasingly litigious, volunteer directors, ACs, secretaries and treasurers could be placed at crippling financial risk should county/district organizations affiliated with Beef Farmers of Ontario be subjected to legal action.

THEREFORE, BE IT RESOLVED THAT BFO consider offering county/district organizations blanket insurance coverage to mitigate this financial risk, or at minimum allow it to be cost shared.

Background Information BFO maintains general commercial liability coverage that covers the 49 local associations. BFO’s Directors and Officers liability insurance policy does not extend to local associations, although several maintain their own. Currently, some local associations have acquired Directors and Officers liability insurance through BFO’s insurance provider at a preferred group rate. Each association is offered their own coverage limit and certificate at a reduced rate if they choose.

21-10

NATIONAL AGRICULTURE POLICY

THUNDER BAY MOVED BY: Brent Cadeau

SECONDED BY: Mike Huber

CARRIED

DEFEATED

WHEREAS during this current time of pandemic, it has become increasingly apparent the volatility of markets and insecurity of our food systems.

WHEREAS the stability of the beef industry is in uncertain times and subject to potential further and sustained decline in market pricing.

WHEREAS the food security and availability has been in question by Canadian consumers especially during this time of the COVID-19 pandemic.

WHEREAS programs have been developed to help fill the gap between cost of production and actual market value but are not sustainable long term WHEREAS challenges due to border closures and movement of product have been affected by increased costs and other barriers WE RESOLVE, that a National Agriculture Policy would reduce significant market volatility for Canadian producers.

WE RESOLVE, that a National Agriculture Policy would reduce the strain on programs already in place to assist producers with gaps in cost of production and market values/incomes WE RESOLVE, that a National Agriculture Policy can preserve Canadian products and create a more stable production environment.

WE RESOLVE, that a National Agriculture Policy is needed now more than ever to keep Canadians producing and to keep Canadians eating Canadian beef.

THEREFORE, BE IT RESOLVED THAT a feasibility study be conducted on developing a National Agriculture Policy.

- 38 -

Background Information The current Canadian policy framework for the agriculture and agri-food sector is the Canadian Agricultural Partnership (CAP), which is a $3 billion five-year (2018-2023) investment by the federal, provincial and territorial governments. The aim of CAP is to increase the competitiveness, prosperity and sustainability of the agriculture and agri-food sectors.

Since 2003, a federal-provincial-territorial agreement has framed the policies and programs established to support Canada’s agricultural and agri-food industry. The CAP is the fourth version of the agriculture policy framework. The programs under CAP are cost-shared between the federal and provincial/territorial governments, with the federal government contributing 60 percent of funds and the provincial/territorial governments contributing 40 percent. The previous frameworks were Growing Forward 2 (2013-2018), Growing Forward (2008-2013), and Agricultural Policy Framework (2003-2008).

Canada’s agricultural policy framework includes a suite of business risk management (BRM) programs to help farmers manage the risks of market volatility and disaster situations, as well as non-BRM programs. CAP BRM programs include AgriStability, AgriInvest, AgriInsurance, AgriRecovery and the Advance Payments Program. CAP non-BRM programs include trade and expanding markets programs (AgriMarketing and AgriCompetitiveness), innovative and sustainable growth in the sector (AgriScience and AgriInnovate), and supporting diversity and an evolving sector (AgriDiversity and AgriAssurance).

Each province also has the ability to implement their own cost-share funding, BRM and other CAPrelated programs that are adapted to a province’s needs.

21-11

PROCURING ROADSIDE SAFETY SIGNAGE

MUSKOKA/PARRY SOUND/EAST NIPISSING MOVED BY: Jeremy Jeffery SECONDED BY: Andrew Buchler

CARRIED

DEFEATED

WHEREAS traffic on rural highways are often times not recognizing the agricultural equipment.

WHEREAS education and a warning signs are possible and seen in some communities.

WHEREAS that there is limited amount of information on how to apply Farm Machinery Ahead signs/ Caution Slow Moving Vehicles signage WHEREAS at the recent OFA AGM, a resolution was passed to create/gather this process.

THEREFORE, BE IT RESOLVED THAT BFO work with OFA to develop a standard procedure on how to procure Caution Slow Moving Vehicle roadside signage.

Background Information Acquiring slow-moving vehicle awareness signs for roadways has no standard procurement procedure since the Ontario Ministry of Transportation has no requirement for these signs to be along roadways.

These signs are for warning motorists there are slow-moving vehicles or farm machinery operating in the area.

Slow-moving farm vehicles pose a risk to other motorists. Some jurisdictions, such as Elgin County, Essex County, Temiskaming and Halton Region, use road signs to indicate that slow-moving farm vehicles are common in the area. Again, no provincial standard exists.

- 39 -

21-12

PROPER USE OF SLOW-MOVING VEHICLE SIGNAGE

MUSKOKA/PARRY SOUND/EAST NIPISSING MOVED BY: Larry Clelland SECONDED BY: Peter Waefler

CARRIED

DEFEATED

WHEREAS that there is sign pollution due to improper usage of slow-moving vehicle signs and; WHEREAS that OPP do not enforce proper use of slow-moving vehicle signs and; WHEREAS that slow-moving vehicle signs are attach to fix objects visible from the road way; THEREFORE, BE IT RESOLVED THAT BFO work with the OPP to ensure proper use of slow-moving vehicle signs on equipment and property.

Background Information Slow-moving vehicle signs are required to be displayed on any vehicle not capable of reaching a speed greater than 40 km per hour. This includes construction equipment, farm equipment, street sweepers, forklifts and other slow-moving vehicles. Signage is also required on any implement being towed at a speed less than 40 km per hour.

Slow-moving vehicle signs are for vehicles only. They are not to be displayed on fixed objects like mailboxes or driveway markers that can be seen from the road. Property owners or tenants displaying a slow-moving vehicle sign on fixed objects may be subject to a fine.

21-13

ACCESS TO BROADBAND INTERNET

MUSKOKA/PARRY SOUND/EAST NIPISSING MOVED BY: Jackie Jeffery SECONDED BY: Earl Reading

CARRIED

DEFEATED

WHEREAS there have be an increased demand for high-speed internet due to COVID-19 and; WHEREAS that there is not equal access to high-speed internet in all of Ontario and; WHEREAS that meetings and government grant applications are moving to strictly online; THEREFORE, BE IT RESOLVED THAT BFO work with industry partners to lobby the federal and provincial government for increased access to high-speed internet for all areas of Ontario.

Background Information Access to and the development of high-speed broadband services varies greatly in urban and rural settings. Telecommunication companies have prioritized developing and improving broadband services in urban settings where there is higher population density and more customers, and Canada’s varying geographic landscape and climate also contribute to the difficulty of developing broadband infrastructure in areas of the province. Most rural and remote areas of the province cannot access the same level of service as urban parts of the province, and continue to have issues accessing broadband that is both reliable and affordable.

The federal government’s “Broadband Fund” provides up to $750 million to support projects to build or upgrade access and transport infrastructure with the goal to provide fixed and mobile wireless broadband Internet access in eligible, underserved areas of Canada.

The “Provincial Broadband and Cellular Action Plan” has committed up to $1 billion in funding from the province, private sector and other levels of government for broadband infrastructure projects throughout

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Ontario. The province has partnered with different telecommunication companies and municipal governments, as well as various regional organizations in eastern, western and northern Ontario, to develop broadband infrastructure.

21-14

ABATTOIR CAPACITY AND MOBILE ABATTOIRS

THUNDER BAY MOVED BY: Brent Cadeau

SECONDED BY: Mike Huber

CARRIED

DEFEATED

WHEREAS producers on every level are struggling to get their cattle through processing plants in a timely manner.

WHEREAS unavailable capacity directly impacts the movement of cattle and beef products WHEREAS we have been voicing concern about this issue for years and it has not improved WHEREAS the concept of mobile abattoirs would assist at local direct marketing levels and was voted on yet no movement on the issue WHEREAS smaller farmers businesses are at stake as they cannot meet demand for their products when it’s needed WHEREAS reduced capacity is impacting growth in the beef sector WE RESOLVE, that government funded and run facilities can be developed to meet the needs of industry as opposed to private business interests WE RESOLVE, that government regulations can be easily attained through government managed plants WE RESOLVE, that having increased capacity will reduce the amount of cattle waiting for slaughter and improve the dispersement of beef products WE RESOLVE, that increased capacity or mobile abattoirs will reduce the travel of beef to and from processing four plus hours away from the intended customers WE RESOLVE, that improving access will improve local beef sales and local beef farm growth in the future THEREFORE, BE IT RESOLVED THAT BFO having government funded and managed plants will reduce the impact of private interests and challenges, having mobile abattoirs available will reduce the transport of local beef-bettering the quality of animal welfare and costs of production and increasing capacity so smaller producers can expand their business.

Background Information Other jurisdictions, including British Columbia, Alberta and the State of Washington, have utilized mobile abattoirs successfully for many years. Each of these jurisdictions maintains different requirements for operating mobile abattoirs. Alberta can only service meat for the direct owner of the animal. British Columbia, however, has more of a multi-tier approach where limits on the number of animals harvested are in place, as well as restrictions on the region in which the meat can be sold depending on the facility and the license that the owner/facility maintains. British Columbia has made use of docking stations allowing mobile abattoirs to move from place to place within a region.

Many factors would need to be considered for mobile abattoirs to be successful in Ontaro, including consistent access to potable water, euthanasia capabilities, handling of Specified Risk Material, etc.

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21-15

FUNDING SUPPORT FOR LOCAL ABATTOIRS

MUSKOKA/PARRY SOUND/EAST NIPISSING MOVED BY: Jeremy Jeffery SECONDED BY: Andrew Buchler

CARRIED

DEFEATED

WHEREAS that there has been an uptick in local food demand and; WHEREAS there is less transportation cost with local food and; WHEREAS local abattoirs create a strong rural community and strong value chain, THEREFORE, BE IT RESOLVED THAT BFO advocate to the provincial government to provide funding support for small and start-up abattoirs to help with staff training and infrastructure upgrades.

Sub-resolution(s) FRONTENAC MOVED BY: Dave Perry SECONDED BY: Mike Voith WHEREAS the resulting factors of COVID-19 has certainly taken it’s toll on the ability to have beef processed in a timely fashion in Ontario provincial abattoirs and whereas without having adequate provincial processing capacity in Ontario the direct marketing of beef products and the local food movement becomes stifled and these factors encourage small and medium producers to exit the beef industry.

THEREFORE BE IT RESOLVED THAT BFO concentrate their efforts to work with all levels of government to retain all current provincial abattoirs and encourage the construction of additional provincial abattoirs and or regional abattoirs.

Background Information In December 2020, the Ontario government released a program to support provincial abattoirs. Eligible businesses were able to receive 60 percent cost-share funding, up to a maximum of $150,000 per business. Eligible projects must be completed with equipment delivered and claims submitted by March 1, 2021, for eligible expenses incurred on or after November 27, 2020. Recipients will have until May 31, 2021, to have their equipment installed. There was a strong demand for this funding program, and all of the allocated funds were utilized.

In the provincial fall budget request, BFO submitted an ask for $50 million for the development of a meat processor growth fund to help build provincial processing capacity across small-, medium- and largescale operations. Recent demand for abattoir services in Ontario has been significant, and processing capacity in Ontario remains one of BFO’s highest lobbying priorities both federally and provincially.

21-16

BOXED BEEF PRICES

NORFOLK MOVED BY: Brian Dehooghe

SECONDED BY: Larry Chanda

CARRIED

DEFEATED

WHEREAS market updates are important, WHEREAS the more local the information is the more useful it is for business decisions, WHEREAS the BFO market report is currently using Canadian numbers except for the boxed beef cutouts, THEREFORE, BE IT RESOLVED THAT BFO report Canadian/Ontario boxed beef cut-out numbers so it is more relevant for our use.

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Background Information The last time Canadian boxed beef prices were reported was on March 20, 2020. Following that, it was reported to BFO that reporting on boxed beef prices would be suspended for the foreseeable future due to COVID-19. Boxed beef price reporting provides value to the industry from both an information and transparency point of view. BFO has supported recommendations to CCA and Canfax to have regular boxed beef price reporting renewed. No reportable progress has been made to date.

21-17

CROP INSURANCE - FORAGE

BRUCE MOVED BY: Steve Eby

SECONDED BY: Mike Jeffray

CARRIED

DEFEATED

WHEREAS corn silage is a base in many rations including Ontario Corn Fed program rations WHEREAS Agricorp converts corn silage yields using a formula to calculate dry bushels of corn grain WHEREAS this converted number becomes your yield for crop insurance and RMP WHEREAS the formula in question is very dated WHEREAS new corn genetic grown on farm does not reflect the current Agricorp conversion formula THEREFORE, BE IT RESOLVED THAT BFO work with Agricorp to update the corn silage to dry grain formula.

Background Information Agricorp provides production insurance to protect Ontario producers from yield reductions and crop losses caused by factors beyond their control. Production insurance is meant to provide a guaranteed level of production based on yield history and level of coverage. Depending on the insurance plan, coverage is available on a total-yield or acreage-loss basis. Producers can choose the type and level of coverage that best meets their needs. Claims are paid when an “insured peril” causes yield to fall below a producer’s guaranteed production. An insured peril includes drought, excessive moisture or rainfall, flood, frost, hail, insect infestation, plant diseases, wildlife, and/or wind.

Agricorp calculates crop yield to determine any potential production insurance claim. For farmers with production insurance who grow corn, Agricorp uses the same formula to calculate yield for grain corn and corn silage. To determine yield for grain corn harvested as silage, Agricorp uses an industry standard conversion formula to convert harvested silage to grain corn. The conversion formula is seven bushels of dry corn for each ton of silage, which has been the long-standing formula used. Agricorp and OMAFRA annually review the conversion formula to determine if the formula is accurate.

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IMPORTANT Additional resolutions may have been submitted after this document was finalized.

According to BFO policy, late resolutions submitted after the deadline, but received within five business days of the AGM, will be submitted for debate at the discretion of the BFO Board of Directors.

The BFO Board of Directors give careful consideration to all carried resolutions and will respond to all county/district associations after a final decision has been made on each resolution. A reminder that resolutions can be forwarded to BFO at any time throughout the year.

Resolution responses and archived resolution responses can be found online at www.ontariobeef.com.

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