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2007-08
Departmental Performance Report

Department of Foreign Affairs and International Trade

Supplementary Information (Tables)

Table 3: Loans, Investments, and Advances (Non-budgetary)

($ millions)	Actual 2005– 2006	Actual 2006– 2007	2007–2008
($ millions)	Actual 2005– 2006	Actual 2006– 2007	Main Estimates	Planned Spending	Total Authorities	Actual
Common Services and Infrastructure (Support from Headquarters)
Working Capital Advance for loans and advances to personnel working or engaged abroad in accordance with Vote L12c	0.6	(0.5)	-	3.5	7.3	(0.7)
Working Capital Advance for advances to posts abroad in accordance with Vote 630	3.0	(5.6)	-	1.5	31.7	7.9
Total	3.6	(6.1)	-	5.0	39.0	7.2

Due to rounding, figures may not add to totals shown

Table 4: Sources of Respendable and Non-Respendable Revenue

4-A: Respendable Revenue

($ millions)	Actual 2005– 2006	Actual 2006– 2007	2007–2008
($ millions)	Actual 2005– 2006	Actual 2006– 2007	Main Estimates	Planned Revenue	Total Author- ities	Actual
Strategic Policy and Planning
International Youth Exchange	1.2	1.4	N/A	1.5	5.5	4.5
International Business Development
Trade fairs and investment/ technology missions	0.7	1.1	N/A	3.1	3.1	0.7
Common Services and Infrastructure (Support from Headquarters)
Training services	5.0	5.1	N/A	6.2	5.9	5.1
Real property services abroad	7.7	1.1	N/A	9.3	9.3	2.5
Telecommunication services	0.7	1.2	N/A	0.9	2.1	1.1
Shared services from the Department of Foreign Affairs and International Trade (International Trade)	1.4	N/A	N/A	N/A	N/A	N/A
Common Services and Infrastructure (Missions Abroad)
Shared services from the Department of Foreign Affairs and International Trade (International Trade)	29.2	N/A	N/A	N/A	N/A	N/A
Consular Affairs
Specialized consular services	3.1	3.2	N/A	3.2	3.2	3.6
Passport Canada Special Operating Agency (Revolving Fund)
Passport Fees ¹	195.9	237.5	N/A	239.2	239.2	318.6
Total Respendable Revenue	244.9	250.6	N/A	263.4	268.3	336.1

1. Includes an amount of $31.7 received from Treasury Board to fund capital projects, principally for National Security Initiatives and to address recommendations from the Office of the Auditor General.
Due to rounding, figures may not add to totals shown.

4-B: Non-Respendable Revenue

($ millions)

Actual
2005–
2006

Actual
2006–
2007

2007–2008

Main Estimates

Planned Revenue

Total Author-
ities

Actual

Strategic Policy and Planning ¹

4.7

0.3

N/A

International Security ¹

1.5

N/A

Global Issues ¹

3.1

0.6

N/A

Bilateral Relations ¹

1.0

N/A

Protocol ¹

0.5

N/A

Trade Policy and Negotiations

Import and export permit fees

7.7

8.7

N/A

12.5

9.5

International Business Development

Contributions repaid under the Program for Export Market Development

1.6

0.9

N/A

0.8

1.0

Export Development

Canada:

Dividend

Development of export

trade

Other

Gain on foreign exchange

-

-
-
-

350.0

78.4
16.5
115.9

N/A

N/A
N/A
N/A

-

-
-
-

250.0

76.5
8.1
-

Common Services and Infrastructure (Support from Headquarters)

Adjustment to Previous Year's Expenditures ²

9.5

2.0

N/A

2.2

4.0

Employee rental shares ²

1.1

N/A

Common Services and Infrastructure (Missions Abroad)

Sales of properties and other assets

15.6

6.2

N/A

63.8

49.0

Employee rental shares ²

15.7

17.3

N/A

20.6

23.3

Gain on foreign exchange

4.0

6.8

N/A

18.3

Services provided to Passport Canada

4.4

N/A

4.4

Adjustment to Previous Year's Expenditures and other ²

6.6

7.4

N/A

3.0

2.6

Consular Affairs

Consular Fees

64.9

76.2

N/A

64.9

96.3

Adjustment to Previous Year's Expenditures

1.0

0.4

N/A

Total Non-Respendable Revenue

139.9

695.0

N/A

172.2

543.0

1. Amounts represent: Adjustment to Previous Year's Expenditures.
2. Items previously listed individually have been combined for presentation purposes.
Due to rounding, figures may not add to totals shown.

Table 5: Passport Canada Revolving Fund

5-A: Statement of Operations

($ millions)	2005– 2006	2006– 2007	2007–2008
($ millions)	Actual	Actual	Main Estimates	Planned Spending	Author- ized	Actual
Respendable Revenue	195.9	231.5	239.2	239.2	239.2	289.7
Less Operating Expenses:
Salaries and employee benefits	113.7	121.9	136.6	136.6	136.6	163.3
Employee termination benefits	2.3	1.9	2.4	2.4	2.4	2.4
Passport material	15.0	17.8	17.9	17.9	17.9	19.2
Passport operations at missions abroad	4.4	4.4	4.4	4.4	4.4	4.4
Accommodation	10.4	11.1	10.5	10.5	10.5	12.3
Professional and special services	7.1	8.2	9.6	9.6	9.6	13.3
Depreciation	12.6	12.5	14.5	14.5	14.5	12.4
Freight, express and cartage	17.9	21.3	24.6	24.6	24.6	27.8
Telecommunications	3.3	3.2	3.5	3.5	3.5	8.6
Printing, stationery and supplies	3.1	3.0	2.9	2.9	2.9	3.7
Other	9.3	11.3	9.2	9.2	9.2	17.4

Total operating expenses	199.4	216.6	236.0	236.0	236.0	285.0

Surplus (Deficit)	(3.4)	14.9	3.2	3.2	3.2	4.8

Since the table above refers to the Revolving Fund's operating surplus or deficit and not to cash requirements, the Fund has been calculated through accrual accounting. Therefore, the cash expenditures in the estimates do not affect the operating balance, and other items that must be considered when calculating the surplus or deficit do not require a direct cash outlay. The two are reconciled in Table 5-B.
Due to rounding, figures may not add to totals shown.

5-B: Statement of Cash Flows

($ millions)	2005–2006	2006–2007	2007–2008
($ millions)	Actual	Actual	Main Estimates	Planned Spending	Author- ized	Actual
Surplus (Deficit)	(3.4)	14.9	3.2	3.2	3.2	4.8
Add non-cash items:
Depreciation	12.6	12.5	14.5	14.5	14.5	12.4
Provision for employee termination benefits	1.6	1.6	-	-	-	1.8
Add cash inflows:
TB funding: Security Strategy & Office of the Auditor General (OAG)	10.3	3.8	-	-	-	-
Treasury Board funding for unprecedented increased demand for passports	-	-	-	-	55.0	31.7
Transfer of funds for National Integrated Information System	-	-	-	-	0.2	-
Changes in working capital	(0.8)	4.6	(1.9)	(1.9)	(1.9)	(10.9)
Investing activities:
Acquisition of depreciable assets	(6.7)	(7.0)	(9.8)	(9.8)	(64.9)	(29.0)
Cash Surplus	13.7	30.4	6.1	6.1	6.1	10.8

Due to rounding, figures may not add to totals shown.

5-C: Projected Use of Authority

($ millions)	Actual 2005–2006	Actual 2006–2007	2007–2008
($ millions)	Actual 2005–2006	Actual 2006–2007	Main Estimates	Planned Spending	Author- ized	Actual
Authority ¹	4.0	4.0	4.0	4.0	4.0	4.0
Drawdown
Balance as at April 1	16.7	30.3	29.7	29.7	29.7	60.8
Projected surplus	13.7	30.4	6.1	6.1	6.1	10.8
	30.3	60.8	35.7	35.7	35.7	71.6
Projected Balance at March 31	34.3	64.8	39.7	39.7	39.7	75.6

1. Four million dollars is the maximum amount that may be drawn down at any time from the Consolidated Revenue Fund.
Due to rounding, figures may not add to totals shown.

Table 6: User Fees/External Fees

Table 6.1–A: User Fees Act-Access to Information

2007-2008			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
(in thousands of dollars)
8.5	98.4	2,530 (note 1)	2008-2009 2009-2010 2010-2011	103 108 113	5,021 3,900 3,900
User Fee: Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)
Fee Type: Other products and services
Fee Setting Authority: Access to Information Act and Access to Information Regulations
Date Last Modified: 1992
Performance Standard: Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. The Access to Information Act provides fuller details: http://laws.justice.gc.ca/en/A-1/218072.html
Performance Results: Statutory deadlines met 63% of the time
Other information: The department has experienced an average annual increase in ATIA-related activities of 13.2% over the last 12 years. The department is implementing a comprehensive business plan to address the performance gap in processing of access requests and intends to significantly improve service in the short and long term. Estimated costs for future years are based on the approval of a business plan that would increase the size of the Access to Information and Privacy Protection Division by 22 positions and include a one-time allocation of funds for consultants in order to clear the backlog.

1. This reflects only those costs incurred directly by the Access to Information and Privacy Protection Division and does not reflect the total cost to the department.

Table 6.1–B: Policy on Service Standards for External Fees–Access to Information

External Fee

Service Standard¹

Performance Results²

Stakeholder Consultation

Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) pursuant to the Access to Information Regulations.

Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request.

The Access to Information Act provides fuller details: http://laws.justice.gc.ca/en/A-1/218072.html.

The Office of the Information Commissioner has, in the past, considered a performance rate of 85% as standard and 80% as failure.

Statutory deadlines met 63% of the time.

The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board Secretariat for amendments done in 1986 and 1992.

Other Information: The department has experienced an average annual increase in ATIA-related activities of 13.2% over the last 12 years. The department is implementing a comprehensive business plan to address the performance gap in processing of access requests and intends to significantly improve service in the short and long term. Estimated costs for future years are based on the approval of a business plan that would increase the size of the Access to Information and Privacy Protection Division by 22 positions and include a one-time allocation of funds for consultants in order to clear the backlog.

1. As established pursuant to the Policy on Service Standards for External Fees:

service standards may not have received parliamentary review; and
service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address).

2. Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Table 6.2–A: User Fees Act–International Youth Program

2007-2008			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
(in thousands of dollars)
5,500	4,532	4,532	2008-2009 2009-2010 2010-2011	7,100 7,900 8,800	7,100 7,900 8,800
User Fee: International Youth Program (IYP)
Fee Type: Other: program participation fee
Fee Setting Authority: TBS Charging Policy Authorization No. 828483 pursuant to section 19(1)(b) of the Financial Administration Act and subsection 4(2) of the User Fees Act
Date Last Modified: October 2007
Performance Standard: Young foreigners who pay the $150 fee and who are eligible to participate in the IYP can expect to have their applications reviewed and processed and to receive their "Letters of Introduction" or rejection notice from Citizenship and Immigration Canada (CIC) within approximately 4 weeks. Refunds are issued to non-eligible applicants.
Performance Results: 63% of all applications were finalized within 28 days of receipt

Table 6.2–B: Policy on Service Standards for External Fees–International Youth Program

External Fee	Service Standard¹	Performance Results²	Stakeholder Consultation
International Youth Program participation fee	4 weeks	63% of all applications were finalized within 28 days of receipt.	Consultations for the implementation and level of fee were undertaken with stakeholders for the countries to which the fee was applied in January 2008. For Australia and New Zealand, which have been charging a fee since 2000, yearly consultations are conducted with relevant stakeholders to ensure reciprocity of fees and that costs do not exceed revenues as per the User Fees Act.
Other Information: The International Youth Program facilitates access to work permits for Canadian and international youths with which Canada has either bilateral or multi-lateral arrangements. The Program Participation Fees are only paid by international youths participating in the program. The rate of response to an applicant's request for a letter of introduction (which accesses a work permit) is the performance on which the standard is based. The IYP uses the performance standards set by Citizenship and Immigration Canada for the rate of response to requests for work permits, which is four (4) weeks. Further information on this CIC user fee is available at The International Youth Program facilitates access to work permits for Canadian and international youths with which Canada has either bilateral or multi-lateral arrangements. The Program Participation Fees are only paid by international youths participating in the program. The rate of response to an applicant's request for a letter of introduction (which accesses a work permit) is the performance on which the standard is based. The IYP uses the performance standards set by Citizenship and Immigration Canada for the rate of response to requests for work permits, which is four (4) weeks. Further information on this CIC user fee is available at www.tbs-sct.gc.ca/dpr-rmr/2006-2007/inst/imc/imc06-eng.asp.

1. As established pursuant to the Policy on Service Standards for External Fees:

service standards may not have received parliamentary review; and
service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address).

2. Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Table 6.3–A: User Fees Act–Export/Import Fees

2007-2008			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
(in thousands of dollars)
12,500	9,500	20,255	2008-2009 2009-2010 2010-2011	12,000 12,000 12,000	12,000 12,000 12,000
User Fee: Fees for the issuance of export and import certificates and permits
Fee Type: Other product and services
Fee Setting Authority: Export and Import Permits Act (EIPA) Export and Import Permits and Certificates Fees Order.
Date Last Modified: 1995
Performance Standard: Deliver non-routed permits within 15 minutes of the time of application; process within 4 business hours import and export permit applications that are automatically redirected (routed) to the bureau’s officers or which have been flagged for an officer’s review by the applicant when no additional information or documentation is required.
Performance Results: 98.66% success rate on the processing of 844,000 + applications.

Table 6.3–B: Policy on Service Standards for External Fees–Export/Import Fees

External Fee	Service Standard¹	Performance Results²	Stakeholder Consultation
Fees for the issuance of export and import certificates and permits	Deliver non-routed permits within 15 minutes of the time of application; process within 4 business hours import and export permit applications that are automatically redirected (routed) to the bureau's officers or which have been flagged for an officer's review by the applicant when no additional information or documentation is required.	98.66% success rate on the processing of 844,000 + applications in 2007-2008.	The Export Import Control Bureau is fully committed to compliance with the TB Policy on Service Standards for External Fees. Service standards are currently being reviewed. Stakeholder surveys are being prepared and will be distributed in early fall.
Other Information: Performance will be evaluated and results will be communicated to stakeholders as per the TB Policy.

1. As established pursuant to the Policy on Service Standards for External Fees:

service standards may not have received parliamentary review; and
service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address).

2. Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Table 6.4/6.5–A: User Fees Act–Consular
1. Consular Service Fee

2007-2008			Planning Years
Forecast Revenue	Actual Revenue	Full Cost (note 1)	Fiscal Year	Forecast Revenue	Estimated Full Cost
(in thousands of dollars)
70,000	96,727	72,617	2008-2009 2009-2010 2010-2011	110,000 100,000 100,000	85,000 100,000 100,000
2006-2007 (note 2)
64,900	76,453	133,838
2005-2006 (note 2)
66,200	65,175	74,249
User Fee: Consular Service Fee
Fee Type: Other products and services
Fee-Setting Authority: Consular Services Fees Regulations http://laws.justice.gc.ca/en/E-22/SOR-95-538/index.html pursuant to the Department of Foreign Affairs and International Trade Act
Date Last Modified: The Consular Service Fee was introduced on November 8, 1995. It has not been modified. (See note 1, below.)

2. Specialized Consular Services Fees

2007-2008			Planning Years
Forecast Revenue	Actual Revenue	Full Cost (note 1)	Fiscal Year	Forecast Revenue	Estimated Full Cost
(in thousands of dollars)
3,100	3,618	3,818	2008-2009 2009-2010 2010-2011	4,000 3,600 3,600	4,000 3,800 3,800
2006-2007 (note 2)
64,900	76,453	133,838
2005-2006 (note 2)
66,200	65,175	74,249
User Fee: Specialized Consular Services Fees
Fee Type: Other products and services
Fee-Setting Authority: Consular Fees (Specialized Services) Regulations www.voyage.gc.ca/main/about/consular_fees-en.asp#1 pursuant to paragraph 19(1) (a) of the Financial Administration Act
Date Last Modified: Fees have been collected since 1958 pursuant to the Regulations Respecting the Fees to Be Charged for Consular Services, SOR/58-133. The most recent modification occurred in 1998 with the coming into force of the Consular Fees (Specialized Services) Regulations.

Consular Service Fee and Specialized Consular Services Fees Performance standards: Services are based on written service standards, which detail the services to be provided, along with qualitative and quantitative standards to be used by employees. The service standards are available at www.voyage.gc.ca/main/about/service_standards-en.asp as well as at all missions abroad, where they are either in public view or can be provided by employees. These service standards were established in 1995 and are in need of a comprehensive review. As well, technical and resource constraints have impeded the department’s ability to report on performance against the full range of these standards (with the exception of passport, citizenship and arrest/detention services). This reporting gap was noted in the May 2008 Report of the Auditor General of Canada. It is the department’s intention to initiate a review of the standards in 2008-2009 with a view to establishing more meaningful standards and, in turn, better public reporting.

Consular services are provided to Canadians abroad 24 hours a day, 7 days a week, at more than 260 points of service around the world. Outside regular business hours, calls are forwarded to the Emergency Operations Centre in Ottawa. Emergency situations are dealt with immediately.

Every effort is made to obtain solutions for specific problems and to provide the required service. However, the department’s ability to do so and its success are conditioned, in many instances, by the laws and regulations of other countries as well as the quality and level of cooperation offered by persons and organizations outside the Government of Canada.

Consular Service Fee Performance Results: In 2007-2008, consular officers dealt with over 1.3 million requests for consular services, which resulted in 255,605 cases being opened. Feedback indicated that 93% of respondents were satisfied or very satisfied with the overall service that they received. Efforts to increase the number of client feedback forms returned, and to expand the number of participating missions, have shown results. The number of client feedback forms received in 2007-2008 was more than double that of the year before, rising from 1,205 to 2,708. As well, the number of participating missions has grown to 129, which represents nearly half of the consular points of service around the world. An airport survey undertaken in March 2008 found that travellers who were familiar with the travel advisories on the consular website (www.voyage.gc.ca) were very positive in their assessment of this information source, with 87% saying it was very or somewhat useful. The same survey also found that 95% of travellers trusted the information provided by the government.
In previous years, the department has reported performance against passport, citizenship and arrest/detention service standards in the consular narrative portion of the DPR. For 2007-2008, this information is noted below:

Canada’s missions abroad are asked to make regular contact with long-term Canadian detainees. The frequency of contact reflects local conditions: once every three months (e.g. in much of Latin America, Africa and Asia), once every six months (e.g. in much of Western Europe) or once every 12 months (e.g. in the United States, where over 70% of these detainees are located). As of March 31, 2008, missions met this standard 80% of the time-equal to the 2006-2007 results.
Missions are asked to report on their ability to accept, review and forward citizenship applications to Canada within the 10-day service standard. During 2007-2008, they did so successfully with 89% of the applications, compared to 84% in 2006-2007.
Missions are monitored on their ability to meet the 15-day service standard for passport issuance. This year they regularly exceeded this standard, with an average turnaround time of less than 10 working days. The turnaround time in 2006-2007 was also less than 10 working days.

Specialized Consular Services Fees Performance Results: Missions abroad reported dealing with 85,778 legal/notary cases (which included service delivery and related inquiries) in 2007. Client feedback from 222 clients demonstrated an overall satisfaction level with the legal/notary service of 91.6%.

Other Information: The May 2008 Report of the Auditor General of Canada found that "Foreign Affairs and International Trade Canada has approved standards for the consular services fee and tracks performance against some of these standards, but does not report performance against any of these standards to Parliament and the public. Instead, the Department reports on levels of client satisfaction based on a small-scale survey of Canada’s more than 200 consular offices and range of consular services provided." The report recommended that the department "should consider improving transparency of their fees that were subject to this audit by providing more complete public reporting of their financial and non-financial performance information."
The department agrees with this recommendation and will be reviewing the existing Consular Services Standards in light of the department’s recently approved Program Activity Architecture and the soon to be approved Performance Measurement Framework, with the intention of establishing more meaningful standards and, in turn, better public reporting. Appropriate changes will be initiated in accordance with the provisions of the User Fees Act and reflected in the department’s reporting to Parliament in its Departmental Performance Report.

Notes:
1. Temporary surpluses for the Consular Service Fee: The full costing information provided for fiscal year 2007-2008 reveals a surplus of revenues over costs of $24.762 million. A surplus of $25.0 million is also estimated for fiscal year 2008-2009. These surpluses reflect a temporary increase in revenues resulting from a spike in demand due to changes in passport requirements for travel to the United States of America. The estimated decline in revenues in fiscal years 2009-2010 and 2010-2011, combined with planned investments in the Consular program to improve the consular services provided to Canadians, is forecasted to result in the elimination of these surpluses.
2. Prior Years: Full costing information for the Consular Service Fee and the Specialized Consular Services Fees has also been provided for fiscal years 2005-2006 and 2006-2007, as this information was not previously disclosed in the published Departmental Performance Reports.

Table 6.4/6.5–B: Policy on Service Standards for External Fees–Consular Service and Specialized Consular Service

External Fee	Service Standard¹	Performance Results²	Stakeholder Consultation
6.4-B: Consular Service Fee	Consular services are based on written service standards (established in 1995), which detail the services to be provided, along with qualitative and quantitative standards to be used by employees. The service standards are available at www.voyage.gc.ca/main/about/ service_standards-en.asp as well as at all missions abroad, where they are either in public view or can be provided by employees. Consular services are provided to Canadians abroad 24 hours a day, 7 days a week, at more than 260 points of service around the world. Outside regular business hours, calls are forwarded to the Emergency Operations Centre in Ottawa. Emergency situations are dealt with immediately.	See Table 6.4/6.5-A	The consular service standards were developed following consultations with Canadians at approximately 80 missions around the world and selected clients in Canada. Surveys were also conducted at the international airports in Toronto, Montreal and Vancouver.
6.5-B: Specialized Consular Services Fees	These standards are available to clients online at www.voyage.gc.ca/main/about/ service_standards-en.asp and at all missions abroad. Clients are invited to comment if they did not receive the level of service they expected, or if they wish to make suggestions.	See Table 6.4/6.5-A	The consular service standards were developed following consultations with Canadians at approximately 80 missions around the world and selected clients in Canada. Surveys were also conducted at the international airports in Toronto, Montreal and Vancouver.
Other Information: Consular Service Fee The fees collected by Passport Canada include a consular fee of $25, which is collected on behalf of the department and credited to the Consolidated Revenue Fund. This fee offsets the costs of providing consular services to Canadians in distress abroad. Consular services range from routine information requests to cases involving international abduction of children, medical emergencies and evacuations, arrest or detention, death of Canadians abroad, and emergency evacuation in the event of natural disasters or crises. Service standards are available to clients online and at all missions abroad. Clients are invited to comment if they did not receive the level of service they expected, or if they wish to make suggestions. Other Information: Specialized Consular Services Fees Fees are collected for the provision of such services as administering oaths, receiving affidavits, and authenticating a signature or the seal of a foreign authority. Clients in emergency situations abroad, or to whom overriding humanitarian or compassionate considerations apply, are exempt from these fees. Fees reflect the cost of providing the services and do not undercut those charged by local professionals.

1. As established pursuant to the Policy on Service Standards for External Fees:

service standards may not have received parliamentary review; and
service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address).

2. Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Table 6.6–A: User Fees Act–Passport Canada

2007-2008			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
(in thousands of dollars)
239,208	289,738	284,975	2008-2009 2009-2010 2010-2011	276,583 246,173 246,173	276,583 246,173 246,173
User Fee: Passport Canada
Fee Type: Other products and services
Fee Setting Authority: Passport Service Fees Regulation
Date Last Modified: December 2001
Performance Standard: The standard turnaround times are 10 days for over-the-counter applications and 20 days for receiving agents and mail-in applications.
Performance Results: In 2007-2008, turnaround standards were met for 75.7% of applications through all channels. The median number of days to process applications received through our regional offices was 9 days; for receiving agents and mail-in applications it was 20 days.

Table 6.6–B: Policy on Service Standards for External Fees–Passport Canada Revolving Fund

External Fee	Service Standard¹	Performance Results²	Stakeholder Consultation
Passport Canada Revolving Fund	The standard turnaround times in working days are: Offices, Regular services: 10 Offices, Urgent services: next working day Offices, Express services: 2 to 9 Mail-in, Regular services: 20 Canada Post Receiving Agent, Regular services: 15 Service Canada Receiving Agent, Regular services: 20	In 2007-2008, turnaround standards were met for 75.7% of applications through all channels. Standards for urgent and express services were met for 99% of applications. The median number of days to process applications received through our regional offices was 9 days; for receiving agents and mail-in applications it was 20 days.	N/A

1. As established pursuant to the Policy on Service Standards for External Fees:

service standards may not have received parliamentary review; and
service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address).

2. Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Table 6.0–A: User Fees Act–Totals

2007-2008			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
(in thousands of dollars)
330,317	404,213	388,727
Other Information: The departmental performance reports for 2005-2006 and 2006-2007 reported Property-Related Lettings and Sublettings. A recent legal opinion found that this Cost Recovery (lease of public property) is not subject to the reporting requirements of the User Fees Act, and for this reason they are no longer reported in the Departmental Performance Report.

Table 7.1: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Global Peace and Security Fund and its component programs: the Global Peace and Security Program, the Global Peace Operations Program, and the Glyn Berry Program for Peace and Security
2) Start Date: October 3, 2005; operationalized September 18, 2006				3) End Date: March 31, 2013
4) Description: The Global Peace and Security Fund (GPSF) is a critical component of the Stabilization and Reconstruction Task Force (START) portfolio. The GPSF and its component programs were initially established at $100 million per year for five years to support crisis response, stabilization and reconstruction in fragile states; to continue to address Canada’s G8 commitments to help build global and regional peace operations capacity; and to shape the international policies, laws and institutions needed to prevent and resolve crises. This was increased, in June 2007, to $235 million for 2007-2008 and $152 million per year for each of 2008-2009 and 2009-2010. In June 2008, the GPSF was extended until 2013 at a level of $146 million per year. Funded from the Peace and Security Pool of the International Assistance Envelope, the GPSF fills a funding gap by providing dedicated resources for activities that are necessary for a timely response with respect to countries in or at risk of crisis, but that are not properly the responsibility of the Department of National Defence and are outside Canada’s traditional official development assistance program. Examples of these activities are supporting peace operations and peace processes, supporting justice and security system reform, addressing small arms and light weapons proliferation, enhancing transitional justice and reconciliation, and improving the peace enforcement and peace operations capacities of military and police in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: International Security ²
7) Results Achieved: In 2007-2008, over 200 projects were funded through the GPSF supporting conflict prevention, crisis response, post-conflict peacebuilding and stabilization initiatives. The Global Peace and Security Sub-Program focused on three of Canada’s foreign policy priority countries, Afghanistan, Sudan and Haiti, and four fragile states implicating Canadian strategic security interests. The Global Peace Operations Sub-Program focused on development of peacekeeping capabilities with UN and regional organizations, as required, for future missions in Africa and the Americas. Finally, the Glyn Berry Sub-Program continued to advance foreign policy priorities in crisis response and post-conflict situations through interventions at home and abroad.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Grants:	-	-	-	9.9	9.9	(9.9)
15) Total Contributions:	16.4	56.0	114.3	174.6	153.0	(38.7)
16) Total Program Activity:	16.4	56.0	114.3	184.5	162.9	(48.6)
17) Comment on Variance: The variance is due to the difficult programming environment in which the GPSF operates.
18) Significant Evaluation Findings and URL(s) to Last Evaluation(s): The GPSF Sudan formative evaluation, covering the period from program inception in May 2005 to May 2007, was conducted in the spring of 2007. DFAIT requested this evaluation to capture lessons learned, to help refine programming efficiencies and management, and to provide input into the subsequent GPSF formative evaluation to fulfill Treasury Board requirements to report on the program’s performance. The evaluation examined the relevance, effectiveness, efficiency and cost-effectiveness of GPSF support to Sudan and focused on ways to improve future practice for the GPSF. Although the report noted that some strategy elements of GPSF support to Sudan were underdeveloped and identified the need to review, clarify and document publicly the whole-of-government concept, overall the evaluation found the GPSF to be relevant; filling gaps by providing dedicated resources and a mechanism to deliver assistance rapidly to conflict and post-conflict situations. In particular, it confirmed the value of capacity development plans for future African Union peacekeeping missions and urged development of distinct response mechanisms for all types of programming. The evaluation report highlighted the challenges of working in complex conflict and post-conflict regions and indicated that GPSF projects reviewed in Sudan had reasonable success in achieving immediate outcomes. The report recommended a clearer strategy for overall GPSF support to Sudan that would identify priorities and objectives, the means and resources required, potential partners and the framework to be used for monitoring and reporting on performance. While it was sensible for Canada to have contributed support to the African Union Mission in Sudan (AMIS), the design of GPSF contributions could benefit from a more thorough needs assessment and capacity development plan. The report will be posted at www.tbs-sct.gc.ca/rma/database/newdeptview_e.asp?id=1161 in accordance with Treasury Board directives.
19) Significant Audit Findings and URL(s) to Last Audit(s): In fall 2007, START managed an internal program audit (IPA) of the GPSF in line with the previously completed formative evaluation. The IPA report highlights the significant progress that START has made toward implementing appropriate systems and procedures, and the fact that the program has established good working relationships with other government departments (OGDs) to achieve a whole-of-government approach to its programming efforts. The findings described in the IPA report are consistent with a new program in its infancy. START has made significant efforts to develop appropriate systems and procedures; however, gaps still remain. The most significant findings presented in the IPA report focus on the governance and management structures of START and the GPSF. The IPA report identified a need to clarify the roles and responsibilities of the governance and committee structures of START and the GPSF at the deputy minister and assistant deputy minister levels to ensure appropriate representation from other OGDs. The START Advisory Board should be reviewed, and terms of reference developed and agreed upon by the members. The other major finding concerns the structure of START, the GPSF and the management mechanisms within them. The auditors recommended that DFAIT, in association with relevant stakeholders, document the division of responsibilities between START and the geographic task forces, and between START and the sub-programs drawing on the GPSF (www.tbs-sct.gc.ca/rma/database/newdeptview_e.asp?id=1161).

Table 7.2: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Initiatives related to the destruction, disposition and securing of weapons of mass destruction
2) Start Date: August 12, 2003				3) End Date: March 2013
4) Description: To implement Canada’s commitment to the G8 Global Partnership Against the Spread of Weapons and Materials of Mass Destruction, launched at the 2002 Kananaskis Summit, through projects for the destruction of chemical weapons, the dismantlement of nuclear submarines, the enhancement of nuclear and radiological security, the employment of former weapons scientists, and biological non-proliferation. Canada committed up to $1 billion over 10 years to implement the goals of the Global Partnership. The justification for the Partnership was based on an assessment of threats to Canadian and international security following the terrorist attacks of September 2001. Evaluations at the G8 level have identified the continuing seriousness of the terrorist and weapons of mass destruction (WMD) threats and the ongoing value of the Global Partnership, an international cooperative threat reduction approach. Twenty-three countries have been engaged in projects, and close to US$20 billion has been pledged.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: International Security ²
7) Results Achieved: A reduced threat from WMD for Canadians and a more secure national and international environment as a result of WMD materials securely stored and expertise redirected, while strengthening the international non-proliferation, arms control and disarmament regime and achieving Canada’s domestic and international security objectives.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	88.4	100.1	77.6	83.1	83.0	(5.4)
15) Comment on Variance: The Global Partnership Program used funds received from other areas of DFAIT to fulfill contractual requirements.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): A summative evaluation of the Global Partnership Program (GPP) was completed and a draft will be presented to the Departmental Evaluation Committee for consideration and approval in 2008-2009.
17) Significant Audit Findings and URL(s) to Last Audit(s): The follow-up audit (FUA) to the 2005-2006 internal audit was completed to assess the progress made in implementing its recommendations. The FUA assessed the level of implementation of 26 recommendations. The recommendations directed at the GPP were assessed as "fully implemented" or "substantially implemented" (subsequently fully implemented). A number of recommendations assessed as "noticeable implementation" concern broader Branch and/or corporate issues, where work is under way. An Action Plan and Management Response was submitted and accepted, and actions have been taken or are under way to address and implement the FUA’s recommendations. The follow-up audit report can be found at www.international.gc.ca/department/auditreports/2007/2007-en.asp. Recipient audit activity has included financial audits of the nuclear-powered submarine dismantlement project under Implementing Arrangements 1, 2 and 3 with the shipyard in northwest Russia and an initial visit to the Far East to review internal controls at the shipyard there. The audits found that amounts audited align in all respects with the costs claimed by the recipient under the terms and conditions of the Implementation Arrangements and also concluded that the recipient’s accounting systems and policies are consistent with international accounting standards. Recipient audit activity also included audits of the chemical weapons destruction project and the nuclear and radiological security projects. These recipient audits found that the internal processes are sound and in compliance with the terms of the agreements. A recipient audit long-range plan has been developed for the next five years to support the Global Partnership Program.

Table 7.3: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: International Atomic Energy Agency (IAEA)
2) Start Date: December 19, 1989				3) End Date: N/A
4) Description: Canada’s assessed contribution to the IAEA is a legally binding obligation of membership. Payment is made to ensure that membership is in good standing and to maintain influence and credibility in a key international body, the aims of which Canada supports. The IAEA is the world’s centre for nuclear cooperation and it works for the safe, secure and peaceful use of nuclear technology. Canada has significant interests at the IAEA, based on our belief in the importance of the Agency’s role in advancing the goals of nuclear non-proliferation, safety and security, our advanced and extensive nuclear energy and radioisotope production industries, and our important uranium sector.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: International Security ²
7) Results Achieved: The projection of Canadian values abroad, the preservation of Canadian national security, the strengthening of international stability and security, the promotion of world economic growth and prosperity, and support for multilateral institutions and mechanisms, including: effective and efficient implementation of the IAEA’s major programs, as reflected in the Agency’s biannual program and budget; increased profile for Canada in the Agency’s activities; direct and indirect technical and commercial dividends to the Canadian nuclear industry; and IAEA actions and decisions consistent with Canadian foreign policy priorities.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	10.2	11.2	11.6	11.6	11.2	0.4
15) Comment on Variance: The variance was due to foreign currency fluctuations and the IAEA’s transition from the U.S. dollar to the euro.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): The latest annual report is the "2007 Programme Evaluation Report" regarding work undertaken by the Agency’s Office of Internal Oversight Services, which coordinated nine programmatic evaluations by technical experts of member states. The IAEA Board of Governors, which includes Canada, reviewed and commented on this report at its Program and Budget Committee meeting in May 2008. The report also includes follow-up to corrective actions resulting from previous years. While there were some minor recommendations made to the IAEA Secretariat to improve the effectiveness or efficiency of the nine programs studied, there were no significant evaluation findings; this year’s report was generally viewed as a vote of confidence in the work of the Agency. The report is considered a restricted document and is not posted on a public website but is accessible to the Government of Canada through its Permanent Mission to the International Organizations in Vienna.
17) Significant Audit Findings and URL(s) to Last Audit(s): The latest external audit of the IAEA accounts was completed on March 31, 2008, covering the financial period ending December 31, 2007. The audit report, including recommendations, is included in the "Agency’s Accounts for 2007" report by the Director General. This will be made public and released on the Agency’s website for distribution beyond the Board of Governors in time for the September 2008 Annual Regular Session of the General Conference. The German Federal Court of Audit conducted its audit in accordance with the Common Auditing Standards of the Panel of External Auditors of the United Nations, the Specialized Agencies and the International Atomic Energy Agency. Those standards require that the auditors plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. The audit included examining, on a test basis, evidence supporting the amounts and disclosures in the Agency’s financial statements. The audit also included assessing the accounting principles used and significant estimates made by the Director General, as well as evaluating the overall financial statement presentation. As a result of this examination, the Vice-President of the German Federal Court of Audit certified that, in his opinion: The financial statements reflect properly the recorded financial transactions for the biennium ended 31 December 2007 and present fairly, in all material respects, the Organisation’s financial position as at 31 December 2007; The financial transactions reflected in the statements, which auditors have tested as part of the audit, have in all significant respects been in accordance with the applicable Financial Regulations and Legislative Authority; and The financial statements have been prepared in accordance with the stated accounting policies and procedures, which were applied on a basis consistent with that of the preceding financial period.

Table 7.4: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: North Atlantic Treaty Organization (NATO) Civil Administration
2) Start Date: January 1, 1989				3) End Date: N/A
4) Description: Canada’s annual assessed contribution to NATO is a legally binding obligation of membership based on the 1949 North Atlantic Treaty. Canada’s contribution furthers its foreign policy goals by funding the administrative budget of NATO, an international organization vital to Canadian defence and security interests. NATO was designed to promote the stability of the North Atlantic area and to safeguard the freedom and security of its people by political and military means, based on the principles of democracy, individual liberty and international law. The NATO civil budget, structured along "output based" lines in response to objectives set annually by the North Atlantic Council, covers the activities of the NATO Secretary General, the NATO headquarters and the NATO international staff. The NATO civil administration supports the process of consensus building and decision making among alliance members and manages NATO’s relations with its partners. The NATO civil budget also supports the work of various NATO agencies with specialized responsibilities. An effective and efficient NATO civil administration assists alliance members in promoting security and stability in the North Atlantic area and in responding effectively to current security challenges, particularly in Afghanistan. The NATO accounts are subject to annual audit by the International Board of Auditors for NATO.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: International Security ²
7) Results Achieved: The NATO civil budget enables the operations of the NATO Secretariat and agencies. The results include effective decision making by the alliance in pursuit of NATO objectives of stability and security in the North Atlantic region and beyond, support to NATO operations, timely implementation of decisions taken by the North Atlantic Council, appropriate responses to current and emerging defence and security challenges, enhanced relations with NATO partners and cooperation with other international organizations, and proper management of the alliance’s resources.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	20.2	16.7	18.3	18.1	12.8	5.5
15) Comment on Variance: The variance is due to advance payments that were called in 2006-2007 for the civil budget General Account and the new NATO HQ Account, resulting in a credit being carried forward into 2007-2008. In addition, the Canadian dollar to euro exchange rate fluctuated between a monthly average low of 1.388 to a high of 1.597 in 2007-2008. These rate changes affected both the planning figures and expenditures. Note that 2007-2008 was an exception due to the advance payments and that this reduced spending level does not reflect a reduction in the civil budget. We expect the current fiscal year’s expenditures to approximate $18 million, in line with the 2007-2008 planning figure.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): The International Board of Auditors for NATO undertook both performance audits and ad hoc studies in 2007. It finalized the Survey on Corporate Governance in NATO agencies and completed the fieldwork for the performance audits on customer funding at the NATO C3 Agency (NC3A) and on NATO Logistics for Deployed Operations. It carried out ad hoc studies to provide advice to the NATO committees or to improve its own efficiency and working methods. www.nato.int/issues/iban/index.html
17) Significant Audit Findings and URL(s) to Last Audit(s): In 2007, the International Board of Auditors for NATO issued 30 Auditors’ Opinions on the accounts of NATO bodies and associated organizations. www.nato.int/issues/iban/index.html

Table 7.5: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Organization for Security and Co-operation in Europe (OSCE)
2) Start Date: January 1, 1993				3) End Date: N/A
4) Description: Canada's annual assessed contribution to the OSCE is an obligation arising out of Canada's commitments as one of the 56 participating states of the organization. Canada's contribution furthers its foreign policy goals by funding programs implemented by the OSCE's institutions and field operations in priority foreign policy areas for Canada related to regional and international security. The OSCE is a focused regional forum with a comprehensive and cooperative approach to security. Canada's contribution to the organization's unified budget covers the costs associated with the implementation of the organization's work programs and activities in three dimensions: political and military aspects of security; economic and environmental cooperation; and cooperation in humanitarian and other fields. This integrated approach allows the OSCE to make a significant contribution to furthering European security and transatlantic cooperation through non-coercive measures. Canada's contribution also supports stronger partnership with Canadians in developing and implementing Canada's international security policy, through the involvement of members of Parliament in the work of the OSCE Parliamentary Assembly, the deployment of Canadians to OSCE field operations, and the contribution of Canadian experts to the organization. The OSCE unified budget, based on a programmatic approach, is approved by the OSCE Permanent Council on a yearly basis. The OSCE accounts are subject to an annual report by external auditors as well as an internal oversight annual report, which are made available to participating states.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: International Security ²
7) Results Achieved: The OSCE budget supports the programs of the OSCE Secretariat in Vienna, as well as the OSCE institutions (Office for Democratic Institutions and Human Rights, Representative on Freedom of the Media, and High Commissioner on National Minorities) and the organization's 18 field missions. The results include effective and timely implementation of the decisions of the OSCE Permanent Council; continuous monitoring of the security and stability situation in Europe; concerted programming to actively contribute to conflict prevention, conflict resolution and post-conflict institution building; and proper management of the organization's resources.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	17.3	13.2	15.4	15.4	13.3	2.1
15) Comment on Variance: The variance can be attributed to fluctuations in the exchange rate, delays in reaching consensus on the OSCE budget, and board and living allowances for vacant positions.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): N/A
17) Significant Audit Findings and URL(s) to Last Audit(s): Audited financial statements for the year ended December 31, 2006, are located at www.osce.org/item/30465.html.

Table 7.6: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: An Act to Authorize the Minister of Finance to Make Certain Payments, 2005 and Budget Implementation Act 2007
2) Start Date: June 29, 2005				3) End Date: N/A
4) Description: Support the reform of the Afghan National Police by contributing to the United Nations Development Programme (UNDP)-managed Law and Order Trust Fund for Afghanistan (LOTFA), the only instrument responsible for the payment of police and corrections salaries in Afghanistan. Support for the implementation of the Afghan National Drug Control Strategy by contributing to the United Nations Office on Drugs and Crime (UNODC) Afghanistan Counter Narcotics Program, which aims to achieve a sustainable decrease in cultivation, production, trafficking and consumption of illicit drugs.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: International Security ²
7) Results Achieved: UNODC Contribution: Strengthened coordination among law enforcement officials on the trafficking of precursor chemicals and strengthened law enforcement systems for the exchange of criminal intelligence have led to significant progress to ensure that chemicals in the Central Asia region are not diverted to the illicit manufacture of heroin in Afghanistan. The establishment of a dedicated Counter Narcotics Training Academy for training the Counter Narcotics Police of Afghanistan (CNPA) and the extension of the Ministry of Counter Narcotics presence into the provinces have led to improved CNPA operational capabilities in the area of interdiction, communication and field drug-testing. The development of a training curriculum and intelligence collection system for the Afghan Border Police has improved Afghan and Pakistani capacities along selected border crossings. UNDP-LOTFA Contribution: Canada’s financial contribution supported LOTFA in the disbursement of salaries and food allowances to 64,070 Afghan National Police (ANP) in all 34 provinces of Afghanistan. Timely and regular payment of ANP salaries has been identified as a key enabler to ANP retention and anti-corruption efforts, and has a direct impact on the ANP’s ability to support law and order. Ensuring timely and transparent payment of police members has facilitated the advancement of the ANP and Ministry of Interior reform agenda, and helped to identify new areas for future international support to reinforce Afghan capacity and promote further institutional development.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	-	25.0	-	10.0	10.0	(10.0)
15) Comment on Variance: No spending was planned for 2007-2008, but $10.0 million was expended. It would not have been possible to have planned for this amount of spending because of the unpredictable nature of programming efforts in Afghanistan.
16) Significant Evaluation Findings and URL(s) to Most Recent Evaluation: UNODC Contribution: A program evaluation is planned for the end of 2009, to be conducted in collaboration with the UNODC Vienna and Kabul offices. UNDP-LOTFA Contribution: The 7th Joint Coordination and Monitoring Board Meeting (JCMB), held in Tokyo, Japan, in February 2008, tasked the International Police Coordination Board (IPCB) with conducting an evaluation of police reform efforts, which will include elements of the LOTFA program, before the 9th JCMB (spring 2009). The IPCB has begun work on this task; however, no preliminary findings are available yet. The UNDP is also planning a comprehensive evaluation of LOTFA Phase IV (which took place from April 2006 to March 2008). Discussions concerning the evaluation terms of reference are currently ongoing; the evaluation should be complete within one year.
17) Significant Audit Findings and URL(s) to Most Recent Audit: UNODC Contribution: No audit date has been set yet. UNDP-LOTFA Contribution: The 7th Joint Coordination and Monitoring Board Meeting (JCMB), held in Tokyo, Japan, in February 2008, tasked the International Police Coordination Board (IPCB) with conducting an evaluation of police reform efforts, which will include elements of the LOTFA program, before the 9th JCMB (spring 2009). The IPCB has begun work on this task; however, no preliminary findings are available yet. The UNDP is also planning an audit of LOTFA Phase IV (April 2006 to March 2008). Discussions concerning the audit terms of reference are currently ongoing; the audit should be complete within one year.

Table 7.7: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Grants in Aid of Academic Relations
2) Start Date: January 1, 1989				3) End Date: March 31, 2011
4) Description: Grants and contributions in aid of academic relations encompass support for: Canadian Studies abroad; scholarships and fellowships; international education policy within a multilateral framework in cooperation with provincial education ministries; and other international academic-related activities. The grants and contributions in aid of academic relations aim to: support public diplomacy and advocacy by fostering partnerships, cooperation and linkages between Canadian and international individuals and institutions in the area of education; establish a network of international experts on Canada to advance Canada’s interests abroad; and promote public discussion of key issues through networking, exchanges and conferences; and advance Canada’s global citizenship (in support of the International Assistance Envelope) through scholarships and other programs that promote academic cooperation and mobility with developing countries.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Strategic Policy and Planning ²
7) Results Achieved: Through the new Understanding Canada program, enhanced initiatives were implemented to develop networks of well-informed foreign professionals and leaders with a sustained interest in Canada through a wide range of conferences, research activities and teaching on Canada. The initiatives more effectively engage the academic community, business and government in key countries (such as the United States, Mexico, China, Brazil, India and Russia) on priority themes of mutual interest to Canada and the other countries. Links and exchanges between Canadian and foreign partners (academics, researchers, students and young people) were nurtured, including through scholarships that support Canadian university linkages abroad, awards to foreign academics to develop networks in Canada and pursue joint research interests, study tours and internships by international students as well as by Canadian students abroad, and the facilitation of foreign government and other international awards to Canadian students. Through DFAIT’s scholarship program, more than 325 international students were studying or conducting research in Canada at the college, undergraduate, graduate and post-doctoral level. These scholarships strengthen inter-institutional partnerships, develop human capacity and skills for developing regions and foster greater collaboration between Canadian and international researchers. Canadian education excellence was projected abroad through grants to the Council of Ministers of Education Canada for federal and provincial government representation of Canada at international education events and multilateral collaboration in areas that advance Canada’s educational systems in relation to OECD countries or allow Canada to play a normative role in assisting developing countries to advance their educational systems. Canada's bilateral objectives in key countries were advanced through grants to education-related activities that facilitated cooperation and dialogue and people-to-people exchanges.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Grants:	12.3	13.2	10.5	5.2	5.2	5.3
15) Total Contributions:	-	0.5	-	7.9	7.9	(7.9)
16) Total Program Activity:	12.3	13.7	10.5	13.1	13.1	(2.6)
17) Comments on Variances: The division responsible for these programs uses its terms and conditions to support projects requested by other DFAIT divisions (funds are transferred to this division). During the fiscal year, this division received funds from CIDA for expanded scholarship activity in Latin America and the Caribbean.
18) Significant Evaluation Findings and URL(s) to Last Evaluation(s): An evaluation of the International Academic Relations programs was finalized in July 2005. Two of the key findings were: (1) the Canadian Studies and Scholarships programs advance Canadian interests and foreign policy objectives; and (2) the programs are well managed and leverage resources to enhance efficiency and effectiveness. Further information is available at www.international.gc.ca/department/auditreports/ evaluation/evalAcademicRelations05-en.pdf.
19) Significant Audit Findings and URL(s) to Last Audit(s): Although the official report has not yet been published, an audit was performed in 2007-2008. The four main findings were: (1) program management exercised due diligence in accordance with government policy; (2) program payments were managed in accordance with DFAIT policies; (3) internal controls provided reasonable assurance that recipients complied with the requirements of the grant agreement; and (4) grant agreements complied with financial authorities.

Table 7.8: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Grants in Aid of Cultural Relations
2) Start Date: August 7, 2002				3) End Date: March 31, 2009
4) Description: This program aims to: create an awareness abroad of Canadian distinctiveness and culture; articulate Canadian attitudes and positions in official, media, business, cultural and educational circles as well as among the public generally; reflect internationally the growing creativity and scope of Canadians; and develop interest in studies exclusively about Canada in institutions of higher learning abroad.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Strategic Policy and Planning ²
7) Results Achieved: The program assists in creating an image abroad of Canadian culture as innovative and diverse. It encourages foreign opinion leaders to have an informed, well-disposed and sustained interest in Canada. A total of 346 grants were issued in 2007-2008 to cultural groups and individuals in the fields of film and television, visual and media arts, performing arts and literature. These grant recipients represented Canada on the international stage on all five continents.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Grants:	-	6.3	4.7	4.7	4.7	-
15) Comment on Variance: N/A
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): Evaluations of select portions of the program that were conducted in 2005 and 2006 concluded that the program had met its original objectives as presented in the 2002 RMAF and that it was efficient and accountable in its operations. These evaluations made a number of recommendations, which did not require an increase in departmental resources. In response, two initiatives were undertaken to align the program more closely with the strategic public diplomacy framework: negotiation of a memorandum of understanding with Canadian Heritage and the Canada Council for the Arts for a systematic exchange of information and coordination of strategy; and the systematic communication to clients of the government’s foreign policy and international priorities. Details of the evaluations are available at www.international.gc.ca/department/auditreports/evaluation/evaluation-en.asp
17) Significant Audit Findings and URL(s) to Last Audit(s): N/A

Table 7.9: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: International Organization of the Francophonie (OIF)
2) Start Date: March 9, 1972				3) End Date: N/A
4) Description: As a member of the OIF, Canada is required to contribute to the operational fees of the organization.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: Canada’s statutory contribution allows the Canadian government to assume a leadership role among member francophone countries and play a determining role in the international Francophonie.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	11.5	14.8	12.0	12.0	12.0	-
15) Comment on Variance: N/A
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): An evaluation is planned in 2010-2011.
17) Significant Audit Findings and URL(s) to Last Audit(s): An audit is planned in 2010-2011.

Table 7.10: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Commonwealth Secretariat
2) Start Date: September 28, 1965				3) End Date: N/A
4) Description: Canada's assessed contribution to the regular budget of the Commonwealth is a legally binding obligation of membership. The purpose of Canada’s membership is to further the Government of Canada’s foreign policy goals related to international peace, security and development and, to this end, to enhance relationships among the 53 Commonwealth member countries. For further information, see www.thecommonwealth.org.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: Much of the regular budget is directed to supporting and implementing the decisions of the Commonwealth Heads of Government Meetings and a large web of regular meetings of Commonwealth sectoral ministers including, for example, the Commonwealth Ministerial Action Group and ministers of Foreign Affairs, Finance, Health and Education. Results include diplomatic interventions in the form of good offices and public pressure by the Secretariat and/or coordinated action by Commonwealth ministers to support democratic institutions and procedures; programs to build capacity in democratic and human rights procedures; and enhanced cooperation among Commonwealth countries related to economic, social and political development.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	5.4	5.5	5.7	5.8	5.8	(0.1)
15) Comment on Variance: Contributions to the Commonwealth Secretariat are established each year in May by the Board of Governors and assessed in pounds sterling. The variance reflects currency and assessment rate differences.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): www.thecommonwealth.org/document/34293/39128/strategic_documents/
17) Significant Audit Findings and URL(s) to Last Audit(s): www.thecommonwealth.org/document/34293/39128/strategic_documents/

Table 7.11: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Food and Agriculture Organization of the United Nations (FAO)
2) Start Date: July 1982				3) End Date: N/A
4) Description: Canada’s annual assessed contribution to the FAO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to agricultural development and provide it with a voice in the international community. For further information, see www.fao.org.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: Achieving food security for all is at the heart of FAO efforts: to make sure people have regular access to enough high-quality food to lead active, healthy lives. FAO’s mandate is to raise levels of nutrition, to improve agricultural productivity, to better the lives of rural populations and to contribute to the growth of the world economy. FAO’s objectives, as set out in its constitution, are to promote the common welfare by furthering action for the purpose of raising levels of nutrition and standards of living of the peoples within member nations; to secure improvements in the efficiency of the production and distribution of all food and agricultural products, including fisheries, marine products and forestry products; and to better the condition of rural populations.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	13.1	13.6	12.9	15.0	15.0	(2.1)
15) Comment on Variance: Contributions are assessed in both U.S. dollars and euros. The variance reflects currency and assessment rate differences.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): www.fao.org/aud/activities.html
17) Significant Audit Findings and URL(s) to Last Audit(s): www.fao.org/aud/activities.html

Table 7.12: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: International Labour Organization (ILO)
2) Start Date: January 1, 1989				3) End Date: N/A
4) Description: Canada’s annual assessed contribution to the ILO, a UN specialized agency, is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to international labour and social policy issues and provide it with a voice in the international community. For further information, see www.ilo.org. Four strategic objectives guide the ILO program and budget: to promote and realize standards and fundamental principles and rights at work; to create greater opportunities for women and men to secure decent employment and income; to enhance the coverage and effectiveness of social protection for all; and to strengthen tripartism and social dialogue.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: Development and effective supervision of international labour standards and realization of fundamental principles and rights at work. Targeted action against child labour. Contributions to poverty reduction through promotion of coherent economic and social policies that support employment creation. Assistance in the development of skills and employment policies for decent work. Better tools and instruments for policy analysis and formulation that support good governance and the extension of social protections to vulnerable workers. Strengthened dialogue on labour and social policy issues at national and international levels. Improved organizational effectiveness, transparency and accountability.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	9.3	9.8	10.5	10.2	10.1	0.4
15) Comment on Variance: Contribution amounts for the ILO are determined each year at the June conference. The variance reflects currency and assessment rate differences.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): www.ilo.org/eval/Evaluationreports/lang--en/index.htm
17) Significant Audit Findings and URL(s) to Last Audit(s): www.ilo.org/public/english/iao/index.htm

Table 7.13: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Organisation for Economic Co-operation and Development (OECD)
2) Start Date: March 20, 1975				3) End Date: N/A
4) Description: To pay the assessed contribution required of Canada for its participation as a member of the OECD. The contribution pays for the Secretariat (professionals and support staff who provide high-quality research and analysis) and maintenance of the headquarters, located in Paris.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: OECD work programs and policy positions that reflect input from across government and support domestic priorities (productivity and competitiveness, climate change, economic impacts related to aging and immigration, foreign investment); continued work to solve economic problems through cooperation with other members (soft law, guidelines, agreements); ongoing Canadian influence on policy development of other members and non-members to improve the functioning of the international economic environment; identification of new and emerging issues for analysis, both domestic and global, that impact our economy and standard of living. Continued sound management of the OECD, including the launch of negotiations to reform its financing structure; institutional reforms to improve the OECD’s ability to cope with new issues and power dynamics; launch of the OECD enlargement process; launch of discussions on enhanced engagement with major emerging economies, reflecting Canadian priorities to increase the long-term effectiveness of the organization and build relationships with China, India and the Americas (Brazil); improved linkages between the G8 and OECD through the Heiligendamm Dialogue Process.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	25.5	12.7	11.9	11.9	11.9	-
15) Comment on Variance: N/A
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): Evaluations are declassified after three years.
17) Significant Audit Findings and URL(s) to Last Audit(s): Audits are performed annually, but results are not declassified for three years. Financial statements can be found at www.oecd.org/document/30/0,3343,en_2649_201185_17367518_1_1_1_1,00.html

Table 7.14: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: United Nations Educational, Scientific and Cultural Organization (UNESCO)
2) Start Date: January 1, 1988				3) End Date: N/A
4) Description: Canada’s annual assessed contribution to UNESCO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to culture, science and education, and provide it with a voice in the international community.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: UNESCO has a varied agenda comprising promotion of universal primary education in all countries by 2015; reduction of gender disparities in primary and secondary education; literacy improvements (a UN Literacy Decade and Plan of Action to reach a 50% improvement in levels of adult literacy); broad-based HIV/AIDS education and prevention campaigns; and implementation of various conventions such as the Convention on the Protection and Promotion of the Diversity of Cultural Expressions and the Convention against Doping in Sport. UNESCO also promotes increased scientific cooperation to improve management of the planet’s water resources and development of free, independent and pluralistic media.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	10.2	11.0	10.7	11.2	11.2	(0.5)
15) Comment on Variance: Contributions are assessed in both U.S. dollars and euros. The variance reflects currency differences and differences in the assessment rate from the previous year.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): http://portal.unesco.org/en/ev.php-URL_ID=21622&URL_DO=DO_TOPIC&URL_SECTION=201.html
17) Significant Audit Findings and URL(s) to Last Audit(s): http://portal.unesco.org/en/ev.php-URL_ID=21622&URL_DO=DO_TOPIC&URL_SECTION=201.html

Table 7.15: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: United Nations Organization
2) Start Date: March 27, 1980				3) End Date: N/A
4) Description: Canada’s assessed contribution to the regular budget of the United Nations is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to international peace, security and development and provide it with a voice in the international community. Assessed contributions are used to finance the organization’s programs toward attainment of the UN’s objectives, as set out in its Charter. For further information, see www.un.org.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: Maintenance of international peace and security, the promotion of sustained economic growth and sustainable development in accordance with the Millennium Development Goals. Promotion of human rights, effective coordination of humanitarian assistance efforts, promotion of international law, progress toward disarmament, and international cooperation for drug control, crime prevention and the combatting of international terrorism.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	65.1	97.9	86.5	76.9	74.8	11.7
15) Comment on Variance: Contributions to the UN, the UN Capital Master Plan and the International Criminal Tribunals are based on General Assembly resolutions in December 2007. Contributions are assessed in U.S. dollars. The variance reflects currency and assessment rate differences.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): www.un.org/depts/oios/
17) Significant Audit Findings and URL(s) to Last Audit(s): www.un.org/depts/oios/

Table 7.16: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: UN Peacekeeping Operations
2) Start Date: October 5, 2000				3) End Date: N/A
4) Description: Canada’s assessed contribution to UN peacekeeping operations is a legally binding obligation of membership. For further information, see www.un.org.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: In accordance with the purposes and principles enshrined in the Charter of the United Nations, the UN is dedicated to assisting the member states and the Secretary-General in their efforts to maintain international peace and security. Each peacekeeping operation has a specific set of mandated tasks, but all share certain common aims: to alleviate human suffering, and create conditions and build institutions for self-sustaining peace. Peacekeeping missions may be required to deploy to prevent the outbreak of conflict or the spillover of conflict across borders; stabilize conflict situations after a ceasefire to create an environment for the parties to reach a lasting peace agreement; assist in implementing comprehensive peace agreements; and lead states or territories through a transition to stable government, based on democratic principles, good governance and economic development.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	168.3	147.9	183.4	194.7	192.9	(9.5)
15) Comment on Variance: Contributions for peacekeeping operations are assessed at various times throughout the year, in U.S. dollars. The variance is due to currency differences and the changing costs of various peacekeeping missions. As well, in 2007-2008 two new missions to which Canada contributes were added.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): www.un.org/Depts/oios/annual_reports.htm
17) Significant Audit Findings and URL(s) to Last Audit(s): www.un.org/Depts/oios/annual_reports.htm

Table 7.17: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: World Health Organization (WHO)
2) Start Date: January 1, 1990				3) End Date: N/A
4) Description: Canada’s annual assessed contribution to the WHO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to health and provide it with a voice in the international community.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: Enhanced global health security (maintaining a comprehensive outbreak alert and response mechanism supported by new international health regulations, responding rapidly and effectively in crisis situations). Accelerated progress toward achieving the Millennium Development Goals of the UN (reducing maternal mortality, improving child survival, addressing the global pandemics of HIV/AIDS, tuberculosis and malaria, promoting healthy environments, increasing access to essential medicines). Promotion of equity in health (strengthening health systems to reach the poor and disadvantaged). Ensured accountability, by improving organizational effectiveness, transparency and accountability.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	14.2	14.4	18.0	13.9	13.6	4.4
15) Comment on Variance: Contributions to the WHO are based on resolutions made in the annual World Health Assembly. Contributions are assessed in U.S. dollars. The variance reflects differences in the assessment rate from the previous year, a reduction due to a credit for prompt payment, and currency differences.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): N/A. For information on governance, please see www.who.int/governance/en/index.html.
17) Significant Audit Findings and URL(s) to Last Audit(s): N/A. For information on governance, please see www.who.int/governance/en/index.html.

Table 7.18: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: World Trade Organization (WTO)
2) Start Date: January 1, 1995				3) End Date: March 31, 2009
4) Description: The purpose of this program is to pay the assessed contribution for Canada’s membership in the WTO.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: Canada participated in all standing and ad hoc meetings of the WTO in fiscal year 2007-2008. This included regular participation in General Council meetings (which deal with institutional and administrative issues that have a strong trade policy component); the Committee on Budget, Finance, and Administration; the Dispute Settlement Body; the Trade Policy Review Body; WTO informal ministerial meetings; senior official meetings; as well as numerous other councils, committees, working parties and negotiating groups covering the wide range of WTO issues. Other international work by Canada, such as that in the Organisation for Economic Co-operation and Development (OECD), Asia-Pacific Economic Cooperation forum (APEC) and the Cairns Group, also supports our work at the WTO. In 2007-2008, Canada was actively involved in all areas of the Doha Development Agenda and continues to work with other WTO members to advance these negotiations. For example, in the high-profile agriculture and non-agricultural market access areas of the negotiations, Canada has been playing a lead role in protecting domestic interests and seeking new market access opportunities for Canadian exporters. In trade facilitation negotiations, which seek to encourage increased trade, growth and investment by reducing costly delays and red tape at borders, Canada continues to work to move the negotiations forward. In the services area, Canada participated actively in several plurilateral and bilateral market access negotiations throughout 2007-2008, acted as coordinator of two plurilateral requests, and continues to act as coordinator of the "Really Good Friends" group of services demandeurs. In the rules area, Canada maintained its participation in the rules negotiations to clarify and improve subsidy disciplines and the rules governing anti-dumping and countervail investigation and, following the release of the Chair’s first draft text in December 2007, continued to intervene strongly to defend its position and interests. Overall, Canada participated in WTO trade policy reviews (TPRs) of 22 members in 2007-2008, including the TPRs of India and Mexico. The trade policy review is a peer review exercise designed to provide a collective appreciation and understanding of the full range of individual members’ trade policies and practices and their impact on the multilateral trading system. On accessions, Canada made some further progress on the accession of Russia and Kazakhstan, successfully brought Tonga into the WTO, and paved the way for Cape Verde and Ukraine to complete their accessions in 2008-2009 on terms that will benefit Canadian goods and services exporters. Canada continued to be an active participant in WTO dispute settlement proceedings. Canada was a complainant in five ongoing disputes: (1) U.S.-Continuing Dumping and Subsidy Offset Act of 2000 (Byrd); (2) European Commission (EC)-Measures Affecting the Approval and Marketing of Biotech Products; (3) China-Measures Affecting Imports of Auto Parts; (4) U.S.-Subsidies and Other Domestic Support for Corn and Other Agricultural Products; and (5) EC-Certain Measures Prohibiting the Importation and Marketing of Seal Products. Canada was a defendant in two cases: (1) Canada-Continued Suspension of Obligations in the EC-Hormones Dispute; and (2) Canada-Tax Exemptions and Reductions for Wine and Beer). Canada was also active as a third party in a number of important disputes, including: U.S.-Continued Suspension of Obligations in the EC-Hormones Dispute; U.S., China-Certain Measures Granting Refunds, Reductions or Exemptions from Taxes and Other Payments; and China-Measures Affecting the Protection and Enforcement of Intellectual Property Rights.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	6.0	6.2	6.5	6.4	5.8	0.7
15) Comment on Variance: The difference between Canada’s planned spending and actual spending over 2007-2008 can be attributed to the following factors: the approved 2008 WTO budget increase was smaller than anticipated (1.6% versus the estimated 3.5%); the increase in the WTO budget was partially offset by a reduction in Canada’s assessed share; currency fluctuations between the Swiss franc (CHF) and the Canadian dollar; and the difference between the dates when Treasury Board must be advised of Canada’s estimated assessment (February 2007) and the date when the WTO budget is approved (December 2007). The approved 2008 WTO budget increased 1.6% over 2007. Canada’s assessed contribution was CHF 6,244,513 based on a 3.526% share and minus interest earned in 2006. This was approximately CHF 904,736 less than the initial estimates presented to Treasury Board in February 2007. The estimates were based on an estimated 3.5% budget increase and a 3.83% share of trade. Contributions are determined according to each member’s share of international trade, based on trade in goods, services and intellectual property rights, for the last five years for which data are available. A member’s share will change over time with the entry of new members. In past years, currency fluctuations have played an important role in the variance between planned and actual spending. They continue to do so. Contributions are paid to the WTO in CHF, and as such the cost in Canadian dollars changes depending on the exchange rate. On April 2, 2007, the exchange rate was CHF 1.0 to C$1.0501. By January 2, 2008, when Canada’s assessment was paid, CHF 1.0 equalled C$1.1257. There have been many pressures on WTO operations, especially in furtherance of the ongoing Doha Round negotiations following the 2005 Hong Kong Ministerial Conference and the relaunching of negotiations in January 2007. The number of WTO meetings is expected to continue to increase. Continued increases in the use of WTO services and the costs of the Dispute Settlement Body are also expected.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): N/A
17) Significant Audit Findings and URL(s) to Last Audit(s): The last report of the external auditor is for the financial period 2006 of the biennium 2006-2007. The report can be found in WTO documents WT/BFA/W/157. The external auditor for the period in question was the Austrian Court of Audit. The auditors examined the Financial Statements in document WT/BFA/W/157 relating to the financial period 2006 including Statements 1 to 6, Schedules A, B, C, D, E, F, G, H, I and an Annex. Furthermore, the auditors have examined the Financial Statements on Extra-Budgetary Funds in document WT/BFA/W/158 relating to the financial period 2006 on a sample basis. Their examination included a general review of the accounting procedures and such tests of the accounting records and other supporting evidence as they considered necessary in the circumstances. As a result of the examination, the opinion is given that these statements, which were prepared in conformity with the accounting policies described in the Annex of the documents WT/BFA/W/157, present fairly the financial position of the World Trade Organization as at the end of the first financial period covering the biennium 2006-2007. The financial statements were prepared in accordance with the stated accounting principles. The transactions were in accordance with the Financial Rules and the Financial Regulations set out in WT/L/157 and WT/L/156/Rev.1 including further instructions in WT/BFA/W/121 and with legislative authority. Expenditure under the WTO Secretariat in 2006 amounted to CHF 168,316,779, leaving a budgetary surplus of CHF 1,957,371. With respect to the Appellate Body and its Secretariat, 2006 expenditure amounted to CHF 4,149,633, resulting in a budgetary surplus of CHF 576,367. The total excess of income over expenditure amounted to CHF 3,922,789 (Statement 2).

Table 7.19: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Organization of American States (OAS)
2) Start Date: May 31, 1990				3) End Date: N/A
4) Description: To pay Canada's annual assessed contribution to the OAS, a Charter obligation of membership.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: Canadian leadership in support of democracy and governance in the Americas was demonstrated by strengthening the role and capacity of the OAS in this key priority area of Canada’s engagement in the Americas. The OAS capacity was increased through Canadian support for developing OAS crisis prevention and mitigation mechanisms. The role of the OAS in support of democracy was reinforced through the adoption of a Canada-led resolution on strengthening democracy in the hemisphere, supported by key partners (Brazil, Chile, Peru). Democracy and security in the region were strengthened through Canadian support for the OAS special missions in Haiti and Colombia. Security-related threats in the Americas, such as narcotrafficking and transnational organized crime, are better dealt with through Canada-supported programs of the OAS. Canada is participating actively in the preparations for the Fifth Summit of the Americas, to be held in Trinidad and Tobago from April 17 to 19, 2009, and is helping to strengthen the OAS Summits Secretariat to ensure a successful event. The efficiency, transparency and accountability of the OAS are improving with Canada’s support for initiatives in the OAS Secretariat to modernize management and improve planning capacity, including the budget preparation process and the presentation of financial statements. Canada’s influence at the OAS was enhanced by the appointment of three Canadians to senior positions (Secretary for External Relations, Legal Adviser to the Secretary General, Director of the Summits Secretariat).
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	11.0	10.7	11.8	11.8	11.3	0.5
15) Comment on Variance: Canada’s quota contribution to the OAS is paid in U.S. dollars. The variance is due to the changes in the exchange rate between the Canadian and U.S. dollars.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): N/A
17) Significant Audit Findings and URL(s) to Last Audit(s): In 2008, the Office of the Inspector General (OIG) of the OAS presented its report on internal auditing of the OAS. Of the 74 recommendations for improving management control issued by the OIG, 50% were implemented and 50% are in various stages of implementation. All of the reports on internal auditing submitted by the OIG were approved by the OAS Secretary General. The report of the OIG can be found at http://scm.oas.org/pdfs/2008/CP19370E.PPT. The Board of External Auditors of the OAS submitted its annual report in May 2008. The independent external auditing firm of Ernst and Young LLP conducted the audits of the 2007 financial statements of the significant funds and entities managed by the OAS and issued unqualified ("clean") opinions, the highest level audit results, on all of the funds and entities it audited. The report of the Board of External Auditors can be accessed at www.oas.org/saf/docs/auditbook2007.pdf.

Table 7.20: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: International Criminal Court (ICC)
2) Start Date: April 1, 2005				3) End Date: N/A
4) Description: This is an assessed contribution transfer payment to the ICC.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: The ICC has been referred four situations in Africa (Darfur Sudan, northern Uganda, Central African Republic and the Democratic Republic of Congo). The ICC has issued 12 arrest warrants, and four indictees have been arrested and have surrendered to the ICC. Pre-trial proceedings have been initiated in all four cases, and the first trial was set to begin in June 2008. The number of States Parties to the Rome Statute (the founding treaty of the ICC) continues to grow. In 2007, Japan acceded to the Rome Statute, becoming the 105th State Party.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	6.4	7.8	7.9	7.9	5.1	2.8
15) Comment on Variance: There has been a change to the assessed contributions for 2007 as a result of Japan’s accession to the Rome Statute of the ICC. Since the number of States Parties to the Rome Statute increased from 104 to 105, the assessed contributions (share of the cost for the budget of the ICC) of each State Party decreased.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): Audits and evaluations are the responsibility of the Committee on Budget and Finance, which comprises various States Parties and meets twice a year. The reports of the Committee for 2006 can be found at www.icc-cpi.int/library/asp/ICC-ASP-6-2_English.pdf and www.icc-cpi.int/library/asp/ICC-ASP-6-12_English.pdf.
17) Significant Audit Findings and URL(s) to Last Audit(s): Audits and evaluations are the responsibility of the Committee on Budget and Finance, which comprises various States Parties and meets twice a year. The reports of the Committee for 2006 can be found at www.icc-cpi.int/library/asp/ICC-ASP-6-2_English.pdf and www.icc-cpi.int/library/asp/ICC-ASP-6-12_English.pdf.

Table 7.21: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Projects and Development Activities Resulting from Francophonie Summits
2) Start Date: March 9, 1979				3) End Date: N/A
4) Description: This fund provides funding to cooperation programs and activities undertaken by the International Organization of the Francophonie. It also provides financial support to the Government of New Brunswick to foster its participation in international Francophonie activities. This fund helps to promote Canadian interests and is consistent with political and economic objectives Canada has set itself for La Francophonie. It also promotes active participation from the Government of New Brunswick in summits, ministerial conferences and other related Francophonie activities.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Global Issues ²
7) Results Achieved: Canada’s participation in La Francophonie is within a multilateral context. Canada participated in all programs related to this organization’s decisions in 2007, allowing Canada to have its foreign affairs policies applied.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Contributions:	7.5	7.3	7.5	6.9	6.9	0.6
15) Comment on Variance: Contribution payments are done according to actual expenses (pro rata).
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): An evaluation is planned in 2010-2011.
17) Significant Audit Findings and URL(s) to Last Audit(s): An audit is planned in 2010-2011.

Table 7.22: Details on Transfer Payment Programs (TPPs)

1) Name of Transfer Payment Program: Payments in Lieu of Taxes on Diplomatic, Consular and International Organizations’ Property in Canada
2) Start Date: January 18, 1979				3) End Date: N/A
4) Description: The purpose of this memorandum of understanding is to outline the relationship between Foreign Affairs and International Trade Canada and Public Works and Government Services Canada, National Capital Area, under the Diplomatic, Consular and International Organizations’ Property Grants Order (P.C.1979-59, January 18, 1979), the Municipal Grants Act, and successor Orders and Acts. It establishes responsibilities and procedures governing the provision of services related to the payment of grants in lieu of real property and frontage or area taxes with respect to diplomatic property. These procedures are designed to ensure fiscal and operational accountability, while promoting efficient program delivery.
5) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
6) Program Activity: Protocol ²
7) Results Achieved: Although PWGSC is responsible for making payments to taxing authorities by virtue of the MOU, the actual funding is devolved to DFAIT. As a custodial client of PWGSC, DFAIT managed, within its approved spending authorities and in full compliance with legislative and international obligations, to pay the realty taxes on certain designated properties owned by foreign states in Canada. DFAIT also continued, in regard to the Payments in Lieu of Taxes Program, to enhance its sound stewardship, management and policy framework, resulting in greater efficiencies.
($ millions)	8) Actual Spending 2005- 2006	9) Actual Spending 2006- 2007	10) Planned Spending 2007- 2008	11) Total Authorities 2007- 2008	12) Actual Spending 2007- 2008	13) Variance Between 10) and 12)
14) Total Grants:	10.2	10.8	11.4	11.4	11.3	0.1
15) Comment on Variance: The variance between the total authorities and actual spending is attributable to lower than anticipated municipal realty taxes. Changes in the volume and entitlement of grants are other factors in the year-end variance.
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s): N/A
17) Significant Audit Findings and URL(s) to Last Audit(s): N/A

Table 8.1: Foundations (Conditional Grants)

1) Name of Recipient: Asia Pacific Foundation of Canada
2) Start Date: March 31, 2005			3) End Date: N/A		4) Total Funding: $50 million
5) Description: The Asia Pacific Foundation of Canada, created by an Act of Parliament in 1984, is an independent, not-for-profit think tank on Canada’s relations with Asia. The Foundation functions as a knowledge broker, bringing together people and knowledge to provide current and comprehensive research, analysis and information on Canada’s trans-Pacific relations. It promotes dialogue on economic, security, political and social issues, fostering informed decision making in the Canadian public, private and non-governmental sectors. The Foundation also provides grants to support policy research and informed discussion on Canada’s relations with Asia. The Foundation is funded primarily by the proceeds of an endowment of $50 million from the Government of Canada.
6) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹ Canada’s support of the Foundation aims to enhance Canada’s influence in the Asia-Pacific region, and helps to influence public policy and foster informed decision making in the Canadian public, private and non-governmental sectors.
7) Program Activity: Bilateral Relations ²
8) Summary of Results Achieved by the Recipient: On the Asia Pacific Gateway, the Foundation undertook a series of activities to keep the broader vision of the Gateway under public discussion and to identify specific areas where comprehensive thinking can stimulate innovation and community benefit. On transnational migration, the Foundation pursued a policy research agenda to bring together interests from across a range of government departments and organizations (including at the provincial level, where education and healthcare benefits are pertinent), while also maintaining a holistic view of Canadians abroad and their long-term significance to the country. The Foundation attempted to connect the issue of Canadians abroad with immediate government priorities, especially where economic issues such as international competitiveness, innovation and productivity are concerned. It consulted with government departments, private sector organizations and funding agencies on strategies and options for a comprehensive study on Canadians abroad - one that is both forward-looking and policy-focused. On global Asia and its impact on Canada, the Foundation undertook a multi-sector study of the Canada-India relationship and next-generation educational partnerships. The Foundation continued to work on Canada-China two-way investment and held discussions with potential funding partners about further research and policy development. It conducted a national survey of Canadian opinions about Asia, with a special focus on issues related to product safety, perceptions of India, and perceptions of China in the Olympic Games year.
($ millions) See footnote ³	9) Actual Spending 2005- 2006	10) Actual Spending 2006- 2007	11) Planned Spending 2007- 2008	12) Total Authorities 2007- 2008	13) Actual Spending 2007- 2008	14) Variance Between 11) and 13)
	50.0	-	-	-	-	-
15) Comment on Variance: N/A
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s)/Future Plans: As per the Conditional Grant Agreement, an evaluation of the Foundation, at the expense of DFAIT, will be conducted in the last quarter of 2008-2009, including but not limited to a review of its corporate governance, management, transparency and accountability activities and successes.
17) Significant Audit Findings and URL(s) to Last Audit(s)/Future Plans: As per the Conditional Grant Agreement, and to ensure compliance with that agreement, a compliance audit of the Foundation, at the expense of DFAIT, will be conducted in the last quarter of 2008-2009. The audit will include environmental effects, a review of effectiveness and of the adequacy of internal controls, verification of performance information, propriety, and compliance with this agreement and the Act. The Foundation will also undertake an independent audit as part of its annual reporting cycle. Results will be available later in 2008.
18) URL to Recipient’s Site: www.asiapacific.ca
19) URL to Recipient’s Annual Report: www.asiapacific.ca/analysis/pubs/index.cfm#35

1. This strategic outcome relates to DFAIT’s interim PAA, which was used for the 2007-2008 RPP. Under the current PAA, approved by Treasury Board on June 7, 2007, the strategic outcome for this table is CANADA'S INTERNATIONAL AGENDA–The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
2. This program activity relates to DFAIT’s interim PAA. Under the current PAA, the program activity for this table is Diplomacy and Advocacy.
3. A dash ( - ) indicates that there were no actual or planned transfers from DFAIT to the Foundation, or there were no authorities to make a payment for the particular time period. Foundations receive initial funding and then are self-sustaining, so funds are not necessarily advanced to them in subsequent years.

Table 8.2: Foundations (Conditional Grants)

1) Name of Recipient: Forum of Federations
2) Start Date: March 29, 2001			3) End Date: March 31, 2011		4) Total Funding: $30 million ¹
5) Description: The grant provided by Foreign Affairs and International Trade Canada (DFAIT) to the Forum of Federations (the Forum) provides concrete assistance to the organization in its efforts to promote mutual cooperation and develop best practices in countries with federal systems of government, provide expertise and promote exchanges with other countries interested in federal approaches, and assume an international leadership role on work related to federal political systems. The Forum’s independence, and its ability to draw on both Canadian experiences and international resources, is the best existing mechanism internationally to provide this exploration of federalism. This grant also covers Canada’s annual $50,000 contribution as a member of the Forum’s Strategic Council, an advisory body to the Forum’s Board of Directors consisting of partner governments that have signed a framework arrangement with the Forum. Funding of its activities reaffirms Canada’s commitment to the Forum, thus encouraging other governments to partner with the organization and further promoting its internationalization. At the same time, the drawdown nature of the grant anticipates and encourages an increase in funding from other partner governments, with Canada’s financial commitment diminishing over time. Internationalization will help to further the Forum’s reputation and expertise by integrating a broader base of federal experiences and continuing to attract high-quality international personnel. On the domestic front, the Forum plays to a core value of our national political identity: Canada’s commitment to open federalism. Now that it has established its credibility on the international stage, we anticipate that the Forum’s neutral status and expertise could continue to pave the way for further activities in the domestic arena, including as a source of ideas on open federalism through its Canada Program.
6) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.² Canada’s support of the Forum of Federations aims to enhance Canada’s influence internationally by allowing dialogue on the principles and practice of federalism among key opinion leaders and decision makers and by promoting democratic governance in fragile states, predisposing other countries to Canadian values and interests. In doing so, the Government of Canada also seeks the participation of provinces and territories in Strategic Council meetings, thus promoting a federalism of openness and collaboration, and further enhancing the Canadian model internationally.
7) Program Activity: Strategic Policy and Planning ³
8) Summary of Results Achieved by the Recipient: The Forum continues to evolve as an organization, expanding its network to foster exchanges on federal governance and to diversify its funding base, directly in line with the Grant Agreement. In October 2007, Germany officially became the Forum’s ninth partner government, joining Australia, Austria, Canada, Ethiopia, India, Mexico, Nigeria and Switzerland. Other potential partnerships were explored with Argentina and Brazil, as were associations with Spain and South Africa. Partnership arrangements between the Forum and certain partner governments, including Canada, expired at the end of 2007-2008. Work has been undertaken to renew Canada’s agreement, including consultations with the provinces and territories. In terms of its programs, the Forum is now active in governance programming in 17 countries, with the number of activities having increased from nearly 20 in 2004-2005 to 70 in 2007-2008. The Forum’s global programs, including the International Conferences, Young Professionals and Global Dialogue, remain building blocks for the Forum to enhance mutual learning among practitioners of federalism, and disseminate knowledge and technical advice to existing and emerging federations. Of note, the Fourth International Conference on Federalism was held in New Delhi, India, in November 2007, bringing together 1,300-plus practitioners of federalism, academics, government officials and representatives of non-governmental organizations from 116 countries. The Canadian delegation was led by Intergovernmental Affairs Minister Rona Ambrose and included government officials, young professionals and provincial representatives. The Forum worked closely with the Government of India to identify advisers, develop the conference themes and format, and produce the pre- and post-conference publications. Public information and education tools prepared by the Forum, including its website, Federations magazine and other publications continue to play a key role in efforts to educate a broad audience on federalism and to make comparative perspectives on federalism accessible to the public. Key among the materials prepared in 2007-2008 was the release of a primer on federalism entitled Federalism: An Introduction, as well as translation into Arabic of numerous documents, including the primer and federalism course materials.
($ millions) See footnote ⁴	9) Actual Spending 2005- 2006	10) Actual Spending 2006- 2007	11) Planned Spending 2007- 2008	12) Total Authorities 2007- 2008	13) Actual Spending 2007- 2008	14) Variance Between 11) and 13)
	-	-	-	-	-	-
15) Comment on Variance: N/A
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s)/Future Plans: As per the Grant Agreement, the Forum agreed to carry out an independent third-party evaluation of activities funded through the grant by March 31, 2008. PGF Consultants Inc. was contracted to undertake the evaluation, which was to measure the overall performance of the Forum in achieving the outcomes outlined in the Agreement, and to assess the appropriateness and effectiveness of the grant and the fund as a longer-term financing mechanism. The terms of reference were shared with DFAIT as required and on time. Due to the postponement of the Forum’s Board of Directors meeting, however, the release of the report was delayed until June 2008; the results will therefore be reported in the 2008-2009 DPR. Given the timing of this independent evaluation, DFAIT is not planning to conduct a formative evaluation. DFAIT will, however, conduct a summative evaluation at the end of the Agreement.
17) Significant Audit Findings and URL(s) to Last Audit(s)/Future Plans: As outlined in the Grant Agreement, a compliance audit to assess the Forum’s compliance with the terms and conditions of the grant was conducted by DFAIT in 2007 and finalized in 2007-2008. The audit found the Forum to be in compliance with the majority of the Agreement clauses. More specifically, the audit concluded: that the Forum had segregated the grant funds as required under the Agreement; that the funds had been invested and managed according to the Agreement; that the grant funds had been used to support the Forum's programs and activities and that these activities were consistent with the objectives of the Forum's mission statement; that the Forum was making efforts to secure funding from other sources; that grant funds used to support the Forum's overhead costs did not exceed the limitations set out in the Agreement; that the financial audit requirements of the Agreement were being adhered to; and that the Forum had met most of its reporting requirements to DFAIT. In consultation with the Office of the Inspector General, the DFAIT Intergovernmental Relations and Domestic Outreach Bureau of the Strategic Policy and Planning Branch has determined that an audit to verify the status of the recommendations will not be required in 2008-2009. This will give both DFAIT and the Forum time to put into practice the mechanisms identified in the 2007-2008 audit report, as well as the Accountability, Risk and Audit Framework.
18) URL to Recipient’s Site: www.forumfed.org
19) URL to Recipient’s Annual Report: www.forumfed.org/en/about/annualreports.php

1. The initial conditional grant of $10 million to the Forum of Federations was made in March 2001. The long-term fund was renewed in March 2005 (FY 2004-2005) for an additional $20 million, bringing total funding to $30 million.
2. This strategic outcome relates to DFAIT’s interim PAA, which was used for the 2007-2008 RPP. Under the current PAA, approved by Treasury Board on June 7, 2007, the strategic outcome for this table is CANADA'S INTERNATIONAL AGENDA–The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
3. This program activity relates to DFAIT’s interim PAA. Under the current PAA, the program activity for this table is Diplomacy and Advocacy.
4. A dash ( - ) indicates that there were no actual or planned transfers from DFAIT to the Foundation, or there were no authorities to make a payment for the particular time period. Foundations receive initial funding and then are self-sustaining, so funds are not necessarily advanced to them in subsequent years.

Table 8.3: Foundations (Conditional Grants)

1) Name of Recipient: Centre for International Governance Innovation (CIGI)
2) Start Date: January 30, 2003			3) End Date: N/A		4) Total Funding: $30 million
5) Description: CIGI supports world-leading research in the area of global governance, particularly in the area of global economic and financial governance, and furthers Canada’s interest in having a stable and well-governed global economic system by bringing together academics, policy analysts and researchers from around the world to discuss and carry out research on current topics and trends.
6) Strategic Outcome: CANADA’S INTERESTS ARE ADVANCED INTERNATIONALLY: In partnership with Canadians, Canada and its values are projected to the world, Canada’s interests are pursued abroad and Canadians are better able to interpret the world.¹
7) Program Activity: Strategic Policy and Planning ²
8) Summary of Results Achieved by the Recipient: Although results are still being solidified, CIGI has produced 24 working papers dealing directly with global economic and financial issues and book-length publications that bear on global governance. CIGI also hosted 26 conferences and other events in 2007-2008. Most event participants felt that CIGI research was addressing the most important issues, and some have used information from policy development documents for policy creation.
($ millions) See footnote ³	9) Actual Spending 2005- 2006	10) Actual Spending 2006- 2007	11) Planned Spending 2007- 2008	12) Total Authorities 2007- 2008	13) Actual Spending 2007- 2008	14) Variance Between 11) and 13)
	-	-	-	-	-	-
15) Comment on Variance: N/A
16) Significant Evaluation Findings and URL(s) to Last Evaluation(s)/Future Plans: A draft evaluation was completed on March 31, 2008, and is under review.
17) Significant Audit Findings and URL(s) to Last Audit(s)/Future Plans: N/A
18) URL to Recipient’s Site: www.cigionline.org
19) URL to Recipient’s Annual Report: www.cigionline.org/community.igloo?r0=community&r0_script=/scripts/folder/view.script&r0_pathinfo=%2F%7B7caf3d23-023d-494b-865b-84d143de9968%7D%2Faboutusv%2Fannualre&r0_output=xml&s=cc

Table 9.1: Horizontal Initiatives

1) Name of Horizontal Initiative: Global Peace and Security Fund (GPSF)
2) Name of Lead Department: Foreign Affairs and International Trade Canada			3) Lead Department Program Activity: International Security ¹
4) Start Date of the Horizontal Initiative: Initiated October 3, 2005; operationalized September 18, 2006			5) End Date of the Horizontal Initiative: March 31, 2013
6) Total Federal Funding Allocation (start to end date): As per Table 8.19, overall DFAIT or lead partner spending to date totals $235.9 million, while horizontal funding to non-DFAIT entities (below) provides support to initiatives that fall outside of funding transferred at reference levels. GPSF funds are therefore not earmarked for other government departments or federal partners on an allocation basis. Planned spending levels to these entities reflect GPSF preparedness to respond to appeals in a given year, under umbrella arrangements, from the RCMP, CSC, etc.
7) Description of the Horizontal Initiative (including funding agreement): Funded from the Peace and Security Pool of the International Assistance Envelope, the GPSF fills a funding gap by providing dedicated resources for activities that are necessary for a timely response with respect to countries in or at risk of crisis, but that are not properly the responsibility of the Department of National Defence and are outside Canada's traditional official development assistance program. Examples of these activities are supporting peace operations and peace processes, supporting justice and security system reform, enhancing transitional justice and reconciliation, and improving the peace enforcement and peace operations capacities of military and police in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti. The GPSF is both a responsive and directive program, established to provide timely, focused, effective and accountable international assistance in response to critical peace and security challenges. DFAIT works closely with a range of government departments including RCMP, DND, CSC, CBSA and Justice Canada. Among other assistance, these partnerships provide critical expertise in the area of justice and security system reform to the civilian components of UN peace operations. In 2007-2008, the GPSF entered into arrangements with several major implementing partners from the federal government. DFAIT’s contribution of $ 86.3 million was supplemented by $82.4 million in spending by partners for total spending of $ 168.7 million (see Column 15 below). Of particular note was support to peace operations in Sudan through the Canadian Commercial Corporation and the implementation of stabilization and reconstruction projects in Kandahar Province, Afghanistan.
8) Shared Outcome(s): Rapid, integrated and better-coordinated Canadian responses to international requirements for short- and medium-term conflict prevention, stabilization, peacebuilding and reconstruction; Improved Canadian contributions to the mitigation of natural disasters and complex emergencies and the restoration of peace, security, the rule of law and legitimate government in fragile states; and Expanded global and regional capacity for peace operations.
9) Governance Structure(s): The GPSF is managed by the Stabilization and Reconstruction Task Force (START) Secretariat in the context of a whole-of-government approach coordinated through the START Advisory Board. Chaired by the Director General of the START Secretariat and comprising senior officials from across government, the START Advisory Board is responsible for establishing, within the framework of individual departmental authorities, whole-of-government strategic policy as well as priority setting and direction with respect to fragile states and complex emergencies. It is also responsible for providing a platform for information exchange to ensure that program-related activities are complementary and avoid duplication. The START Secretariat is located in the International Security Branch of DFAIT and is accountable to DFAIT, which is responsible for the financial, human and physical resource services for START.
10) Federal Partners Federal Partner Program Activity	11) Names of Programs for Federal Partners ²	12) Planned Spending for 2007- 2008 ($ millions)	13) Actual Spending for 2007- 2008 ($ millions)	14) Expected Results for 2007-2008	15) Results Achieved in 2007-2008
Foreign Affairs and International Trade Canada (DFAIT) International Security (Interim PAA, Diplomacy and Advocacy new PAA)	Global Peace and Security Program; Global Peace Operations Program; Glyn Berry Program for Peace and Security	89.0 ³	86.3 ³	Timely, coordinated and cost-effective whole-of-government responses to natural and human-made crises abroad	200 projects were funded through the GPSF, supporting conflict prevention, crisis response, post-conflict peacebuilding and stabilization initiatives
Royal Canadian Mounted Police (RCMP) PA 1: Federal and International Operations	Canadian Police Arrangement	11.4 ⁴	5.8	Implementation of RCMP International Police Peacekeeping Projects	Supported the deployment of serving members to fragile states including Haiti, Afghanistan, etc.
Canadian International Development Agency (CIDA) PA 1: Geographic Programs	Peace Support Operations in Sudan	-	-	Support to Sudan AMIS	Support to Sudan AMIS
Canadian Commercial Corporation (CCC) PA: N/A	Peace Support Operations in Sudan	96.0	73.0	Logistical support to Sudan peace operations (AMIS/UNAMID)	Provided logistical support to Sudan peace operations (AMIS/UNAMID)
Correctional Service of Canada (CSC) PA 1: Correctional Interventions	Operations in Afghanistan and Stabilization and Reconstruction in Haiti	0.5	1.5	Support to the deployment of Correction Advisers to the PRT in Afghanistan	Supported the deployment of Correction Advisers to the PRT in Afghanistan
Department of Justice PA 1: Justice policies, laws and programs	Operations in Afghanistan and peacebuilding support in Sudan	0.7	-	Support for implementation of GPSF projects and START activities	Supported implementation of GPSF projects and START activities
Canada Border Services Agency (CBSA) PA 1: Security	Operations in Afghanistan (Pakistan-Afghanistan border); Canada’s support to the Middle East Peace Process; and Stabilization and Reconstruction in Haiti	0.7	-	Provision of technical assistance	Provided technical assistance
Department of National Defence (DND) PA 1: Contribute to Canada and the international community	Operations in Afghanistan	6.4	2.1	Support for implementation of projects in Kandahar Province	Supported implementation of projects in Kandahar
Totals: ⁵		204.7 ³	168.7 ³
16) Comments on Variances: Where significant variance exists between planned and actual disbursements, it is due to difficult programming environments, as the GPSF operates in crisis and fragile states. For example, programming through CBSA in support of the Middle East Peace Process had to be cancelled due to security concerns on the ground. Further, the level of spending of the GPSF through federal partners varies in response to the needs that are expressed by partner countries and multilateral agencies. As such, planned levels constitute notional estimates.
17) Results to Be Achieved by Non-Federal Partners (if applicable): The GPSF works with a wide variety of implementing partners, including international and regional organizations, such as the United Nations and its bodies, as well as with non-governmental organizations, academic institutions, foreign governments and other legal entities.
18) Contact Information: Robert Derouin, Director General, START Secretariat, Foreign Affairs and International Trade Canada, Tel.: 613-665-6689, Fax: 613-944-5911, Email: robert.derouin@international.gc.ca

1. This program activity relates to DFAIT’s interim PAA, which was used for the 2007-2008 RPP. Under the current PAA, approved by Treasury Board on June 7, 2007, the program activity for this table is Diplomacy and Advocacy.
2. Names of Programs for Federal Partners refer to support to GPSF activities and do not necessarily reflect the name of a department’s official program. Often departments working with the GPSF do not have an official program name for this activity.
3. Includes grants.
4. This does not include funding transferred at reference levels. It is solely funding to cover incremental costs of the RCMP to deploy police officers in support of international peacekeeping operations.
5. Total Allocation (from start to end date) for Federal Partners not available.

Table 9.2: Horizontal Initiatives

1) Name of Horizontal Initiative: Enhanced Representation Initiative (ERI)
2) Name of Lead Department: Foreign Affairs and International Trade Canada			3) Lead Department Program Activity: Bilateral Relations and International Business Development ¹
4) Start Date of the Horizontal Initiative: September 17, 2003			5) End Date of the Horizontal Initiative: March 31, 2008 ²
6) Total Federal Funding Allocation (start to end date): $118.2 million
7) Description of the Horizontal Initiative (including funding agreement): The ERI was a partnership of seven federal departments and agencies. The ERI provided a coordinated and integrated approach and direction to managing and advancing Canada’s advocacy, trade, business development, science and technology, and investment interests in the United States. This was done through the collaboration of ERI partners and consultation with other federal government departments, the provinces and territories, and other stakeholders. The ERI partnership had oversight of a network of 43 U.S. points of contact, including consulates general, consulates, trade offices and honorary consuls.
8) Shared Outcomes: Outcomes reflected total Canadian government efforts respecting advocacy and business development with the United States set in the international economic environment. Specific outcomes were defined by the ERI’s Results-based Management and Accountability Framework (RMAF) Short-term Outcomes: Increased domestic engagement and coordination Raised awareness of: Canada-U.S. interdependence in North American security Canada-U.S. interdependence in the North American economy Canada-U.S. social differences Increased number of export-ready firms Raised awareness in the U.S. of: Investment opportunities in Canada Canadian technological capabilities Increased Canada-U.S. sharing of technologies Raised awareness of U.S. market opportunities for Canadian firms ERI partnership development Increased capacity for advocacy and business development in the U.S. Medium-term Outcomes: Appreciation of Canada-U.S. interdependence as reflected by: Canadian interests not adversely affected by U.S. legislation, policies, regulations or industry codes Improved settlement of joint Canada-U.S. issues Increased investment development Increased export development Increased commercialization of S&T in Canada Improved coherence of Canadian advocacy and business development interests in the U.S. Long-term Outcomes: Enhanced influence for Canada on key strategic issues Improved flow of people, goods and services across the Canada-U.S. border Increased business for Canada with the U.S.
9) Governance Structure: The ERI partnership was managed through a formal governance structure consisting of a Deputy Ministers Steering Committee, an Assistant Deputy Ministers Policy Committee, a Directors General Operations Committee and three director-level standing committees: Advocacy and Business Development, Communications and Human Resources. Day-to-day operations were managed by the ERI Secretariat, which was responsible to the ERI partnership, through the governance structure, for planning, implementing and evaluating the ERI’s annual action plan. The ERI Secretariat was accountable administratively to its host department, Foreign Affairs and International Trade Canada, which provided financial, human resources and physical resource services to the Secretariat.
10) Federal Partners Foreign Affairs and International Trade Canada (DFAIT) Agriculture and Agri-Food Canada (AAFC) Atlantic Canada Opportunities Agency (ACOA) Canada Economic Development for Quebec Regions Industry Canada (IC) National Research Council (NRC) Western Economic Diversification (WD)
11) Enhanced Representation Initiative Program Components	12) Total Allocation (from start to end date) ($ millions)	13) Planned Spending for 2007- 2008 ($ millions)	14) Actual Spending for 2007- 2008 ($ millions)	15) Expected Results for 2007-2008	16) Results Achieved in 2007-2008
(a) Representation	78.1	22.4	22.0	Complete staffing and infrastructure	Staffing complete except for 3 of 20 honorary consuls Staffing of ongoing vacancies through partnership process
(b) Advocacy and Business Development	26.7	10.4	9.6	"Whole of government" approach	Conducted activities for improved Canada-U.S. relations and increased U.S. opportunities for Canadian firms Utilized 92.3% of allocated funds
(c) Corporate / Governance	6.3	1.4	1.3	Improve governance by implementing formative evaluation recommendations	Implemented the accepted recommendations of the formative evaluation; supported the summative evaluation of the ERI, and led the formation of a partnership for the new North American Platform Program (NAPP) to succeed the ERI.
(d) Reserve / un-allocated	7.1	1.5	2.8
Totals:	118.2	35.7	35.7
17) Results Achieved by Non-Federal Partners (if applicable): N/A
18) Contact Information: Wolf Nowak, Manager, Strategic Planning and Analysis, North American Platform Program (NAPP),Tel.: 613-944-2715, Fax: 613-996-0560, Email: wolf.nowak@international.gc.ca

Table 10: Sustainable Development Strategy (SDS)

Achieved Results for 2007-2008

Agenda 2009: A Sustainable Development Strategy 2007-2009 for Foreign Affairs and International Trade Canada defines sustainable development initiatives for the 2007-2009 period. The initiatives support two broad goals and five objectives. An example of results achieved for each objective is found below; detailed progress on each commitment can be found in the Agenda 2009 annual report for 2007.

Goal 1: Ensure greater integration of sustainable development into departmental policies, programs and operations.

Objective 1.1: Organizational structures and processes support meaningful and significant sustainable development objectives. In cooperation with the Canadian Foreign Service Institute, the Canadian Energy Research Institute offered an "Energy for Diplomats" course on June 11 and 12, 2007, and an expanded course was on track to be offered from June 9 to 11, 2008. This course is designed to fill a knowledge gap on the interface between energy issues and Canadian foreign and trade policy and was so well received it has been expanded to three days.

Objective 1.2: Improved environmental management practices through the Environmental Management System. The department has reduced its greenhouse gas emissions per vehicle-kilometre by approximately 50% for the departmental fleet within Canada. Reductions were measured based on 2003-2004 figures.

Goal 2: Advance Canada’s sustainable development interests related to foreign affairs and international trade.

Objective 2.1: Effective promotion of international security and respect for human rights, good governance and the rule of law as prerequisites for sustainable development. DFAIT provided funding for the dismantlement and defuelling of five decommissioned Russian nuclear submarines, which took place at the Federal State Unitary Enterprise Zvyozdochka in Severodvinsk. Recovering and securing nuclear fuel from decommissioned nuclear submarines eliminates a range of security and environmental threats, such as spent nuclear fuel leaking into the Arctic Ocean. This work is complemented by a $32 million contribution to the Northern Dimension Environmental Partnership, whose efforts tackle some of the most pressing security and environmental problems in northwest Russia, where Canadian submarine dismantlement is taking place.

Objective 2.2: Enhanced Canadian prosperity through advancement of Canadian sustainable development interests and priorities in trade relations, policies and programs. Canada’s Trade Commissioner Service recognizes the importance of including corporate social responsibility as an element of its promotional activities. Responsible business conducted by Canadian companies abroad reinforces the positive effects that trade and investment can have on human rights, the environment and competitiveness. Canada’s trade commissioners are encouraged to incorporate the promotion of CSR (including the OECD Guidelines) into the delivery of the core services provided to Canadian companies operating abroad. DFAIT is, with that perspective in mind, enhancing the capacity and knowledge of government officials on CSR through training and development of tools. For instance, in early 2007, the Trade Commissioner Service developed a course on CSR, including a session on the OECD Guidelines. The pilot course was held on May 16, 2007.

Objective 2.3: Advancing Canada’s interests on key environmental and sustainable development issues. Canada has actively promoted its excellent record in sustainable forest management internationally by emphasizing Canada’s leadership as the country with the largest area of forest coverage certified to sustainable forest management standards. Canada has promoted how its legislative framework and sustainable forest management certification schemes operate to provide assurance of the legality and sustainability of forest products. Canada has stressed the importance of recognizing Canadian and international sustainable forest management certification schemes and, within the context of the development of public policies, the importance of developing reasonable criteria in the assessment of sustainable forest management certification schemes.

Key Results: Key results achieved in 2007-2008 on each target and commitment in Agenda 2009 are detailed in the annual report for 2007, which will be made available at http://international.gc.ca/foreign_policy/ees/Agenda2007/menu-en.asp.

Linkages with the Federal Sustainable Development Goals: DFAIT was an active participant in the development and consultative process for the federal sustainable development goals. DFAIT supports this type of collaboration on horizontal sustainable development issues, and it has identified the actions that contribute directly to the federal goals in the "expected outcome" column in the charts of Agenda 2009 as well as in the 2007 annual report. It should be noted that although many DFAIT initiatives support the overarching federal goals, the outcomes were often too specific or too domestically focused for a clear linkage to be evident.

Table 11-A: Responses to Parliamentary Committees

This table lists responses to parliamentary committees made by DFAIT pertaining to 2007-2008.

1. House of Commons Standing Committee on Foreign Affairs and International Development:

Report 2–Darfur (adopted by the Committee on June 21, 2006; presented to the House on September 20, 2006)

Government Response: Second Report of the Standing Committee on Foreign Affairs and International Development, "Situation in Darfur" (presented to the House on January 17, 2007)
Report 4–Canada’s International Policy Put to the Test in Haiti (adopted by the Committee on December 12, 2006; presented to the House on December 13, 2006)

Government Response: Fourth Report of the Standing Committee on Foreign Affairs and International Development, "Canada’s International Policy Put to the Test in Haiti" (presented to the House on April 16, 2007)
Report 8–Advancing Canada’s Role in International Support for Democratic Development (adopted by the Committee on June 19, 2007; presented to the House on July 11, 2007)

Government Response: Eighth Report of the Standing Committee on Foreign Affairs and International Development, "A New Focus on Democracy Support" (presented to the House on November 2, 2007)

2. Senate Standing Committee on Human Rights:

Interim Report–Canada and the United Nations Human Rights Council: At the Crossroads (interim report "to examine and monitor issues relating to human rights and, inter alia, to review the machinery of government dealing with Canada’s international and national human rights obligations")

Government Response: Twelfth Report of the Senate Standing Committee on Human Rights, "Canada and the United Nations Human Rights Council: At the Crossroads" (presented to the Senate on November 14, 2007)

3. Standing Committee on International Trade:

Report 7–Ten Steps to a Better Trade Policy: Recommendations (adopted by the Committee on March 29, 2007; presented to the House on March 30, 2007)

Government Response: Seventh Report of the Standing Committee on International Trade, "Ten Steps to a Better Trade Policy: Recommendations" (presented to the House on August 22, 2007)
Report 8–Ten Steps to a Better Trade Policy (adopted by the Committee on April 24, 2007; presented to the House on May 1, 2007)

Government Response: Eighth Report of the Standing Committee on International Trade, "Ten Steps to a Better Trade Policy" (presented to the House on August 22, 2007)
Report 3–A Study of the Canada-Korea Free Trade Negotiations (adopted by the Committee on March 3, 2008; presented to the House on March 11, 2008)

Government Response: Third Report of the Standing Committee on International Trade, "A Study of the Canada-Korea Free Trade Negotiations"
(The Government will table its response within the time provided by the Standing Orders of the House of Commons, 120 calendar days. Once tabled, it will be available at http://cmte.parl.gc.ca/cmte/CommitteeList.aspx?Lang=1&PARLSES=392&JNT=0&SELID=e24_&COM=13181.)

Table 11-B: Responses to the Auditor General

including to the Commissioner of the Environment and Sustainable Development (CESD)

1. Management of Fees in Selected Departments and Agencies–May 2008 OAG Report

The Office of the Auditor General (OAG) looked at how the department establishes fees for consular services and determines the amount to be charged; they also looked at how the department measures, monitors and reports on the performance of fee-related activities.

The OAG concluded that Foreign Affairs and International Trade Canada was allocating costs to the consular services fee beyond those included in the cost allocations supporting the original approval of the fee. After applying a methodology consistent with the original fee approval, the OAG identified a trend of surpluses. In their view, the department is at risk of appearing not to have determined the amount to be charged for the fee in a way that is consistent with a view to cost recovery, as its legislative framework requires.

The OAG recommended that DFAIT review its time-reporting practices and the allocation of costs and activities to the consular services fee to ensure that DFAIT remains consistent with the authorization for the fee and excludes the costs of services on behalf of other departments and agencies that are not part of the consular services fee. It also recommended that the department then amend its reporting to Parliament, as appropriate, and take any necessary action to adjust the fee in view of the trend of surpluses.

The department agreed that the costing methodology for the consular services fee needs to be reviewed but noted that cumulatively over the past five years, including the costs of the Lebanon evacuation in 2006-2007, there is a modest deficit from the consular services fee. Full details of the management responses can be found in the 2008 May Report of the Auditor General of Canada, Chapter 1: Management of Fees in Selected Departments and Agencies (www.oag-bvg.gc.ca/internet/English/aud_ch_oag_200805_01_e_30697.html).

2. Management Tools and Government Commitments–International Environmental Agreements–March 2008 CESD Report

Canada has signed more than 100 international environmental agreements over the years, the Kyoto Protocol among them, committing it to act on crucial issues such as ocean pollution, fishery conservation and the protection of endangered species.

In 2004, the Commissioner of the Environment and Sustainable Development (CESD) reported that lead departments for the agreements they looked at had varying degrees of knowledge about whether they were achieving the objectives of the agreements. Some departments did not always know the environmental results they were achieving under the agreements or, in some cases, the results they were supposed to achieve. Nor were all the departments reporting on the results they had achieved.

CESD’s March 2008 status report examined the federal government's management of information on international environmental agreements to assess the progress it had made since 2004. They examined 20 international environmental agreements in four departments, including DFAIT. CESD assessed whether enough information is available for parliamentarians and other interested Canadians to judge whether Canada is meeting its environmental commitments to the international community. In this audit, CESD found that although the department has not maintained the comprehensive database, it is currently updating its Treaty Database (a listing that focuses on the formal aspects of all treaties Canada has signed, such as the in-force date, signatories and parties, and treaty text). Although the database stores information on the lead negotiating departments involved, this information is not publicly available. DFAIT noted that the Treaty Database contains less publicly available information than the international environmental agreement database that the department created in 1998. The existing system requires users to contact the department for this type of information.

CESD concurred that, although Foreign Affairs and International Trade Canada has not maintained the comprehensive international environmental agreements database, they were satisfied that the Treaty Database includes enough information on international environmental agreements to allow Canadians to make further searches.

DFAIT responses can be found in the 2008 March Status Report of the Commissioner of the Environment and Sustainable Development, Chapter 8: Management Tools and Government Commitments–International Environmental Agreements (www.oag-bvg.gc.ca/internet/English/aud_ch_cesd_200803_08_e_30134.html).

3. Human Resource Management–May 2007 OAG Report

The OAG examined whether the department plans for and manages its human resources in a way to ensure that it has the people with the right skills and competencies to carry out its mandate. The OAG concluded that the department does not have a comprehensive human resources plan and does not have the information it needs to identify the staffing levels, competencies and experience it requires now and in the future.

As a result of a lack of human resources planning, management of the workforce suffers from many deficiencies that put the attainment of departmental objectives at risk. Recruitment and promotion processes do not ensure that position requirements, in terms of numbers of vacancies filled or skills capacity, are met on a timely basis. Assignments to rotational positions result in a high number of people whose classification levels do not match the job requirements. The department is not paying enough attention to the management of locally engaged staff. There is little flexibility to compensate and provide incentives to staff for the hardship and cost of living of working in foreign missions.

DFAIT has begun to develop a planning process for its human resources that can support its long-term management needs. It has a number of good practices to build on, but a sustained effort is required to bring modern human resources planning and management into its culture. Proper human resources planning would contribute to closing the staffing gaps and responding to the department's immediate and longer-term needs.

DFAIT and the Treasury Board Secretariat agreed with the OAG’s observations and recommendations. Details of their responses can be found in the 2007 May Report of the Auditor General of Canada, Chapter 3–Human Resources Management–Foreign Affairs and International Trade Canada
(www.oag-bvg.gc.ca/internet/English/aud_ch_oag_200705_3_e_17478.html).

Table 11-C: External Audits

(Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages.)

None were conducted during the 2007-2008 fiscal period.

Table 12-A: Internal Audits

This was a year of significant change for the internal audit function. Changes in leadership, coupled with staff turnover in a highly competitive market, as well as the requirement of the Treasury Board Internal Audit Policy to create an independent Office of the Chief Audit Executive, resulted in many planned audits not coming to fruition. This table lists audits that were initiated in 2007-2008 and gives their current status.

Audit	Type	Status	Expected Completion Date	Electronic Link to Report
Follow-Up Audit of Global Partnership Program	Follow-up Audit	Complete	N/A	www.dfait-maeci.gc.ca/department/ auditreports/2007/GPX07-en.asp (in pdf: www.dfait-maeci.gc.ca/department/ auditreports/2007/GPX07-en.pdf)
Accounts Payable	Financial Controls	Preparing for publication	Sept. 2008
Public Diplomacy	Program Audit	Preparing for publication
EAA Keys & IMS User Profiles	Financial Controls	Awaiting approval of Departmental Audit Committee (DAC)	June 12, 2008(approval); publishing will follow
Global Peace and Security Fund	Program Audit	Awaiting approval of DAC	June 12, 2008(approval); publishing will follow
Passport-Revenue Processing	Financial Controls	Awaiting approval of DAC	June 12, 2008(approval); publishing will follow
Passport-Services at Missions	Operational Audit	Awaiting approval of DAC	June 12, 2008(approval); publishing will follow
Mission Hospitality Expenditures	Financial Controls	Final report stage	Sept. 2008(approval); publishing will follow
Property Growth Charge	Financial Controls	Final report stage	Sept. 2008(approval); publishing will follow
Follow-up on Audit of Official Languages	Follow-up Audit	Final report stage	Sept. 2008(approval); publishing will follow
Management of Information Technology Systems	System Audit	Draft report stage	Sept. 2008(approval); publishing will follow

Two audits that were identified in the 2007-2008 Report on Plans and Priorities are included in the 2008-2009 Transitional Audit Plan:

Previous Name	Current Name in 2008-2009 Plan
Foreign Operations and International Banking	Cash and Banking
Internal Management Framework for Grants and Contributions	Management of Transfer Payments

Table 12-A2: Mission Inspections

Name of Mission	Inspection Type	Status	Completion Date	Electronic Link to Report
Moscow	Consulting: Mission operations	Completed	2007-2008	N/A
Almaty	Consulting: Mission operations	Completed	2007-2008	N/A
New Delhi	Consulting: Mission operations	Completed	2007-2008	N/A
Mumbai	Consulting: Mission operations	Completed	2007-2008	N/A
Chandigarh	Consulting: Mission operations	Completed	2007-2008	N/A
Chennai	Consulting: Mission operations	Completed	2007-2008	N/A
Bangalore	Consulting: Mission operations	Completed	2007-2008	N/A
Tokyo	Consulting: Mission operations	Completed	2007-2008	N/A
Nagoya	Consulting: Mission operations	Completed	2007-2008	N/A
Brussels	Consulting: Mission operations	Completed	2007-2008	N/A
European Union	Consulting: Mission operations	Completed	2007-2008	N/A
NATO	Consulting: Mission operations	Completed	2007-2008	N/A

Table 12-B : Evaluations

Completed evaluations are available at www.international.gc.ca/department/auditreports/evaluation/evaluation-en.asp
Name of Evaluation	Program Activity ¹	Evaluation Type	Status	Completion Date
1. International Business Development Program in Germany	International Business Development (International Commerce)	Formative	Completed	Sept. 18, 2007
2. Canadian Foreign Service Institute	Common Services and Infrastructure-Support from HQ (Canada's International Platform: Support at Headquarters)	Summative	Completed	Sept. 18, 2007
3. Enhanced Representation Initiative in the United States	Bilateral Relations, International Business Development (Diplomacy and Advocacy, International Commerce)	Formative	Completed	Sept. 18, 2007
4. Global Partnership Program (GPP): Main Destruction Building 2 (Chemical Weapons Destruction)	International Security (Diplomacy and Advocacy)	Formative	Completed	Sept. 18, 2007
5. GPP: Nuclear-Powered Submarines Program	International Security (Diplomacy and Advocacy)	Summative	Completed	Sept. 18, 2007
6. GAP: Redirection of Former Weapons Scientists	International Security (Diplomacy and Advocacy)	Formative	In progress	July 2, 2008
7. Young Professionals International	Strategic Policy and Planning (Diplomacy and Advocacy)	Summative	Completed	Sept. 18, 2007
8. Enhanced Representation Initiative in the United States	Bilateral Relations, International Business Development (Diplomacy and Advocacy, International Commerce)	Summative	Completed	Feb. 13, 2008
9. Global Peace and Security Fund Program in Sudan	International Security (Diplomacy and Advocacy)	Formative	Completed	Feb. 13, 2008
10. Canadian Consortium on Human Security	International Security (Diplomacy and Advocacy)	Formative	Completed	Feb. 13, 2008
11. Program for Export Market Development-Associations (PEMD-A)	World Markets/Commercial Relations (International Commerce)	Formative	In progress	July 2, 2008
12. Going Global Science and Technology Program; Community Investment Support Program	World Markets/Commercial Relations (International Commerce)	Summative	In progress	July 2, 2008
13. High Council for La Francophonie	Global Issues (Diplomacy and Advocacy)	Formative, led by CIDA	Completed	Sept. 18, 2007
14. Public Safety and Anti-Terrorism (PSAT): Counterterrorism	International Security (Diplomacy and Advocacy)	Formative	In progress	July 2, 2008
15. Canadian Landmine Fund	International Security (Diplomacy and Advocacy)	Summative led by CIDA	In progress	Sept. 2008
16. PSAT: Personal Safety at Missions and Mission Security, Phase 1	Common Services and Infrastructure-Support at Missions (Canada's International Platform: Support at Missions)	Formative	In progress	Sept. 16, 2008
17. PSAT: Global Security Reporting Program (Representation Abroad)	Common Services and Infrastructure-Support at Missions (Canada's International Platform: Support at Missions)	Formative	In progress	July 2, 2008
18. Trade Regional Offices	International Business Development (International Commerce)	Formative	In progress	Sept. 16, 2008
19. Passport Canada Security Bureau	Passport Canada Special Operating Agency-Revolving Fund (Passport Canada)	Formative	In progress	Sept. 16, 2008
20. Counter-Terrorism and Capacity Building	International Security (Diplomacy and Advocacy)	Formative	In progress	Dec. 18, 2008

1. The program activity in brackets is that which corresponds to the DFAIT PAA approved by Treasury Board on June 7, 2007.

Table 13: Travel Policies

Foreign Affairs and International Trade Canada follows the Treasury Board of Canada Secretariat Special Travel Authorities.

Supplementary information on travel policies can be found at
www.tbs-sct.gc.ca/pubs_pol/hrpubs/TBM_113/td-dv_e.asp.

Table 14: Financial Statements

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Management Responsibility

Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2008, and all information contained in these statements rests with departmental management. These financial statements have been prepared by management in accordance with Treasury Board accounting policies, which are consistent with Canadian generally accepted accounting principles for the public sector.

Management is responsible for the integrity and objectivity of the information in these financial statements. Some of the information in the financial statements is based on management's best estimates and judgment, and gives due consideration to materiality. To fulfill its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of the department's financial transactions. Financial information submitted to the Public Accounts of Canada and included in the department's Departmental Performance Report is consistent with these financial statements.

Management maintains a system of financial management and internal controls designed to provide reasonable assurance that financial information is reliable, that assets are safeguarded, and that transactions are in accordance with the Financial Administration Act, are executed in accordance with prescribed regulations, within parliamentary authorities, and are properly recorded to maintain accountability of Government funds. Management also seeks to ensure the objectivity and integrity of data in its financial statements by careful selection, training and development of qualified staff, by organizational arrangements that provide appropriate divisions of responsibility, and by communication programs aimed at ensuring that regulations, policies, standards and managerial authorities are understood throughout the department.

Management is supported by a Departmental Audit Committee (DAC). The DAC is undergoing fundamental changes to its structure, as dictated by the 2006 TBS government-wide Policy on Internal Audit and, as of July 2008, includes members external to DFAIT. The fundamental role of the DAC is to ensure the Deputy Ministers (DM) have independent, objective advice, guidance and assurance on the adequacy of the department's control and accountability processes. Its oversight responsibilities will extend to other key areas and processes including accountability reporting. The DAC will ensure the DMs receive the information needed to manage risk, improve performance and demonstrate accountability.

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Operations (Unaudited)

For the year ended March 31
(in thousands of dollars)

		2008	2007

Expenses (Note 4)

Expenses from operations
	Common Services and Infrastructure (Missions Abroad)	573,212	622,485
	Global Issues	490,965	473,148
	International Security	426,104	381,798
	Passport Canada Special Operating Agency (Revolving Fund)	285,349	221,028
	Common Services and Infrastructure (Support from HQ)	233,422	190,915
	Bilateral Relations	144,629	123,492
	International Business Development	55,763	93,253
	World Markets/Commercial Relations	53,842	34,344
	Consular Affairs	52,592	111,557
	Trade Policy and Negotiations	44,828	557,991
	Protocol	43,318	42,731
	Strategic Policy and Planning	42,556	50,778
	Promotion of Foreign Direct Investment and Science and Technology Cooperation	22,504	13,331

Sub-total expenses from operations		2,469,084	2,916,851

Canada Account expenses		4,414	(93,165)

Total expenses		2,473,498	2,823,686

Revenues (Note 5)

Revenue from operations
	Common Services and Infrastructure (Missions Abroad)	12,122	14,387
	Global Issues	3,070	1,465
	International Security	4,609	1,118
	Passport Canada Special Operating Agency (Revolving Fund)	286,783	235,293
	Common Services and Infrastructure (Support from HQ)	45,313	12,311
	Bilateral Relations	7,775	2,973
	International Business Development	3,473	8,487
	World Markets/Commercial Relations	4,054	533
	Consular Affairs	101,797	80,623
	Trade Policy and Negotiations	2,931	457
	Protocol	624	237
	Strategic Policy and Planning	5,779	1,855
	Promotion of Foreign Direct Investment and Science and Technology Cooperation	983	110

Sub-total revenues from operations		479,313	359,849

Canada Account revenue		367,454	539,199

Total revenues		846,767	899,048

Net cost of operations		1,626,731	1,924,638

The presentation in the current year has changed to include the Canada Account activities in Notes 4 & 5.

The accompanying notes form an integral part of these financial statements.

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Financial Position (Unaudited)

As at March 31
(in thousands of dollars)

		2008	2007

Assets

Financial assets
	Accounts receivable and advances (Note 6)	125,410	529,166
	Investments in Crown corporations (Note7)	991,200	991,200
	Canada Account loans (Note 8)	1,717,161	1,975,237
	Inventory held for re-sale	3,589	1,592

	Total financial assets	2,837,360	3,497,195

Non-financial assets
	Prepaid expenses	15,882	8,800
	Consumable inventory	4,024	2,843
	Tangible capital assets (Note 9)	1,168,898	1,027,523

	Total non-financial assets	1,188,804	1,039,166

TOTAL		4,026,164	4,536,361

Liabilities

Liabilities
	Accounts payable and accrued liabilities	338,589	802,249
	Vacation pay and compensatory leave	45,458	42,418
	Deferred revenue (Note 11)	373	2,376
	Employee severance benefits (Note 12)	110,392	141,205

	Total	494,812	988,248

Equity of Canada		3,531,352	3,548,113

TOTAL		4,026,164	4,536,361

Contingent liabilities (Note 13)
Contractual obligations (Note 14)

The accompanying notes form an integral part of these financial statements.

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Equity of Canada (Unaudited)

As at March 31
(in thousands of dollars)

		2008	2007

Equity of Canada, beginning of year		3,548,113	3,860,894

	Net results of operations	(1,626,731)	(1,924,638)
	Current year appropriations used (Note 3)	2,670,911	2,803,575
	Revenue not available for spending	(535,084)	(682,288)
	Refund of prior year expenditures	(8,002)	(12,473)
	Change in net position in the Consolidated Revenue Fund (Note 3)	(595,855)	(578,357)
	Services provided without charge by other government departments (Note 15)	78,000	81,400

Equity of Canada, end of year		3,531,352	3,548,113

The accompanying notes form an integral part of these financial statements.

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Cash Flow (Unaudited)

For the year ended March 31
(in thousands of dollars)

		2008	2007

Operating activities

Net results of operations		1,626,731	1,924,638
Non-cash items
	Amortization of tangible capital assets	(81,553)	(74,344)
	Gain on disposal and writedown of tangible capital assets	45,033	2,326
	Services provided without charge by other government departments (Note 15)	(78,000)	(81,400)

Variations in Statement of Financial Position:
	(Decrease) increase in accounts receivable and advances	(403,756)	395,669
	Decrease in Canada Account loans	(258,076)	(240,571)
	Increase (decrease) in inventory held for resale	1,997	(915)
	Increase in prepaid expenses	7,082	1,644
	Increase in consumable inventory	1,181	167
	Decrease (increase) in accounts payable and accrued liabilities	463,660	(526,582)
	Increase in vacation pay and compensatory leave	(3,040)	(3,128)
	Decrease (increase) in deferred revenue	2,003	(2,225)
	Decrease in employee severance benefits	30,813	18,076

Cash used by operating activities		1,354,075	1,413,355

Capital investment activities

	Acquisitions of tangible capital assets	225,562	122,232
	Proceeds from disposal of tangible capital assets	(47,667)	(5,130)

Cash used by capital investment activities		177,895	117,102

Financing Activities

Net cash provided by Government of Canada		(1,531,970)	(1,530,457)

The accompanying notes form an integral part of these financial statements.

1. Authority and Objectives

The Department of Foreign Affairs and International Trade (hereinafter called "the department") operates under the legislation set out in the Department of Foreign Affairs and International Trade Act, RSC 1985, c. E-22.

The 2007-2008 Report on Plans and Priorities (RPP) used the Interim Program Activity Architecture (PAA). Financial information in the 2007-2008 Departmental Performance Report (DPR) is reported on this basis. Under the Interim PAA the four strategic outcomes for the department were as follows: Canada's Interest Are Advanced Internationally, Canada’s Commercial Interests Are Advanced Internationally, Government of Canada Is Served Abroad, and Canadians Are Served Abroad. The Interim PAA had 14 program activities as follows:

Strategic Policy and Planning–Leading the formulation of Canada's overall foreign policy and commercial strategy and the inter-departmental development of whole-of-government strategies, including public diplomacy.
International Security–Integrating, advocating, and advancing Canadian international security interest, bilaterally and multilaterally, as well as managing and implementing the department’s policy and programming responsibilities with respect to security and intelligence.
Global Issues–Advocating a stronger and more effective multilateral system, capable of addressing Canada's interests in global issues, in particular international economic relations and development, environment and sustainable development, human rights and human security.
Bilateral Relations–Conducting and promoting Canada’s bilateral diplomatic relations in Canada and abroad.
Protocol–Managing and facilitating the presence of foreign diplomats in Canada as well as planning and leading official travel by the Governor General, the Prime Minister, Ministers of the Portfolio and all official diplomatic events.
Trade Policy and Negotiations–Analyzing, negotiating, advocating and representing Canada's international economic and commercial interests in Canada and abroad, in consultation with stakeholders.
World Markets/Commercial Relations–Integrating Canada's economic, trade, investment, and science and technology interests at the regional and bilateral level and managing commercial relations.
International Business Development–Managing and delivering international business services to Canadians.
Promotion of Foreign Direct Investment and Science and Technology Cooperation–Attracting, retaining and expanding foreign direct investment in Canada.
Common Services and Infrastructure (Support from HQ)–Managing and delivering Headquarters-provided common services to government programs and partners operating abroad.
Common Services and Infrastructure (Missions Abroad)–Managing and delivering mission-provided common services to government programs and partners operating in Canada’s missions.
Consular Affairs–Managing and delivering consular services to Canadians.
Passport Canada Special Operating Agency (Revolving Fund)–Managing and delivering passport services to Canadians through the use of the Passport Revolving Fund.
Passport Canada Special Operating Agency (Appropriated Funds)–Managing and delivering passport services to Canadians through initiatives complementing funding from the Appropriated Funds.

On June 7, 2007, Treasury Board Secretariat approved the new DFAIT PAA. The new PAA has the following three strategic outcomes: Canada’s International Agenda, International Services for Canadians and Canada’s International Platform.

The department is also responsible for the Canada Account, which is administered by Export Development Canada (EDC) pursuant to section 23 of the Export Development Act. The Canada Account supports export transactions which, though within the scope of EDC’s authority, are considered to be outside of the organization’s risk tolerance. Such transactions may be conducted under the Canada Account if they are deemed to be in Canada’s national interest by the Minister of International Trade and the Minister of Finance.

2. Summary of Significant Accounting Policies

The financial statements have been prepared in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector.

Significant accounting policies are as follows:

(a) Parliamentary appropriations: The department is financed by the Government of Canada through Parliamentary appropriations. Appropriations provided to the department do not parallel financial reporting according to Canadian generally accepted accounting principles since appropriations are primarily based on cash flow requirements. Consequently, items recognized in the Statement of Operations and the Statement of Financial Position are not necessarily the same as those provided through appropriations from Parliament. Note 3 provides a high-level reconciliation between the bases of reporting.
(b) Consolidation: These financial statements include the accounts of Passport Canada. Revenue and expense transactions and asset and liability accounts between Passport Canada and the department have been eliminated. The department has recorded investments in the three Crown corporations: Canadian Commercial Corporation, Export Development Canada and the International Development Research Centre. These investments are recorded at cost. The results of the Crown corporations are not consolidated in these financial statements due to the fact that the department is deemed not to control these entities.
(c) Net Cash Provided by Government: The department operates within the Consolidated Revenue Fund (CRF), which is administered by the Receiver General for Canada. All cash received by the department is deposited to the CRF and all cash disbursements made by the department are paid from the CRF. The net cash provided by Government is the difference between all cash receipts and all cash disbursements, including transactions between departments of the federal government.
(d) Change in net position in the Consolidated Revenue Fund: The change in the net position of the CRF is the difference between the net cash provided by Government and appropriations used in a year, excluding the amount of non-respendable revenue recorded by the department. It results from timing differences between when a transaction affects appropriations and when it is processed through the CRF.
(e) Revenues: Revenues are accounted for in the period in which the underlying transaction or event that gave rise to the revenues occurred. The department also receives revenues from regulatory fees that are recognized in the period in which the service is provided. Revenues that have been received but not yet earned for specified purposes are recorded as deferred revenues.
(f) Expenses: Expenses are recorded on the accrual basis:
1. Grants are recognized in the year in which the conditions for payment are met. In the case of grants which do not form part of an existing program, the expense is recognized when the Government announces a decision to make a non-recurring transfer, provided the enabling legislation or authorization for payment receives parliamentary approval prior to the completion of the financial statements;
2. Contributions are recognized in the year in which the recipient has met the eligibility criteria or fulfilled the terms of a contractual transfer agreement;
3. Vacation pay and compensatory leave are expensed as the benefits accrue to employees under their respective terms of employment;
4. Services provided without charge by other government departments for accommodation, the employer’s contribution to the health and dental insurance plans and legal services are recorded as operating expenses at their estimated cost.
(g) Employee future benefits:
1. Pension benefits: Eligible Canada-based staff (CBS) participate in the Public Service Pension Plan, a multi-employer plan administered by the Government of Canada. The department's contributions to the Plan are charged to expenses in the year incurred and represent the total departmental obligation to the Plan. Current legislation does not require the department to make contributions for any actuarial deficiencies. Eligible locally engaged staff (LES) participate in locally administered pension plans. These contributions are charged to expense in the year incurred.
2. Severance benefits: Employees (CBS and LES) are entitled to severance benefits under labour contracts or conditions of employment. These benefits are accrued as employees render the services necessary to earn them. The CBS obligation relating to the benefits earned by employees is calculated using information derived from the results of the actuarially determined liability for employee severance benefits for the Government as a whole. The LES obligation is established on the basis of operational requirements of the mission, local laws or practice and is calculated based on the number of eligible employees multiplied by the estimated severance payment based on historical experience.
(h) Cash: Cash for the department consists of the funds in transit from missions and funds received and not yet deposited, partially offset by credits in imprest accounts. This cash is for the facilitation of operations. All foreign currency accounts are valued at the rate as of March 31.
(i) Accounts and loans receivable: Accounts and loans receivable are stated at amounts expected to be ultimately realized; a provision is made for receivables where recovery is considered uncertain. An allowance for loans, resulting in a provision, is applied against the loans receivable balance. An allowance for doubtful accounts, resulting in a charge to bad debt, is applied to the accounts receivable balance.

Loans are initially recorded at cost and are adjusted to reflect the concessionary terms of those loans made on a long-term, low-interest or interest-free basis (unamortized discount). An allowance for valuation is further used to reduce the carrying value of the loans to amounts that approximate their net realizable value. Interest on loans receivables is applied in accordance with the policy that governs the account or the loan. Interest revenue is recognized at the time it is applied to the account.
(j) Investments in Crown corporations: Investments in Crown corporations are recorded at cost. If there is a permanent impairment in value, an allowance is recorded to reduce the carrying value of the investment to a nominal amount.
(k) Repayable contributions: Repayable contributions are contributions where the recipient is expected to repay the amount advanced. The contributions of the department include conditionally repayable contributions, which become either all or partly repayable, if conditions specified in the contribution agreement come into effect. Accordingly, they are not recorded on the Statement of Financial Position until such time as the conditions specified in the agreement are satisfied, at which time they are then recorded as a receivable and a reduction in transfer payment expenses. An estimated allowance for un-collectibility is recorded where appropriate.
(l) Inventories: Inventories consist of parts, material and supplies held for future program delivery and not intended for resale, as well as inventory for sale. All inventories are valued at cost. If they no longer have service potential, they are valued at the lower of cost or net realizable value.
(m) Foreign currency transactions: Transactions involving foreign currencies are translated into Canadian dollar equivalents using rates of exchange in effect at the time of those transactions. Monetary assets and liabilities denominated in a foreign currency are translated into Canadian dollars using the rate of exchange in effect on March 31. Losses on foreign exchange are presented in Note 4 - Expenses, while gains on foreign exchange are presented on Note 5 - Revenue.

(n) Tangible capital assets: All tangible capital assets and leasehold improvements having an initial cost of $10,000 or more are recorded at their acquisition cost. The department does not capitalize intangibles, works of art and historical treasures that have cultural, aesthetic or historical value, and assets located in museum collections.

Amortization of tangible capital assets is done on a straight-line basis over the estimated useful life of the assets as follows:

Asset Class	Amortization Period
Buildings	20 to 25 years
Works and infrastructure	30 years
Machinery and equipment	3 to 25 years
Informatics hardware	3 years
Vehicles	5 to 10 years
Aircraft	20 years
Leasehold improvements	Lesser of the life of the improvement or term of the lease
Assets under construction	Once in service, in accordance with asset type

(o) Contingent liabilities: Contingent liabilities are potential liabilities which may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur, and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded. If the likelihood is not determinable or an amount cannot be reasonably estimated, the contingency is disclosed in the notes to the financial statements.
(p) Measurement uncertainty: The preparation of these financial statements in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses reported in the financial statements. At the time of preparation of these statements, management believes the estimates and assumptions to be reasonable. The most significant items where estimates are used are contingent liabilities, the liability for employee severance benefits and the useful life of tangible capital assets. Actual results could significantly differ from those estimated. Management's estimates are reviewed periodically and, as adjustments become necessary, they are recorded in the financial statements in the year they become known.

3. Parliamentary Appropriations

The department receives most of its funding through annual parliamentary appropriations. Items recognized in the Statement of Operations and the Statement of Financial Position in one year may be funded through parliamentary appropriations in prior, current or future years. Accordingly, the department has different net results of operations for the year on a government-funding basis than on an accrual-accounting basis. The differences are reconciled in the following tables:

(a) Reconciliation of net cost of operations to current year appropriations used:

		2008	2007
		(in thousands of dollars)

Net cost of operations		1,626,731	1,924,638

Adjustments for items affecting net cost of operations but not affecting appropriations: Add (Less):
	Services provided without charge by other government departments	(78,000)	(81,400)
	Amortization of tangible capital assets	(81,553)	(74,344)
	Refunds of prior year expenditures	8,002	12,473
	Revenue not available for spending	535,084	682,288
	Gain on disposal and writedown of tangible capital assets	45,033	2,326
	Decrease in the allowance for loans receivable	327,040	195,527
	Decrease (increase) in accounts payable not affecting appropriations	10,000	(25,000)
	Decrease in the allowance for loan guarantees	38,916	30,580
	Increase in vacation pay and compensatory leave	(3,040)	(3,128)
	Decrease in employee severance benefits	30,813	18,076
	Other	(23,937)	(1,589)

		2,435,089	2,680,447
Adjustments for items not affecting net cost of operations but affecting appropriations Add (Less):
	Acquisitions of tangible capital assets	225,562	122,232
	Increase in prepaid expenses	7,082	1,644
	Increase (decrease) in inventory held for re-sale	1,997	(915)
	Increase in consumable inventory	1,181	167

Current year appropriations used		2,670,911	2,803,575

(b) Appropriations provided and used

		Appropriations Provided
		2008	2007
		(in thousands of dollars)

Vote 1 - Operating Expenditures		1,275,298	1,321,511
Vote 5 - Capital Expenditures		206,221	143,535
Vote 10 - Grants and Contributions		782,158	750,714
Vote 12a - Debt Forgiveness		-	126,923
Statutory		610,928	672,696

		2,874,605	3,015,379

Less:
	Appropriations available for future years	75,337	55,598
	Lapsed appropriations: Operating	53,322	51,611
	Lapsed appropriations: Capital	35,299	7,136
	Lapsed appropriations: Grants and Contributions	39,736	97,459

		203,694	211,804

	Total appropriations used	2,670,911	2,803,575

(c) Reconciliation of net cash provided by Government to current year appropriations used

		2008	2007
		(in thousands of dollars)

Net cash provided by Government		1,531,970	1,530,457
Revenue not available for spending		535,084	682,288
Refunds of prior year expenditures		8,002	12,473

		2,075,056	2,225,218

Change in net position in the Consolidated Revenue Fund
	Decrease (increase) in accounts receivable and advances	403,756	(395,669)
	Decrease in Canada Account loans	258,076	240,571
	(Decrease) increase in accounts payable and accrued liabilities	(463,660)	526,582
	(Decrease) increase in deferred revenue	(2,003)	2,225
	Adjustment for the allowance for loans receivable	327,040	195,527
	Adjustment for accounts payable not affecting appropriations	10,000	(25,000)
	Adjustment for the allowance for loan guarantees	38,916	30,580
	Other adjustments	23,730	3,541

		595,855	578,357

	Current year appropriations used	2,670,911	2,803,575

4. Expenses

The following table presents details of expenses by category:

		2008	2007
		(in thousands of dollars)

Transfer payments
	Non-profit organizations	378,963	275,251
	Other countries and international organizations	333,231	885,649
	Other	14,391	25,583
	Other levels of government in Canada	11,279	10,842
	Industry	2,336	4,925
	Individuals	182	143

Total transfer payments		740,382	1,202,393

Operating expenses
	Salaries and employee benefits	923,449	876,178
	Foreign exchange loss - Net	344,360	-
	Professional and special services	194,952	182,951
	Rentals	182,194	173,738
	Transportation and telecommunications	177,480	222,136
	Amortization	81,553	74,344
	Acquisition of machinery and equipment, including parts and consumables	80,130	82,042
	Utilities, materials and supplies	41,130	40,405
	Repairs and maintenance	38,134	41,696
	Information	21,168	8,598
	Loan administration charges	14,584	14,446
	Other	2,382	11,672
	Bad debt	(35,693)	92,144
	Provision for loans and guarantees	(332,707)	(199,057)

Total operating expenses		1,733,116	1,621,293

Total expenses		2,473,498	2,823,686

The presentation in the current year has changed to include expenses related to the Canada Account.

5. Revenues

The following table presents details of revenues by category:

	2008	2007
	(in thousands of dollars)

Sale of goods and services	432,206	350,902
Dividend revenue	250,000	350,000
Interest on non-tax revenues	76,942	78,845
Gain on disposal of tangible capital assets	45,033	2,326
Amortization of discounts	27,220	27,225
Other non-tax revenue	9,782	22,828
Lease revenue	5,584	-
Foreign exchange gain - Net	-	66,922

Total revenues	846,767	899,048

The presentation in the current year has changed to include revenues related to the Canada Account.

6. Accounts Receivable and Advances

The following table presents details of accounts receivable and advances:

	2008	2007
	(in thousands of dollars)

Receivables from external parties	223,575	630,803
Other advances	32,882	28,381
Receivables from other government departments and agencies	32,271	50,912
Employee advances	15,147	16,146
Cash in transit	11,469	34,207

Sub-total	315,344	760,449

Allowance for doubtful accounts on external receivables and advances	(189,934)	(231,283)

Total receivables and advances, net of allowances	125,410	529,166

7. Investments in Crown Corporations

	2008	2007
	(in thousands of dollars)

Export Development Canada	983,200	983,200
Canadian Commercial Corporation	8,000	8,000
International Development Research Centre	-	-

Total investments in Crown corporations	991,200	991,200

Export Development Canada
Export Development Canada (EDC) is a Canadian Crown corporation that provides financing and risk-management services to Canadian exporters and investors in up to 200 markets worldwide. EDC is financially self-sufficient and operates on commercial principles. It is wholly owned by the Government of Canada, and is listed in Schedule III to the Financial Administration Act, Part 1. EDC reports to Parliament through the Minister of International Trade. Included in this account are 9.8 million EDC shares issued to the Government of Canada at a value of $100 per share. Total authorized capital of EDC is $1,500,000,000, 15 million shares at a par value of $100 each.

During the year, the department recorded dividend revenue from EDC of $250,000,000 ($350,000,000 in 2007).

Canadian Commercial Corporation
The Canadian Commercial Corporation (CCC) is an agent Crown corporation listed in Part 1 of Schedule III of the Financial Administration Act. Included within the Corporation’s contributed surplus is paid up capital by the department of $8,000,000.

International Development Research Centre
The International Development Research Centre (IDRC) is a Crown corporation that was created by the Parliament of Canada in 1970. IDRC reports to Parliament through the Minister of Foreign Affairs. IDRC is principally funded by parliamentary appropriations. IDRC was incorporated with no share capital.

8. Canada Account Loans

This category consists of: loans made to national governments and loans to commercial entities. Loans to national governments and commercial entities are administered by EDC through the Canada Account.

Pursuant to section 23 of the Export Development Act, the Minister of International Trade, with concurrence of the Minister of Finance, may authorize EDC to enter into certain transactions or class of transactions where the Minister is of the opinion it is in the national interest and where EDC has advised the Minister that it will not enter into such transactions. Such transactions could not be supported by EDC for various reasons, one of which would be on the basis of EDC’s risk management practices. Funding for such transactions is provided by the Minister of Finance out of the CRF and the transactions are administered by EDC on behalf of the Government of Canada. The department is authorized to issue a maximum of $13,000,000,000 for Canada Account loans and guarantees.

Loan transactions with long repayment terms and/or low or zero interest rates are recorded in part as expenses (amortized discount) when the economic value is reduced due to such concessionary terms.

The following table presents the balances for loans made to national governments and commercial entities:

		2008	2007
		(in thousands of dollars)

Loans to national governments
1 to 5 year term, 0 percent (London Interbank Offered Rate, or LIBOR) interest per annum, with final repayment December 2010		838	1,540
6 to 10 year term, 0.5 percent to 9 percent interest per annum, with final repayments between March 2007 and June 2014		32,540	37,629
11 to 15 year term, 0.5 percent (LIBOR) to 5.1 percent (LIBOR) interest per annum, with final repayments between April 2018 and November 2024		82,901	99,403
16 to 20 year term, 0 percent interest per annum, with final repayment March 2011		4,452	6,666
21 to 25 year term, 0 percent to 3.00 percent interest per annum, with final repayments between November 2015 and April 2018		27,041	37,019
31 to 55 year term, 0 percent to 8.97 percent interest per annum, with final repayments between December 2010 and February 2045		733,786	839,108

		881,558	1,021,365

Loans to commercial entities
1 to 5 year term, 8.5 percent interest per annum, with final repayment April 2000		3,399	3,812
6 to 10 year term, 8.97 to 9.00 percent interest per annum, with final repayment February 2008		17,107	27,178
11 to 15 year term, 0 percent to 5.89 percent interest per annum, with final repayments between April 2008 and March 2022		1,859,753	2,281,803
16 to 20 year term, 0 percent interest per annum, with final repayments between June 2012 and November 2014		21,791	22,379

		1,902,050	2,335,172

Other loans		31,680	43,867

Less:
	Portion expensed due to concessionary terms	(676,572)	(703,791)
	Allowance for valuation	(421,555)	(721,376)

		(1,098,127)	(1,425,167)

Total		1,717,161	1,975,237

9. Tangible Capital Assets

(in thousands of dollars)

Cost

Capital Asset Class	Opening Balance	Acquisitions	Disposals & Write-offs	Closing Balance
Land	216,983	24,688	(1,133)	240,538
Buildings	1,057,778	77,865	(2,518)	1,133,125
Works and infrastructure	1,204	1,438	-	2,642
Machinery and equipment	64,239	8,581	(508)	72,312
Informatic hardware	52,214	6,071	(440)	57,845
Vehicles	38,680	5,055	(4,220)	39,515
Aircrafts *	-	89,335	-	89,335
Leasehold Improvements	131,875	34,141	-	166,016
Assets under construction	111,411	(21,612)	-	89,799
Total	1,674,384	225,562	(8,819)	1,891,127

Accumulated amortization

Capital Asset Class	Opening Balance	Amortization	Disposals & Write-offs	Closing Balance	2008 Net Book Value	2007 Net Book Value
Land	-	-	-	-	240,538	216,983
Buildings	479,700	48,859	(1,657)	526,902	606,223	578,078
Works and infrastructure	-	36	-	36	2,606	1,204
Machinery and equipment	51,458	2,862	(500)	53,820	18,492	12,781
Informatic hardware	41,818	4,047	(440)	45,425	12,420	10,396
Vehicles	19,183	4,844	(3,586)	20,441	19,074	19,497
Aircrafts *	-	3,320	-	3,320	86,015	-
Leasehold Improvements	54,702	17,585	-	72,287	93,729	77,173
Assets under construction	-	-	-	-	89,799	111,411
Total	646,861	81,553	(6,183)	722,231	1,168,896	1,027,523

Amortization expense for the year ended March 31, 2008 is $81,552,683 (2007 - $74,344,486).

* Aircrafts consists of planes that were returned to the Canada Account due to the restructuring of loan agreements. While the department does not in the ordinary course of business act as lessor, it has engaged in leasing activities to maximize recoveries on these returned assets and minimize potential losses. Operating lease revenue is recognized on a straight-line basis over the terms of the underlying leases.

10. Softwood Lumber Agreement

The Softwood Lumber Agreement (the "Agreement") between the governments of the United States of America and Canada entered into force on October 12, 2006. Under the authority of the Minister of International Trade, EDC was designated by the Government of Canada to administer the return of duties and interest owed to Canadian companies by the U.S. government. Under this arrangement, EDC purchased the rights to the duties and interest owed to Canadian softwood producers opting to participate in the deposit refund mechanism, with funds advanced by the department from the CRF.

As at March 31, 2007, the department accrued a liability of $502,919,703, representing the net amount due to members of the Coalition for Fair Lumber Imports, the binational industry council, and meritorious initiatives of the United States of America under the terms of the Agreement. Amounts receivable by the department from EDC as at March 31, 2007 totalled $11,191,307. All outstanding matters in relation to the agreement were settled during 2007-2008 and there are no amounts remaining due or receivable as at March 31, 2008.

11. Deferred Revenue

Deferred revenue is comprised of monies received as prepayment for services to be performed by the department on behalf of third parties and deposits and unclaimed cheques for passport fees. Details of the transactions related to this account are as follows:

	2008	2007
	(in thousands of dollars)

Opening Balance	2,376	151
Funds Received	262	2,230
Revenue Recognized	(2,265)	(5)

Closing Balance	373	2,376

12. Employee Benefits

(a) Pension benefits: The department's CBS participate in the Public Service Pension Plan, which is sponsored and administered by the Government of Canada. Pension benefits accrue up to a maximum period of 35 years at a rate of 2 percent per year of pensionable service, times the average of the best five consecutive years of earnings. The benefits are integrated with Canada/Qu�bec Pension Plans benefits and are indexed to inflation.

Both the employees and the department contribute to the cost of the Plan. The 2007-2008 departmental expense amounts to $69,837,802 ($66,634,100 in 2006-2007), which represents approximately 2.1 times (2.2 times in 2006-2007) the contributions by employees.

The department's responsibility with regard to the Plan is limited to its contributions. Actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan's sponsor.

Eligible LES participate in locally administered pension plans. These plans are linked to local practises. The departmental contributions are charged to expense in the year incurred. The 2007-2008 departmental expense amounts to $15,165,678 ($17,392,141 in 2006-2007).

(b) Severance benefits: The department provides severance benefits to its employees based on eligibility, years of service and final salary. These severance benefits for CBS and LES are not prefunded. Benefits will be paid from future appropriations. Information about the severance benefits, measured as at March 31, is as follows:

	2008	2007
	(in thousands of dollars)

Accrued benefit obligation, beginning of year	141,205	159,281
Expense or adjustment for the year	(18,021)	(3,850)
Benefits paid or adjustment during the year	(12,792)	(14,226)

Accrued benefit obligation, end of year	110,392	141,205

A revision to a management assumption regarding LES severance liability resulted in a $27,530,420 reduction in the estimate of the current year liability. This reduction has been reflected as a reduction to the expense in the current year.

13. Contingent Liabilities

(a) Claims and litigation:
Legal proceedings totalling approximately $12,974,089,247 ($13,263,859,304 in 2006-2007) were still pending at March 31, 2008. Some of these potential liabilities may translate into actual liabilities as a result of court decisions or out-of-court settlements. To the extent to which future legal decisions are assessed as unfavourable, and a reasonable estimate of the loss can be made, estimated liabilities are accrued and an expense is recorded in the financial statements.

(b) Loan guarantees:
Loan guarantees relate to guarantees rendered on loans made to national governments and loans to commercial entities which are administered by EDC through the Canada Account.

Loan guarantees by the department at March 31, 2008 amount to $467,964,715 ($532,352,766 at March 31, 2007), for which an allowance of $33,504,028 ($72,420,309 at March 31, 2007) has been recorded. These loan guarantees are subject to payment in the event of the default of the debtor. An allowance for valuation is used to reduce the carrying value of the loans to amounts that approximate their net realizable value. The allowance is determined based on the Government's identification and evaluation of countries that have formally applied for debt relief, estimated probable losses that exist on the remaining portfolio, and changes in the economic conditions of sovereign and non-sovereign debtors.

14. Contractual Obligations

The nature of the department's activities can result in some large multi-year contracts and obligations whereby the department will be obligated to make future payments when the services/goods are received. These obligations include long-term rental agreements for chancery offices, transfer payments, and loan commitments under the Canada Accounts. Significant contractual obligations that can be reasonably estimated are summarized as follows:

(in thousands of dollars)	2009	2010	2011	2012	2013	2014 and there-after	Total
Lease of office space in Gatineau, Que	2,000	2,000	2,000	2,000	2,000	9,000	19,000
Lease of office and parking space in Moscow	3,000	7,000	7,000	7,000	7,000	164,000	195,000
Chancery lease Consul General in New York	3,000	3,000	3,000	3,000	1,000	-	13,000
Chancery lease in Chicago	1,000	1,000	1,000	1,000	1,000	5,000	10,000
Chancery lease PRMNY, New York	1,000	1,000	2,000	2,000	2,000	9,000	17,000
Undisbursed Canada Account loan commitments	2,000	-	-	-	-	-	2,000
Obligation resulting from loan restructuring	2,400	2,400	1,200	500	-	-	6,500
Transfer payments to the International Centre for Human Rights and Democratic Development	5,000	5,000	5,000	4,000	-	-	19,000
Total	19,400	21,400	21,200	19,500	13,000	187,000	281,500

15. Related Party Transactions

The department is related as a result of common ownership to all Government of Canada departments, agencies, and Crown corporations. The department enters into transactions with these entities in the normal course of business and on normal trade terms. Also, during the year, the department received services which were obtained without charge from other Government departments as presented in part (a).

(a) Services provided without charge by other government departments:

During the year, the department received services without charge from other departments (accommodation, legal fees and the employer's contribution to the health and dental insurance plans). These services without charge have been recognized in the department's Statement of Operations as follows:

	2008	2007
	(in thousands of dollars)

Accommodation	28,700	28,100
Employer's contribution to the health and dental insurance plans	47,500	50,400
Legal services	1,500	2,600
Workers compensation charges	300	300

Total	78,000	81,400

(b) Payables and receivables outstanding at year end with related parties:

	2008	2007
	(in thousands of dollars)

Receivables from other government departments and agencies	32,271	50,912
Payables to other government departments and agencies	43,477	21,021

(c) Administration of programs on behalf of other government departments:

The department has a number of memorandums of understanding (MOUs) with partner departments for the administration of unique, in-year programs delivered abroad. These expenses are reflected in the financial statements of our partner departments and not those of DFAIT. The department administered approximately $261,000,000 ($282,000,000 in 2006-2007) for operational and program activities on behalf of partner departments. DFAIT also collected approximately $276,000,000 ($310,000,000 in 2006-2007) in revenues on behalf of our partner departments. These revenues were remitted to the partner departments and are reflected in the financial statements of our partners departments and not those of DFAIT.

(d) Management and administration of Common Services:

In accordance with the Treasury Board Common Service Policy (February 1997), and the Department of Foreign Affairs and International Trade Act, DFAIT has the mandate to manage the procurement of goods, services and real property at missions abroad. These common services are mandatory for departments to use when required to support Canada's diplomatic and consular missions abroad.

MOUs are in force between DFAIT and other federal government departments, and between DFAIT and co-locators (Crown corporations, non-federal organizations, and may include other federal government departments) to cover the roles and responsibilities of all parties at missions. These MOUs outline the principles and operational guidelines for the management and administration of the common services regime, specifications with respect to services and service delivery standards, the funding of common services, the responsibilities of parties, and dispute resolution.

i. Common services provided to other federal government departments
In the fiscal year ended March 31, 2008, expenses related to changes made to partner departments’ representation abroad are reflected in the financial statements of the department. Appropriations for the department are adjusted via the Annual Reference Level Updates (ARLU) and the fiscal year’s supplementary estimates.
This activity amounted to approximately $20,552,000 ($22,800,000 in 2006-2007) of in-year funding received via Supplementary Estimates and $17,776,000 ($8,942,000 in 2006-2007) of permanent funding handled through the ARLU.
ii. Common services provided to co-locators
In the fiscal year ended March 31, 2008, this activity amounted to approximately $7,920,000 ($7,238,000 in 2006-2007) of in-year funds.

16. Comparative Information

Comparative figures have been reclassified to conform to the current year's presentation.

ARCHIVED - Department of Foreign Affairs and International Trade

Archived Content

2007-08 Departmental Performance Report

Department of Foreign Affairs and International Trade

Table of Contents

Table 3: Loans, Investments, and Advances (Non-budgetary)

Table 4: Sources of Respendable and Non-Respendable Revenue

Table 5: Passport Canada Revolving Fund

Table 6: User Fees/External Fees

Table 6.1–A: User Fees Act-Access to Information

Table 6.1–B: Policy on Service Standards for External Fees–Access to Information

Table 6.2–A: User Fees Act–International Youth Program

Table 6.2–B: Policy on Service Standards for External Fees–International Youth Program

Table 6.3–A: User Fees Act–Export/Import Fees

Table 6.3–B: Policy on Service Standards for External Fees–Export/Import Fees

Table 6.4/6.5–A: User Fees Act–Consular 1. Consular Service Fee

2. Specialized Consular Services Fees

Table 6.4/6.5–B: Policy on Service Standards for External Fees–Consular Service and Specialized Consular Service

Table 6.6–A: User Fees Act–Passport Canada

Table 6.6–B: Policy on Service Standards for External Fees–Passport Canada Revolving Fund

Table 6.0–A: User Fees Act–Totals

Table 7.1: Details on Transfer Payment Programs (TPPs)

Table 7.2: Details on Transfer Payment Programs (TPPs)

Table 7.3: Details on Transfer Payment Programs (TPPs)

Table 7.4: Details on Transfer Payment Programs (TPPs)

Table 7.5: Details on Transfer Payment Programs (TPPs)

Table 7.6: Details on Transfer Payment Programs (TPPs)

Table 7.7: Details on Transfer Payment Programs (TPPs)

Table 7.8: Details on Transfer Payment Programs (TPPs)

Table 7.9: Details on Transfer Payment Programs (TPPs)

Table 7.10: Details on Transfer Payment Programs (TPPs)

Table 7.11: Details on Transfer Payment Programs (TPPs)

Table 7.12: Details on Transfer Payment Programs (TPPs)

Table 7.13: Details on Transfer Payment Programs (TPPs)

Table 7.14: Details on Transfer Payment Programs (TPPs)

Table 7.15: Details on Transfer Payment Programs (TPPs)

Table 7.16: Details on Transfer Payment Programs (TPPs)

Table 7.17: Details on Transfer Payment Programs (TPPs)

Table 7.18: Details on Transfer Payment Programs (TPPs)

Table 7.19: Details on Transfer Payment Programs (TPPs)

Table 7.20: Details on Transfer Payment Programs (TPPs)

Table 7.21: Details on Transfer Payment Programs (TPPs)

Table 7.22: Details on Transfer Payment Programs (TPPs)

Table 8.1: Foundations (Conditional Grants)

Table 8.2: Foundations (Conditional Grants)

Table 8.3: Foundations (Conditional Grants)

Table 9.1: Horizontal Initiatives

Table 9.2: Horizontal Initiatives

Table 10: Sustainable Development Strategy (SDS)

Table 11-A: Responses to Parliamentary Committees

Table 11-B: Responses to the Auditor General

Table 11-C: External Audits

Table 12-A: Internal Audits

Table 12-A2: Mission Inspections

Table 12-B : Evaluations

Table 13: Travel Policies

Table 14: Financial Statements

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE Statement of Management Responsibility

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE Statement of Operations (Unaudited)

Expenses (Note 4)

Total expenses

Revenues (Note 5)

Total revenues

Net cost of operations

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE Statement of Financial Position (Unaudited)

Assets

Liabilities

Equity of Canada

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE Statement of Equity of Canada (Unaudited)

Equity of Canada, beginning of year

Equity of Canada, end of year

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE Statement of Cash Flow (Unaudited)

Operating activities

Capital investment activities

Financing Activities

1. Authority and Objectives

2. Summary of Significant Accounting Policies

3. Parliamentary Appropriations

4. Expenses

5. Revenues

2007-08
Departmental Performance Report

Table 6.4/6.5–A: User Fees Act–Consular
1. Consular Service Fee

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Management Responsibility

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Operations (Unaudited)

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Financial Position (Unaudited)

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Equity of Canada (Unaudited)

DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE
Statement of Cash Flow (Unaudited)