MCIC Rapport Annual 2002/03 - Manitoba Agricultural Services

MANITOBA
CROP INSURANCE CORPORATION
2002– 2003
R A P P O R T
A N N U A L
Lettre d'accompagnement
L'honorable Peter M. Liba
Lieutenant-gouverneur du Manitoba
Palais législatif, bureau 235
Winnipeg (Manitoba)
R3C OV8
Monsieur le Lieutenant-gouverneur,
J'ai le privilège de présenter à Votre honneur le rapport annuel de la Société d'assurance-récolte
du Manitoba pour l'année financière terminé le 31 mars 2003.
.
Je vous prie d'agréer, Monsieur le Lieutenant-gouverneur, l'expression de ma haute considération
La ministre de l'Agriculture et de l'Alimentation,
Rosann Wowchuk
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R A P P O R T
A N N U A L
•
1
Lettre d'accompagnement
Madame Rosann Wowchuk
Ministre de l'Agriculture et de l'Alimentation
Palais législatif, bureau 165
Winnipeg (Manitoba)
R3C OV8
Madame,
J'ai l'honneur de vous présenter le rapport annuel de la Société d'assurance-récolte du Manitoba
pour l'année financière terminé le 31 mars 2003.
Je vous prie d'agréer, Madame, l'expression de ma haute considération.
Le président du conseil d'administration,
Walter W. Kolisnyk
2 • MANITOBA CROP INSURANCE CORPORATION
TABLE DES MATIÈRES
Énoncé de mission / Vision / Valeurs
6
Progrès accomplis en 2002-2003 relativement aux objectifs stratégiques
7
Indicateurs de performance
8
Conseil d'administration / Dirigeants de la Société / Conseiller juridique
9
COVER PHOTO BY: DAVE REEDE
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R A P P O R T
A N N U A L •
3
Énoncé de mission
Offrir aux producteurs agricoles du Manitoba
des programmes de gestion des risques qui
favorisent une plus grande stabilité et les aident
às'adapter au changement.
VISION
Afin de nous assurer que nous restions fidèles à notre mission, la Société d'assurance-récolte du
Manitoba (MCIC) sera un organisme qui:
■ recherche, met au point et offre de nouveaux produits et services améliorés afin
d'aider à réduire les risques dans l'industrie agricole;
■ joue un rôle déterminant dans la mise en place de politiques relatives aux programmes
de gestion des risques destinés aux producteurs agricoles du Manitoba;
■ effectue son travail avec un personnel qualifié et motivé;
■ dispose d'une expertise inégalée relativement à l'offre de programmes basés
sur des terres agricoles au Manitoba;
■ s'efforce d'améliorer son efficacité.
Valeurs
Nous attachons une importance primordiale à :
Nos clients-Nous donnons la priorité aux intérêts et aux besoins de nos clients.
L'excellence du rendement professionnel de notre personnel dévoué
Nous reconnaissons et récompensons l'excellence professionnelle.
Nos bonnes relations de travail- Nous faisons part de nos idées à nos
nos clients et nos associés d'affaires et nous travaillons de concert
avec eux d'une façon ouverte et franche.
Notre rôle d'administrateur public - Nous gérons nos activités au profit
profit de toutes les parties concernées.
Notre contribution au secteur agricole - Nous aidons l'industrie agricole
agricole manitobaine à atteindre une croissance économique durable et la stabilité
stabilité financière. Nous encourageons nos employés à servir de modèles de comportement
positifs et de leaders dans leurs communautés.
6 • MANITOBA CROP INSURANCE CORPORATION
Progrès accomplis en 2002-2003 relativement aux objectifs stratégiques
Orientation stratégique::
STRATEGIC DIRECTION:
STRATEGIC DIRECTION:
Mettre en valeur notre service à la
ENSURE THAT THE GOVERNING
clientèle grâce à des programmes nouveaux
LEGISLATION AND POLICIES PROVIDE
STRENGTHEN HUMAN RESOURCES
WITH BETTER TRAINING, MORE
et améliorés qui stabilisent les risquest e
PRODUCERS WITH EFFECTIVE RISK
EFFECTIVE COMMUNICATION AND
et permettent de fournir les programmes et
MANAGEMENT ALTERNATIVES.
ENSURE THAT WE HAVE THE RIGHT
RESULTS:
■ Researched and developed new
insurance products or enhanced
existing products, including:
• offering insurance on
perennial ryegrass seed;
• launching a Pasture
Insurance program on a
pilot project basis;
• introducing a Forage
Restoration Benefit that
provides spot loss
compensation for tame forage
lost due to flooding and
excessive rainfall.
■ Standardized hail loss
adjusting procedures to those
of the Canadian Hail Council.
■ Developed a number of new
products for the 2003 crop
year, such as insuring
additional crops grown for
pedigreed seed and splitting
potatoes and beans into more
crop types.
PEOPLE FOR EXISTING AND NEW
RESULTS:
INITIATIVES.
■ The Corporation’s General
Manager represented
Manitoba on the Business
Risk Management component
of the new Agricultural Policy
Framework (APF). Alternative
coverage options and new
insurance programs are being
pursued under the APF.
RESULTS:
■ Developed a formal orientation
process for new employees.
■ Developed a Workers Working
Alone Plan to improve the safety
of adjusting staff.
■ Reviewed expected
retirements over the next
five years for the purpose of
identifying succession-planning
requirements.
■ Changes to the Federal
Regulations to allow greater
future program flexibility are
expected for the 2004 crop year.
STRATEGIC DIRECTION:
STRATEGIC DIRECTION:
SEEK OUT REVENUE AND FUNDING
ENHANCE THE AWARENESS OF
OPPORTUNITIES THAT WILL SUPPORT
INDUSTRY AND GOVERNMENT
PRODUCT DEVELOPMENT AND
AS TO THE IMPORTANCE OF THE
SERVICE DELIVERY.
CORPORATION’S RISK MANAGEMENT
RESULTS:
PROGRAMS IN TERMS OF REDUCING
OVERALL RISK IN THE AGRICULTURAL
SECTOR.
RESULTS:
■ Expanded third party access to
non-confidential Corporation
data via the Internet.
■ Agency staff continued to meet
with staff from agricultural
businesses and lending agencies
to promote the benefits of crop
insurance.
■ Promoted safer farming practices
through a partnership with the
Community Farm Safety Project.
■ Purchased private sector
reinsurance for the Crop
Insurance Program to assist in a
smooth transition to a lower but
sustainable reserve level. Due to
the large reserve, premium rates
to producers and both levels of
government were reduced by
over 26%.
■ Purchased private sector
reinsurance for the Hail
Insurance Program.
■ Revised the Corporation's
Investment Policy to allow
investments for periods of
longer than one year.
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2002/2003
les services de manière plus efficace.
R A
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N PNPUOARL T R AE N
PN
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STRATEGIC DIRECTION:
CONTINUE TO IMPROVE EFFICIENCIES
THROUGH STREAMLINED PROCESSES
AND BETTER USE OF TECHNOLOGY.
RESULTS:
■ Processed 10% of all post harvest
claims using producer
declarations.
■ Reviewed the revenuegenerating activities of other
crop insurance agencies to
determine if there are
opportunities that may be
applicable to the Corporation.
■ Tripled the number of agencies
participating in the permanent
bin identification project.
■ Earned revenue by providing
services to third parties for audit
and measurement, and recovered
the cost of registering
assignments for the Spring
Credit Advance Program from
the Federal Government.
■ Expanded the Hail Pilot Project
from 15 to 25 adjusters, with 36%
of all hail claims completed on
farm using laptop computers.
■ Introduced a computerized sales
tool, which assists in explaining
program features to producers.
■ Upgraded the Corporation's
computer system and
communication lines to provide
more efficient data processing.
These changes were a first step to
providing clients with e-business
access in 2003.
■ Implemented a direct deposit
system for adjusters’ expenses.
P E R F O R M A N C E I N D I C AT O R S
CROP INSURANCE PROGRAM
Insured acreage increased by 7% to
over 9.1 million acres, exceeding the
target level by 300,000 acres. Insured
annual crops increased by 500,000
acres, with insured forages up by
over 100,000 acres.
The average coverage level selection
increased by 2.2 percentage points to
73.4%, exceeding the targeted
increase of 0.2 percentage points.
Total liability increased by 24% to
over $1.2 billion, which was $150
million over the targeted increase.
Much of the increase was due to
higher insured prices.
Administrative expenses were 6.2%
under budget in 2002/03, with the
Corporation continuing to maintain
one of the lowest administrative
expense ratios of all Canadian crop
insurance agencies at 8.3% of gross
premium income (11.2% of premium
income after discounts).
8 • MANITOBA CROP INSURANCE CORPORATION
HAIL INSURANCE PROGRAM
Total liability increased by almost
30% to $290 million, exceeding the
targeted increase of 2%.