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Supplementary Information (Tables)
Program Activity |
Actual 2007-08 |
Actual 2008-09 |
2009-10 | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Revenue |
Total Authorities |
Actual | |||
Diplomacy and Advocacy | ||||||
International youth exchange | 4.5 | 7.3 | 8.3 | 7.9 | 9.5 | 8.5 |
International Commerce | ||||||
Trade fairs and missions | 0.7 | 0.4 | 3.1 | 3.1 | 3.1 | 0.1 |
Canada's International Platform: Support at Headquarters | ||||||
Training services | 5.1 | 6.1 | 6.3 | 6.3 | 6.5 | 5.5 |
Real property services abroad | 0.6 | 0.1 | 1.1 | 1.1 | 1.1 | 0.4 |
Telecommunications services | 1.1 | 2.3 | 2.1 | 2.1 | 2.1 | 0.5 |
Total Canada's International Platform: Support at Headquarters | 6.8 | 8.5 | 9.5 | 9.5 | 9.7 | 6.5 |
Canada's International Platform: Support at Missions Abroad | ||||||
Real property services abroad (co-location) | 1.9 | 4.9 | 8.2 | 8.2 | 16.0 | 15.2 |
Consular Affairs | ||||||
Specialized consular services | 3.6 | 4.2 | 4.3 | 4.3 | 4.3 | 3.8 |
Passport Canada Special Operating Agency (Revolving Fund) | ||||||
Passport fees | 318.6 | 263.3 | 296.3 | 296.3 | 296.3 | 290.8 |
Total Respendable Revenue | 336.1 | 288.6 | 329.6 | 329.3 | 338.8 | 324.9 |
Due to rounding, figures may not add to totals shown.
Program Activity |
Actual 2007-08 |
Actual 2008-09 |
2009-10 | ||
---|---|---|---|---|---|
Planned Revenue |
Total Authorities |
Actual | |||
International Policy Advice and Integration | |||||
Adjustment to previous year's expenditures1 | - | 0.7 | - | 0.4 | 0.4 |
Diplomacy and Advocacy | |||||
Adjustment to previous year's expenditures1 | - | 6.0 | - | 2.6 | 2.6 |
International Commerce | |||||
Import and export permit fees | 9.5 | 8.4 | 9.0 | 8.3 | 8.3 |
Contributions repaid under the Program for Export Market Development | 1.0 | 0.4 | 0.6 | 0.1 | 0.1 |
Adjustment to previous year's expenditures1 | - | 1.3 | - | 1.6 | 1.6 |
Total International Commerce | 10.5 | 10.1 | 9.6 | 10.0 | 10.0 |
Consular Affairs | |||||
Consular fees | 96.3 | 89.2 | 97.7 | 97.6 | 97.6 |
Canada's International Platform: Support at Headquarters | |||||
Adjustment to previous year's expenditures1 | 4.0 | 3.2 | 2.0 | 3.3 | 3.3 |
Canada's International Platform: Support at Missions Abroad | |||||
Sale of real properties | 49.0 | 15.7 | 34.3 | 13.1 | 13.1 |
Employee rental shares | 23.3 | 26.2 | 23.0 | 18.4 | 18.4 |
Services provided to the Passport Canada | 4.4 | 4.4 | 4.4 | 4.4 | 4.4 |
Adjustment to previous year's expenditures and other1 | 2.6 | 1.3 | 2.4 | 6.1 | 6.1 |
Total Canada's International Platform: Support at Missions Abroad | 79.3 | 47.6 | 64.1 | 42.1 | 42.1 |
Total Non-respendable Revenue | 190.1 | 156.8 | 173.4 | 156.0 | 156.0 |
User Fee: Access to Information Act fees
Fee Type: Other products and services
Fee-setting Authority: Section 11 of the Access to Information Act (ATIA) and section 7 of the Access to Information Regulations
Date Last Modified: Section 11 (ATIA) last modified in 1992 (C-2, s.2)
Performance Standards: 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 (http://laws.justice.gc.ca/en/A-1/218072.html) provides fuller details.
Performance Results: Statutory deadlines met 45.9% of the time.
2009-10 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
8.5 | 9.3 | 3,818 | 2010-11 | 10.0 | 5,876 |
2011-12 | 11.0 | 5,876 | |||
2012-13 | 12.0 | 5,876 |
Other Information: Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:
External Fee | Service Standard | Performance Results | 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 45.9% 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: n/a
User Fee: Any national of a foreign state who applies to enter Canada under the International Experience Canada (IEC) program shall, if the application is approved, pay a participation fee of $150.
Fee Type: Regulatory-Program Participation Fee
Fee-setting Authority: Order JUS-609929 amending the Order-in-Council P.C. 2000-1723 of November 30, 2000, made pursuant to paragraph 19(1)(b) of the Financial Administration Act
Date Last Modified: October 2007
Performance Standards: The fees were implemented to provide more opportunities to young Canadians to travel and work abroad, and to increase international participation in the program. Program participation revenues from fees must be used exclusively for the activities related to and carried out under the program. New service standards concerning application processing times were developed in 2009-2010 and will be implemented in 2010-2011.
Performance Results: In 2009 there were a total of 72,628 IEC participants, which represents an increase of 12% from last year. The level of foreign satisfaction and interest in IEC is growing, as demonstrated by the wish of participating countries to increase participation quotas and the desire of new countries to establish bilateral IEC arrangements on youth mobility. Canada currently has formal bilateral arrangements concerning youth mobility with 25 countries; four of these were signed in 2009-2010. Negotiations with three countries are currently under way, and 10 additional countries have been identified as priorities for negotiation for 2010-2011.
2009-10 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
9,300 | 9,300 | 7,300 | 2010-11 | 13,000 | 11,000 |
2011-12 | 14,000 | 12,000 | |||
2012-13 | 15,000 | 13,000 |
Other Information: Please note that the discrepancy between the "Revenue" and "Full Cost" columns is caused by a carry-forward onto the next fiscal year. It is due to a program timeline producing each year an influx of around $2 million in the middle of the month of March. This money is transferred to the next fiscal year, which causes the $2 million discrepancy every year. This $2 million is essential to program operations and is used to reimburse programming costs at the beginning of each fiscal year.
Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:
External Fee | Service Standard | Performance Results | Stakeholder Consultation |
---|---|---|---|
Any national of a foreign state who applies to enter Canada under an international youth program shall, if the application is approved, pay a fee of $150. | Increased number of opportunities for young Canadians to travel and work abroad Increased number of participants in the IEC program (formerly IYP) |
25 bilateral arrangements concerning youth mobility, including four signed in 2009-2010. Negotiations with three countries are now in the concluding stages, and 10 additional countries have been identified as priorities for negotiation. 72,628 participants in 2009, representing an increase of 12% |
Consultations for the implementation of fees included direct communications, and Ipsos Reid conducted interviews with 25 stakeholders, including non-governmental organizations, DFAIT, Citizenship and Immigration Canada, missions abroad and foreign government stakeholders, resulting in an overall positive reaction. |
Other Information: Please note that 32% ($3.26 million) of this year's budget was transferred to Citizenship and Immigration Canada and 25% ($2.49 million) was transferred to missions abroad for efficient program delivery.
IEC (formerly IYP) is finalizing its accountability, risk and audit framework and has developed an official Service Standard Policy, a new Standard Operating Procedures Manual and a new official IEC Privacy of Information Policy. These elements of the new reporting architecture will be implemented during 2010-2011.
Details of International Experience Canada can be found at www.international.gc.ca/iyp-pij/index.aspx.
User Fee: Fees for the issuance of export and import certificates and permits
Fee Type: Other products and services
Fee-setting Authority: Export and Import Permits Act and Export and Import Permits and Certificates Fees Order
Date Last Modified: 1995
Performance Standards: 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 deparment officers or that have been flagged for an officer's review by the applicant when no additional information or documentation is required.
Performance Results: 99% success rate on the processing of over 482,000 applications in fiscal year 2009-2010.
2009-10 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
12,000 | 8,400 | 21,700 | 2010-11 | 6,400 | 21,700 |
*2011-12 | 2,600 | 7,900 | |||
*2012-13 | 2,600 | 7,900 |
Other Information:
*Projected decreased revenues and decreased costs are partly based on new methodology.
Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:
External Fee | Service Standard | Performance Results | 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 department officers or that have been flagged for an officer's review by the applicant when no additional information or documentation is required. | 99% success rate on the processing of over 482,000 applications in fiscal year 2009-2010 | In December 2009, the department obtained permission from the departmental public opinion policy body to proceed with a stakeholder survey. Work has been initiated and is ongoing. In addition, the department has ongoing consultative bodies to provide input on behalf of stakeholders with respect to certain trade controls, as well as regular outreach and specific consultations with associations and companies with respect to export controls for strategic goods. |
Other Information: n/a
User Fee: Consular Service Fee
Fee Type: Other products and services
Fee-setting Authority: Consular Service Fee Regulations pursuant to the Department of Foreign Affairs and International Trade Act
Date Last Modified: The Consular Service Fee was introduced on November 8, 1995, and has not been modified.
Performance Standards: Consular Services performance standards are grouped under the following service standards categories:
For the complete service standards list, please go to www.voyage.gc.ca/about_a-propos/standards-services-normes-eng.asp.
Consular services are provided to Canadians 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 Watch and Response 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 organisations outside the Government of Canada.
Performance Results: Of the 5,194 Canadians who completed a Client Feedback Form in 2009-2010, fully 93% said they were satisfied or very satisfied with the services received. The department also reports on performance against passport, citizenship and arrest/detention service standards. This information for 2009-2010 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 close to 75% of these detainees are located). As of March 31, 2010, missions met this standard 96% of the time, up 9 percentage points from 2008-2009.
Missions are asked to report on their ability to accept, review and forward citizenship applications to Canada within the 10-day service standard. During 2009-2010, they did so successfully with 84% of the applications.
Missions are monitored on their ability to meet the 15-day service standard for passport issuance. They met this standard 80% of the time.
2009-10 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
101,600 | 97,600 | 92,900 | 2010-11 | 95,200 | 95,700 |
2011-12 | 94,100 | 98,400 | |||
2012-13 | 99,100 | 99,500 |
Other Information: Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:
External Fee | Service Standard | Performance Results | Stakeholder Consultation |
---|---|---|---|
Consular Services 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/about_a-propos/standards-services-normes-eng.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 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 Performance Results under Table 3.4-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: The Consular Service Fee is currently under internal review, which should be completed by the end of 2010-2011.
User Fee: Specialized Consular Services Fee
Fee Type: Other products and services
Fee-setting Authority: Consular Fee (Specialized Services) Regulations, 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.
Performance Standards: Specialized Consular Services performance standards are grouped under the following service standards categories:
Protection and Assistance
Legal and Notary
For the complete service standards list, please go to www.voyage.gc.ca/about_a-propos/standards-services-normes-eng.asp.
Performance Results: Missions abroad opened 3,015 legal and notary cases in the last fiscal year. Client feedback from 424 clients demonstrated an overall satisfaction level with the legal and notary service of 92%.
2009-10 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
4,300 | 3,800 | 5,200 | 2010-11 | 3,600 | 4,300 |
2011-12 | 3,600 | 4,300 | |||
2012-13 | 3,600 | 4,300 |
Other Information: Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:
External Fee | Service Standard | Performance Results | Stakeholder Consultation |
---|---|---|---|
Specialized Consular Services Fee | These standards are available to clients online at http://www.voyage.gc.ca/about_a-propos/standards-services-normes-eng.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. | Missions abroad opened 3,015 legal/notary cases in the last fiscal year. Client feedback from 424 clients demonstrated an overall satisfaction level with the legal/notary service of 92%. | 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: n/a
User Fee: Passport Canada
Fee Type: Other products and services
Fee-setting Authority: Passport service fees regulation
Date Last Modified: December 2001
Performance Standards: 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 |
- Receiving agent-Regular services | 20 |
Performance Results: In 2008-09, overall service standards were met for 98.7% of applications through all channels. Standards for urgent and express services were met for 99.2% of applications: 98.5% for walk-in, 99.2% for mail-in and 99.1% for receiving agents.
2009-10 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
310.4 | 290.6 | 306.0 | 2010-11 | 290.2 | 290.2 |
2011-12 | 308.4 | 308.4 | |||
2012-13 | 347.4 | 347.4 |
Other Information: Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:
External Fee | Service Standard | Performance Results | Stakeholder Consultation | ||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Passport Canada Revolving Fund |
The standard turnaround times in working days are:
|
In 2008-09, overall service standards were met for 98.7% of applications through all channels. Standards for urgent and express services were met for 99.2% of applications: 98.5% for walk-in, 99.2% for mail-in and 99.1% for receiving agents. | N/A |
2009-10 | Planning Years | |||||
---|---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost | |
Sub-Total (R) | 318,909.3 | 300,109.3 | 309,807.3 | 2010-11 | 303,210.0 | 301,205.9 |
2011-12 | 322,411.0 | 320,406.9 | ||||
2012-13 | 362,412.0 | 359,406.9 | ||||
Sub-Total (O) | 117,900.0 | 101,408.1 | 98,121.7 | 2010-11 | 105,200.0 | 121,700.0 |
2011-12 | 100,300.0 | 110,700.0 | ||||
2012-13 | 105,300.0 | 111,800.0 | ||||
Total | 436,809.3 | 401,517.4 | 407,929.0 | 2010-11 | 408,410.0 | 422,905.9 |
2011-12 | 422,711.0 | 431,106.9 | ||||
2012-13 | 467,712.0 | 471,206.9 |
Program Activity: Diplomacy and Advocacy
Name of Transfer Payment Program: Commonwealth Secretariat
Start date: September 28, 1965
End date: Ongoing
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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
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.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 5.8 | 5.0 | 6.0 | 5.5 | 5.1 | 0.9 |
Total Program Activity(ies) | 5.8 | 5.0 | 6.0 | 5.5 | 5.1 | 0.9 |
Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.
Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Name of Transfer Payment Program: Contributions to the UN Office on Drugs and Crime (UNODC) (annual voluntary contribution)
Start date: FY 1999-2000
End date: Ongoing
Description: Contributions to the UNODC build its capacity to effectively fulfill its mandate in the fight against drugs and crime by supporting its operational activities as well as providing funding for global projects.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: Increased UNODC operational capacity in the areas of results-based management, the development of regional programs and financial management. Additionally, global projects were completed that assisted in fighting drugs and crime internationally.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 2.4 | 2.5 | 12.5 | 20.9 | 20.9 | -8.4 |
Total Program Activity(ies) | 2.4 | 2.5 | 12.5 | 20.9 | 20.9 | -8.4 |
Comment(s) on Variance(s): Expenditures for Inter-American Drug Abuse Control Commission and Anti Crime Capacity Building Program, new funding have been combined for presentation purposes.
Audit Completed or Planned: DFAIT has no planned audit; however, projects are subject to audit and evaluation by the UNODC's Independent Audit & Evaluation Unit.
Evaluation Completed or Planned: n/a
Name of Transfer Payment Program: Food and Agriculture Organisation (FAO)
Start date: July 1982
End date: Ongoing
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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
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, improve agricultural productivity, better the lives of rural populations and contribute to the growth of the world economy.
FAO's objectives, as set out in its constitution, are:
Thus contributing to an expanding world economy and ensuring humanity's freedom from hunger.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 15.0 | 17.4 | 17.1 | 16.0 | 15.8 | 1.3 |
Total Program Activity(ies) | 15.0 | 17.4 | 17.1 | 16.0 | 15.8 | 1.3 |
Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.
Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Name of Transfer Payment Program: Global Peace and Security Fund (GPSF)
Start date: Initiated October 3, 2005; operationalized September 18, 2006
End date: March 31, 2013
Description: The GPSF is a critical component of the Stabilization and Reconstruction Task Force (START) portfolio. 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 (DND) 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 forces in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti.
The GPSF is both a responsive and a 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 the Canadian International Development Agency, Public Safety Canada, the RCMP, DND, the Correctional Service of Canada, the Canada Border Services Agency 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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: Despite programming in some of the most difficult environments in the world, the GPSF, the department's largest grants and contributions program, delivered 98.9% of planned project funding in 2009-2010, while improving both strategic planning and results reporting.
The GPSF was used to make significant investments in stabilization activities in Haiti after the devastating earthquake that struck in January 2010, and contributing to Canadian leadership in garnering international support to help the Haitian people rebuild.
The GPSF disbursed $101.6 million to fund over 250 projects, which included 86 in rule of law, 39 in good governance, 13 in human rights, and 6 supporting Afghanistan-Pakistan border cooperation. In the focus countries-Afghanistan, Sudan and Haiti-the GPSF funded 41 projects at $39.58 million, 31 projects at $15.16 million and 22 projects costing $13.79 million, respectively, to support conflict prevention, post-conflict peacebuilding and stabilization initiatives.
Some key results achieved through the GPSF include:
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 9.9 | 25.7 | 30.0 | 19.7 | 19.6 | 10.4 |
Total Contributions | 153.0 | 121.4 | 81.5 | 82.5 | 82.0 | -0.5 |
Total Program Activity(ies) | 162.9 | 147.1 | 111.5 | 102.2 | 101.6 | 9.9 |
Comment(s) on Variance(s): The variance between planned and actual spending is largely attributable to a swap of GPSF funds from Vote 10 to Vote 1 approved in Supplementary Estimates (B) 2009-2010. This swap consisted of:
Audit Completed or Planned: n/a
Evaluation Completed or Planned: A summative evaluation report of the GPSF was conducted in 2009-2010 and a report currently in draft will be approved in the fall of 2010. The evaluation found the program relevant to Canada's foreign policy priorities and made a number of recommendations to improve administration and management of the GPSF.
Name of Transfer Payment Program: Counter-Terrorism Capacity Building Program (CTCBP)
Start date: September, 2005
End date: Ongoing
Description: Provision of assistance to enhance the capacity of key beneficiary states, government entities and international organizations to prevent and respond to threats posed by terrorist activity, in a manner consistent with international counterterrorism and human rights obligations, norms and standards.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: Increased capacity of beneficiary states and government entities to prevent and respond to terrorist activity; increased capacity of international organizations responsible for supporting states' counterterrorism-related efforts.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 3.5 | 3.9 | 4.0 | 4.7 | 4.7 | -0.7 |
Total Contributions | 1.7 | 3.9 | 5.5 | 4.3 | 4.3 | 1.2 |
Total Program Activity(ies) | 5.2 | 7.8 | 9.5 | 9.0 | 9.0 | 0.5 |
Comment(s) on Variance(s): n/a
Audit Completed or Planned:
Audits Completed in 2009-2010:
2005-04 Security Enhancement through Consular Capacity Building
2007-132 ASEAN Workshop on Forging Cooperation among Anti-Terror Units
2007-131 ASEAN Workshop on Preventing Bioterrorism
Audits Planned for 2010-2011:
2008-250 Regional Security System Caribbean Command Course
2008-231 IGAD ICPAT East Africa CT Capacity Building Project
Evaluation Completed or Planned: n/a
Name of Transfer Payment Program: Grants and Contributions in Aid of Academic Relations
Start date: April 1, 2007
End date: March 31, 2011
Description: These grants and contributions expand international education programs to more effectively and efficiently advance departmental priorities, including by contributing to Canada's competitiveness and by promoting democracy, the rule of law and human rights.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: Several international education programs, such as the international scholarships program-including the Emerging Leaders in the Americas Program (ELAP) and the Understanding Canada Program-were further implemented for maximum alignment with government priorities and with efforts to better integrate them into mission planning and use them as levers for other departmental strategies.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 7.9 | 7.8 | 5.6 | 8.2 | 8.2 | -2.6 |
Total Program Activity(ies) | 13.1 | 13.7 | 15.5 | 16.1 | 15.3 | 0.2 |
Comment(s) on Variance(s): Differences are caused by (1) the transfer of grants into contributions; (2) swaps we do with other divisions and departments who use our terms and conditions to spend their funds; and (3) additional funds received for ELAP through Supplementary Estimates ($2,648,627.00).
Audit Completed or Planned: Currently under preparation
Evaluation Completed or Planned: An evaluation was completed in spring 2010.
Name of Transfer Payment Program: Initiatives Related to the Destruction, Deposition and Securing of Weapons of Mass Destruction
Start date: August 12, 2003
End date: March 2013
Description: To implement Canada's commitment to the G-8 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 the prevention of biological weapons proliferation. Canada committed up to $1 billion over 10 years to implement the goals of the Global Partnership, initially in the former Soviet Union, where the threat was most acute. 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 G-8 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 are engaged in projects, and an amount close to US$20 billion has been pledged.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
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.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 83.0 | 107.0 | 116.7 | 119.9 | 119.9 | -3.2 |
Total Program Activity(ies) | 83.0 | 107.0 | 116.7 | 119.9 | 119.9 | -3.2 |
Comment(s) on Variance(s): The program spent $3.2 million more than originally planned. Due to operational efficiencies, $2 million was able to be transferred in the Supplementary Estimates B from Operating to Contributions funds and an additional $1.2 million was received from other areas of the department.
Audit Completed or Planned: The following recipient audits have been completed in 2009-2010:
The following recipient audits are planned for 2010-2011:
Evaluation Completed or Planned: The following evaluation was completed in 2009-2010:
GPP-CWD: A formative evaluation of Canada's contribution to the construction of the Kizner project
No evaluations are planned for 2010-2011.
Name of Transfer Payment Program: International Atomic Energy Agency (IAEA)
Start date: December 19, 1989
End date: Ongoing
Description: Canada's annual 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 to further the safe, secure and peaceful use of nuclear technology, in particular by verifying that states adhere to their commitments to use nuclear energy only for peaceful purposes. 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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: Developed nuclear safety standards and, based on these standards, promoted the achievement and maintenance of high levels of safety in applications of nuclear energy, as well as the protection of human health and the environment against ionizing radiation.
Verified through its inspection system that states are complying with their commitments, under the Non-Proliferation Treaty, to use nuclear material and facilities only for peaceful purposes.
Assisted member states, in the context of social and economic goals, in planning for and using nuclear science and technology for various peaceful purposes, including the generation of electricity, and facilitated the transfer of such technology and knowledge in a sustainable manner to developing member states.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 11.2 | 13.3 | 12.1 | 15.3 | 13.4 | -1.3 |
Total Program Activity(ies) | 11.2 | 13.3 | 12.1 | 15.3 | 13.4 | -1.3 |
Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.
Audit Completed or Planned: n/a
Evaluation Completed or Planned: n/a
Name of Transfer Payment Program: International Criminal Court (ICC)
Start date: April 1, 2005
End date: Ongoing
Description: This is an assessed contribution transfer payment.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: The ICC is the first permanent international court with jurisdiction to investigate and prosecute persons accused of the most serious crimes of international concern. To date, there are 111 states parties to the Rome Statute.
The ICC has cases open in four countries: Uganda, the Democratic Republic of Congo, the Central African Republic and Sudan. In the DRC, two cases are at the trial stage: the Lubanga trial began in January 2009, and the Katanga and Chui joint trial began in November 2009. The charges in the Bemba case (Central African Republic) were confirmed by the Court in June 2009; in February 2010, the Defence submitted a challenge to the admissibility of the case. In February 2010, in follow-up to the issuance of an arrest warrant for Sudanese President Omar al-Bashir in early 2009, the Appeals Chamber directed the Pre-Trial Chamber to decide anew whether the arrest warrant should include the charge of genocide. Also in the Sudan situation, Bahr Idriss Abu Garda was arrested in Europe and appeared voluntarily for the first time before the Pre-Trial Chamber in May 2009. In February 2010, the Pre-Trial Chamber declined to confirm the charges against Abu Garda. Also, in November 2009, the Prosecutor made an application to the Pre-Trial Chamber to approve the initiation of an investigation in Kenya into possible crimes committed during the post-election violence in 2007-2008.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 5.1 | 3.5 | 6.0 | 15.2 | 15.2 | -9.2 |
Total Program Activity(ies) | 5.1 | 3.5 | 6.0 | 15.2 | 15.2 | -9.2 |
Comment(s) on Variance(s): The variance of $9.2 million represents Canada's one-time payment to cover Canada's share of the total estimated costs for the construction of permanent premises for the International Criminal Court. As a state party to the Rome Statute, Canada is obligated to pay a share of this cost in proportion to its share of the assessed contributions. Making this contribution as a one-time payment eliminates interest payments.
Audit Completed or Planned: The Office of Internal Audit conducts compliance, performance and financial audits. An external auditor conducts an annual audit of the ICC in conformity with generally accepted common auditing standards. An Audit Committee, chaired by an external member, meets twice a year to provide strategic advice on organizational matters. The Committee on Budget and Finance, which meets twice a year, provides a mechanism for budgetary and financial review and monitoring of the resources of the ICC and reports to the Assembly of States Parties. Canadian Masud Husain was elected to the body in 2009.
Evaluation Completed or Planned: The Committee on Budget and Finance, which meets twice a year, evaluates a number of thematic issues, including human resources, investment of assets and major program cost drivers. The Assembly of States Parties is considering developing further evaluation functions within the newly created Independent Oversight Mechanism.
Name of Transfer Payment Program: International Labour Organisation (ILO)
Start date: January 1, 1989
End date: Ongoing
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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved:
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | $10.1 | $11.1 | $10.8 | $12.0 | $11.7 | $-0.9 |
Total Program Activity(ies) | $10.1 | $11.1 | $10.8 | $12.0 | $11.7 | $-0.9 |
Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.
Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Name of Transfer Payment Program: International Organisation of the Francophonie (OIF)
Start date: 1972
End date: Ongoing
Description: Canada's statutory contribution to the OIF and two related ministerial conferences.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: This funding continued to support cooperation programs and activities undertaken by the organization, and ensured the promotion of Canadian interests as well as consistency with the political and economic objectives that Canada has set for itself for the Francophonie. The OIF is operating within its budget and adopting greater budgetary rigour.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 12.0 | 13.7 | 13.7 | 13.7 | 13.7 | 0 |
Total Program Activity(ies) | 12.0 | 13.7 | 13.7 | 13.7 | 13.7 | 0 |
Comment(s) on Variance(s): n/a
Audit Completed or Planned: n/a
Evaluation Completed or Planned: Solicitation visit by the office of the Inspector General from June 28 to July 2, 2010.
Name of Transfer Payment Program: North Atlantic Treaty Organisation (NATO), Civil Administration
Start date: January 1, 1989
End date: Ongoing
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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: The results achieved include effective decision making by the alliance in pursuit of the NATO objectives of stability and security in Afghanistan, the North Atlantic region and beyond; support to NATO operations; timely implementation of decisions taken by the North Atlantic Council; appropriate response 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.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 12.8 | 17.7 | 18.0 | 22.7 | 22.2 | -4.2 |
Total Program Activity(ies) | 12.8 | 17.7 | 18.0 | 22.7 | 22.2 | -4.2 |
Comment(s) on Variance(s): The variance can be attributed to fluctuations in the exchange rate as well as an advance payment made in 2009-2010 that fulfills Canada's contribution to the civil budget account for 2010. This will result in a reduced payment to the civil budget account during the 2010-2011 fiscal year. In addition, Canada had accumulated a credit in the new NATO headquarters account due to slippages in the program. This credit was exhausted in 2009, which resulted in a larger payment to this account than in previous years.
Audit Completed or Planned: In 2008, the International Board of Auditors for NATO issued the Annual Activities Report for NATO bodies and associated organizations. See www.nato.int/cps/en/natolive/topics_55937.htm.
Evaluation Completed or Planned: n/a
Name of Transfer Payment Program: Organization of American States (OAS)
Start date: May 31, 1990
End date: n/a
Description: To pay Canada's annual assessed contribution to the OAS, a Charter obligation of membership.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved:
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 11.3 | 11.0 | 11.5 | 12.5 | 12.5 | -1.0 |
Total Program Activity(ies) | 11.3 | 11.0 | 11.5 | 12.5 | 12.5 | -1.0 |
Comment(s) on Variance(s): Canada's quota contribution to the OAS is paid in U.S. dollars. The variance is due to exchange rate differences.
Audit Completed or Planned: The independent Board of External Auditors assessed the OAS as being well managed overall in its 2009 annual report. See http://scm.oas.org/pdfs/2010/CP24374E.pdf.
Evaluation Completed or Planned: n/a
Name of Transfer Payment Program: Organisation for Economic Co-operation and Development (OECD)
Start date: March 20, 1975
End date: n/a
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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
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 address economic problems, including the international financial crisis, through cooperation with other members (soft law, guidelines, agreements); ongoing Canadian influence on policy development with 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 affect our economy and standard of living. Continued sound management of the OECD, including institutional reforms to improve budgeting and priority setting; accession of four new members and the ongoing accession process for one candidate; ongoing 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 (particularly Brazil); strengthened linkages between the OECD and the G-8 to address accountability and development agendas, and the G 20 in support of Leaders' efforts to address the financial crisis.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 11.9 | 13.9 | 13.5 | 14.6 | 14.5 | -1.0 |
Total Program Activity(ies) | 11.9 | 13.9 | 13.5 | 14.6 | 14.5 | -1.0 |
Comment(s) on Variance(s): Planned amounts are based on the previous year's assessed contribution, increased by a small amount to reflect the French inflation rate (the OECD is based in Paris). Canada's share of the budget changes annually as it is based on a formula that takes into account a country's three-year average GDP and population statistics.
Audit Completed or Planned: Audits are performed annually, but results are not declassified for three years. Financial statements can be found at www.oecd.org.
Evaluation Completed or Planned: Audits are performed annually, but results are not declassified for three years. Financial statements can be found at www.oecd.org.
Name of Transfer Payment Program: Organisation for Security and Co-operation in Europe (OSCE)
Start date: January 1, 1993
End date: Ongoing
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 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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: During 2009-2010, the OSCE, due to its comprehensive approach to security, made a significant contribution to furthering European security and transatlantic cooperation through the implementation of programs and activities in priority areas for Canada, such as good governance and respect for human rights, election monitoring, the promotion of tolerance and non-discrimination, conflict prevention, and crisis management. The OSCE budget supports 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. OSCE financial practices and administrative procedures are kept under constant review by the Advisory Committee on Management and Finance, where Canada plays a leading role.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | $13.3 | $7.4 | $14.8 | $15.8 | $15.5 | $-0.7 |
Total Program Activity(ies) | $13.3 | $7.4 | $14.8 | $15.8 | $15.5 | $-0.7 |
Comment(s) on Variance(s): 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.
Audit Completed or Planned: The audited financial report and financial statements for the year that ended December 31, 2008, can be found at: http://www.osce.org/item/39948.html.
Evaluation Completed or Planned: n/a
Name of Transfer Payment Program: Payments in Lieu of Taxes on Diplomatic, Consular and International Organisations' Property in Canada
Start date: January 18, 1979
End date: n/a
Description: 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 form the statutory basis relating to this program. The related memorandum of understanding between Foreign Affairs and International Trade Canada and Public Works and Government Services Canada, National Capital Area, 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 and consular property. These procedures are designed to ensure fiscal and operational accountability, while promoting efficient program delivery.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: Fulfilled Canada's international legal obligations toward foreign diplomatic missions and consular posts, namely those pursuant to the Vienna Convention on Diplomatic Relations and the Vienna Convention on Consular Relations.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 11.3 | 11.4 | 11.4 | 13.8 | 12.7 | -1.3 |
Total Program Activity(ies) | 11.3 | 11.4 | 11.4 | 13.8 | 12.7 | -1.3 |
Comment(s) on Variance(s): The variance between planned and actual spending is generally attributable to lower or higher than anticipated municipal realty taxes. Changes in the volume and entitlement of grants can be other factors in the year-end variance.
Audit Completed or Planned: n/a
Evaluation Completed or Planned: n/a
Name of Transfer Payment Program: Projects and Development Activities Resulting from Francophone Summits
Start date: 1979
End date: Ongoing
Description: Voluntary contribution of Canada to different international Francophonie activities.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values
Results Achieved: Enhancement of Francophone institutions, in particular in the areas of priority activities identified by the heads of state during the summits. The OIF was able to execute over 80% of its planned programming over the reporting period. The programming was defined by member states as a means of implementing the commitments set forth by leaders at the recent summits of the heads of state and government.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 6.9 | 6.9 | 7.5 | 8.1 | 8.1 | -0.6 |
Total Program Activity(ies) | 6.9 | 6.9 | 7.5 | 8.1 | 8.1 | -0.6 |
Comment(s) on Variance(s): Canada contributed a one-time additional amount of $1.1 million for the Francophonie Games held in 2009-2010 in Beirut, Lebanon. Canada reimburses OIF for only a percentage of the implemented programming; this percentage is usually less than 100%.
Audit Completed or Planned: n/a
Evaluation Completed or Planned: Solicitation visit by the office of the Inspector General to Paris scheduled for June 28 to July 2, 2010.
Name of Transfer Payment Program: UN Educational, Scientific and Cultural Organization (UNESCO)
Start date: January 1, 1988
End date: Ongoing
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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved:
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 11.2 | 12.6 | 11.7 | 13.3 | 11.4 | 0.3 |
Total Program Activity(ies) | 11.2 | 12.6 | 11.7 | 13.3 | 11.4 | 0.3 |
Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.
Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Name of Transfer Payment Program: United Nations Peacekeeping Operations
Start date: October 5, 2000
End date: Ongoing
Description: Canada's assessed contribution to UN peacekeeping operations is a legally binding obligation of membership. For further information, see www.un.org.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved: Enhanced peace and security for the countries and regions concerned. Increased levels of security, basic services and governance provided in affected areas. Enabled advanced prospects for peace as well as reconstruction and development activities.
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 192.9 | 203.3 | 190.0 | 270.6 | 236.2 | -46.2 |
Total Program Activity(ies) | 192.9 | 203.3 | 190.0 | 270.6 | 236.2 | -46.2 |
Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.
Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Name of Transfer Payment Program: United Nations Organization
Start date: March 27, 1980
End date: Ongoing
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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved:
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 74.8 | 117.0 | 80.6 | 113.9 | 89.7 | -9.1 |
Total Program Activity(ies) | 74.8 | 117.0 | 80.6 | 113.9 | 89.7 | -9.1 |
Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.
Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Name of Transfer Payment Program: World Health Organisation (WHO)
Start date: January 1, 1990
End date: Ongoing
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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved:
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | 13.6 | 17.5 | 17.6 | 18.2 | 14.6 | 3.0 |
Total Program Activity(ies) | 13.6 | 17.5 | 17.6 | 18.2 | 14.6 | 3.0 |
Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.
Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.
Name of Transfer Payment Program: World Trade Organization (WTO)
Start date: January 1, 1995
End date: n/a
Description: The purpose of this program is to pay the assessed contribution for Canada's membership in the WTO.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Results Achieved:
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) | |
---|---|---|---|---|---|---|
Total Contributions | $5.8 | $6.4 | $6.4 | $6.6 | $6.1 | $0.3 |
Total Program Activity(ies) | $5.8 | $6.4 | $6.4 | $6.6 | $6.1 | $0.3 |
Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.
Audit Completed or Planned: The World Trade Organization accounts are subject to an annual audit by external auditors. The last report of the external auditor is for the biennium 2004/2005. Their report can be found in WTO document WT/BFA/W/142.
Evaluation Completed or Planned: n/a
Name of Recipient: Centre for International Governance (CIG)
Start Date: January 30, 2003
End Date: n/a
Total Funding: $30 million
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.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Summary of Results Achieved by the Recipient(from Annual Report 2009)
Program Activity: Diplomacy and Advocacy
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) |
---|---|---|---|---|---|
0 | 0 | 0 | 0 | 0 | 0 |
Comments on Variance: n/a
Significant Evaluation Findings and URL(s) to Last Evaluation(s)/Future Plans: A positive evaluation was made in 2008, with main recommendations focused on the need for a strategic plan and improved management for results. This CIGI-funded evaluation is not posted online. The next evaluation will take place for 2013.
Significant Audit Findings by the Recipient During the Reporting Year and Future Plan: n/a
Name of Recipient: Forum of Federations
Start Date: March 29, 2001
End Date: March 31, 2011
Total Funding: $30 million1
Description: Canada's support of the Forum of Federations aims to enhance Canada's influence internationally by enabling dialogue on the principles and practice of federalism among key opinion leaders and decision makers. The Forum's focus complements Canada's foreign policy priorities by utilizing Canadian expertise to promote good governance and provide assistance to vulnerable states, thereby predisposing other countries toward Canadian values and interests. The Government of Canada also seeks the participation of provinces and territories in Strategic Council meetings, demonstrating Canada's flexible approach to federalism and promoting a federalism of openness that further enhances the Canadian model abroad.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Summary of Results Achieved by the Recipient:
Governance Programs
In 2009-2010, the Forum of Federations hosted a broad range of activities in the areas of thematic programs, conferences, country-specific events and Global Dialogue workshops. The themes of the Global Dialogue Program in 2009-2010 were "Intergovernmental Relations" and "Political Parties and Civil Society."
Forum events contributed to improving governance through cross-cutting themes such as public security, national capitals, oil and gas, internal markets, environmental assessment, benchmarking, immigrant integration, fragmented metropolitan regions, diversity, intergovernmental relations, political parties, fiscal federalism, and indigenous land tenure. Highlights included:
Development Assistance
The Forum organized or contributed to 35 development assistance events that involved over 1,700 participants, 16 partner organizations and six governments. Large-scale grants for programming were received from the German Federal Foreign Office, German Technical Cooperation, U.K. Department for International Development and the Swiss Agency for Development and Cooperation.
Public Information and Education
Two issues of Federations magazine were published in four languages, focusing on federations and the economic crisis (Volume 8, No. 2) and climate change (Volume 9, No. 1). Publication of Chinese, Hindi and Portuguese editions of Federalism: An Introduction and of English, Arabic and Nepali versions of Fiscal Federalism: A Comparative Introduction was arranged.
Operations
Secondments of two Foreign Affairs officials from Switzerland and Germany have been extended through partnership agreement negotiations.
Program Activity: Diplomacy and Advocacy
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) |
---|---|---|---|---|---|
$0 | $0 | $0 | $0 | $0 | $0 |
Comment on Variance: n/a
Significant Evaluation Findings by the Recipient During the Reporting Year and Future Plan: No evaluations were required by the grant agreement in 2009-2010.
Significant Audit Findings by the Recipient During the Reporting Year and Future Plan: In consultation with the Office of the Inspector General, the Intergovernmental Relations and Domestic Outreach Bureau determined that an audit of the conditional grant provided to the Forum was not required in 2009-2010.
However, an independent performance (value for money) audit, required to ensure the economy, efficiency and effectiveness of the Forum's activities, was undertaken by the organization in 2009-2010. The report is available on the Forum's website (www.forumfed.org) and a copy was provided to the Minister of Foreign Affairs.
Name of Recipient: Asia Pacific Foundation of Canada
Start Date: April 1, 2009
End Date: March 31, 2010
Total Funding: $50 million. In 2005, the Government of Canada agreed to a $50 million conditional agreement for the establishment of an endowment fund to support the Foundation. The Foundation does not receive an annual budget from the federal government.
Description: The Asia Pacific Foundation of Canada, created by an Act of Parliament in 1984, is an independent, not-for-profit think tank concerned with Canada's relations with Asia. The Foundation provides current and comprehensive research, analysis and information on Canada's trans-Pacific relations and brings people together to advance understanding of Canada's role in the Asia-Pacific region. 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 on Canada's relations with Asia Pacific.
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.
Summary of Results Achieved by the Recipient:
Program Activity: Diplomacy and Advocacy
Actual Spending 2007-08 |
Actual Spending 2008-09 |
Planned Spending 2009-10 |
Total Authorities 2009-10 |
Actual Spending 2009-10 |
Variance(s) |
---|---|---|---|---|---|
0 | 0 | 0 | 0 | 0 | 0 |
Comment on Variance: n/a
Significant Evaluation Findings by the Recipient During the Reporting Year and Future Plan: n/a
Significant Audit Findings by the Recipient During the Reporting Year and Future Plan: n/a
Name of Horizontal Initiative: Global Peace and Security Fund (GPSF)
Name of Lead Department(s): Foreign Affairs and International Trade Canada
Lead Department Program Activity: Diplomacy and Advocacy
Start Date of the Horizontal Initiative: October 2, 2005; operationalized September 18, 2006
End Date of the Horizontal Initiative: March 31, 2013
Total Federal Funding Allocation (start to end date): $1,134.9 million
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 (DND) 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 forces in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti.
The GPSF is both a responsive and a 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 other government departments including the Canadian International Development Agency, Public Safety Canada, the RCMP, DND, the Correctional Service of Canada, the Canada Border Services Agency and Justice Canada. Along with other assistance, these partnerships provide critical expertise in the area of justice and security system reform to the civilian components of UN peace operations.
Shared Outcome(s):
Safer and more secure environments conducive to stabilization, recovery and long-term reconstruction.
Greater protection of rights and safety of individuals and populations.
Improved global and regional response to crisis situations.
Governance Structure(s):
The GPSF is managed by the Stabilization and Reconstruction Task Force (START) in the context of a whole-of-government approach coordinated through the START Advisory Board. Led by the Director General of START 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 Programs and Departmental Security Branch of DFAIT and is accountable to DFAIT, which is responsible for the financial, human and physical resource services for START.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from start to end date) |
Planned Spending 2009-10 |
Actual Spending for 2009-10 |
Expected Results for 2009-10 |
Results Achieved in 2009-10 |
---|---|---|---|---|---|---|---|
Foreign Affairs and International Trade Canada (DFAIT) | PA 2: Diplomacy and Advocacy | Global Peace and Security Program; Global Peace Operations Program; Glyn Berry Program for Peace and Security | 91.8 | 86.4 | Improved Canadian contribution to peace and security and the safety and well-being of beneficiaries living in targeted areas | Strengthened contribution to peace and security through the development of a strategic policy framework for dealing with conflict and fragility, new and dedicated mechanisms for deploying Canadian civilian experts and international justice officials and demonstrated international leadership responding to the Haiti earthquake crisis. | |
Royal Canadian Mounted Police (RCMP) | PA 1: Federal and International Operations | Canadian Police Arrangement and International Police Peacekeeping (IPP) | 63.7 | 11.4 | 12.5 | Implementation of RCMP international police peacekeeping projects | Deployed an average of 182 police officers to 8 international missions to provide mentoring, training and advice, mainly in Afghanistan, Haiti and Sudan. |
Canadian International Development Agency (CIDA) | PA 1: Geographic Programs | n/a | n/a | n/a | n/a | n/a | n/a |
Canadian Commercial Corporation (CCC) | n/a | Delivery of international assistance under the CCC/DFAIT MOU | See note | 6.5 | 13.4 | Logistical support to Sudan peace operations (UNAMID) | n/a |
Canadian Border Services Agency (CBSA) | PA 1: Security | Afghanistan border; Canada's support to the Middle East Peace Process; and Stabilization and Reconstruction in Haiti | See note | n/a | 0.2 | Strengthened customs capacity along the Afghan border | Provided training and mentoring to Afghan border officials. |
Department of Justice | PA 1: Justice policies, laws and programs | n/a | n/a | n/a | n/a | n/a | n/a |
Department of National Defence (DND) | PA 1: Contribute to Canada and the international community | Operations in Afghanistan | See note | 10.4 | 8.5 | Support to implementation of projects in Kandahar | Provided operational support on project implementation, monitoring and financial management. |
Correctional Service of Canada (CSC) | PA 1: Correctional Interventions | Operations in Afghanistan and Stabilization and Reconstruction in Haiti | See note | 2.0 | 2.9 | Supported the deployment of correction advisers to the provincial reconstruction team in Afghanistan | Deployed an average of 14 correctional officers to Afghanistan and Haiti to provide mentoring, training and advice. |
Total | 111.7 | 123.9 |
Note: Allocations from the GPSF are determined on an annual basis; therefore, there is no planned amount from the start to the end of the program.
Comment on Variance: Canadian Commercial Corporation: At the outset of fiscal year 2009-2010, the GPSF allocated $6.5 million of its programming fund to projects implemented through CCC. Actual GPSF expenditures via CCC for fiscal year 2009-2010 were $13.43 million. Since the GPSF responds to crises, it is difficult to predict the choice of implementing partners at the beginning of the fiscal year. For example, the earthquake in Haiti shifted programming priorities to supplying equipment to assist with the relief effort. As CCC has established expertise in supply arrangements, the GPSF worked with the Corporation as an implementing partner for these activities.
Results to Be Achieved by Non-Federal Partners (if applicable): n/a
Contact information:
Elissa Golberg
Director General, START Secretariat
Foreign Affairs and International Trade Canada
Tel.: 613-665-6689
Fax: 613-944-5911
Email: elissa.golberg@international.gc.ca
Has the department incorporated environmental performance considerations in its procurement decision-making processes?
Yes |
Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes.
In addition to using available mandatory standing offers, DFAIT is incorporating green procurement requirements into requests for contracts and clauses on green procurement into the general conditions of its contracts.
The department is expanding Shop@DFAIT, an Intranet site for ordering office supplies, to include missions as well as headquarters. Products that are more environmentally friendly are identified with a green dot.
To maximize the use of resources and reduce the negative impact to the environment, DFAIT has implemented a program to reuse perfectly functional office supplies that are often left behind when offices are vacated. Employees and managers are strongly encouraged to select from these items, which are made available at the front of our Central Stores. In addition, surplus furniture from offices that have been vacated or retrofitted is inventoried, stored and reissued at no cost to our clients.
DFAIT has integrated a recovery program for used batteries into its operations. Employees can ensure proper disposal of used batteries simply by dropping them off at our Central Stores location or sending them there via the internal mail service. To further protect the environment, hybrid vehicles are more fully integrated into the department's executive fleet in Canada.
In addition, the department has developed, to the testing level, an online contracting tool called Remedy, which will not only make the procurement process more efficient but will also reduce the need for paper forms.
To ensure that all procurement and materiel management specialists have knowledge of green procurement, the Green Procurement course that the Canada School of Public Service offers online will be incorporated into all employees Performance Management and Learning Plans.
Results achieved:
DFAIT contributes to advancing the protection of the environment and supports sustainable development by incorporating environmental performance considerations into its procurement decision-making process.
The department has demonstrated leadership in this area by promoting the use of environmentally preferable goods and best "green" practices, thus reducing negative impacts on the environment and conserving natural resources.
Contributions to facilitate government-wide implementation of green procurement:
n/a
Has the department established green procurement targets?
Yes |
Summary of green procurement targets:
Green procurement targets.
Continued enhancement of the tracking system within the Integrated Management System to help track and report on green purchases. To ensure the successful implementation of a tracking system at DFAIT, the Procurement, Materiel Management and Logistics Division developed and implemented the online ordering system Shop@DFAIT, which identifies green products with a green dot. This online system for ordering office supplies will allow DFAIT to track the green purchases made through this system on an annual basis. A further objective is to increase the percentage of green purchases throughout the department, as well as to increase the percentage of green dot items offered in the catalogues. The department has expanded the roll-out of Shop@DFAIT to provide the missions access to online procurement.
Ensure that environmental considerations are included in 100% of contracts and standing offers. A "green contracts" initiative is being implemented, including the development of environmental criteria that could be included in all contracts and standing offers for goods and services.
Reduce by 25% the total number of cordless mice purchased by March 31, 2012, using 2008-2009 as the baseline. Data are currently being captured to set the baseline on which the implementation of this target will be measured. The successful completion of this target will reduce the use of cordless mice at the department, which will in turn reduce the number of batteries purchased, used and discarded. In the interim, the Procurement, Materiel Management and Logistics Division has implemented a battery recycling program to reduce the environmental impact of battery use at DFAIT. The cost to dispose of batteries is being absorbed by the division initiating the program.
Ensure that 100% of materiel managers and procurement personnel receive green procurement training. The anticipated results associated with this target are that all materiel managers and procurement personnel will obtain a greater knowledge of green procurement, environmental impact will be reduced due to an increase in the purchase of greener products, and financial savings will be passed on to taxpayers. Efforts are under way to ensure that procurement personnel include green procurement training in employees' Performance Management and Learning Plans.
Inform all DFAIT employees about environmental initiatives and issues. The primary communication and awareness vehicles will continue to be electronic methods such as e broadcast messages, placement of information on the Intranet, and the future development of wiki pages.
Results achieved:
1a) Incorporation of the capacity to track environmental procurement within the department's financial system (Integrated Management System) is dependent on a government-wide solution. To date, this is not available. DFAIT continues to track progress in this area.
The Procurement, Contracts and Asset Management Section, in collaboration with the Procurement, Materiel Management and Logistics Division and the Contracting Policy, Monitoring and Operations Division, developed and implemented the online procurement system Shop@DFAIT, which identifies green products in the office supply catalogues. We have enhanced the system to include green procurement for goods at missions. In addition, we continue to increase the number of green products offered in the HQ and most of our mission procurement catalogues. A further objective is to increase the percentage of green purchases throughout the department.
1b) A "green contracts" initiative is being implemented, which includes the development of environmental criteria that could be included in all contracts and standing offers. The successful completion of this target will further ensure that environmental criteria are taken into consideration when the department contracts for goods and services.
It is our standard practice to ensure that environmental considerations are included in 100% of our contracts when ordering:
In addition, we encourage bidders to send electronic copies of contracts and proposals. For professional services, we have included the Proposal Environmental Considerations in the RFPs. Bidders are requested to prepare their proposals in a manner that leaves the least amount of carbon footprint trace by using:
Other initiatives:
1c) Data captured in 2008-2009 were used to establish a baseline from which the implementation of the cordless mouse target will be measured.
In 2009-2010, we reduced the number of purchases of cordless mice by over 50% (116 versus 231), which surpasses the target of 25% by March 31, 2012.
2) To date 96% of procurement and materiel management specialists have completed the Green Procurement training course. The remaining new personnel will complete the training in 2010-2011. Efforts are under way to ensure that 100% of procurement and materiel management personnel include Green Procurement training in their Performance Management and Learning Plans.
When materiel managers and procurement personnel have greater knowledge of green procurement, the department's environmental impact will be reduced due to an increase in the purchase of greener products. Any financial savings accrued from purchasing greener products will be passed on to taxpayers.
Standing Committee on Foreign Affairs and International Development
Report 1: Report on Afghanistan presented to the House during the 2nd Session of the 39th Parliament (Adopted by the Committee on February 10, 2009; Presented to the House on February 26, 2009; Concurred in by the House on October 5, 2009) Government Response: First Report of the Standing Committee on Foreign Affairs and International Development on "Canada in Afghanistan" (findings contained in the Tenth Report of the Committee presented to the House during the Second Session of the 39th Parliament) (Presented to the House on September 14, 2009)
Report 5: Review of Key Elements of Canadian Foreign Policy (Adopted by the Committee on May 11, 2009; Presented to the House on May 14, 2009) Government Response: Fifth Report of the Standing Committee on Foreign Affairs and International Development, "Canada and the Crisis in Sri Lanka" (Presented to the House on September 14, 2009)
Report 6: Canada-U.S. Relations: Old Challenges, New Opportunities (Adopted by the Committee on June 17, 2009; Presented to the House on June 19, 2009) Government Response: Sixth Report of the Standing Committee on Foreign Affairs and International Development, Entitled "Canada-U.S. Relations: Old Challenges, New Opportunities" (Presented to the House on October 9, 2009)
Report 1: Situation at Rights & Democracy (Adopted by the Committee on June 15, 2010; Presented to the House on June 17, 2010) Government Response: To be tabled August 18
Special Committee on the Canadian Mission in Afghanistan
Report 2: Helping to Enhance the Afghan National Security Forces (Adopted by the Committee on June 11, 2009; Presented to the House on June 18, 2009) Government Response: Second Report of the Special Committee on the Canadian Mission in Afghanistan, "Report on Canada's Priority Number One in Afghanistan: Helping to Enhance the Afghan National Security Forces" (Presented to the House on October 9, 2009)
Standing Committee on Public Accounts
Report 6: Chapter 3, "Human Resources Management - Foreign Affairs and International Trade Canada" of the May 2007 Report of the Auditor General of Canada (Adopted by the Committee on March 16, 2010; Presented to the House on April 14, 2010) Government Response: To be tabled August 18
Standing Committee on National Defence
Report 3: Canada's Arctic Sovereignty (Adopted by the Committee on June 15, 2010; Presented to the House on June 17, 2010) Government Response: Lead not yet determined
Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development) |
---|
There were no OAG chapters issued in the period April 2009 to March 2010 in which DFAIT was audited. |
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) |
---|
There were no audits conducted or audit reports issued by the Public Service Commission or Commissioner of Official Languages during the period of April 2009 to March 2010. |
1. Name of Internal Audit | 2. Audit Type | 3. Status | 4. Completion Date |
5. Electronic Link to Report |
---|---|---|---|---|
Mission Hospitality | Performance | Completed | June 2009 | www.international.gc.ca/about-a_propos/cae-dv/reports-rapports.aspx?lang=eng |
Francophonie Summit | Financial | Completed | June 2009 | www.international.gc.ca/about-a_propos/cae-dv/reports-rapports.aspx?lang=eng |
Audit of Cash and Banking | Performance | Completed | September 2009 | www.international.gc.ca/about-a_propos/cae-dv/reports-rapports.aspx?lang=eng |
Departmental Governance Structures | Performance | Preliminary assessment completed; did not proceed to full audit | September 2009 | |
Resource Allocation | Performance | Completed | May 2010 | Will be posted |
Treasury Board Decisions and Memorandums to Cabinet | Performance | Partially covered under Audit of Resource Allocation | May 2010 | |
Expenditure Controls | Performance | Reporting stage | September 2010 | Will be posted |
IT Asset Management | Performance | Completed under Office of the Comptroller General (OCG) Horizontal Audit of IT Asset Management | May 2010 | To be posted by OCG |
Risk Management | Performance | Completed under OCG Horizontal Audit of Corporate Risk Profiles | May 2010 | www.tbs-sct.gc.ca/report/orp/2010/crp-pro-eng.asp |
Information for Decision Making | Performance | Moved to 2010-11 | ||
Real Property | Performance | Moved to 2010-11; initiated in September 2010 | ||
Global Partnership Program | Performance | Reporting stage | September 2010 | |
Systems Management | Performance | Postponed; will be reconsidered with planned audits of 2011-12 | ||
Systems Governance | Performance | Postponed; will be reconsidered with planned audits of 2011-12 |
Departments must provide a list of all evaluations that pertain to the department's work during the reporting period, and if applicable the program activity to which the evaluation was applied.
1. Name of Evaluation | 2. Program Activity | 3. Evaluation Type | 4. Status | 5. Completion Date |
---|---|---|---|---|
Asia Pacific Foundation (www.international.gc.ca/about-a_propos/oig-big/2009/evaluation/apfc_fapc09.aspx?lang=eng) | 2.2; 2.3 | Summative | Completed/ Approved |
April 2009 |
Counter-Terrorism Capacity Building (www.international.gc.ca/about-a_propos/oig-big/2009/evaluation/ctcb_parca09.aspx?lang=eng) | 2.3 | Formative | Completed/ Approved |
September 2009 |
Co-location Arrangements and the Policies and Practices towards Provincial/Territorial Representation Abroad (www.international.gc.ca/about-a_propos/oig-big/2009/evaluation/colocation_cohabitation09.aspx?lang=eng) | 2.1; 2.3 | Summative | Completed/ Approved |
December 2009 |
Passport Canada-Lessons Learned | 5.0 | Review | Completed/ Approved |
June 2009 |
START's Global Peace and Security Fund-Haiti (www.international.gc.ca/about-a_propos/oig-big/2009/evaluation/gpsf_fpsm_haiti09.aspx?lang=eng) | 1.1; 1.2; 1.3; 2.3 | Summative | Completed/ Approved |
September 2009 |
International Business Development Meta Evaluation | 3.1 | Review | Completed/ Approved |
December 2009 |
The Canadian Landmine Fund, Phase II | 1.1; 1.2 | Summative | Completed | September 2010 |
Delineating Canada's Continental Shelf according to United Nations Convention on the Law of the Sea1 (www.dfo-mpo.gc.ca/ae-ve/evaluations/09-10/6b060-eng.htm) | 1.2 | Formative | Completed/ Approved |
September 2009 |
Canadian Participation in La Francophonie2 (www.acdi-cida.gc.ca/acdi-cida/ACDI-CIDA.nsf/eng/NAT-2475450-H6C) | 1.2; 2.2 | Summative | Completed/ Approved | February 2010 |
Common Services Abroad | 4.2 | Summative | Completed/ Approved |
December 2009 |
Life Sciences Practice | 3.2 | Formative | Completed/ Approved | June 2010 |
Global Partnership Program, Chemical Weapons Destruction | 1.2.3.4 | Formative | Completed/ Approved |
December 2009 |
Forum of Federations | 2.3 | Summative | Cancelled; external evaluation completed | |
Diplomatic Relationships with Foreign Embassies in Canada | 2.1 | Summative | Completed/ Approved | May 2010 |
Air Service Agreements | 2.2; 3.2 | Summative | Ongoing | September 2010 |
Terms and Conditions for a Class of Contributions in Support of International Environmental Program3 | 1.2 | Formative | Completed | June 2010 |
Global Peace and Security Fund | 1.2; 2.3 | Summative | Ongoing | September 2010 |
Staffing Operations and Client Service Effectiveness | 8.0 | Summative | Deferred | 2011-2012 |
Public Diplomacy (Academic Relations) | 2.3 | Summative | Completed/ Approved | June 2010 |
National Anti-Drug Strategy4 (www.justice.gc.ca/eng/pi/eval/rep-rap/10/nasie-snaef/nasie.pdf) | 2.3 | Formative | Completed/ Approved |
April 2010 |
Political Economic Renewal Initiative (New Way Forward) | 1.1; 1.2; 1.3; 2.2; 2.3 | Formative | Completed/ Approved | May 2010 |
Americas Strategy | 1.1; 1.2 | Formative | Ongoing | September 2010 |
Client Service Fund | 3.2 | Summative | Completed/ Approved |
May 2010 |
Global Commerce Strategy | 1.1; 1.2 | Formative | Ongoing | September 2010 |
International Science and Technology Partnerships Program | 3.2 | Summative | Completed/ Approved |
June 2010 |
Policy Development Capacity | 1.1; 1.2 | Summative | Deferred | 2013-2014 |
Transformation Agenda | 6.1; 6.2; 7.1; 7.2 | Formative | Ongoing | May 2011 |
Performance Management Program and Learning Plans for Employees | 8.0 | Summative | Deferred | 2011-2012 |
Security Certificates Initiatives | 1.2; 1.3; 7.2 | Formative | Completed/ Approved |
May 2010 |
Canada Investment Fund for Africa, Mid-Term Review | 3.2 | Formative | Ongoing | December 2010 |