AFSC Strategic Plan 2026-2030
A plan anchored in our purpose
The 2026-2030 plan charts a path for seizing new opportunities to help producers and industry succeed while also effectively mitigating risks.
Our five strategic objectives provide a roadmap for our work, while allowing agility to adapt to unforeseen challenges. As we move toward 2030, a plan anchored in our purpose becomes even more crucial, as we prioritize the protection and growth of Alberta’s agriculture and agribusiness sector. The Next Horizon, as a strategic plan, represents the momentum, growth, and collective progress needed to ensure AFSC is positioned to support and strengthen tomorrow’s agriculture industry.
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Our PurposeWorking together, we grow and sustain the agriculture industry in Alberta. |
Who We Are
Agriculture Financial Services Corporation (AFSC) is a provincial Crown corporation that works with producers to develop risk management plans that fit their operations, providing Alberta’s farmers and agribusinesses with annual, perennial and hail insurance; farm and agribusiness loans; livestock price insurance; and farm income stabilization options.
With team members across Alberta, AFSC serves over 22,000 clients across all product lines and delivers insurance products that cover approximately 28 million acres in Alberta, covering approximately $9 billion in crops and pasture. Further, AFSC supports clients by offering lending products, a portfolio that has grown to in excess of $3 billion.
AFSC’s sole focus on agriculture allows for an in-depth understanding of clients, their challenges, and solutions for their operations.
“To work with a team that understands agriculture is huge. It just makes the whole process easier.” – AFSC Client
This focus, strongly supported by the pursuit of operational excellence, positions us as an organization that wants to be easy to do business with—and an organization whose teams are dedicated to improving their experiences with one another and with our clients.
Historically and currently, AFSC’s significance in Alberta agriculture is unmatched. Regardless of where we are in the province, we are motivated and driven as we are working together to grow and sustain the agriculture industry in Alberta.
Our values and behaviours define how we work together and support each other to deliver our purpose.
People are our Foundation – We are successful because of our team members.
Clients are our Focus – We are driven to support their success.
Excellence is our Aspiration – We are determined in our pursuit to improve.
Reviewing global trends helps us broadly identify opportunities and risks so that we can align our priorities with the changing market, industry, and client needs. Understanding the external landscape is crucial for strategic planning as it enables us to anticipate changes, adapt our strategies proactively, and ensure our organization remains resilient and competitive in a dynamic environment.
People: The increasing pace of change means employers are looking for innovative ways to support their teams and create environments where people can learn and adapt quickly. Advancements in technology continue to reshape our ways of working, and continuous learning and adaptability are essential for success in an evolving landscape.
Economic: Producers are feeling the strain of rising costs, including farm inputs, equipment and financing. The trend towards large farm operations continues, with smaller producers struggling to survive, leading to farm consolidation. Urbanization has also decreased the total area of farmland in Canada.
Technology: New technology is increasingly becoming part of everyday business. As clients expect enhanced levels of service, organizations are investing in user-friendly platforms, increasing communication, and personalized and differentiated products. In the workplace, automation is disrupting manual, time-consuming tasks, allowing for value-added activities and improved efficiency. On the farm, producers are leveraging technological improvements and embracing innovative farming practices.
Climate risk: Managing climate risk involves responding to evolving regulations, ensuring programs are responsive to the shifting weather patterns, and meeting consumer demand for sustainable practices. Climate risk themes centre on resource scarcity, impacts on crop yields, and soil erosion. Risk management tools are critical to help producers deal with climate risk impacts.
Message from the Board Chair
Over the past few years, every time I visit AFSC team members I see how
proud they are to work in this industry. I also hear from producers about their experiences working with AFSC and the value they place on the relationships we’ve built together. Many share stories of how our people, programs, and support make a meaningful difference in their operations. This positive sentiment is driven by our strategic direction, the dedication of our team, and the ongoing feedback we receive from clients and government partners.
As we renewed our plan for 2026–2030, I reflected on the past several years – a time where the diversity of AFSC’s core business areas has provided a strong foundation for resilience and opportunity across agriculture, even as producers face rapidly evolving risks and pressures.
Through this strategic plan, AFSC remains committed to providing the greatest value to our clients, the Government of Alberta, and the agriculture industry. Delivering value starts with listening — taking the time to understand the needs of producers and offering expertise and solutions that help them manage risk and plan for the future.
With The Next Horizon: AFSC’s Strategic Plan 2026-2030, Agriculture Financial Services (AFSC) will strengthen its position within the ag industry, reinforcing its role as a key partner to Alberta’s farmers, ranchers, and agribusinesses.
The future of agriculture depends on innovation and resilience as we confront tomorrow’s challenges. By 2050, producers worldwide will need to feed approximately 10 billion people, and AFSC has an important role to play in supporting Alberta’s producers as they meet this growing global demand.
To do so, we will continue to focus on preparing our team members for what’s ahead; improving our products and how we engage with clients and stakeholders; building an agile and efficient organization that drives innovation; strengthening our technology foundation to support growth; and fostering a culture where data is valued, trusted, and used to inform decision-making.
For decades, AFSC has been a cornerstone of Alberta’s agriculture industry. As Board Chair, I am excited about our direction for the years ahead and confident that this renewed plan positions AFSC as a trusted, long-term partner in this remarkable industry.
Kelly Smith-Fraser
Message from the CEO
Over the past several years, I consistently hear from producers and
industry about the foundational value AFSC provides in helping them manage risk and make informed decisions for their operations. I also hear from our team members about the pride they feel in serving this industry.
This year, as we took time to review our progress and renew our strategic plan for 2026–2030, I reflected on the strength, resilience, and dedication needed to consistently support the growth and sustainment of agriculture in Alberta. Through change and uncertainty, we’ve remained focused on delivering programs and services that matter most to producers and the agriculture sector.
The past five years have provided ample opportunity to deliver AFSC’s purpose: working together we grow and sustain the agriculture industry in Alberta. As we look to 2030, a plan anchored in our purpose becomes even more crucial.
This strategic plan reinforces AFSC’s commitment to putting clients at the centre of everything we do. We will continue to listen, learn, and adapt to ensure our programs and services are responsive, accessible, and grounded in strong risk management principles.
Looking ahead, the future of agriculture will continue to evolve. Market conditions, climate variability, and technological change require us to remain agile and forward-looking. AFSC will play a critical role in supporting producers as they navigate these challenges and pursue new opportunities.
To support this future, we will focus on strengthening our workforce, advancing digital solutions, enhancing our programs and how we engage with clients and stakeholders, and building organizational capabilities to serve Alberta’s agriculture industry for years to come.
I am grateful to our team members for their commitment and professionalism, to our clients for their trust, and to our Board for their guidance and oversight. Together, we will continue to strengthen AFSC and support the long-term success of Alberta agriculture.
Darryl Kay
Our Path Forward
While the strategic plan provides direction for the next five years, each year AFSC reviews client and team member expectations, the economic environment, progress toward goals, and government priorities, to ensure our objectives are still relevant and realistic.
The 2026-2030 plan charts a path for seizing new opportunities to help producers and industry succeed while also effectively mitigating risks. It serves as a roadmap and practical guide, positioning us as a prominent industry partner, committed to the longevity of the agriculture industry in Alberta. To make that happen we need a talented and resilient workforce that can learn, adapt, and deliver value in changing times. Every team member plays a vital role in our success.
In combination, the alignment of our purpose (why we exist), values (what we believe and how we behave), and strategy (our roadmap) ensures we are all moving in the same direction towards shared success. Corporate priorities and performance indicators are updated yearly and maintained internally to track AFSC’s progress towards its 2030 goals. Outcomes are reported through existing GoA business planning and reporting processes.
Our Objectives
Why this matters: While the pace of change is transforming every aspect of our lives, productivity and excellence depend on people.
At AFSC, people are our foundation—and we are successful because of our team members. When we recognize and support each other, we help create environments that are collaborative, inclusive, and equitable. In these environments, innovation—the process of adapting to change by developing new ideas, solutions or approaches that improve efficiency, address challenges, and create value—can thrive.
By 2030, AFSC will develop an adaptable, future-ready workforce through continuous investment in team member growth and development. We will equip team members with skills for tomorrow – leveraging existing talents and offering opportunities to upskill and reskill for emerging technologies (e.g., artificial intelligence). In our flexible and inclusive work environment, every team member will be valued, respected, and empowered to learn, innovate, and drive continuous improvement. We will continue to foster a sense of belonging and create a safe, supportive environment where people are valued, respected and encouraged to contribute unique perspectives and ideas.
Why this matters: As the agriculture landscape becomes more complex, it is critical that AFSC programs, such as AgriInsurance, AgriStability, Livestock Price Insurance and Lending, respond to the evolving needs of our clients and industry.
AFSC engages with a wide range of stakeholders that includes clients, industry groups, post-secondary institutions, and community members. In addition, we are part of the Ministry of Alberta Agriculture and Irrigation, and work with Agriculture and Agri-Food Canada. By leveraging opportunities for collaboration and structured feedback and working with our government partners, we can help meet the evolving needs of clients and promote program participation and growth.
To ensure AFSC is easy to do business with and clients have the flexibility and support they need, we continue to enhance our digital and personal service options. AFSC’s Client Standards of Care demonstrate our commitment to living the AFSC values by:
- Building trusting relationships.
- Developing and delivering products that meet clients’ needs.
- Engaging with clients through multiple channels.
- Understanding our clients and their aspirations.
- Helping our clients achieve their goals.
By 2030, as our clients’ operations continue to evolve, AFSC will adapt and respond to their changing needs and preferences by leveraging feedback, technology (e.g., for claims) and data (e.g., to speed up decision making affecting client loans and claims).
Why this matters: Operational excellence, while often associated with finding efficiency and improving processes, is a powerful catalyst for innovation. By finding new and improved ways of doing things, focusing on continuous improvement, and adapting to changing circumstances—we can drive sustainable growth and provide better client experiences.
Creating lean, less complicated processes within AFSC will free up valuable time for better communication and information flow among teams, resulting in faster decision-making and better outcomes for clients. Equipping our teams with improved processes to effectively respond to client needs and market changes supports us in delivering excellent service and products.
The maturation of our Enterprise Risk Management (ERM) and Environment Social Governance (ESG) frameworks position us to make informed decisions that reflect the current risk landscape. Prioritizing the adoption of advanced technologies, such as automation, will allow us to optimize workflows and improve decision-making and collaboration across the organization.
By 2030, AFSC will be more efficient and less complex, with an empowered team that makes timely decisions that result in better outcomes for clients. With a bias for action and a continuous improvement mindset, we will free up time for improved communication and information flow among teams.
Why this matters: Moving away from older, outdated computer systems (legacy systems) to newer, more advanced technology allows us to operate more efficiently, securely, and flexibly.
Modernizing our technology systems provides the foundation to support future growth in product participation and promotes confidence that our systems will work together smoothly and share information easily. Investments in technology and the integration of innovative approaches—such as artificial intelligence—significantly improve our operations, reduce costs, improve our client experience, and equip us to remain relevant and effective in a fast-changing world.
By 2030, we will have reduced reliance on legacy systems and accelerated
processing times through increased automation. Modernization of our technology will decrease the number of siloed systems, reduce manual tasks, and facilitate easier collaboration across the organization. This will allow our teams to dedicate more time to delivering exceptional value and less time on rote and repetitive work.
Why this matters: Data is a key organizational asset and its safe and effective use improves our decision-making, transparency, and ultimately, our client experience. Reliance on data will only increase in the future, and the volume, complexity and sources of data continue to grow. Organizations that effectively collect, analyze, and use data will be better equipped to succeed in the data-driven business landscape.
AFSC is dedicated to safeguarding client data and investing in the necessary resources to ensure the highest level of data security and privacy. Enhanced data management and governance strategies will optimize our use of data, including information, ensuring it becomes a key organizational asset. We will make data easier to find, use, and trust by connecting all our data sources. This will help teams access and use data more effectively by improving how we connect and manage our data.
By 2030, AFSC will have optimized our use of data and information in decision- making and will have our clients’ highest level of digital trust. In a world where technology and data connect us all, securing that data is a growing challenge. We are committed to being a good steward of data and information, ensuring accuracy, security, and ethical use.
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Our ValuesPeople are our Foundation: We are successful because of our team members. Clients are our Focus: We are driven to support their success. Excellence is our Aspiration: We are determined in our pursuit to improve. |
